PMP模拟考试试题

1.Whatarethe4stagesofteamdevelopment?a.Assignment,kick-of,training,communicatingb.Forming,storming,norming,performingc.Direction,motivation,cooperation,collaborationd.Enthusiasm,planning,hope,cooperation团队发展的四个阶段是？a.任命，启动，培训，沟通b.形成，风暴，规范化，履行c.指导，激励，合作，协作d.积极性，计划编制，希望，合作2.Youaretheprojectmanageronaprojectthathasatotalslackof-20.WhatshouldyoudoFIRST?A.Uselessexperiencedteammembers.B.Requestanextensionoftheprojectduedate.C.Acquiremoreresourcesforcriticalpathtasks.D.Fasttracktheprojectifoverallprojectriskisalreadytoohigh.你是一个项目的项目经理,这个项目总时差为-20,你应该首先做什么?a.使用经验不太丰富的团队成员。b.要求延长项目完工日期。c.为关键路径获得更多的资源。d.如果整体项目风险已经很明显,快速跟进项目。3.Aprojectmanagerhasjustfoundoutthatamajorsubcontractorforherprojectisconsistentlylatedeliveringwork.Theprojectteammemberresponsibleforthispartoftheprojectdoesnotgetalongwiththesubcontractor.Toresolvetheproblemtheprojectmanagersays,“Youbothwillhavetogiveupsomethingtosolvethisproblem.”Whatconflictresolutionmodeissheusing?A.Confrontation.B.Compromise.C.Smoothing.D.Communicating.一个项目经理刚刚发现，她项目上的一个主要分包商在交活儿时总是延误。负责项目这部分的项目团队成员与这个分包商的关系也不好。为了解决这个问题，项目经理说：“要解决这个问题，你们双方都要做一些让步。”项目经理使用的是哪种形式的冲突解决方案？a.对抗。b.妥协。c.安抚。d.沟通。4.Amanagerhasbeengivenresponsibilityforaprojectthathasthesupportofseniormanagement.Fromthebeginning,youhavedisagreedwiththemanagerastohowtheprojectshouldproceedandwhatthedeliverablesshouldbe.Youandshehavedisagreedovermanyissuesinthepast.Yourdepartmenthasbeentaskedwithprovidingsomekeytasksfortheproject.Whatshouldyoudo?A.Providethemanagerwithwhatsheneeds.B.Informyourmanagerofyourconcernstogettheirsupport.C.SitdownwiththemanageratthebeginningoftheprojectandattempttodescribewithyouobjecttotheprojectanddiscoverawaytosolvetheD.Asktoberemovedfromtheproject.一个项目经理被分配负责一个由高级管理层支持的项目。从项目一开始，你就与项目经理在如何进行项目和可交付成果是什么等方面存在不同意见。过去你和她在很多问题上都有过分歧。分配给你部门的任务是为项目提供某些关键性的工作。你应该怎么做？a.提供项目经理所需要的。b.把你的担心告诉你的经理，获得他们的支持。c.在项目的一开始就与项目经理坐下来，详细说明你对项目的反对意见，并努力找出解决这个问题的方法。d.请求离开这个项目。5.Allthefollowingareriskresponsestrategiesexcept:A.RetainageB.AcceptanceC.TransferenceD.Avoidance以下除了哪项都是风险应对策略：a.保留金b.接受c.转移d.规避6.WhichofthefollowingriskeventsisMOSTlikelytointerferewithattainingaprojectsscheduleobjective?A.Delaysinobtainingrequiredapprovals.B.Substantialincreasesinthecostofpurchasedmaterials.C.Contractdisputesthatgenerateclaimsforincreasedpayments.D.Slippageoftheplannedpost-implementationreviewmeeting.下列哪种风险事件最可能干扰达到项目进度目标？a.在获得批准时的延误。b.所购买材料成本的增加。c.导致要求增加付款的合同纠纷。d.计划的成本执行审核会议的滑移。