PMP水平測試(二)附答案

1、PMP水平測試(二)您的姓名： 填空題 *_During the execution of a project, a large number of defects were discovered. The project manager ensured that the issues, defect resolution, and action item results were logged into a defects database. What would the defect database be considered a part of?在一個項目的執(zhí)行過程中，發(fā)現(xiàn)了大量的缺陷

2、。項目經(jīng)理應(yīng)確保問題、缺陷解決方案和行動結(jié)果都被記錄到缺陷數(shù)據(jù)庫中。缺陷數(shù)據(jù)庫應(yīng)是下列哪一項的一部分？ 單選題 *A.Expert Judgment專家判斷B.Deliverables可交付成果C.Change Requests變更請求D.Organizational Process Assets組織過程資產(chǎn)(正確答案)答案解析：問題以及缺陷管理數(shù)據(jù)庫被視為組織過程資產(chǎn)的一部分。這些數(shù)據(jù)庫通常包含歷史問題和缺陷狀態(tài)、控制信息、問題和缺陷解決以及行動結(jié)果。PMBOK指南第6版，第39頁During which of the following project development life c

3、ycles are the project scope, schedule and budget determined in the early phases of the life cycle?在以下哪個項目開發(fā)生命周期中，項目范圍、進(jìn)度和預(yù)算是在生命周期的早期階段確定的？ 單選題 *A.Predictive life cycle預(yù)測型生命周期(正確答案)B.Iterative life cycle迭代型生命周期C.Adaptive life cycle適應(yīng)型生命周期D.Incremental life cycle增量型生命周期答案解析：在預(yù)測型生命周期中，項目范圍、時間和成本在生命周期的早

4、期階段確定。預(yù)測型生命周期也可以稱為瀑布生命周期。PMBOK指南，第6版，第19頁You are helping an organization uplift its project management practices. You have recommended developing a business case for each of the organizational projects followed by development of a project benefits management plan. Who would you recommend to be the o

5、wner of the business case?你正在幫助組織提升其項目管理實踐。你已建議為每個組織項目開發(fā)商業(yè)論證，然后制定效益管理計劃。你推薦誰成為該商業(yè)論證的所有者？ 單選題 *A.Change Control Board變更控制委員會B.Project manager項目經(jīng)理C.Project sponsor項目發(fā)起人(正確答案)D.Project team項目團(tuán)隊答案解析：項目發(fā)起人通常負(fù)責(zé)項目商業(yè)論證文檔的制定和維護(hù)。項目經(jīng)理負(fù)責(zé)提供建議和監(jiān)督，使項目商業(yè)論證、項目管理計劃、項目章程和項目效益管理計劃的成功措施彼此保持一致，并符合組織的目標(biāo)和目的。PMBOK指南，第6版，第29

6、頁You have been hired by a new startup to develop its process architecture and define its operating model. The operating model will be used by the business to manage and run its day-to-day business. Your engagement with this organization is an example of:你已被一家新初創(chuàng)公司雇用來開發(fā)其過程體系結(jié)構(gòu)并定義其操作模型。業(yè)務(wù)將采用運(yùn)營模式來管理和運(yùn)行

7、其日常業(yè)務(wù)。你與該組織的參與是以下示例： 單選題 *A.Program項目集B.Portfolio項目組合C.Project項目(正確答案)D.Operations運(yùn)營答案解析：這是一個項目的示例。你有一個起點(diǎn)和終點(diǎn)（開發(fā)和定義商定的操作模型）。后期的運(yùn)營模型將是業(yè)務(wù)進(jìn)行，因此你當(dāng)前的參與是一個項目，因為這只是一項臨時性的工作。PMBOK指南，第6版，第4頁All of the following are components of an effective change control process, except:以下所有選項都是有效變更控制過程的組成部分，除了： 單選題 *A.Vari

