PMP?每日一練試題（2022/11/20）
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PMP?每日一練試題內(nèi)容（2022/11/20）
試題1
一個(gè)最近實(shí)施項(xiàng)目的客戶要求項(xiàng)目經(jīng)理調(diào)查項(xiàng)目交付后業(yè)務(wù)中斷和損失的問題。項(xiàng)目經(jīng)理向客戶解釋該請(qǐng)求必須轉(zhuǎn)給運(yùn)營(yíng)團(tuán)隊(duì)，因?yàn)轫?xiàng)目已正式驗(yàn)收?？蛻舨煌獠⑶疫M(jìn)行了投訴。項(xiàng)目經(jīng)理應(yīng)進(jìn)行下列哪項(xiàng)?
A、要求項(xiàng)目團(tuán)隊(duì)評(píng)估根本原因，糾正問題并記錄經(jīng)驗(yàn)教訓(xùn)
B、審查收尾文件，將其提交給客戶，并讓運(yùn)營(yíng)團(tuán)隊(duì)介入問題解決過程
C、將客戶的投訴上報(bào)給項(xiàng)目發(fā)起人，分配資源解決該問題
D、審查風(fēng)險(xiǎn)管理計(jì)劃，確定是否提前識(shí)別和規(guī)劃該問題查看答案
試題參考答案：B
試題2
During the planning phase of a project, the project manager realized that there are differences on the understanding of the project deliverables with a project stakeholder, which results in a strained relationship with that stakeholder. What should the project manager do to address this issue?
在項(xiàng)目規(guī)劃階段，項(xiàng)目經(jīng)理認(rèn)識(shí)到與其中一名項(xiàng)目相關(guān)方在項(xiàng)目可交付成果方面的理解存在差異，從而造成與該項(xiàng)目相關(guān)方的關(guān)系緊張。要解決這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Ignore the stakeholder 忽視該項(xiàng)目相關(guān)方
B、Arrange a session with the stakeholder to understand the reasons behind the differences and address them 安排一次與該項(xiàng)目相關(guān)方的會(huì)議，了解造成理解差異的原因，并予以解決
C、Escalate it to the sponsor so that they can sort it out for the project manager 將該問題報(bào)給項(xiàng)目發(fā)起人，讓他們?yōu)轫?xiàng)目經(jīng)理解決這個(gè)問題
D、Ask the other team members to convince the stakeholder to back down 讓其他團(tuán)隊(duì)成員說服項(xiàng)目的相關(guān)方妥協(xié)查看答案
試題參考答案：B
試題3
在回顧會(huì)上，一個(gè)敏捷團(tuán)隊(duì)表示無法滿足迭代速度預(yù)測(cè)，雖然計(jì)劃了19個(gè)點(diǎn)，但金完成9個(gè)點(diǎn)。團(tuán)隊(duì)認(rèn)為19個(gè)點(diǎn)對(duì)于下一個(gè)迭代是合理的。但是敏捷管理專業(yè)人士不同意。團(tuán)隊(duì)分享說部分會(huì)議是一個(gè)影響因素。敏捷管理專業(yè)人士應(yīng)該怎么做？
A．告訴團(tuán)隊(duì)?wèi)?yīng)降低下一次迭代的速度估算
B．要求團(tuán)隊(duì)跟蹤非項(xiàng)目時(shí)間
C．要求團(tuán)隊(duì)加班工作，確保滿足估算
D．確定組織sprint成功的障礙，并將減輕這些障礙查看答案
試題參考答案：D
試題4
一名新項(xiàng)目經(jīng)理必須了解項(xiàng)目相關(guān)方在項(xiàng)目中的利益、關(guān)系、期望和影響項(xiàng)目經(jīng)理也必須利用這些關(guān)系建立聯(lián)系.下列哪一項(xiàng)將幫助項(xiàng)目經(jīng)理完成這項(xiàng)工作?
A、相關(guān)方分析
B、人際關(guān)系技巧切
C、分析技術(shù)
D、相關(guān)方參與度評(píng)估矩陣查看答案
試題參考答案：A
試題5
高層經(jīng)理正在對(duì)一個(gè)應(yīng)用系統(tǒng)集成項(xiàng)目進(jìn)行關(guān)口審查，審查結(jié)論顯示項(xiàng)目的可交付成果符合驗(yàn)收標(biāo)準(zhǔn)，但是仍存在一些小的錯(cuò)誤，會(huì)影響產(chǎn)品的使用體驗(yàn)。以下哪項(xiàng)是最好的建議?
A.進(jìn)入下一階段
B.整改后進(jìn)入下一階段
C.停留在當(dāng)前階段
D.重復(fù)本階段查看答案
試題參考答案：B
試題6
一個(gè)項(xiàng)目經(jīng)理想要對(duì)項(xiàng)目的風(fēng)險(xiǎn)進(jìn)行定量分析，他有幾個(gè)專家遠(yuǎn)在海外，但是他希望他們也能參與進(jìn)來，他應(yīng)該怎么做?
A、通過網(wǎng)絡(luò)使用蒙特卡洛技術(shù)
B、使用關(guān)鍵路徑法
C、決定使用哪個(gè)糾正措施
D、使用德爾菲法查看答案
試題參考答案：D
試題7
A project manager runs regular virtual meetings with the tea m.During the execution phase.the project manager notices that two particular team members frequently argue and disagree,which causes meeting overruns and distractions for the rest of the team.What should the project manager do?