7.Aprojectmanageriscreatingaprojectplanandheandtheprojectsponsorarearguingaboutwhatneedstobedonetocontrolchangestotheproject.Whichofthefollowingisnotpartofaneffectivechangecontrolsystem?A.Procedures.B.Standardsforreports.C.Meetings.D.Lessonslearned.一名项目经理正在做一份项目计划，他和项目发起人就项目的变更控制要采取何种行动产生争论。下列哪项不是一个有效的变更控制系统中的内容？A.程序B.报告标准C.会议D.教训8.Anobstacletoteambuildinginamatrixorganizationisthatthe:A.Teamorganizationistechnicallyfocused.B.Teammembersareborrowedresourcesandhardtomotivate.C.Teamsaretoocentralized.D.Teamsaretoolargeandthereforeveryhardtohandle.在矩阵组织中团队建设的一个障碍是：a.团队组织集中在技术上。b.团队成员是借来的，难以激励。c.团队太集权。d.团队太大，因此，很难管理。9.WhichofthefollowingareALWAYSstakeholders?A.ApersonwhodoesnotwanttheprojecttobecompletedB.AnassemblylineworkerthatwillusetheproductoftheprojectC.AfunctionalmanagerfromtheengineeringdepartmentD.Apersonwhomightlosetheirpositioninthecompanybecauseoftheproject下面哪些人永远是项目干系人?a.不希望项目完成的人.b.将使用项目产品的装配线工人c.来自工程部门的职能经理d.由于项目而可能失去其公司内职位的人10.Twotypicalformalworkallocationmethodsare：A.schedules,teammeetings.B.teammeetings,80hourrule.C.work-to-listfromprojectschedule,workpackages.D.teammeetings,e-mails.两种典型的正式工作分配方法是：A.进度，团队会议B.团队会议，80小时法则C.按进度表工作，工作包D.团队会议，电子邮件11.Whichofthefollowingtypesofpaymentsonaninternationalprojectareunacceptable?A.Offeringtopaythecountryofficialsfornotawardingtheprojecttoaparticularcompany.B.Paymentformailservice.C.Paymentfora“foreignworkersapplicationlicense”requiredinthecountry.D.Paymentforpolicyprotection.在国际项目中，下列哪种类型的付款是不可接受的？a.为了不把项目授予一个特殊的公司，承诺向所在国官员提供的付款b.用于邮寄服务的付款c.用于所在国要求的“外国工人用工许可”的付款d.用于政策保护的付款12.AbrahamMaslowdevelopedamodeltoexplainthemotivationalprocessinrelationtothewayhumanneedschangethroughoutanindividual’slifecycle,Thismodelhasfivelevels.Responsibility,asenseofaccomplishment,andasenseofcompetenceareexamplesofneedsatwhichleves?A.Self-actualization.B.Social.C.Esteem.D.Physiological.亚伯拉罕.马斯洛提出了一个层次需求理论，解释了一个人的整个生命发展期间的不同类型的需要。责任感、成就感和能胜任的感觉属于下列哪个级别的需要？a.自我实现b.社会化c.尊重d.生理需求13.Yourprojectteamisspendingsomuchtimereviewingpotentialchangestoaprojectthatyoudonothavetimetocompleteprojectwork.WhichofthefollowingistheLEASTlikelyreasonforthisproblem?A.Nochangecontrolboard.B.Notenoughofanefforttodeterminewhothestakeholdersare.C.Apoorcommunicationmanagementplan.D.Unclearprojectcharter.你的项目团队用大量的时间讨论一个项目的潜在变更,以至于你没有时间去完成项目。下列哪项最不可能是这个问题的原因？a.没有变更控制委员会。b.没有尽力去确定谁是项目干系人。c.不完善的沟通管理计划。d.不清楚的项目规章。14.Formal,writtencorrespondencewiththecustomerisrequiredwhen:A.Defectsaredetected.B.Acustomerrequestsadditionalworknotcoveredundercontract.C.Theprojecthasascheduleslippagethatincludeschangestothecriticalpath.D.Aprojecthascostoverruns.当----