PMP模擬200題

1、UT斯達(dá)康公司PMP認(rèn)證考前模擬練習(xí)PMP考前模擬試題聲明：以下試題是PMP考試的相同類型題。本試題僅為復(fù)習(xí)目的。通過這份試題不意味著通過PMP認(rèn)證考試。1.One of the main advantages of a matrix organization is: AA.Improved project manager control over resources B.More than one boss for project teamsC.Communication is easierD.Reporting is easier矩陣組織的一個(gè)主要優(yōu)點(diǎn)是： A項(xiàng)目經(jīng)理可以更好地控制資源。B

2、項(xiàng)目團(tuán)隊(duì)可以有多個(gè)老板。C溝通更便捷。D報(bào)告更容易。2.A detailed project schedule can be created only after?BA.A project plan is created. B.A WBS is created. C.A budget is created.D.A project control plan is created.詳盡的項(xiàng)目進(jìn)度計(jì)劃只能在_后創(chuàng)建？ A創(chuàng)建好項(xiàng)目計(jì)劃B創(chuàng)建好工作分解結(jié)構(gòu)C創(chuàng)建好預(yù)算后D創(chuàng)建好項(xiàng)目控制計(jì)劃 3.In what organization project member feel most anxiety

3、at closing phase?CA.FunctionalB.MatrixC.Projectized D.Strong Matrix在哪種組織中，項(xiàng)目成員在項(xiàng)目收尾階段最為焦慮？A職能型B矩陣C項(xiàng)目型D強(qiáng)矩陣4.A project managers company operates in a high-technology area requiring the integration and sharing of several functional specialties. The project manager is considering the appropriate organiz

4、ational structure for a new project. The likely choice would be-AA.Matrix B.Tight matrixC.FunctionalD.Projectized項(xiàng)目經(jīng)理所在的公司從事高科技領(lǐng)域，需要綜合并共享幾個(gè)職能特性。項(xiàng)目經(jīng)理現(xiàn)正為一個(gè)新項(xiàng)目選擇合適的組織結(jié)構(gòu)。以下哪項(xiàng)選擇可能適合？A矩陣B強(qiáng)矩陣C職能型D項(xiàng)目型ABCAC5.What is the document that forms the basis for an agreement between the project team and the project c

5、ustomer by identifying both the project objectives and the major project deliverables?A.Implementation Plan CB.Configuration Management PlanC.Scope Statement D.Work Authorization Plan有一個(gè)文件，它通過確定項(xiàng)目目標(biāo)和主要項(xiàng)目可交付成果，形成了項(xiàng)目團(tuán)隊(duì)和項(xiàng)目客戶之間達(dá)成一致的基礎(chǔ)。這個(gè)文件的名稱是？A執(zhí)行計(jì)劃B配置管理計(jì)劃C范圍說明書D工作授權(quán)計(jì)劃6.The project charter is created du

6、ring which life cycle phase?A.PlanningB.Feasibility studyC. ExecutionD. Initiation項(xiàng)目章程是在哪個(gè)項(xiàng)目生命階段產(chǎn)生的？A計(jì)劃編制B可行性研究C執(zhí)行D啟動(dòng)7.The scope of a project is fully described by:A.the request for proposal B.the statement of workC. a five level project work breakdown structureD. the sum of the products and service

7、s delivered項(xiàng)目范圍由什么充分說明？A建議書邀請(qǐng)函B工作說明書C5級(jí)工作分解結(jié)構(gòu)D交付產(chǎn)品和服務(wù)的總和8.Each item of the Work Breakdown Structure is assigned a unique identifier. What is the name of this identifier?A.Quality inspection identifier.B.Chart of accountsC.Project activity codeD. Code of accounts 工作分解結(jié)構(gòu)中的每一項(xiàng)都被標(biāo)以一個(gè)獨(dú)特的標(biāo)示符。標(biāo)示符的名稱是什么？A質(zhì)量

8、檢測(cè)標(biāo)示符B帳目圖表C項(xiàng)目活動(dòng)編碼D帳目編碼9.A WBS numbering system should allow project staff to:A.Estimate costs of WBS elementsB.Provide project justificationC.Identify the level at which individual WBS elements are found D. Use it in project management software工作分解結(jié)構(gòu)編號(hào)系統(tǒng)允許項(xiàng)目員工：A估算WBS元素的成本B提供項(xiàng)目論證C確定在哪個(gè)級(jí)別可以找到WBS元素D在項(xiàng)目