項(xiàng)目經(jīng)理與團(tuán)隊(duì)定期舉行虛擬會(huì)議。在執(zhí)行階段.項(xiàng)目經(jīng)理注意到兩名特定團(tuán)隊(duì)成員經(jīng)常爭(zhēng)辯和發(fā)生分岐.這導(dǎo)致會(huì)議超時(shí)并讓團(tuán)隊(duì)其他成員分心。項(xiàng)目經(jīng)理應(yīng)該做什么?
A、Discuss the issue with the team members,and seek resolution from management if the behavior continues. 與團(tuán)隊(duì)成員討論問題.如果繼續(xù)存在該行為，則尋求管理層的決議。
B、Advise these team members that their behavior violates the team charter,and remove them from the team. 告知這些團(tuán)隊(duì)成員他們的行為違反了團(tuán)隊(duì)章程.并將他們從團(tuán)隊(duì)中開除。
C、Ask these team members' functional managers to address this behavior. 要求這些團(tuán)隊(duì)成員的職能經(jīng)理解決這種行為。
D、Recognize this as part of the storming stage,and arrange a team-building activity. 認(rèn)識(shí)到這是震蕩階段的一部分.并安排團(tuán)隊(duì)建設(shè)活動(dòng)。查看答案
試題參考答案：D
試題8
一名敏捷管理專業(yè)人士注意到公司的信息發(fā)射源使用紅色、綠色和黃色交通信號(hào)燈來溝通項(xiàng)目進(jìn)展的情況，敏捷管理專業(yè)人士應(yīng)如何溝通項(xiàng)目狀態(tài)？
A咨詢項(xiàng)目發(fā)起人這些顏色代表什么意思
B使用固定數(shù)字系統(tǒng)代替顏色顯示系統(tǒng)
C在信息發(fā)射源中，為每個(gè)顏色賦予一個(gè)有意義的描述
D使用明確的量度指標(biāo)創(chuàng)建新的信息發(fā)射源查看答案
試題參考答案：C
試題9
A project manager is leading a multinational project for a customer to replace its telecommunications infrastructure with t he latest technology. The project manager learns that,in so me countries,specific environmental regulations must be followed to dispose of the replaced hardware. In the development of business arguments these rules have not be consider ed. What should the project manager do?
項(xiàng)目經(jīng)理正在為客戶管理一個(gè)跨國(guó)項(xiàng)目，擬采用最新技術(shù)替換其電信基礎(chǔ)設(shè)備.項(xiàng)目經(jīng)理得知，在某些國(guó)家，必須遵循特定的環(huán)境規(guī)定來處置被替換的硬件.在制定商業(yè)論證時(shí)，未考慮到這些規(guī)定，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Update the business case to include the cost of the hardware disposal. 更新商業(yè)論證以包含硬件處置成本
B、Recommend the sponsor to incorporate the cost of complying with this provision into the business case. 建議發(fā)起人將遵守這項(xiàng)規(guī)定的成本納入商業(yè)論證.
C、Propose an implementation strategy that includes compliance with environmental regulations.提出一個(gè)包含遵守環(huán)境法規(guī)成本的實(shí)施策略.
D、Identify key deliverables based on business needs to manage customer expectations and comply with this requirement. 根據(jù)業(yè)務(wù)需求識(shí)別主要可交付成果，以管理客戶期望并遵守該規(guī)定.查看答案
試題參考答案：B
試題10
Members of a project team are based in two countries. Experienced resources work together at company headquarters in country A, while the remaining resources, who deliver the project work are located in the client's offices in country B. The project manager is the client's office most of the time.Last month, the experienced resources discovered several unacceptable issues, and expressed concern that the project manager i s unable to fairly evaluate all efforts.This causes experience d resources' productivity and morale to decline. What should the project manager do?
A. Review individual achievements and share them more frequently with the entire project team.
B.Ask the experienced resources to recommend solutions to the issues.
C. Review personal goals with the experienced resources,and realign them with project needs and execution.
D. Spend more time with the experienced resources to better support them.
一個(gè)項(xiàng)目團(tuán)隊(duì)的成員位于兩個(gè)國(guó)家，有經(jīng)驗(yàn)的資源在 A 國(guó)的公司總部一起工作，而交付項(xiàng)目工作的其余資源位于B 國(guó)的客戶辦公室。項(xiàng)目經(jīng)理大多數(shù)時(shí)間都在客戶辦公室。上個(gè)月，有經(jīng)驗(yàn)的資源發(fā)現(xiàn)了幾個(gè)不可接受的問題。并擔(dān)心項(xiàng)目經(jīng)理無法公平評(píng)估所有工作，這導(dǎo)致有經(jīng)驗(yàn)的資源生產(chǎn)力和士氣下降。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、審查個(gè)人成就，并與整個(gè)項(xiàng)目團(tuán)隊(duì)更頻繁地分享。
B、請(qǐng)有經(jīng)驗(yàn)的資源為這些問題建議解決方案。
C、與有經(jīng)驗(yàn)的資源一起審查個(gè)人目標(biāo)，并重新調(diào)整讓其與項(xiàng)目需求和執(zhí)行保持一致。
D、花更多時(shí)間與有經(jīng)驗(yàn)的資源在一起，以便更好地為他們提供支持。查看答案
試題參考答案：B
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