8、ance analysis偏差分析(正確答案)B.Expert judgment專家判斷C.Change control tools變更控制工具D.Meetings會議答案解析：偏差分析不是實施整體變更控制過程的工具和技術(shù)。其他選擇是此過程的有效工具和技術(shù)。PMBOK指南第6版，第113頁The selection of lifecycle for the project, the processes to be applied to each phase, and the results of the tailoring by the project management team are

9、usually found in the:項目生命周期的選擇、應(yīng)用于每個階段的過程以及項目管理團(tuán)隊裁剪的結(jié)果通常可以在以下列表中找到： 單選題 *A.Project scope statement項目范圍說明書B.Project management plan項目管理計劃(正確答案)C.Project schedule項目進(jìn)度D.Project charter項目章程答案解析：項目管理團(tuán)隊的生命周期、所選過程和定制結(jié)果的詳細(xì)信息，需要參閱項目管理計劃。此計劃整合了規(guī)劃過程中的所有輔助管理計劃。PMBOK指南第6版，第82頁，第83頁Julia is managing a software de

10、velopment project. Recently, an unexpected event delayed the project by 15 days. Julia has called a team meeting to identify measures to take to bring the project back on schedule. A measure that is taken to bring results back in line with the project plan is best described as?朱莉婭正在管理一個軟件開發(fā)項目。最近，一個意

11、外事件把項目推遲了15天。朱莉婭召集了一個團(tuán)隊會議，以確定采取哪些措施使項目如期進(jìn)行。為使結(jié)果與項目計劃保持一致，最好采取的措施為？ 單選題 *A.Change request變更請求B.Preventive action預(yù)防措施C.Corrective action糾正措施(正確答案)D.Defect repair缺陷補(bǔ)救答案解析：糾正措施是為使項目工作績效重新與項目管理計劃一致，而進(jìn)行的有目的的活動。預(yù)防措施而為確保項目工作的未來績效符合項目管理計劃，而進(jìn)行的有目的的活動。必須注意不要將糾正措施與預(yù)防措施混為一談。采取糾正措施是糾正過去發(fā)生的不符合項事件的結(jié)果。而采取預(yù)防措施是用來避免或減

12、少將來可能發(fā)生的任何潛在的不符合項事件。缺陷補(bǔ)救是為了修正不一致產(chǎn)品或產(chǎn)品組件的有目的的活動。而更新則是對正式受控的項目文件或計劃等進(jìn)行的變更，以反映修改或增加的意見或內(nèi)容。PMBOK指南第6版，第96頁You are the project manager for GeoThermal Systems. Which of the following must be done FIRST before proceeding with a new project?你是地?zé)嵯到y(tǒng)的項目經(jīng)理。在繼續(xù)新項目之前，必須先完成以下哪一項？ 單選題 *A.Create the Project Scope St

13、atement創(chuàng)建項目范圍說明書B.Stakeholder analysis相關(guān)方分析C.Product analysis產(chǎn)品分析D.Obtain Project Charter approval獲得項目章程批準(zhǔn)(正確答案)答案解析：在管理項目時，你必須首先確保項目章程在繼續(xù)之前得到簽署和批準(zhǔn)。項目章程是使項目正式化的文件，它是在啟動過程中創(chuàng)建的賦予項目經(jīng)理領(lǐng)導(dǎo)項目的職權(quán)。PMBOK指南第6版，第75頁You have recently completed a major data center upgrade project. The project delivery has been ac

14、cepted by the IT group and you are now finalizing the administrative closure activities. One of the requirements is the development of the projects final report. Which information would you NOT include in this report?你最近完成了一個主要的數(shù)據(jù)中心升級項目。IT 組已接受項目交付，你現(xiàn)在將完成關(guān)閉項目的過程。其中一項要求是制定項目的最終報告。此報告中不包括哪些信息？ 單選題 *A.