9、管理軟件中使用編碼系統(tǒng)10.Scope verification should be done?A.At the end of the projectB.At the beginning of the projectC.During each phase of the project D. Once during planning范圍核實(shí)應(yīng)該在何時(shí)進(jìn)行？A項(xiàng)目結(jié)束時(shí)B項(xiàng)目開始時(shí)C項(xiàng)目每一個(gè)階段期間D計(jì)劃編制時(shí)進(jìn)行一次DDDCC11.In order to manage a project effectively, work should be broken down into small pi

10、eces. Which of the following does NOT describe how far each task should be broken down?A.Can be completed in under 80 hoursB.Can not be logically subdivided furtherC.Is done by one person D. Can be realistically estimated為了有效的管理項(xiàng)目，應(yīng)該將工作分解為小塊。以下各項(xiàng)中哪項(xiàng)不能說明任務(wù)應(yīng)該分解到什么程度？A可以在80小時(shí)以下完成。B不能再進(jìn)一步進(jìn)行邏輯細(xì)分了。C可由一個(gè)人完

11、成。D可以進(jìn)行實(shí)際估算。12.Customer is requiring scope changes. In order to analyze the influences to the project, PM should review WBS, change request, scope management plan and A.Performance Report B.RAMC.Pareto DiagramD.Monte Calro Simulation客戶要求進(jìn)行范圍變更。為了分析變更對(duì)項(xiàng)目的影響，項(xiàng)目經(jīng)理應(yīng)該回顧工作分解結(jié)構(gòu)、變更請(qǐng)求、范圍管理計(jì)劃和_？A績(jī)效報(bào)告B職責(zé)分配矩陣C帕

12、累托圖D蒙特卡洛模擬13.A project manager may use to make sure the team clearly knows what work is included in each of their tasks?A.A project scope of workB.A project charterC.A WBS dictionary D.A risk management plan項(xiàng)目經(jīng)理可以使用_來保證項(xiàng)目團(tuán)隊(duì)清楚的了解到他們的每一項(xiàng)任務(wù)包含的工作。A項(xiàng)目工作范圍B項(xiàng)目章程CWBS詞典D風(fēng)險(xiǎn)管理計(jì)劃14.The WBS is an input to scope

13、change control because it-A.Provides information on project objectivesB.Defines the projects scope baseline C.Defines all project baselinesD.Provides information on scope performance工作分解結(jié)構(gòu)是范圍變更控制的一個(gè)輸入，因?yàn)樗篈為項(xiàng)目目標(biāo)提供信息B定義了項(xiàng)目的范圍基準(zhǔn)計(jì)劃C定義所有項(xiàng)目基準(zhǔn)計(jì)劃D為執(zhí)行范圍提供信息15. The scope of a project can be expected to chang

14、e during the project life cycle. The document that describes how the project scope changes will be integrated into the project is the:WBS dictionaryScope statementScope management planProject Charter在項(xiàng)目生命周期內(nèi)，可能想要變更項(xiàng)目范圍。表述項(xiàng)目范圍的變更怎樣整合到項(xiàng)目之中的文件是：A. 工作分解結(jié)構(gòu)WBS字典B. 范圍說明書C. 范圍管理計(jì)劃D. 項(xiàng)目章程16. Project managers

15、 normally manage to the third level of the WBS. Managing at this level allows the project manager to:Supervise all technical workControl the work package elementsExercise his or her technical expertiseMaintain better control of integrated efforts項(xiàng)目經(jīng)理通常管理工作分解結(jié)構(gòu)WBS的第3級(jí)，該水平的管理讓項(xiàng)目經(jīng)理去：A. 監(jiān)督所有技術(shù)工作B. 控制工作模

16、塊要素C. 發(fā)揮自己的技術(shù)專長(zhǎng)D. 更好地保持控制整合工作17. You have been assigned as a project leader and must first review the statement of work provided by the customer. Although the answer can vary based on the industry, choose which one of the following are you most likely to overlook?Data item deliverablesCustomer-furni

