备考pmp电子华夏智诚试题样题

《PMBOK试题样题WhendoweperformtheCommunicationsnningInitialnningWhenprojectmanagerisThroughouttheWhendowegetthestakeholders’formalacceptanceofthecompletedscopeandassociateddeliverables?ConceptualnningThroughouttheClosingWhendowehavekickoffAftertheprojectnisAllthroughouttheWhenprojectmanagerisIntheconceptualYouareaprojectmanageratalargemulti-nationaldeveloanext-generationwirelessphoneusingVOIPTechnology.Theprojectinvolvessignificantcoordinationofresourcesacrossmultipledifferentengineeringteamslocatedinvariousdifferentcountries.Specifically,yourhandsetteamisbasedin,yourtestingteamisinU.S.,andyourQAteamisinCanada.Theengineersineachoftheteamsreporttoadifferentgeographicfunctionalmanager,butarecurrentlyonloantoyouforyourproject.Youarecurrentlyintheprocessofassessingthecompletionstatusfroeachoftheworkpackages.Inordertodevelopanaccuratestatusoftheproject,you’veaskedeachoftheengineerstoreporttheircompletionsdatefortheirrespectivedeliverables.However,whenaskedforthecompletiondate,oneoftheQAengineersabrasivelyresponds,“Completiondateforwhat?”Eversincetheprojectstarted,you’vealwaysthoughtthatthisQAengineerwasdifficulttomanage.Especiallytiredofsuchcomments,youfinallydecidetoreporttheQAengineer’suncooperativebehaviortohisfunctionalmanager.Baseonthescenariosdescribedabove,whichofthefollowingBESTdescribestherealproblem?TheQAengineerwasactingdefensivelytomaskhisinabilitytomeethisprojectYoudidnotreceivethenecessarysupportfromthefunctionalmanagerregardingyourproject.Theworkpackageswerenot ydefinedfortheYoushouldhavemetwiththefunctionalmanagerthefirsttimeyouencounteredproblemswiththisengineer,ratherthanlettheproblemescalate.你是一大型公司的项目经负责开发一款P技术的，项目涉及到多个国家的多个工程团队。具体来说，机身部分在，测试团队在，A团队在工程师向各自地区的职能经理报前借给你的项目中使用目前A终于你受这样的态度了你最终定把这个A工程师的不合作Whentheprojectisgettingintothefinalizingphase,onewomanwhoisateamleaderwantstostayawayfromthe foraperiodoftimebecausesheispregnantnow.Projectmanagerfoundthatanewengineercouldbereced.Howsoever,afterreviewingthealternatives,heallowedhertoworkathome.Whydidhemakesuchadecision?InordertoavoidchangesofToofferheranopportunitytoacquiremoreknowledgeandskillsinprojectForthepurposeofcontrollingprojectInordertoreduceadditionaleffortsofteamTheprojectisgettingintoaverycriticalphase,andoneengineerisscheduledtostayinhospitalforonemonth.Projectmanagerdiscussedwithhimandtheteam,thenmadeadecisiontolethimcontinuehisworkforthemonth.Whatisthereasonfortheaction?TheengineeriswillingtocontinuehisInordertoofferhimanopportunitytoacquiremoreknowledgeandskillsinprojectForthepurposeofcontrollingprojectItisbecauseanewlyrecruitedengineermightbelesscompetentthanYourcustomerhasaskedfora2000callcapacityforthenewcallcenterproject.However,oneofyour ’stechnicalexpertsbelievesa3000callcapacitycanbereached.Anotherthinksthatbasedonthetechnicalneedsofthecustomer,thecapacityneedstobeonly1500.WhattheBESTthingtodo?Setthegoalat2000Setthegoalat3000Meetwiththecustomertobetterunderstandthereasonsbehindthe2000callMeetwiththetechnicalexpertsandhelpthemtoagreeona150020003000Duringameetingwithsomeoftheprojectstakeholders,PMisaskedtoaddworktotheprojectscope.PMhadaccesstocorrespondencesabouttheproject,whichsaidthattheprojectsponsorsspecificallydeniedthescopeofworkmentionedbythesestakeholders.TheBESTthingforthePMtodonextwouldbeto:Letthesponsorsknowofthestakeholders’EvaluatetheimpactofaddingthescopeoflthestakeholdersthescopecannotbeAddtheworkifthereistimeavailableintheprojectThecustomeronaprojectlsPMtheyhaverunoutofmoneytopayfortheproject.WhatshouldthePMdoFIRST?Shiftmoreoftheworktolaterpartinthescheduletoallowtimeforcustomertogetthefunds.ReducethescopeofworkandenterStopReleasepartoftheproject客户告诉项目经理说他们没有来为项目付款了，项目经理应该Intheinitiationphaseofyourproject,itisapparentthatdifferentdepartmentsof holddifferentviewsonprojectstructureandprojectdeliverables.Whatisthebestactionforyou?Ask whentheywillfinalizetheirWorkwithleadershipsfromeachdepartmenttocollaborativelyengineeramutuallyacceptablesolution.MakesurethetermsandconditionsofthecontractareListtheconsequencesofchangesinthecontract’srequirements在项目的启动阶段，客户公司的不同部门关于项目架构和可交付成果存在不同意见，你最好应该：Theprojecthasacriticaldeliverablethatrequirescertainexpertisetocomplete.Thewhowasgoingtocompletethetaskhasleft andthereisnowhocancompletetheworkinthe.So,PMneedstoacquiretheservicesofaconsultantassoonaspossible.Inorderforthat,PMshould–Followthe neladministrationproceduressetupbythe forusingoutsideservices.Bypassthe proceduresastherearemanyexceptionalcasesintheExpediteandgodirectlytoyourpreferredDiscussthesituationwiththeYoureceivenotificationthatamajoritemyouarepurchasingforaprojectwillbedelayed.Whatisthebestthingtodo?Ignoreit,itwillgoNotifyyourLetthecustomerknowaboutitandtalkaboutMeetwiththeteamandidentify通知你的Question13—14/13-14Projectmanagerauthorizedcertainworkpackage.Aftertwoweeksthedeliverablewascompletedwithfarbetterqualitythantheoriginalrequirements.Theengineerhasaddedsomenewfeatures,so,itisinnovationdevelopmenttothe.WhatshouldprojectmanagerdoVisitthecustomerandtryhardtogetthescopechangefortheimprovedAskthecustomerwhetherthedeliverableisacceptabletoSincethisisgold-ting,asktheteammembertoreworksothatitsatisfiestheinitialrequirements.Givenoticetothemarketingdepartmentsothattheycanofferbetterproducttothefuturecustomer.Basedupontheprevioussituationinquestion14,PMfoundtheengineerspentfarmorethanbudgeted.Thebudgetfortheinitialspecificationis10,000yuan,andheactuallyspent100,000yuan.Whereshouldbethefundingsourceforthedifference?A.ThedifferenceshouldnotbecalculatedintoprojectcostThedifferenceshouldbedrawnfromcontingencyThedifferenceshouldbecountedcostThedifferenceshouldbedrawnfrommanagement10Theinitialworkpackageoftestingisbudgetedat100,000yuanasitincludesfourmodulesoftasks.Whentheworkistobeimplemented,theteamfoundonlyonemoduleoftestisneededtocompletetheworkandthetotalcostisonly10,000yuan.Afterthetestisdone,howshouldyoudealwiththedifference?Savethe90,000ascostvarianceandkeeptheoriginalSincetheworkpackageischanged,givebackthemoneytothePutthemoneyintoprojectcontingencyUsethemoneyforsometeamdevelopment测试工作包的初始预算为10万元，共四个模块。