15、Scope objectives范圍目標(biāo)B.Lessons learned from previous similar projects從以前類似項目中吸取的經(jīng)驗教訓(xùn)(正確答案)C.Risk summaries風(fēng)險總結(jié)D.Cost objectives目標(biāo)成本答案解析：從以前類似項目中吸取的經(jīng)驗教訓(xùn)在整個項目中使用。這些是單獨(dú)的作為組織過程資產(chǎn)的一部分，不會記錄在最終的項目報告中。其余選項是最終項目報告的有效部分。PMBOK指南第6版，第127頁You have recently taken over a project that has been struggling to keep key

16、 project stakeholders engaged since inception. The project requires developing an ERP system for your organization and the project currently is in the design phase. A number of stakeholders are complaining that the current design doesnt match their stated requirements. Which of the following tools w

17、ill help you trace the design to the requirements?你最近接手了一個項目，該項目自啟動以來一直努力讓關(guān)鍵項目相關(guān)方參與進(jìn)來。該項目需要為你的組織開發(fā)一個 ERP 系統(tǒng)，并且項目目前處于設(shè)計階段。許多相關(guān)方抱怨當(dāng)前的設(shè)計與它們的要求不一樣。以下哪些工具將幫助你根據(jù)要求跟蹤設(shè)計？ 單選題 *A.Requirements traceability matrix需求跟蹤矩陣(正確答案)B.Design traceability matrix設(shè)計可追溯性矩陣C.Project scope statement項目范圍說明書D.Product traceabi

18、lity matrix執(zhí)行風(fēng)險結(jié)果分析答案解析：需求跟蹤矩陣提供了一個結(jié)構(gòu)，用于將需求追溯到產(chǎn)品設(shè)計。PMBOK指南第6版，第148頁You are leading a business process automation project and a business analyst is helping you with the business requirements. You as the project manager are responsible for the overall project scope while the business analyst is respon

19、sible for the product scope. Product scope is measured against the product requirements, while project scope is measured against:你正在領(lǐng)導(dǎo)一個業(yè)務(wù)過程自動化項目，業(yè)務(wù)分析師正在幫助你滿足業(yè)務(wù)需求。你作為項目經(jīng)理負(fù)責(zé)整個項目范圍，而業(yè)務(wù)分析師負(fù)責(zé)產(chǎn)品范圍。產(chǎn)品范圍是根據(jù)產(chǎn)品要求來衡量的，而項目范圍是根據(jù)： 單選題 *A.The WBS and WBS dictionary WBS 和 WBS 詞典B.The project scope statement and it

20、s associated WBS and WBS dictionary項目范圍說明書及其關(guān)聯(lián)的 WBS 和 WBS 詞典(正確答案)C.The project requirements and WBS項目要求和 WBSD.The acceptance criteria驗收標(biāo)準(zhǔn)答案解析：項目范圍根據(jù)項目范圍基準(zhǔn)進(jìn)行測量，該基準(zhǔn)由項目范圍聲明、其關(guān)聯(lián)的 WBS 和 WBS 詞典組成。PMBOK指南第6版，第161頁A certain project was in the Collect Requirements phase. The products eventual users could no

21、t define their requirements. In this scenario, which of the following tools could have helped determine the requirements?某個項目處于收集需求階段。該產(chǎn)品的最終用戶無法定義其要求。在這種情況下，以下哪些工具可以幫助確定需求？ 單選題 *A.Interviews訪談B.Prototypes原型法(正確答案)C.Surveys調(diào)查D.Questionnaires問卷調(diào)查答案解析：原型法是實際構(gòu)建之前預(yù)期產(chǎn)品的工作模型。原型的有形性質(zhì)使用戶能夠在項目生命周期的早期試驗其最終產(chǎn)品的模

22、型，并產(chǎn)生明確的反饋。在這種情況下，訪談、問卷和調(diào)查幫助不大，因為用戶很難確定自己的需求。PMBOK指南第6版，第147頁The quality cost of a project rose significantly during the course of the project. A post-mortem analysis of the increased cost revealed that this was due to poorly defined acceptance criteria. During which phase should the acceptance crit

