2009年项目管理PMP模拟考试习题(1)

发布时间:2010-01-20 共1页

1. What are the 4 stages of team development?
A. Assignment, kick-of, training, communicating
B. Forming, storming, norming, performing
C. Direction, motivation, cooperation, collaboration
D.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,合作考试大()
 
2. You are the project manager on a project that has a total slack of -20.   What should you do FIRST?
A. Use less experienced team members.
B. Request an extension of the project due date.
C. Acquire more resources for critical path tasks.
D.Fast track the project if overall project risk is already too high.
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. A project manager has just found out that a major subcontractor for her   project is consistently late delivering work. The project team member   responsible for this part of the project does not get along with the   subcontractor. To resolve the problem the project manager says, “You both will   have to give up something to solve this problem.” What conflict resolution mode   is she using?
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. A manager has been given responsibility for a project that has the support   of senior management. From the beginning, you have disagreed with the manager as   to how the project should proceed and what the deliverables should be. You and   she have disagreed over many issues in the past. Your department has been tasked   with providing some key tasks for the project. What should you do?
A. Provide the manager with what she needs.
B. Inform your manager of your concerns to get their support.
C. Sit down with the manager at the beginning of the project and attempt to   describe with you object to the project and discover a way to solve the
D.Ask to be removed from the project.
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. All the following are risk response strategies except:
A. Retainage
B. Acceptance
C. Transference
D.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. Which of the following risk events is MOST likely to interfere with   attaining a projects schedule objective?
A. Delays in obtaining required approvals.
B. Substantial increases in the cost of purchased materials.
C. Contract disputes that generate claims for increased payments.
D.Slippage of the planned post-implementation review meeting.
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. A project manager is creating a project plan and he and the project   sponsor are arguing about what needs to be done to control changes to the   project. Which of the following is not part of an effective change control   system?
A. Procedures.
B. Standards for reports.
C. Meetings.
D.Lessons learned.
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. An obstacle to team building in a matrix organization is that the:
A. Team organization is technically focused.
B. Team members are borrowed resources and hard to motivate.
C. Teams are too centralized.
D.Teams are too large and therefore very hard to handle.
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. Which of the following are ALWAYS stakeholders?
A. A person who does not want the project to be completed
B. An assembly line worker that will use the product of the project
C. A functional manager from the engineering department
D.A person who might lose their position in the company because of the   project
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. Two typical formal work allocation methods are:
A. schedules, team meetings.
B. team meetings, 80 hour rule.
C. work-to-list from project schedule, work packages.
D.team meetings, 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

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