PMP?每日一練試題（2022/7/15）
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PMP?每日一練試題內(nèi)容（2022/7/15）
試題1
If a project has a 60 percent chance of a U.S. $100,000 profit and a 40 percent chance $100,000 loss, the expected monetary value for the project is:________of a U.S.
假設(shè)有一項(xiàng)目，其獲利100，000美元的概率為60%，損失100，000美元的概率為40%，那么該項(xiàng)目的預(yù)期貨幣價(jià)值為∶（）
A、$100, 000 profit
獲利100,000美元
B、$60,000 loss
損失60,000美元
C、$20,000 profit
獲利20,000美元
D、$40,000 loss
損失40,000美元查看答案
試題參考答案：C
試題2
A project manager is planning a new multi-company project that has several stakeholders per company. What communication method should the project manager use?
項(xiàng)目經(jīng)理正在規(guī)劃一個(gè)新的多公司參與項(xiàng)目，每家公司都有多名項(xiàng)目相關(guān)方。項(xiàng)目經(jīng)理應(yīng)該使用什么溝通方法?
A、Interactive 交互式溝通
B、Push 推式溝通
C、Pull 拉式溝通
D、Selective 選擇性溝通查看答案
試題參考答案：C
試題3
A project team works.overtime to compensate for resource constraints. The project manager notices a conflict between two team members is causing a split in the project team's dynamics.
What should the project manager do first to resolve the conflict and restore the project team's focus?
項(xiàng)目團(tuán)隊(duì)加班工作來補(bǔ)償資源制約條件。項(xiàng)目經(jīng)理注意到兩名團(tuán)隊(duì)成員之間的矛盾正在導(dǎo)致項(xiàng)目團(tuán)隊(duì)精神動(dòng)力的分散。
項(xiàng)目經(jīng)理首先應(yīng)該怎么做來解決矛盾并恢復(fù)項(xiàng)目團(tuán)隊(duì)的注意力?
A、Issue a verbal warring to the two team members causing the conflict. 給導(dǎo)致矛盾的兩名團(tuán)隊(duì)成員簽發(fā)口頭警告
B、Reallocate the resources to avoid future conflicts. 重新分配資源，避免將來產(chǎn)生的沖突
C、Meet with the team to identify key issues and allow open discussion to resolve. 團(tuán)隊(duì)開會(huì)，確定關(guān)鍵問題所在，并允許公開討論解決
D、Escalate the team conflict to the project sponsor. 上報(bào)給項(xiàng)目發(fā)起人查看答案
試題參考答案：C
試題4
A project completion, the project manager reports the project as successful, but the sponsor disagrees. Where would the project manager find the project acceptance criteria?
在項(xiàng)目結(jié)束時(shí)，項(xiàng)目經(jīng)理報(bào)告項(xiàng)目成功，但發(fā)起人不同意。項(xiàng)目經(jīng)理從哪里獲得項(xiàng)目驗(yàn)收標(biāo)準(zhǔn)?
A、Project quality metrics 項(xiàng)目質(zhì)量測量標(biāo)準(zhǔn)
B、Work breakdown structure 工作分解結(jié)構(gòu)
C、Project scope statement 項(xiàng)目范圍說明書
D、Project charter 項(xiàng)目章程查看答案
試題參考答案：D
試題5
在項(xiàng)目技術(shù)設(shè)計(jì)評(píng)審階段，已識(shí)別到必須采取的糾正措施，這將在兩個(gè)部門創(chuàng)造新的風(fēng)險(xiǎn)領(lǐng)域項(xiàng)目經(jīng)理應(yīng)該做什么?
A、將該問題上報(bào)給項(xiàng)目發(fā)起人
B、實(shí)施糾正措施，并制定風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃
C、修訂風(fēng)險(xiǎn)管理計(jì)劃，并實(shí)施糾正措施
D、獲得糾正措施的批準(zhǔn)，并修訂風(fēng)險(xiǎn)管理計(jì)劃查看答案
試題參考答案：D
試題6
制定項(xiàng)目范圍說明書后，團(tuán)隊(duì)已準(zhǔn)備好繼續(xù)進(jìn)行其他項(xiàng)目活動(dòng)，團(tuán)隊(duì)成員要求項(xiàng)目經(jīng)理對(duì)后續(xù)的活動(dòng)和成果提供指導(dǎo)。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做?