23、eria have been properly captured?在項目實施過程中，項目的質(zhì)量成本顯著上升。對費(fèi)用增加的事后分析表明，這是由于驗收標(biāo)準(zhǔn)界定不清所致。應(yīng)在哪個階段正確獲取驗收標(biāo)準(zhǔn)？ 單選題 *A.Develop Project Charter process制定項目章程過程B.Define Scope process定義范圍過程(正確答案)C.Manage Stakeholder Engagement process管理相關(guān)方參與過程D.Plan Quality Management process規(guī)劃質(zhì)量管理過程答案解析：驗收標(biāo)準(zhǔn)記錄在定義范圍過程期間開發(fā)的項目范圍說明書中。然

24、后，定義不佳的驗收標(biāo)準(zhǔn)將傳播到用于規(guī)劃質(zhì)量的規(guī)劃質(zhì)量管理過程。PMBOK指南第6版，第154頁Janice, a project manager, wanted to obtain early feedback on the project requirements. However, she was concerned that the abstract representations of the requirements might not elicit useful feedback. Which of the following tools and techniques might

25、help her overcome this hurdle?項目經(jīng)理 Janice 希望盡早獲得有關(guān)項目需求的反饋。但是，她擔(dān)心，抽象的需求可能很難得到有益的反饋。以下哪些工具和技術(shù)可以幫助她克服這一障礙？ 單選題 *A.Histograms直方圖B.Prototypes原型法(正確答案)C.Ishikawa diagram石川圖D.Control charts控制圖答案解析：原型法是實際構(gòu)建之前預(yù)期產(chǎn)品的工作模型。原型的有形性質(zhì)使相關(guān)方能夠在早期項目生命周期中試驗其最終產(chǎn)品的模型，并產(chǎn)生明確的反饋。其他選擇不正確，因為它們是質(zhì)量管理工具。PMBOK指南第6版，第147頁You are cur

26、rently planning your project procurements and want to issue RFPs to the potential suppliers as soon as possible. The organizations procurement director has advised you to include the activities early start and finish dates in the RFP package. What would be the BEST technique to identify these dates?

27、你目前正在規(guī)劃項目采購，希望盡快向潛在供應(yīng)商發(fā)放建議邀請書。組織的采購總監(jiān)建議你在建議邀請書中包括活動的最早開始日期和最早完成日期。識別這些日期的最佳技術(shù)是什么？ 單選題 *A.Resource Smoothing資源平滑B.Critical Path Method關(guān)鍵路徑法(正確答案)C.What-If scenario analysis假設(shè)情景分析D.Resource Leveling資源平衡答案解析：關(guān)鍵路徑法是一種計算項目中工作活動的最早開始日期和最早完成日期的技術(shù)。PMBOK指南第6版，第210頁The project management team expects that dur

28、ing the course of the project there could be delays in component delivery due to strikes, changes to the permitting processes, or extensions of specific engineering durations. What analysis could be helpful in preparing contingency and response plans to mitigate these issues?項目管理團(tuán)隊預(yù)計，在項目過程中，由于罷工、許可過

29、程變更或特定工程工期延長，組件交付可能會出現(xiàn)延誤。什么分析可能有助于制定應(yīng)急和響應(yīng)計劃來緩解這些問題？ 單選題 *A.Contingency analysis應(yīng)急分析B.Variance analysis偏差分析C.What-If scenario analysis假設(shè)情景分析(正確答案)D.Schedule compression進(jìn)度壓縮答案解析：假設(shè)情景分析，是對各種情景進(jìn)行評估，預(yù)測它們對項目目標(biāo)的影響（積極或消極的）。假設(shè)情景分析就是對“如果情景 X 出現(xiàn)，情況會怎樣？”這樣的問題進(jìn)行分析，即基于已有的進(jìn)度計劃，考慮各種各樣的情景。可以根據(jù)假設(shè)情景分析的結(jié)果，評估項目進(jìn)度計劃在不同條件

