PMP®高頻錯(cuò)題（16）
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高頻錯(cuò)題（16）
1、 [單選] 項(xiàng)目經(jīng)理被任命管理一個(gè)現(xiàn)有項(xiàng)目，需要了解項(xiàng)目可交付成果，項(xiàng)目經(jīng)理應(yīng)該參考下列哪一份文件？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
A：項(xiàng)目章程
Project charter
B：項(xiàng)目需求規(guī)范
Project requirements specification
C：項(xiàng)目范圍說明書
Project scope statement
D：項(xiàng)目進(jìn)度表
Project schedule
正確答案：C 你的答案：A
解析：參考答案：C。 解析：PMBOK（6）P151-5.3.3.1項(xiàng)目范圍說明書包括了產(chǎn)品范圍描述、驗(yàn)收標(biāo)準(zhǔn)、可交付成果、除外責(zé)任、制約因素和假設(shè)條件。
2、 [單選] 與供應(yīng)商簽訂合同，開發(fā)一個(gè)對(duì)公司整體市場(chǎng)份額至關(guān)重要的軟件包。在交付軟件后，一位相關(guān)方通知項(xiàng)目經(jīng)理需求未得到滿足。若要避免這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
A：將該供應(yīng)商包含在需求開發(fā)中，并讓他們簽署需求文件
Included the vendor in the requirements development and made them sign the requirements document
B：根據(jù)采購(gòu)管理計(jì)劃監(jiān)控供應(yīng)商的活動(dòng)
Monitor the vendor’s activities according to the purchasing management plan
C：聘請(qǐng)資源在內(nèi)部生產(chǎn)產(chǎn)品，以確保完全控制輸出
Hired resources to produce the product internally to ensure complete control of the output
D：為供應(yīng)商的公司分配一名人員，以確保在整個(gè)開發(fā)過程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正確答案：B 你的答案：A
解析：pmbok p492 控制采購(gòu)。供應(yīng)商交付的結(jié)果不符合要求，屬于控制采購(gòu)沒有做好導(dǎo)致，B屬于控制采購(gòu)工作。
3、 [單選] 在施工現(xiàn)場(chǎng)可被驗(yàn)收之前，正為一個(gè)關(guān)鍵項(xiàng)目活動(dòng)尋求獲得當(dāng)?shù)刂鞴懿块T的批準(zhǔn)，項(xiàng)目經(jīng)理在為項(xiàng)目制定進(jìn)度計(jì)劃時(shí)應(yīng)該做什么？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
A：避免將該活動(dòng)放在關(guān)鍵路徑上
Avoid putting the activity on the critical path.
B：執(zhí)行確定和整合依賴關(guān)系
Perform dependency determination and integration.
C：獲得專家判斷
Obtain expert judgment.
D：在風(fēng)險(xiǎn)登記冊(cè)中添加一個(gè)新風(fēng)險(xiǎn)
Add a new risk to the risk register.
正確答案：B 你的答案：D
解析：參考答案：B 解析：PMBOK（6）P191-6.3.2.2關(guān)鍵活動(dòng)需要當(dāng)?shù)卣鷾?zhǔn)，這描述的是外部依賴關(guān)系,B對(duì)應(yīng)。
4、 [單選] 在為一個(gè)有預(yù)算限制的項(xiàng)目生成狀態(tài)報(bào)告時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)該項(xiàng)目比進(jìn)度計(jì)劃落后一周。若要將項(xiàng)目拉回正軌，項(xiàng)目經(jīng)理應(yīng)該怎么做？
While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule. What should the project manager do to bring the project back on track?
A：重新分配關(guān)鍵路徑活動(dòng)的團(tuán)隊(duì)成員
Reallocate team members on critical-path activities.
B：向項(xiàng)目發(fā)起人要求額外的時(shí)間
Request additional time from the project sponsor.
C：請(qǐng)求項(xiàng)目管理辦公室(PMO)增加團(tuán)隊(duì)成員。
Ask the project management office (PMO) for additional team members.
D：執(zhí)行資源優(yōu)化
Perform resource optimization.
正確答案：A 你的答案：D
解析：參考答案：A 解析：時(shí)間不夠，要趕工或進(jìn)度壓縮。D選項(xiàng)，資源平衡的工期會(huì)變長(zhǎng)，資源平滑工期不變。
5、 [單選] 項(xiàng)目經(jīng)理正在為一個(gè)新項(xiàng)目制定項(xiàng)目進(jìn)度計(jì)劃，根據(jù)項(xiàng)目經(jīng)理的經(jīng)驗(yàn)，該項(xiàng)目需要兩年才能完成。然而，公司總監(jiān)要求該項(xiàng)目在18個(gè)月內(nèi)完成。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete. However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
A：根據(jù)總監(jiān)的要求修訂項(xiàng)目進(jìn)度計(jì)劃
Revise the project schedule based on the director’s request.
