PMP?每日一練試題（2023/1/3）
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PMP?每日一練試題內(nèi)容（2023/1/3）
試題1
As the result of a promotion,a new stakeholder is added to a project. The stakeholder has a good sense of the operational responsibilities of their new role,but has no training related to this role on project. What should the project manager do?
由于升職，一位新相關(guān)方加入到一個(gè)項(xiàng)目中.該相關(guān)方對(duì)其新角色的操作責(zé)任有良好的認(rèn)識(shí)，但未接受過與該項(xiàng)目角色相關(guān)的培訓(xùn)項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Meet with the new stakeholder to review relevant project documents and and collect background information，then update the stakeholder register. 與新相關(guān)方開會(huì)，審查相關(guān)項(xiàng)目文件并收集背景信息，然后更新相關(guān)方登記冊(cè)
B、Ask the new stakeholder for written confirmation oft heir understanding of the new role,then update the project charter. 請(qǐng)新相關(guān)方書面確認(rèn)他們對(duì)新角色的理解，然后更新項(xiàng)目章程
C、Update the project governance plan to add the new stakeholder and include a description of the associated responsibilities to reflect this change. 更新項(xiàng)目治理計(jì)劃以添加這位新相關(guān)方，并包含相關(guān)責(zé)任的描述以反映這項(xiàng)變更
D、Revise the work breakdown structure(WBS)to include the associated deliverables of the new stakeholder. 修訂工作分解結(jié)構(gòu)（WBS），以包含這位新相關(guān)方的相關(guān)可交付成果查看答案
試題參考答案：A
試題2
在采用敏捷適應(yīng)型項(xiàng)目管理時(shí)，創(chuàng)建 WBS 的過程是將史詩(shī)故事依次分解為:
A、超級(jí)故事
B、未完項(xiàng)
C、用戶故事
D、任務(wù)查看答案
試題參考答案：C
試題3
估算成本過程期間，可能需要考慮針對(duì)一些大型項(xiàng)目或跨區(qū)域項(xiàng)目的結(jié)算問題，比如匯率或通貨膨脹率等問題，這是一個(gè):
A、組織過程資產(chǎn)
B、事業(yè)環(huán)境因素
C、假設(shè)條件
D、確定事件查看答案
試題參考答案：B
試題4
Project A is being administered using a matrix form of organization. The project manager reports to a senior vice president who provides visible support to the project. In this scenario, which of the following statements best describes the relative power of the project manager?
A項(xiàng)目通過一個(gè)組織矩陣進(jìn)行管理。項(xiàng)目經(jīng)理向一位高級(jí)總裁匯報(bào)工作，后者對(duì)項(xiàng)目提供實(shí)際的幫助。在這種情況下，以下哪個(gè)陳述最好地說(shuō)明了項(xiàng)目經(jīng)理的相對(duì)權(quán)力?
A、The project manager will probably not be challenged by project stakeholders. 項(xiàng)目經(jīng)理很可能不會(huì)受到項(xiàng)目干系人的責(zé)難
B、In this strong matrix, the balance of power is shifted t o the functional line managers. 在這個(gè)強(qiáng)矩陣中，權(quán)力的平衡傾向于職能經(jīng)理
C、In this tight matrix,the balance of power is shifted to the project manager. 在這個(gè)緊密矩陣中，權(quán)力平衡傾向于項(xiàng)目經(jīng)理
D、In this strong matrix,the balance of power is shifted to the project manager. 在這個(gè)強(qiáng)矩陣中，權(quán)力平衡傾向于項(xiàng)目經(jīng)理查看答案
試題參考答案：D
試題5
制定項(xiàng)目預(yù)算過程中，常見的制定預(yù)算工具和技術(shù)不包括:
A、資金限制平衡
B、融資
C、蒙特卡洛
D、數(shù)據(jù)分析查看答案
試題參考答案：C
試題6
A specialized resource is contracted for a project. Upon review of the project scope, the project manager and the contractor determine that the procurement group should have selected a time and material (T&M),rather than a firm fixed price(F FP) contract. What should the project manager do?
