PMP?每日一練試題（2023/3/27）
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PMP?每日一練試題內(nèi)容（2023/3/27）
試題1
在可交付成果階段，一個(gè)價(jià)值數(shù)十億美元的項(xiàng)目遇到嚴(yán)重的質(zhì)量問(wèn)題。經(jīng)過(guò)徹底調(diào)查和分析識(shí)別到根本原因，現(xiàn)在需要重新定義項(xiàng)目范圍。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?
A、更新經(jīng)驗(yàn)教訓(xùn)知識(shí)庫(kù)
B、修訂采購(gòu)管理計(jì)劃
C、通知關(guān)鍵項(xiàng)目相關(guān)方
D、執(zhí)行變更管理計(jì)劃查看答案
試題參考答案：D
試題2
一個(gè)史詩(shī)故事發(fā)現(xiàn)有重大的風(fēng)險(xiǎn)，你作為敏捷管理工程師，需要怎么做？
A．中斷現(xiàn)在的迭代，對(duì)應(yīng)風(fēng)險(xiǎn)
B．放到下一個(gè)Sprint 來(lái)對(duì)應(yīng)
C．使用Explore探測(cè)風(fēng)險(xiǎn)
D．不管風(fēng)險(xiǎn)，繼續(xù)按照原計(jì)劃進(jìn)行查看答案
試題參考答案：C
試題3
在一次評(píng)審會(huì)上，敏捷項(xiàng)目團(tuán)隊(duì)意識(shí)到在約定期限內(nèi)將不能按時(shí)完成全面發(fā)布待辦列表事宜。團(tuán)隊(duì)?wèi)?yīng)該怎么辦？
A．計(jì)算完成還需要多少名團(tuán)隊(duì)成員
B．與產(chǎn)品負(fù)責(zé)人溝通一個(gè)新的完工日期估算
C．對(duì)待辦列表重新排列優(yōu)先順序，并刪除最沒(méi)有價(jià)值的故事
D．與產(chǎn)品負(fù)責(zé)人一起協(xié)商范圍和進(jìn)度計(jì)劃查看答案
試題參考答案：C
試題4
During the initiation phase of an international project, a project manager analyzes the project scope statement with expert s.The experts inform the project manager that some project deliverables will not be practical due to import restrictions. What should the project manager do next?
在一個(gè)國(guó)際項(xiàng)目的啟動(dòng)階段，項(xiàng)目經(jīng)理與專家們一起分析項(xiàng)目范圍說(shuō)明書。專家們告訴項(xiàng)目經(jīng)理，由于進(jìn)口限制一些項(xiàng)目可交付成果將不實(shí)際。項(xiàng)目經(jīng)理接下來(lái)應(yīng)該做什么?
A、Remove the impractical deliverables from the project scope statement and charter, and then initiate the project. 從項(xiàng)目范圍說(shuō)明書和章程中刪除不現(xiàn)實(shí)的交付，然后啟動(dòng)項(xiàng)目
B、Initiate the project as originally planned,and if issues arise, transfer risk to an external party.按原計(jì)劃啟動(dòng)項(xiàng)目，如果出現(xiàn)問(wèn)題，將風(fēng)險(xiǎn)轉(zhuǎn)移給外部當(dāng)事人
C、Initiate new scope and contract negotiation discussion s with the project sponsor and the key stakeholders. 與項(xiàng)目發(fā)起人和主要相關(guān)方發(fā)起新的范圍和合同談判討論
D、Incorporate the risk of import restrictions in the risk management plan and risk register 將進(jìn)口限制風(fēng)險(xiǎn)納入風(fēng)險(xiǎn)管理計(jì)劃和風(fēng)險(xiǎn)登記查看答案
試題參考答案：C
試題5
A key deliverable is about to be sent to the customer. Team members complain about the time and number of tasks that need to be performed as part of the quality assurance process. The Project manager needs the deliverable to be ready soon t o obtain the first project payment. What should the project manager do to get the deliverable on time?
一個(gè)主要可交付成果即將被發(fā)送給客戶。團(tuán)隊(duì)成員對(duì)作為質(zhì)量保證過(guò)程一部分而需要執(zhí)行的任務(wù)量和時(shí)間有所抱怨，項(xiàng)目經(jīng)理需要盡快將可交付成果準(zhǔn)備就緒，以獲得初次項(xiàng)目付款。若要按時(shí)獲得可交付成果，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Refer team members to the project management plan 讓團(tuán)隊(duì)成員查閱項(xiàng)目管理計(jì)劃
B、Determine customer requirements and stakeholder expectation 確定客戶需求和相關(guān)方的期望
C、Perform a cause-and-effect analysis 執(zhí)行因果分析
D、Conduct a Project audit on the process and methods used 對(duì)使用的過(guò)程和方法進(jìn)行項(xiàng)目審計(jì)查看答案
試題參考答案：D
試題6
A project manager must assign company resources to include key functional subject matter experts(SMEs). However, the company's director is reluctant to release these resources. W hat should the project manager do next?