30、下的可行性，以及為應(yīng)對意外情況的影響而編制進(jìn)度儲備和應(yīng)對計劃。PMBOK指南第6版，第213頁You are currently defining a standardized project management framework for your organization. Since the nature of each project being performed by the organization is different, you need to build some flexibility in your model so that it can serve as an

31、overarching management framework for all projects. In which of the following situations would it be better to avoid using Analogous Estimating?你當(dāng)前正在為你的組織定義標(biāo)準(zhǔn)化的項目管理框架。由于組織執(zhí)行的每個項目的性質(zhì)不同，你需要構(gòu)建出具有靈活性的模型，以便把它作為所有項目的總體管理框架。在以下哪種情況下最好避免使用類比估算？ 單選題 *A.When the project team members have the needed expertise當(dāng)項

32、目團(tuán)隊成員擁有所需的專業(yè)知識時B.When an accurate estimate is required當(dāng)需要準(zhǔn)確的估算時(正確答案)C.When a low value estimate is required當(dāng)需要粗略的估算時D.When the previous activities are similar in fact and not just appearance當(dāng)以前的活動是本質(zhì)上相似而不僅僅表面上類似時答案解析：類比估算的成本通常低于其他估算技術(shù)的成本，但準(zhǔn)確度較低。當(dāng)以前的活動實際上相似且項目團(tuán)隊成員具有所需的專業(yè)知識時，這是比較可靠的。當(dāng)需要準(zhǔn)確的估算時，不應(yīng)使用此方法

33、。PMBOK指南第6版，第200頁You have completed a number of projects in your organization and have used analogous estimating for all projects. For an upcoming project, the team has recommended trying parametric estimating. Which of the following is not an example of parametric estimating?你已經(jīng)完成了組織中的多個項目，并且對所有項目都

34、使用了類比估算。對于即將到來的項目，團(tuán)隊建議嘗試參數(shù)估算。以下哪一項不是參數(shù)估算的示例？ 單選題 *A.Activity duration estimated based on the number of drawings multiplied by the number of labor hours per drawing.根據(jù)圖紙數(shù)量乘以每個工程圖的工時數(shù)估算的活動持續(xù)時間。B.Activity duration estimated based on the number of labor hours per meter for cable installation.根據(jù)電纜安裝每米工時數(shù)

35、估算活動持續(xù)時間。C.Activity duration estimated based on the square footage in construction.根據(jù)施工中的面積估算活動持續(xù)時間。D.Activity duration estimated based on the actual duration of a similar, previous project.活動持續(xù)時間根據(jù)類似上一項目的實際持續(xù)時間進(jìn)行估算。(正確答案)答案解析：根據(jù)以前類似項目的實際持續(xù)時間估算活動持續(xù)時間是類比估算的實例。其他三種選擇是參數(shù)估算的示例。PMBOK指南第6版，第200頁A project

36、manager needed to shorten a project schedule and decided to employ crashing, a schedule compression technique. Which of the following activities would not be an example of crashing?項目經(jīng)理需要縮短項目進(jìn)度，并決定采用趕工這種進(jìn)度壓縮技術(shù)。以下哪個活動不是趕工的示例？ 單選題 *A.Bringing in additional resources追加資金B(yǎng).Reducing project scope減少項目范圍(正

37、確答案)C.Paying to expedite delivery activities支付以加快交付活動D.Approving overtime批準(zhǔn)加班答案解析：進(jìn)度壓縮技術(shù)（如趕工和快速跟進(jìn)）在不變更項目范圍的情況下縮短項目進(jìn)度。批準(zhǔn)加班、引入額外資源和支付加速交付活動是趕工的有效示例。減少項目范圍不是趕工的有效示例。PMBOK指南第6版，第215頁You are a project manager who is in charge of an important project for your company. The project is 40 percent complete af