17、shed equipment and facilitiesLong-lead procurement itemsCustomer-imposed milestones你被安排負(fù)責(zé)項(xiàng)目，首先必須檢查評(píng)審客戶提供的工作說明書。盡管不同的產(chǎn)業(yè)會(huì)有不同的答案，你最可能忽視下列哪項(xiàng)：A. 工作成果數(shù)字化B. 客戶提供的設(shè)施C. 長(zhǎng)期重要的采購(gòu)內(nèi)容D. 客戶要求的工作里程碑18. To further ensure that the work outputs of the project are accepted by the customer, the project team should:Chang

18、e the project scope when requested by the customerFollow a scope verification processModify the project plan and baseline as needed.Use a PERT Chart為了進(jìn)一步確?？蛻艚邮茼?xiàng)目的工作結(jié)果，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)該：A. 當(dāng)客戶要求時(shí)，變更項(xiàng)目范圍B. 遵循范圍確證過程C. 根據(jù)需要調(diào)整項(xiàng)目計(jì)劃和基準(zhǔn)D. 利用計(jì)劃評(píng)審技術(shù)PERT圖19. Scope changes on projects are inevitable. However, scope change

19、s can be minimized by:Effective implementation of the scope management processesSpending more time analyzing where the estimates came from and who did the estimatingAsking the sponsor to supervise all of the planningDeveloping a detailed Project Charter項(xiàng)目范圍變更在所難免。然而，要盡可能減少范圍變更可以借助于：A. 有效完成范圍管理過程B. 花

20、更多時(shí)間分析估算是怎樣得出的及是誰做估算C. 請(qǐng)求業(yè)主監(jiān)督規(guī)劃的所有事項(xiàng)D. 制定詳盡的項(xiàng)目章程20. A company convenes an estimating team to bid competitively on a project. Later, a negotiation team made up of different people is established to negotiate the final price. The project manager was not part of either team and is assigned after negoti

21、ations were completed and the contract was signed. A good project manager should mainly:Disregard the assumptions/constraints used in estimating the jobReview the documents that authorize the project and define its objectivesFocus heavily on comparing the contractual statement of work with the propo

22、sal statement of workRequest a new project charter某公司召集一個(gè)估算團(tuán)隊(duì)來對(duì)項(xiàng)目競(jìng)標(biāo)報(bào)價(jià)。稍后，由不同的人組建了一個(gè)談判團(tuán)隊(duì)來談判決定最終價(jià)格。在完成了談判并簽訂了合同后，才任命了項(xiàng)目經(jīng)理，他并不是上述兩個(gè)團(tuán)隊(duì)的成員。一個(gè)好的項(xiàng)目經(jīng)理應(yīng)該主要：A. 不考慮工作估算所作的假定或條件限制B. 了解檢查項(xiàng)目授權(quán)和項(xiàng)目目標(biāo)的文件.C. 集中精力比較工作的合同要求說明書和工作建議說明書D. 要求制定新的項(xiàng)目章程21. A project charter is a document issued by a that provides the project

23、 manager with the authority to apply organizational resources.System managerFunctional managerManager external to the projectCustomer項(xiàng)目章程授予項(xiàng)目經(jīng)理職權(quán)去運(yùn)用組織資源，這個(gè)文件是由誰發(fā)出：A. 系統(tǒng)經(jīng)理B. 職能經(jīng)理C. 項(xiàng)目外的經(jīng)理D. 客戶22. A project team member identifies a technical issue that may require a scope change. The project manager s

24、hould:Accept the change and inform the customerSubmit a request to a review boardContact the sponsor for approvalRewrite the statement of work to include the change一項(xiàng)目團(tuán)隊(duì)成員發(fā)現(xiàn)一個(gè)技術(shù)問題，這可能要求范圍變更。項(xiàng)目經(jīng)理應(yīng)該：A. 接受變更并通告客戶B. 向評(píng)審委員會(huì)遞交變更要求C. 與業(yè)主聯(lián)系以獲得其批準(zhǔn)D. 重寫工作說明書，使其包括變更問題23. The work breakdown structure is an exce

25、llent tool for objective control and evaluation. Which of the following is generally not validated through the WBS?Time, schedule, and costManagement coordination and organizational structuringRisk and impact of decision-makingQuality of the work工作分解結(jié)構(gòu)對(duì)于目標(biāo)控制和評(píng)估是一個(gè)極好的工具。 下列哪一項(xiàng)一般不會(huì)通過工作分解結(jié)構(gòu)WBS來獲得有效確認(rèn)?A