B：使用資源平衡，來平均項(xiàng)目團(tuán)隊(duì)成員的任務(wù)
Use resource leveling to even out project team member tasks.
C：減少項(xiàng)目范圍以滿足修訂的項(xiàng)目進(jìn)度計(jì)劃
Reduce the project scope to meet the revised project schedule.
D：保持項(xiàng)目進(jìn)度計(jì)劃不變，但顯示這種變更對(duì)其他制約因素的影響
Keep the project schedule unchanged, but show the impact this change would have on other constraints.
正確答案：A 你的答案：C
解析：參考答案：A 解析：PMBOK（6）P207-6.5.1.2制定進(jìn)度計(jì)劃-項(xiàng)目文件-假設(shè)日志。記錄的假設(shè)條件和制約因素可能造成影響項(xiàng)目進(jìn)度的單個(gè)風(fēng)險(xiǎn)等。
6、 [單選] 在一個(gè)IT基礎(chǔ)設(shè)施設(shè)備項(xiàng)目的執(zhí)行階段，IT經(jīng)理要求提供比預(yù)算中最初包含的服務(wù)器更昂貴的服務(wù)器，項(xiàng)目經(jīng)理應(yīng)該怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
A：執(zhí)行風(fēng)險(xiǎn)評(píng)估
Conduct a risk assessment
B：提出變更請(qǐng)求
Initiate a change request
C：在范圍說明書中核實(shí)該請(qǐng)求
Validate the request with a scope statement
D：批準(zhǔn)該請(qǐng)求
Approve the request
正確答案：B 你的答案：C
解析：說明解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。比預(yù)算更貴的服務(wù)器變更了預(yù)算，提出變更請(qǐng)求，按照變更控制流程去獲得批準(zhǔn)。選項(xiàng)A：題目非常明確，如果滿足IT經(jīng)理的要求將超出預(yù)算，無需執(zhí)行風(fēng)險(xiǎn)評(píng)估，是變更問題。 選項(xiàng)C：預(yù)算增加在范圍說明書中看不到預(yù)算內(nèi)容，應(yīng)該合適成本基準(zhǔn)。選項(xiàng)D：在沒有經(jīng)過變更控制獲得批準(zhǔn)之前，項(xiàng)目經(jīng)理無權(quán)批準(zhǔn)超出預(yù)算的變更。
7、 [單選] 一個(gè)項(xiàng)目遇到困難,且項(xiàng)目狀態(tài)報(bào)告到期。但是,項(xiàng)目發(fā)起人正在休假。項(xiàng)目經(jīng)理應(yīng)該做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
A：要求團(tuán)隊(duì)成員直接將項(xiàng)目進(jìn)度傳達(dá)給他們的業(yè)務(wù)聯(lián)系人
Ask team members to directly communicate the project's progress to theirbusiness contact
B：將狀態(tài)報(bào)告發(fā)送到項(xiàng)目管理辦公室(PMO),并要求PMO經(jīng)理分發(fā)摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary.
C：按計(jì)劃發(fā)送狀態(tài)報(bào)告
Send the status report as planned
D：暫停分發(fā)狀態(tài)報(bào)告,直到項(xiàng)目發(fā)起人休假回來
Hold distribution of the status report until the project sponsor returns.
正確答案：C 你的答案：B
解析：項(xiàng)目狀態(tài)報(bào)告（績(jī)效報(bào)告之一）不僅僅發(fā)給發(fā)起人，發(fā)起人休假也要正常發(fā)布。
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版權(quán)聲明：本文為CSDN博主「LK_Tracking」的原創(chuàng)文章，遵循CC 4.0 BY-SA版權(quán)協(xié)議，轉(zhuǎn)載請(qǐng)附上原文出處鏈接及本聲明。
原文鏈接：https://blog.csdn.net/weixin_40039983/article/details/108405385
1、 [單選] 項(xiàng)目經(jīng)理被任命管理一個(gè)現(xiàn)有項(xiàng)目，需要了解項(xiàng)目可交付成果，項(xiàng)目經(jīng)理應(yīng)該參考下列哪一份文件？
A project manager is assigned to an existing project and needs to understand the project deliverables. The project manager should refer to which of the following?