38、ter three months and has cost $350,000. The budget for the project is $950,000 and is scheduled to last eight months. How is the project performing?你是項目經(jīng)理，負(fù)責(zé)貴公司的重要項目。該項目在三個月后完成40%，耗資35萬美元。該項目的預(yù)算為950 000美元，計劃持續(xù)8個月。項目的執(zhí)行情況如何？ 單選題 *A.The project is behind schedule and over budget.項目進(jìn)度落后，超出預(yù)算。B.The proj

39、ect is ahead of schedule and under budget.該項目提前完成，低于預(yù)算。(正確答案)C.The project is behind schedule and under budget.該項目進(jìn)度落后，低于預(yù)算。D.The project is ahead of schedule and over budget.該項目提前完成，超出預(yù)算。答案解析：CPI=EV/AC. CPI = （950000*40%）/350000 = 380000/350000 = 1.09（預(yù)算內(nèi)）。SPI=EV/PVSPI = 380000/（950000*0.375） = 380

40、000/356，250 = 1.07（提前）。PMBOK指南第6版，第267頁You are the project manager for Wicked Fast Cars Corp. You are working on a project for the Human Resources department that is scheduled to take one year. After three months into the project, you calculate the EV at $35,000 and the PV at $45,000. Which option b

41、elow represents the value for the SV?你是威克快車公司的項目經(jīng)理。你正在為人力資源部的一個項目工作，計劃用一年時間。項目實施三個月后，計算出的EV為35000美元，PV為45000美元。下面哪個選項表示SV的值？ 單選題 *A.-10000(正確答案)B.1.29C.0.78D.10000答案解析：SV = 掙值 （EV） - 計劃價值 （PV）。SV = $35，000-$45，000 SV = -$10，000。PMBOK指南第6版，第267頁20 percent of the work was completed in a project. At th

42、is stage, the project manager determined that the budget at completion （BAC） was no longer viable and developed a forecasted estimate at completion （EAC）. What index can the project manager use to look at the calculated projection of cost performance that must be achieved on the remaining work?一個項目完

43、成了20% 的工作。在此階段，項目經(jīng)理確定完工預(yù)算（BAC）不再可行，并重新制定了完工估算（EAC）。項目經(jīng)理可以使用什么指標(biāo)來查看必須在剩余工作上實現(xiàn)的成本績效的計算預(yù)測？ 單選題 *A.Schedule Performance Index （SPI）計劃績效指數(shù) （SPI）B.Cost Performance Index （CPI）成本績效指數(shù) （CPI）C.Cost Variance （CV）成本差異（CV）D.To-Complete Performance Index （TCPI）完工尚需績效指數(shù) （TCPI）(正確答案)答案解析：完工尚需績效指數(shù) （TCPI） 是成本績效的計算預(yù)測，

44、必須完成剩余工作才能達(dá)到指定的目標(biāo)（如 BAC 或 EAC）。它被定義為剩余工作除以剩余資金。PMBOK指南第6版，第266頁As part of the Estimate Costs process, a project manager obtained access to certain commercially available databases to get resource cost rate information. Such published commercial information is considered what type of input?作為估算成本過程的一

45、部分，項目經(jīng)理獲得了某些商業(yè)數(shù)據(jù)庫的訪問權(quán)限，以獲取資源成本費(fèi)率信息。此類公布的商業(yè)信息被視為什么類型的輸入？ 單選題 *A.Enterprise environmental factor事業(yè)環(huán)境因素(正確答案)B.Historical information歷史信息C.Organizational process asset組織過程資產(chǎn)D.HR Input人力資源答案解析：此類已發(fā)布的商業(yè)信息被視為影響估算成本過程的事業(yè)環(huán)境因素的一部分。PMBOK指南第6版，第243頁You are a project manager working on a project to create high-

46、efficiency electric motors for a company introducing a new electric golf cart. Your companys president is keenly interested in the project and requests a chart that shows the number of defects by type ordered by their frequency of occurrence. Which type of chart would BEST meet this request?你是一個項目經(jīng)理