項(xiàng)目合同規(guī)定了專業(yè)資源。在審查項(xiàng)目范圍時(shí)，項(xiàng)目經(jīng)理和承包商確定采購(gòu)小組應(yīng)選擇工料合同（T&M），而不是固定總價(jià)（FFP）合同。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Inform the contractor that the contract cannot be changed since it is a binding and legal document. 通知承包商合同不能變更，因?yàn)楹贤蔷哂屑s束力的法律文件
B、Seek approval of a change request to amend the contract 尋求批準(zhǔn)變更請(qǐng)求，修改合同
C、Perform a variance analysis as part of the Control Costs process 執(zhí)行偏差分析，作為控制成本過程的組成部分
D、Wait for the procurement group to initiate a contract change 等待采購(gòu)小組提出合同變更查看答案
試題參考答案：B
試題7
重構(gòu)為什么重要？
A．它可讓團(tuán)隊(duì)改進(jìn)設(shè)計(jì)，減少技術(shù)債務(wù)
B．它可讓團(tuán)隊(duì)更改迭代之間的任務(wù)優(yōu)先級(jí)
C．它可讓團(tuán)隊(duì)更該迭代之間的項(xiàng)目范圍
D．它可讓團(tuán)隊(duì)驗(yàn)證客戶獲得最大價(jià)值查看答案
試題參考答案：A
試題8
While preparing a project's fourth status report,the project manager learns that the client is migrating to a system.The client advises that to maintain uniformity,and to ease the review of project report,all future reports should be submitted using the new system.since the origin System was defined as the software to be used during progress reporting he project manager records this as a lesson learned What is the value of reporting this as a lesson learned?
在準(zhǔn)備項(xiàng)目的第四份狀態(tài)報(bào)告時(shí)，項(xiàng)目經(jīng)理了解到客戶正在遷移到新系統(tǒng)?？蛻敉ㄖ獮榱吮３忠恢滦裕约盀榱撕?jiǎn)化項(xiàng)目報(bào)告的審查.所有未來(lái)的報(bào)告均應(yīng)使用新系統(tǒng)提交。由于原始系統(tǒng)被定義為在進(jìn)度報(bào)告期間使用的軟件;因此項(xiàng)目經(jīng)理將該問題記錄為經(jīng)驗(yàn)教訓(xùn)。將該問題作為經(jīng)驗(yàn)教訓(xùn)報(bào)告的價(jià)值是什么?
A、It could be used as a basis for preventing a lawsuit. 它可以作為防止法律訴訟的依據(jù)。
B、It can be identified as a possible issue. 它可被識(shí)別為一個(gè)可能發(fā)生的問題。
C、It can be used a basis for recommending contrast-tea m flexibility. 它可以作為建議合同團(tuán)隊(duì)保持靈活性的依據(jù)。
D、It will help prevent software specification omissions n future flexibility. 它將有助于防止未來(lái)合同中軟件規(guī)范的遺漏。查看答案
試題參考答案：D
試題9
你有不太好的項(xiàng)目狀態(tài)在本周的項(xiàng)目會(huì)議上需要報(bào)告給客戶;但是你有足夠的理由相信在下周的會(huì)議之前，你可以修正這一狀況。客戶聽到目前的狀態(tài)不會(huì)高興，并且根據(jù)過去的經(jīng)驗(yàn)，客戶很可能會(huì)過度反應(yīng)。請(qǐng)問你應(yīng)該如何控制這一局面?
A、報(bào)告當(dāng)前狀態(tài)給客戶
B、報(bào)告你預(yù)期的下周的狀態(tài)給客戶
C、在會(huì)議中忽略這部分信息，當(dāng)情況好轉(zhuǎn)以后在下次會(huì)議上提及
D、征求項(xiàng)目辦公室建議查看答案
試題參考答案：A
試題10
你剛接手公司委派給你的個(gè)新項(xiàng)目，團(tuán)隊(duì)成員分別來(lái)自各個(gè)不同國(guó)家和地區(qū)，以下哪項(xiàng)是你取得成功管理團(tuán)隊(duì)的最佳工具:
A、責(zé)任分配矩陣
B、視頻會(huì)議
C、團(tuán)隊(duì)溝通分配矩陣
D、人際關(guān)系與團(tuán)隊(duì)技能查看答案
試題參考答案：D
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