26、. 時(shí)間，進(jìn)度和成本B. 管理協(xié)調(diào)和組織安排C. 決策的風(fēng)險(xiǎn)和影響D. 工作的質(zhì)量24. The elaboration of project work and the identification of project deliverables and project objectives, are identified in the process of the project and are documented in the projects .Scope planning, scope statementInitiation, charterInitiation, scope sta

27、tementScope planning, charter項(xiàng)目工作的細(xì)化及項(xiàng)目交付物和項(xiàng)目目標(biāo)的確認(rèn), 這些都要明確在項(xiàng)目的 過程中并且記錄在項(xiàng)目的 。A. 范圍規(guī)劃,范圍說明書B. 立項(xiàng),章程C. 開始,范圍說明書D. 范圍規(guī)劃, 章程25.I cannot test the software until I code the software. This expression describes which of the following dependencies?A.DiscretionaryB.SoftC.PreferentialD.Mandatory or hard “在對(duì)軟件編碼

28、前我不能進(jìn)行軟件測(cè)試?！边@句話說明了哪種依賴關(guān)系？A隨意的B軟邏輯關(guān)系C優(yōu)先D強(qiáng)制或硬邏輯關(guān)系26.Leads and lags are - A.Tools and techniques for schedule development processB.Inputs to activity duration estimating processC.Inputs to schedule development processD.Tools and techniques for activity sequencing超前和滯后是：A用于進(jìn)度計(jì)劃編制過程的工具和技術(shù)。B活動(dòng)歷時(shí)估算過程的輸入。C進(jìn)

29、度計(jì)劃編制過程的輸入。D活動(dòng)排序的工具和技術(shù)。27.Which term describes a modification of a logical relationship that accelerates a successor task?A.Lead B.LevelingC.CrashingD.Lag以下哪個(gè)術(shù)語可以描述能夠加速后續(xù)任務(wù)的邏輯關(guān)系調(diào)整？A超前B平衡C趕工D滯后28.The critical path time needs to be reduced by 20%. You may take the following actions EXCEPT - A.Adding r

30、esourcesB.Crashing time schedule C.Eliminating float D.Paralleling activities當(dāng)需要減少20%關(guān)鍵路徑時(shí)間時(shí)，你可以采取下列的行動(dòng)，但除外。A.增加資源B.加速時(shí)間進(jìn)度C.消除浮動(dòng)時(shí)間D. 并行安排活動(dòng)29.Once the durations of the activities are calculated for a completed network, a forward pass and a backward pass will provide:A.The float of the activitiesB.Th

31、e early start and late start onlyC.The critical pathD.A and C 計(jì)算出已完工網(wǎng)絡(luò)的活動(dòng)歷時(shí)后，前推法和逆推法可以提供：A活動(dòng)浮動(dòng)時(shí)間B最早開始日期和最遲開始日期C關(guān)鍵路徑DA和C。30.Resource leveling generally A.Increases the total project cost.B.Delays project completion. C.Requires less resourcesD.Requires more resources30資源平衡通常：A增加項(xiàng)目總成本。B推遲項(xiàng)目完成日期。C要求更少的資

32、源。D要求更多的資源。31.An activity has the following estimated duration; Optimistic = 6 days, Most likely = 21 days, Pessimistic = 36 days.What is the possibility that the activity is finished from 16 days to 26 days?A.54%B.68% C.95%D.99.73%31一個(gè)活動(dòng)的歷時(shí)估算如下：最樂觀估算=6天；最可能估算=21天；最悲觀估算=36天。那么，該活動(dòng)在16天到26天的時(shí)間完成的幾率有多高

33、？A54%B68%C95%D99.73%32. 34. In the network diagram below, each activity has the duration of;A=4, B=5, C=3, D=5, E=4, F=5, G=6, H=6, K=3, M=2, N=3 unit: weeks32.What is the total duration?A.20 weeksB.17 weeksC.18 weeks D.16 weeks33.What is the critical path?A.Start-A-C-F-M-FinishB.Start-A-D-G-M-Finis