47、，正在為一家引進(jìn)新型電動高爾夫球車的公司開發(fā)高效電機(jī)。貴公司的總裁對這個項目非常感興趣，并要求提供一個圖表，按照缺陷發(fā)生的頻率按類型列出缺陷的數(shù)量。哪種類型的圖表最符合此要求？ 單選題 *A.Histograms直方圖(正確答案)B.Control chart控制圖C.Statistical sampling統(tǒng)計抽樣D.Scatter diagram散點(diǎn)圖答案解析：直方圖顯示數(shù)字?jǐn)?shù)據(jù)的圖形表示。直方圖可用于顯示按原因類型或類別產(chǎn)生的缺陷數(shù)，并按其頻率排序。PMBOK指南第6版，第293頁A project manager wants to proactively monitor a manuf

48、acturing process to determine whether the quality level is within acceptable limits for that process. What tool will help with this?項目經(jīng)理希望主動監(jiān)控制造過程，以確定質(zhì)量水平是否在該過程可接受的范圍內(nèi)。什么工具會幫助這個？ 單選題 *A.Control charts控制圖(正確答案)B.Ishikawa diagram石川圖C.Histogram直方圖D.PERT chartPERT圖答案解析：控制圖用于確定一個過程是否穩(wěn)定，或者是否具有可預(yù)測的績效。規(guī)格上限和

49、下限是根據(jù)要求制定的，反映了可允許的最大值和最小值。上下控制界限不同于規(guī)格界限?？刂平缦薷鶕?jù)標(biāo)準(zhǔn)的統(tǒng)計原則，通過標(biāo)準(zhǔn)的統(tǒng)計計算確定，代表一個穩(wěn)定過程的自然波動范圍。PMBOK指南第6版，第304頁You are a project manager for an automotive parts company. Your organization was hired to produce clutches for an exotic car company. This will involve the design and production of custom clutches. Duri

50、ng the course of the project, as you review a quality control statistics chart that examines every clutch produced for the month, you notice several cases where the spring component of the clutch is expanding with too much force and is falling outside the upper control limit. Which type of Quality C

51、ontrol tool are you most likely using?你是一家汽車零部件公司的項目經(jīng)理。你的組織被雇來為一家外國汽車公司生產(chǎn)離合器。這將涉及定制離合器的設(shè)計和生產(chǎn)。在項目的過程中，當(dāng)你查看一個質(zhì)量控制統(tǒng)計圖表（該圖表檢查了該月生產(chǎn)的每個離合器）時，你注意到離合器的彈簧組件因為過大力產(chǎn)生膨脹，導(dǎo)致超出控制上限。你最有可能使用哪種質(zhì)量控制工具？ 單選題 *A.Control charts控制圖(正確答案)B.Statistical Sampling統(tǒng)計抽樣C.Cause-and-Effect diagram因果圖D.Precedence Diagramming Method優(yōu)

52、先級繪制方法答案解析：控制圖表以圖形方式顯示過程變量在過程上的交互作用。控制圖有三條線：一條中心線，它給出過程的平均值;一條上線，指定控制上限，顯示可接受值的上限;下線，指定控制下限，顯示可接受的值的下限。超出此范圍的點(diǎn)是過程可能失控的證據(jù)。PMBOK指南第6版，第304頁You are leading a software development project and have recently made the first project release. A number of software defects have surfaced during the release acce

53、ptance testing and you and your team want to conduct a detailed root cause analysis. Which of the following quality control tools and techniques may not be used for this root cause analysis?你正在領(lǐng)導(dǎo)一個軟件開發(fā)項目，并且最近發(fā)布了第一個項目。在版本驗收測試期間，許多軟件缺陷浮出水面，你和你的團(tuán)隊希望進(jìn)行詳細(xì)的根本原因分析。以下哪些質(zhì)量控制工具和技術(shù)可能不用于此根本原因分析？ 單選題 *A.Fishbone