A、列出限制團(tuán)隊(duì)更新項(xiàng)目范圍的制約因素
B、收集需求，創(chuàng)建需求跟蹤矩陣
C、將活動(dòng)清單排序，估算活動(dòng)資源
D、審查之前項(xiàng)目的政策、程序和經(jīng)驗(yàn)教訓(xùn)，創(chuàng)建工作分解結(jié)構(gòu)查看答案
試題參考答案：D
試題7
A project manager leads a product development project. The product passes testing, and the final version will be released to the client. Before the release date, the client discovers that a critical issue must be fixed in the final release. The client agrees to pay for the fix caused by a flaw in the client's product design. What should the project manager do first?
項(xiàng)目經(jīng)理管理一個(gè)產(chǎn)品開發(fā)項(xiàng)目。產(chǎn)品通過測試，且最終版本將向客戶發(fā)布。發(fā)布日期前，客戶發(fā)現(xiàn)在最終發(fā)布版本中必須修復(fù)一個(gè)關(guān)鍵問題。客戶同意支付由于客戶產(chǎn)品設(shè)計(jì)缺陷引起的修復(fù)費(fèi)用。項(xiàng)目經(jīng)理首先應(yīng)該怎么做?
A、Decline the client's request and suggest fixing it in a later's version拒絕客戶的請(qǐng)求，并建議在后續(xù)版本中修改這個(gè)問題吧
B、Meet with the change control board to approve the change 與變更控制委員會(huì)開會(huì)，批準(zhǔn)該變更
C、Conduct a meeting with the sponsor to assess the imp act of the change 與發(fā)起人開會(huì)評(píng)估變更的影響
D、Prepare a change request form that details the fix 準(zhǔn)備變更請(qǐng)求表，詳細(xì)說明修復(fù)問題查看答案
試題參考答案：D
試題8
A project manager receives a chain of e-mails from the project team and vendor,arguing about a recently received deliver able. The project team believes that the deliverable fails to meet a specific requirement,but the vendor maintains they are unaware of this requirement. To what should the project manager first refer?
項(xiàng)目經(jīng)理從項(xiàng)目團(tuán)隊(duì)和供應(yīng)商處收到一連串電子郵件.爭論最近收到的一個(gè)可交付成果。項(xiàng)目團(tuán)隊(duì)認(rèn)為該可交付成果未能滿足特定需求，但供應(yīng)商卻堅(jiān)持他們不知道這個(gè)需求。項(xiàng)目經(jīng)理首先應(yīng)該查閱哪份文件?
A、Requirements management plan. 需求管理計(jì)劃。
B、Work Breakdown structure（WBS）. 工作分解結(jié)構(gòu)(WBS)
C、Communication management plan. 溝通管理計(jì)劃。
D、Statement of works（SOW）. 工作說明書（SOW）查看答案
試題參考答案：D
試題9
組織來購部和法務(wù)部的人員將參與項(xiàng)目的采購工作，有關(guān)他們?cè)诓少徶械慕巧吐氊?zé)的安排應(yīng)該寫入哪個(gè)文件中?（）
A、相關(guān)方登記冊(cè)
B、采購策略
C、合同
D、采購管理計(jì)劃查看答案
試題參考答案：D
試題10
A project manager facilitates a workshop with stakeholders t o gather product requirements and develop a requirements traceability matrix. The system developer was unable to attend the workshop, but requested a copy of the minutes to review and validate the output. The system developer then provides feedback that the listed functional requirements do not make sense when competed against the user requirements. What should the project manager do to address this?
A.Advice the system developer to attend the next review meeting.
B.Inform the system developer to review the requirements with users.
C.Update the requirements traceability matrix to include the relevant relationships of the requirements.
D. Ask the system developer to submit a change request.
項(xiàng)目經(jīng)理與相關(guān)方一起召開一次引導(dǎo)式研討會(huì)，以收集產(chǎn)品需求并制定需求跟蹤矩陣。系統(tǒng)開發(fā)人員無法參加該研討會(huì)，但請(qǐng)求一份會(huì)議記錄以審查和確認(rèn)輸出，然后系統(tǒng)開發(fā)人員提供反饋，說明列出的功能需求在與用戶需求競爭時(shí)沒有意義。若要解決這種情況，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、建議系統(tǒng)開發(fā)人員參與下次審查會(huì)議
B、通知系統(tǒng)開發(fā)人員與用戶一起審查需求
C、更新需求跟蹤矩陣以包含需求的相關(guān)關(guān)系
D、要求系統(tǒng)開發(fā)人員提交變更請(qǐng)求查看答案
試題參考答案：B
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