执试时，团队发现只需要APMisnningaprojectwhenhediscoversthattheprojecthasmanydifferentphases,andeachphasemustbedoneinasequence.WhatistheBESTthingtheprojectmanagercando?ObtainacharterforeachMakesuretheWBShastasksthatincludeextrateamMakesureeachteammemberknowshowtheirtasksinctwithotherMakesurethecommunicationnaddresses保证WBS包括的团队会Yourprogrammanagerhascometoyou,theprojectmanager,forhelpwithabidforhernewproject.Youwanttoprotectyour fromfinancialrisk.Youhavelimitedscopedefinition.WhatistheBESTtypeofcontracttochoose?FixedpriceCostpluspercentofcostTimeandmaterialCostplusfixedfeeTherehasbeenatendencyinrecentyearstomanagemoreactititiesimmoreapplicationsusingprjectmanagement.EarnedValueTechniquecouldbeapplicdto:Projectonly,excludingOperationsonly,excludingNeitherprojectnorBothprojectand适用于Thefinalprojectschedule resourceshouldalwaysismayshouldnot

Projectbudgetis10,000yuan,andpercentofcompletionis50%,theactualcostis7000yuan.WhatisCVandSV?CV=-2000,CV=-2000,SVcannotbeCV=2000,SVcannotbeCV=2000,150%7000元，CVSVCV=-2000,CV=-2000,SVCV=2000,SVCV=2000,WhichofthefollowingisnotADMcannotcalculateLS,LFandResourcelevelingmaynotdelayprojectcompletionResource-restrainedschedulingisdifferentfromresourced-basedfloatcanbezero,eventhoughtotalfloatmaybepositive.ADMLS,LFAfterwhatpercentageofprojectwork,theCPIofaprojectstartstodemonstratearelativelystableperformance?25%-15%-Over5%-25%-15%-大于5%-ThefundamentalweaknessofEVisItcannotltheaccurateprogressoftheItcannotbeusedtopredictWhentheCPIandSPIispoor,itistoolatetotakecorrectiveItisdifficulttocalculateCPISPIInaproject,thetotalamountofCVisveryclosetoSV.WhatispossibleCVisduetoCVisusuallyequaltoSVinmostCViscalculatedbyCVismarkedasriskthreshold,SVisCVSVCVCVSVCV可以当作风险警戒线，SVAsellerisworkingonacostreimbursablecontractwhenthebuyerdecideshewouldliketoexpandthescopeofservicesandchangetofixedpricecontract.Allofthefollowingatetheseller’soptionsEXCEPT:CompletingtheoriginalworkonacostreimbursablebasisandthennegotiatingafixedpricefortheadditionalworkCompletingtheoriginalworkandrejectingtheadditionalNegotiateafixedpricecontactthatincludesalltheStartoverwithanew完成初始的工作，新增的工作TheSVofaprojectispositive,butoneimportanttoneismissed.Whatisnot yreported?CriticalCostTrendSV大于零，但是一个重要的里程碑被错过了，这是由于哪一个报告不充分Assuminga+/-3δlevelofaccuracy,whichofthefollowingestimationofdurationisofleastrisk?30+/-522-3026,30,33About28+/-3δ， 522—3026,30,3328Intheprocessofeitherstaffassignmentsorcontractawarding,negotiationskillsandtacticsysanimportantrole.Asprojectprationers,weshouldnegotiateinwhichofthefollowingmanner?PayfullattentionstoWithgoodFocusonresponsibilitiesandClarifythetechnical业者，谈判的方式应该是Duringtheexecutionofproject,oneteamstopsworkingandstartaoverallcheckingbecausetheyfoundanerrorintheirdeliverable.WhatstrategyshouldthePMuseindealingwiththesituation?StresstheimportanceofkeeStoptheirAskthemtosetupatestDoTheteammemberaretalkingaboutthepossiblelayoffinthe anddonotpayattentiontowork.WhatshouldPMdo?FirethemrightDiscussthesituationwiththemlthemthattheywill belaidlthemtocalmdown,andiftheyworkhard,andthingsgettingbetterandtheymaynotbefired.Indevelopreliminaryprojectscopestatement,whatdoyoudowithprojectassumptionsinthefirstce?yzethemajorassumptionsforyzealltheassumptionsfor