一名項(xiàng)目經(jīng)理必須分配公司資源，包括關(guān)鍵的功能主題專家（SME）。然而，公司主管不愿提供這些資源。項(xiàng)目經(jīng)理接下來(lái)應(yīng)該做什么?
A、Update the communications management plan. 更新溝通管理計(jì)劃。
B、Update the stakeholder register. 更新相關(guān)方登記冊(cè)。
C、Use the stakeholder analysis. 使用相關(guān)方分析。
D、Use interpersonal skills to release the resources. 運(yùn)用人際交往技巧提供這些資源。查看答案
試題參考答案：C
試題7
A development lead, who practices agile methodology, is named the iteration manager for a project. This lead works closely with a business analyst who uses the waterfall methodology. The differences in these methodologies has begun to negatively impact team performance. The project manager meet s individually with the development lead and business analyst about the situation. but fails to resolve the issue. What should the project manager do next?
實(shí)踐敏捷方法的開(kāi)發(fā)負(fù)責(zé)人被任命為一個(gè)項(xiàng)目的迭代經(jīng)理.該負(fù)責(zé)人與使用瀑布式方法的業(yè)務(wù)分析師密切合作，但這兩個(gè)方法的差異已經(jīng)開(kāi)始對(duì)團(tuán)隊(duì)績(jī)效產(chǎn)生負(fù)面影響，項(xiàng)目經(jīng)理分別與開(kāi)發(fā)負(fù)責(zé)人和業(yè)務(wù)分析師就這種情況進(jìn)行會(huì)面，但未能解決問(wèn)題。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?
A、Speak with the business analyst's manager. 與業(yè)務(wù)分析師的經(jīng)理談話。
B、Request a new business analyst with experience in the agile methodology. 請(qǐng)求提供一位具有敏捷方法經(jīng)驗(yàn)的新業(yè)務(wù)分析師。
C、Train the business analyst on the agile methodology 為業(yè)務(wù)分析師提供敏捷方法團(tuán)隊(duì)的培訓(xùn)。
D、Conduct a joint meeting with the business analyst and development team. 與業(yè)務(wù)分析師和開(kāi)發(fā)負(fù)責(zé)人一起召開(kāi)一次聯(lián)合會(huì)議。查看答案
試題參考答案：D
試題8
項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)項(xiàng)目，為—個(gè)咨詢機(jī)構(gòu)創(chuàng)建一支海外團(tuán)隊(duì)，若要執(zhí)行項(xiàng)目并有效實(shí)施全球采購(gòu)戰(zhàn)略，項(xiàng)目經(jīng)理首先應(yīng)該怎么做?
A、定義溝通管理計(jì)劃
B、創(chuàng)建資源管理計(jì)劃
C、審查過(guò)往項(xiàng)目的團(tuán)隊(duì)績(jī)效記錄
D、創(chuàng)建一個(gè)文化敏感性培訓(xùn)課程查看答案
試題參考答案：B
試題9
由于天氣惡劣，導(dǎo)致一批貨物的交付延期，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、執(zhí)行風(fēng)險(xiǎn)審查會(huì)
B、將糾正措施更新到風(fēng)險(xiǎn)登記冊(cè)中
C、創(chuàng)建一份因果圖
D、更新項(xiàng)目管理計(jì)劃文件查看答案
試題參考答案：A
試題10
A project manager has a team of diverse professionals with different backgrounds.During project execution,the project manager notices that one team member is struggling with completing tasks on time and meeting quality expectations. What should the project manager do to address this issue?
項(xiàng)目經(jīng)理?yè)碛幸恢в刹煌尘暗牟煌瑢I(yè)人士組成的團(tuán)隊(duì)，在項(xiàng)目執(zhí)行期間，項(xiàng)目經(jīng)理注意到—個(gè)團(tuán)隊(duì)成員正在努力按時(shí)完成任務(wù)并滿足質(zhì)量期望。若要解決這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該做什么?
A、Schedule daily meetings with the team to obtain updates from all members. 安排與團(tuán)隊(duì)召開(kāi)每日會(huì)議，以獲得所有成員的更新。
B、Meet privately with the team member to discuss their performance and identify a solution. 與該團(tuán)隊(duì)人成員私下會(huì)面，討論其績(jī)效并確定解決方案。
C、Escalate the performance issue to management. 將該績(jī)效問(wèn)題升級(jí)上報(bào)給管理層。
D、Give the team member more time to project tasks. 為該團(tuán)隊(duì)成員提供更多時(shí)間來(lái)適應(yīng)項(xiàng)目任務(wù)查看答案
試題參考答案：B
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