A：項(xiàng)目章程
Project charter
B：項(xiàng)目需求規(guī)范
Project requirements specification
C：項(xiàng)目范圍說明書
Project scope statement
D：項(xiàng)目進(jìn)度表
Project schedule
正確答案：C 你的答案：A
解析：參考答案：C。 解析：PMBOK（6）P151-5.3.3.1項(xiàng)目范圍說明書包括了產(chǎn)品范圍描述、驗(yàn)收標(biāo)準(zhǔn)、可交付成果、除外責(zé)任、制約因素和假設(shè)條件。
2、 [單選] 與供應(yīng)商簽訂合同，開發(fā)一個(gè)對(duì)公司整體市場(chǎng)份額至關(guān)重要的軟件包。在交付軟件后，一位相關(guān)方通知項(xiàng)目經(jīng)理需求未得到滿足。若要避免這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？
A vendor contracted to develop a software packages that is key to company’s overall market share.Upon delivery of the software, a stakeholder inform the project manager that requirements were unmet. What should the project manager have done to prevent this?
A：將該供應(yīng)商包含在需求開發(fā)中，并讓他們簽署需求文件
Included the vendor in the requirements development and made them sign the requirements document
B：根據(jù)采購(gòu)管理計(jì)劃監(jiān)控供應(yīng)商的活動(dòng)
Monitor the vendor’s activities according to the purchasing management plan
C：聘請(qǐng)資源在內(nèi)部生產(chǎn)產(chǎn)品，以確保完全控制輸出
Hired resources to produce the product internally to ensure complete control of the output
D：為供應(yīng)商的公司分配一名人員，以確保在整個(gè)開發(fā)過程中遵循需求
Assigned a resource to the vendor's company to ensure that requirements were followed throughout the development
正確答案：B 你的答案：A
解析：pmbok p492 控制采購(gòu)。供應(yīng)商交付的結(jié)果不符合要求，屬于控制采購(gòu)沒有做好導(dǎo)致，B屬于控制采購(gòu)工作。
3、 [單選] 在施工現(xiàn)場(chǎng)可被驗(yàn)收之前，正為一個(gè)關(guān)鍵項(xiàng)目活動(dòng)尋求獲得當(dāng)?shù)刂鞴懿块T的批準(zhǔn)，項(xiàng)目經(jīng)理在為項(xiàng)目制定進(jìn)度計(jì)劃時(shí)應(yīng)該做什么？
A key project activity is to seek approval from local authorities before a construction site can be accepted .What should the project manager do when scheduling the project?
A：避免將該活動(dòng)放在關(guān)鍵路徑上
Avoid putting the activity on the critical path.
B：執(zhí)行確定和整合依賴關(guān)系
Perform dependency determination and integration.
C：獲得專家判斷
Obtain expert judgment.
D：在風(fēng)險(xiǎn)登記冊(cè)中添加一個(gè)新風(fēng)險(xiǎn)
Add a new risk to the risk register.
正確答案：B 你的答案：D
解析：參考答案：B 解析：PMBOK（6）P191-6.3.2.2關(guān)鍵活動(dòng)需要當(dāng)?shù)卣鷾?zhǔn)，這描述的是外部依賴關(guān)系,B對(duì)應(yīng)。
4、 [單選] 在為一個(gè)有預(yù)算限制的項(xiàng)目生成狀態(tài)報(bào)告時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)該項(xiàng)目比進(jìn)度計(jì)劃落后一周。若要將項(xiàng)目拉回正軌，項(xiàng)目經(jīng)理應(yīng)該怎么做？
While generating the status report for a budget-constrained project, the project manager identifies that the project is one week behind schedule. What should the project manager do to bring the project back on track?
A：重新分配關(guān)鍵路徑活動(dòng)的團(tuán)隊(duì)成員
Reallocate team members on critical-path activities.
B：向項(xiàng)目發(fā)起人要求額外的時(shí)間
Request additional time from the project sponsor.
C：請(qǐng)求項(xiàng)目管理辦公室(PMO)增加團(tuán)隊(duì)成員。
Ask the project management office (PMO) for additional team members.
D：執(zhí)行資源優(yōu)化
Perform resource optimization.
正確答案：A 你的答案：D
解析：參考答案：A 解析：時(shí)間不夠，要趕工或進(jìn)度壓縮。D選項(xiàng)，資源平衡的工期會(huì)變長(zhǎng)，資源平滑工期不變。
5、 [單選] 項(xiàng)目經(jīng)理正在為一個(gè)新項(xiàng)目制定項(xiàng)目進(jìn)度計(jì)劃，根據(jù)項(xiàng)目經(jīng)理的經(jīng)驗(yàn)，該項(xiàng)目需要兩年才能完成。然而，公司總監(jiān)要求該項(xiàng)目在18個(gè)月內(nèi)完成。項(xiàng)目經(jīng)理應(yīng)該怎么做？
A project manager has prepared project schedule for a new project. According to the project manager’s experience, the project will take two years to complete. However, the company director requests that the project is to be completed in 18 months. What should the project manager do?