34、hC.Start-B-E-H-N-Finish D.Start-B-E-K-N-Finish34.If you decrease the duration of activity H by 2 weeks (DU of H = 4), what will be the total duration?A.16 weeksB.17 weeks C.15 weeksD.18 weeks32. 總歷時(shí)是多少？A.20星期B.17星期C.18星期D 16星期33關(guān)鍵路徑是：A.Start-A-C-F-M-FinishB.Start-A-D-G-M-FinishC.Start-B-E-H-N-Finish

35、 D. Start-B-E-K-N-Finish34如果把活動(dòng)H的歷時(shí)縮短兩個(gè)星期（H的歷時(shí)），那么總歷時(shí)是多少？A.16星期B.17星期C.15星期D.18星期35.Your customer notifies you that the project must be completed two days earlier. What do you do?A.Tell them that the projects critical path does not allow the project to be finished earlierB.Tell your bossC.Meet with

36、the team and look for options for crashing or fast tracking the critical path D.Work hard and see what the project status is next month客戶通知你項(xiàng)目必須提前兩天完工。你將如何處理？A.告訴客戶項(xiàng)目的關(guān)鍵路徑不允許提前完成項(xiàng)目。B.向老板匯報(bào)。C.召開項(xiàng)目團(tuán)隊(duì)會(huì)議，商量在關(guān)鍵路徑上進(jìn)行趕工或快速跟進(jìn)法的方案。D.努力工作，觀察下月的項(xiàng)目狀態(tài)。Consider a project with a critical path that consists of four

37、 consecutive activities: A, B, C and D. The time estimates for these activities, in weeks, are shown below. Using PERT, the expected time for the critical path is:15 weeks17.5 weeks18 weeks20 weeksActivityOptimistic EstimateMost Likely EstimatePessimistic EstimateA234B456C55.56D444思考某項(xiàng)目的關(guān)鍵路線，該項(xiàng)目由四項(xiàng)相

38、繼活動(dòng)A, B, C 和 D組成，這些活動(dòng)的時(shí)間估算周如下圖所示，用計(jì)劃評(píng)審技術(shù)PERT進(jìn)行計(jì)算，關(guān)鍵路線的預(yù)期時(shí)間是A. 15周B. 17.5周C. 18周D. 20周活動(dòng)樂觀估算最可能估算悲觀估算A234B456C55.56D444See the figure below, what is the critical path?A-B-GC-GC-DE-FCant be decided B A 4 G 3 2 C DE 8 14 F 3用下列圖示數(shù)據(jù)，什么是關(guān)鍵路線A. A-B-GB. C-GC. C-DD. E-FE. 不能判斷Assume that you have a network

39、where an activity on the critical path can be crashed by two weeks. If that activity is actually crashed by two weeks, then:The projects schedule will be reduced by 2 weeksThe available slack on the non-critical paths will increaseCrashing this activity may change the critical pathThe projects sched

40、ule will be increased by 2 weeks假定你的項(xiàng)目網(wǎng)絡(luò)中，關(guān)鍵路線上的某活動(dòng)可能被加快兩周完成。如果實(shí)際上該活動(dòng)確實(shí)提前兩周完成了，則:A. 項(xiàng)目進(jìn)度將被縮短2周B. 非關(guān)鍵路線上的可用的時(shí)差將增加C. 加快該項(xiàng)活動(dòng)可能改變關(guān)鍵路線D. 項(xiàng)目進(jìn)度將增加2周39.Considering the project schedule during the cost budgeting process-A.Identifies the project elements so that costs can be allocatedB.Allows costs to be assi

41、gned to the time period when they will be incurred C.Provides another way to help measure and monitor cost performanceD.A and B 在成本預(yù)算過程中考慮項(xiàng)目進(jìn)度計(jì)劃：A.可以確認(rèn)項(xiàng)目因素，然后進(jìn)行成本分配。B.允許把成本分配到產(chǎn)生成本的時(shí)間段。C.提供另外一種幫助評(píng)估和監(jiān)控成本執(zhí)行情況的方法。D.A和B40.Which is the most conservative of the work completion rules:A.50/50 RuleB.0/100 Rule C.20/80 RuleD.100/100 Rule以下哪項(xiàng)是最為保守的工作完工原則？A.50/50 原則B.0/100原則C.20/80原則D.100/100原則41.The Percentage Complete is 60%, BAC is $20,000, and Actual Cost (AC or ACWP) is $15,000. Wha