themajorIgnoretheminorassumptionswhenwefinalizetheprojectTheearlycompletionofprojectwillenabletheprojectteamobtainanincentivefromthecustomer.Buttheteamlthatonefunctionfailedbutthedeliverablemeetthecontractrequirements.WhatshouldPMdo?AsktheteamtoreworkandpostponeInformthecustomeranddiscussaappropriateKeepsilentabouttheerrorandjustfollowtheCriticizetheteamfortheerroranddeliveritalltheTheprojecthadaproblemwith nelperformance.Threemonthsafteraproperactiontaken,performancewasnotimproved.Thisisbesthandledthrough:FormalwrittenFormalverbalInformalwrittenInformalverbal正式的沟非正式的沟Empathiclisteningentailsunderstandinganother ’sframeofreference.Toexhibitempathiclisteningskills,aprojectmanagershould—MimicthecontentoftheProbeandthenevaluatetheEvaluatethecontentandthenRephrasethecontentandreflectthe移情式就是要设身处地的理解他人的处境要展示移情式项目经理应该WhichofthefollowingarefrequentlyusedtoolsinprocurementMakeor ysis,expertjudgement,andcontracttypeContracttypeselection,bidders’conferences,andexpertExpertjudgement,audits,andbiddersMakeor ysis,contracttypeselection,andweighting//外购分析、合同类型选择、系WhattoolsandtechniquesaretypicallyusedinthescopedefinitionWorkbreakdownstructuretemtesand positionofdeliverablesintosmaller,moremanageablecomponents.ysisoftheproduct,identificationofalternativeapproaches,expertjudgment,facilitatedReviewofhistoricalinformation,creationofprojectconstraintsandassumptions,and ysisestimates.Projectjustification,workbreakdownstructuretemtes,andidentificationofalternativeapproaches.Whenmanagingafixedpricelumpsumcontractforrefineryrehabilitationproject,theprojectmanagerrealizesthatoneofthelargecustomer-requestedchangesmightimpacttheprojectschedule.Heshallimmediay:DiscusswiththeMeetwiththeteamRenegotiatethecontractwithconstructionFollowthechangecontrolYouaremanagingaconstructionprojectofalarge-scalechemicalworks.Attheclosingphase,yougetareportfromateammemberthatcertainprojectdeliverableshavebeenattainedwithoutperformingalltheassignedworkpackagesintheWBS.Whatshouldtheprojectmanagerdo?CommunicatethechangestoallteammembersandDirectthechangethroughthechangecontrolChangetheprojectperformancemeasurementChangetheprojectcommunicationmanagementWBS中的工作包就完成了，项目经理应该：Anewproductdevelopmentprojecthasfourlevelsintheworkbreakdownstructureandhasbeensequencedusingthearrowdiagrammingmethod.Theactivitydurationestimateshavebeenreceived.WhatshouldbedoneNEXT?CreateanactivityBegintheFinalizetheCompresstheWBS分为四个层次，并且按照箭线图进行了排序，活Thecustomerincreaseyourprojectscopeby65%.Thisincreasedyourcostestimatesfivefold.Nowyoumustchangetheschedulestartandfinishdatesinyourapprovedschedule.Yourfirststepshouldbeto:CompresstheModifytheResetthescheduleAddYouhavebeenassignedtomanageaportionofalargerprojectthatissupposedtobefinishedwithinatwo-weekperiod.Youhavemetwiththeleadershipoftheareatogatherrequirements,andyouhaveaprojectcharter,scopestatementandprojectnthathavebeenapprovedbytheseindividuals.Youaretoldtomeetwiththeactualuseroftheresultsoftheprojecttodemonstration,itisclearthattheuser’srequirementsareverydifferentfromtheonesyouwereinitiallygivenandtowhichbothyouandtheagreed.WhatistheBESTthingforyoutodonow?Generateachangerequestfortheuser’sConveneanothermeetingwiththeleadershipoftheareaandtheusertogeneratearevisedsetofrequirementsAttempttomeetasmanyoftheuser’srequirementsaspossiblewithintheproject’sestablishedbudgetandscheduleCompletetheworkasoriginallyspecifiedandformulateanewprojecttomeettheuser’srequirements.Youaretheprojectmanageronaninformationtechnologyproject.Aninformationspecialistonyourteam,afterhavinglunchwithalowrankingcustomerrepresentativeworkingwithhimonasoftwareproject,learnsthatasimplealtioninthedisywouldbeagreatadditiontotheproject.Youandtheprojectsponsorhavealreadysignedoffthescope.Theinformationspecialistinstallsthechangewithnonegativeaffecttotheprojectscheduleandatnoadditionalcost.Whatmanagementactionshouldbetaken?Theinformationspecialistshouldberecognizedforexceedingcustomerexpectationwithoutaffectingprojectcostorschedule.TheprojectmanagershouldaddatoldtotheprojectnwithnoassociatedTheinformationspecialistshouldbetoldthathisbehaviorwasunacceptable,asitmayhavenegativelyaffectedtheoverallproject.Theprojectmanagershouldcreateachangecontrolfrom,andhavethecustomersignsincethechangeisalreadymade.你是一个T来影响，也没有增加额外费用。你应采取什么管理措施？A来影响。 AprojectmanagerisperforminganauditonadeliverablewhenPMhearsthattheteammemberwhodidtheworkiscominingtoeveryonethatheisbeingpickedonbyhavinghistaskaudited.Youknowthisisnottrue.Whatlessonlearnedcouldyoutaketofutureprojects?lalltheteammembersthattheirdeliverableswillbeauditedatthebeginningoftheSetainthescopemanagementAuditlessUseawalk-throughinsteadof审计他做的工作是挑的你知道是不对的对于今后的项目你该吸取什么教训？Twomonthsintoadesignproject,thecustomerrequestedamodificationtotheproduct.Thechangewasmadewithoutnotifyingtheprojectmanager.Duringthefinaltestingphase,resultsweredifferentthenwhatwasnnedfor.Thisscenarioisanexampleofwhichofthefollowing?PoordefinitionofthetestPoordevelopmentofthequalitymanagementPooruseofscopechangePooradherencetothecommunication在最终测阶段当初计划的不同这种情况是列哪项的例子？45．Aprojectmanagerisassignedtoanew,highpriorityproject.Thereareonlyavailableresourcesbecauseotherresourcesarealreadycommittedtoprojects.Theresource’stimeavailabletocompletetheprojectislessthanhalfthetimeneeded,andtheprojectmanagercannotconvincemanagementtochangetheenddate.Theprojectmanagershould:CoordinatewithteammemberstheovertimenecessarytocompletetheProvidetheteamwithopportunitiestodoagreatjobontheworkthatcanbeCutthescopeofworkbyremovingtheworkthatcannotbecompletedinthetimeUsemoreexperiencedresourcestocompletethework5个可用的资源，因为其他资Youhavefourprojectsfromwhichtochooseone.ProjectAisbeingdoneoverasix-yearperiodandhasanNPVofUS$70000.ProjectBisbeingdoneoverathree-yearperiodandhasanNPVofUS$30000.ProjectCisbeingdoneoverafive-yearperiodandhasanNPVofUS$40000.ProjectDisbeingdoneoveraone-yearperiodandhasanNPVofUS$60000.Whichprojectwouldyouchoose?ProjectProjectProjectProject4A6年完成，NPVUS$70000B需1年完成，NPVUS$60000。你选那个？Anewstoredevelopmentprojectrequiresthepurchaseofvariousequipment,machinery,andfurniture.Thedepartment,responsibleforthedevelopmentrecentlycentralizeditsexternalpurchaseprocessandstandardizeditsnewordersystem.In c