54、 diagram魚骨圖B.Scatter diagram散點(diǎn)圖(正確答案)C.Ishikawa diagram石川圖D.Cause-and-effect diagram因果圖答案解析：在列出的工具中，散點(diǎn)圖用于研究和確定兩個變量之間的可能關(guān)系。散點(diǎn)圖,是一種展示兩個變量之間的關(guān)系的圖形，它能夠展示兩支軸的關(guān)系，一支軸表示過程、環(huán)境或活動的任何要素，另一支軸表示質(zhì)量缺陷。不適用于根本原因分析。而因果圖，又稱“魚骨圖”、“why-why分析圖”和“石川圖”，將問題陳述的原因分解為離散的分支，有助于識別問題的主要原因或根本原因。PMBOK指南第6版，第293頁You are the project

55、manager of a project whose team has interacted with a number of stakeholders. You believe that in order to have an objective project performance appraisal, you would like to obtain feedback for the project team members from all the people they have worked with, including superiors, peers and subordi

56、nates. Team performance appraisals are performed during which of the following processes?你是一個項目的項目經(jīng)理，你的團(tuán)隊與許多相關(guān)方進(jìn)行過互動。你認(rèn)為，為了進(jìn)行客觀的項目績效評估，你需要需要從所有共事過的人（包括上級、同事和下屬）中為項目團(tuán)隊成員獲取反饋。團(tuán)隊績效評價是在以下哪個過程中執(zhí)行的？ 單選題 *A.Close Project or Phase結(jié)束項目或階段B.Acquire Resources獲取資源C.Manage Team管理團(tuán)隊D.Develop Team建設(shè)團(tuán)隊(正確答案)答案解析：團(tuán)隊

57、績效評價在建設(shè)團(tuán)隊過程中進(jìn)行，結(jié)果隨后在管理團(tuán)隊過程中使用。PMBOK指南第6版，第343頁A project involved team members situated in Arizona, Nebraska, New York, and Ireland. Which of the following activities becomes crucial in such a team environment?一個項目的項目團(tuán)隊成員分別位于亞利桑那州、內(nèi)布拉斯加州、紐約和愛爾蘭。在這樣的團(tuán)隊環(huán)境中，以下哪些活動變得至關(guān)重要？ 單選題 *A.Team-building團(tuán)隊建設(shè)B.Status

58、 reporting狀態(tài)報告C.Conflict resolution沖突解決D.Communication planning溝通規(guī)劃(正確答案)答案解析：團(tuán)隊成員涉及多個地區(qū)，可以推斷出為虛擬團(tuán)隊，溝通規(guī)劃在涉及虛擬團(tuán)隊時至關(guān)重要。缺乏面對面的互動會導(dǎo)致誤解和沖突。這些風(fēng)險需要通過適當(dāng)?shù)臏贤ㄒ?guī)劃加以解決。PMBOK指南第6版，第333頁You are managing a project. An audit team wants to know where they can find information on training plans for the project team mem

59、bers and certification requirements. This are in the:你正在管理一個項目。審核團(tuán)隊希望了解在哪里可以找到有關(guān)項目團(tuán)隊成員培訓(xùn)計劃和認(rèn)可計劃的信息。這是在： 單選題 *A.Resource Breakdown Structure資源分解結(jié)構(gòu)B.Staff Release Plan員工離職計劃C.Resource Management Plan資源管理計劃(正確答案)D.Communications Management Plan溝通管理計劃答案解析：正確答案是資源管理計劃。資源管理計劃記錄了培訓(xùn)計劃、認(rèn)可計劃和合規(guī)性問題等信息。PMBOK指南第

60、6版，第318頁，319頁A new telecom network operator is planning to launch its services in your country. Your organization has won the contract to build their network and you have been assigned as the project manager on this project. Early during the project execution, some key staff members have complained