A：根據(jù)總監(jiān)的要求修訂項(xiàng)目進(jìn)度計(jì)劃
Revise the project schedule based on the director’s request.
B：使用資源平衡，來平均項(xiàng)目團(tuán)隊(duì)成員的任務(wù)
Use resource leveling to even out project team member tasks.
C：減少項(xiàng)目范圍以滿足修訂的項(xiàng)目進(jìn)度計(jì)劃
Reduce the project scope to meet the revised project schedule.
D：保持項(xiàng)目進(jìn)度計(jì)劃不變，但顯示這種變更對(duì)其他制約因素的影響
Keep the project schedule unchanged, but show the impact this change would have on other constraints.
正確答案：A 你的答案：C
解析：參考答案：A 解析：PMBOK（6）P207-6.5.1.2制定進(jìn)度計(jì)劃-項(xiàng)目文件-假設(shè)日志。記錄的假設(shè)條件和制約因素可能造成影響項(xiàng)目進(jìn)度的單個(gè)風(fēng)險(xiǎn)等。
6、 [單選] 在一個(gè)IT基礎(chǔ)設(shè)施設(shè)備項(xiàng)目的執(zhí)行階段，IT經(jīng)理要求提供比預(yù)算中最初包含的服務(wù)器更昂貴的服務(wù)器，項(xiàng)目經(jīng)理應(yīng)該怎么做？
During the execution phase of an IT infrastructure project,the IT manager requests a more expensive server than the one that was initially included in the budget.What should the project manager do?
A：執(zhí)行風(fēng)險(xiǎn)評(píng)估
Conduct a risk assessment
B：提出變更請(qǐng)求
Initiate a change request
C：在范圍說明書中核實(shí)該請(qǐng)求
Validate the request with a scope statement
D：批準(zhǔn)該請(qǐng)求
Approve the request
正確答案：B 你的答案：C
解析：說明解析：PMBOK（6）P113-4.6實(shí)施整體變更控制。比預(yù)算更貴的服務(wù)器變更了預(yù)算，提出變更請(qǐng)求，按照變更控制流程去獲得批準(zhǔn)。選項(xiàng)A：題目非常明確，如果滿足IT經(jīng)理的要求將超出預(yù)算，無需執(zhí)行風(fēng)險(xiǎn)評(píng)估，是變更問題。 選項(xiàng)C：預(yù)算增加在范圍說明書中看不到預(yù)算內(nèi)容，應(yīng)該合適成本基準(zhǔn)。選項(xiàng)D：在沒有經(jīng)過變更控制獲得批準(zhǔn)之前，項(xiàng)目經(jīng)理無權(quán)批準(zhǔn)超出預(yù)算的變更。
7、 [單選] 一個(gè)項(xiàng)目遇到困難,且項(xiàng)目狀態(tài)報(bào)告到期。但是,項(xiàng)目發(fā)起人正在休假。項(xiàng)目經(jīng)理應(yīng)該做什么?
A project is experiencing difficulties and the project status report is due.However,the project sponsor is on leave.What should the project manager do?
A：要求團(tuán)隊(duì)成員直接將項(xiàng)目進(jìn)度傳達(dá)給他們的業(yè)務(wù)聯(lián)系人
Ask team members to directly communicate the project's progress to theirbusiness contact
B：將狀態(tài)報(bào)告發(fā)送到項(xiàng)目管理辦公室(PMO),并要求PMO經(jīng)理分發(fā)摘要
Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary.
C：按計(jì)劃發(fā)送狀態(tài)報(bào)告
Send the status report as planned
D：暫停分發(fā)狀態(tài)報(bào)告,直到項(xiàng)目發(fā)起人休假回來
Hold distribution of the status report until the project sponsor returns.
正確答案：C 你的答案：B
解析：項(xiàng)目狀態(tài)報(bào)告（績(jī)效報(bào)告之一）不僅僅發(fā)給發(fā)起人，發(fā)起人休假也要正常發(fā)布。
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版權(quán)聲明：本文為CSDN博主「LK_Tracking」的原創(chuàng)文章，遵循CC 4.0 BY-SA版權(quán)協(xié)議，轉(zhuǎn)載請(qǐng)附上原文出處鏈接及本聲明。
原文鏈接：https://blog.csdn.net/weixin_40039983/article/details/108405385
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