PMP(第六版)模拟题50题

1.An organization’s lessons learned database indicates that past major project issues have been quality failures.The project manager decides to be more thorough when developing a quality management process.
What should the project manager do to ensure quality?

A.Develop a quality management plan based on the project’s scope and requirements.

B.Incorporate all quality control processes in the project.

C.Include all lessons learned from past projects in the project checklist.

D.Add a new risk to the risk register.

1.一家组织的经验教训数据库表明过去的重大项目问题是质量失败。项目经理在制定质量管理过程时决定做得更彻底。为确保质量，项目经理应该怎么做？

A.根据项目的范围和需求制定质量管理计划。

B.将所有质量控制过程纳入项目中。

C.在项目核对单中包含来自过往项目的所有经验教训。

D.在风险登记册中添加一个新风险。

2.A customer identifies performance issues on a newly implemented product.What category of cost of quality (COQ) should the project manager have used to estimate this cost?

A.Prevention costs

B.External failure costs

C.Appraisal costs

D.Internal failure costs

2.客户识别到一个新实施产品的性能问题。项目经理应使用哪一个质量成本（COQ） 类别来估算这项成本？

A.预防成本

B.外部失败成本

C.评估成本

D.内部失败成本

3.During project execution, the project manager determines that communications fail to comply with the communications management plan.What should the project manager do?

A.Practice structured informal communications as part of key project milestones.

B.Have team members to the communications management plan.

C.Have team members review the project management plan.

D.Inform stakeholders that all information received is not part of the communications management plan.

3.在项目执行期间，项目经理确定沟通与沟通管理计划不符。项目经理应该怎么做？

A.实施有组织的非正式沟通，作为重要项目里程碑的一部分。

B.团队成员查阅沟通管理计划。

C.让团队成员审查项目管理计划。

D.通知相关方，收到的所有信息不属于沟通管理计划的一部分。

4.A team member notifies the project manager of an issue that has the potential of disrupting the project.The project manager adds the issue log, and the team to find a resolution.What should the project manager do next?

A.Update the risk register.

B.Revise the project management plan.

C.Identify the appropriate risk response.

D.Inform the stakeholders.

4.一位团队成员通知项目经理有一个问题可能会破坏项目。项目经理将该问题添加到问题日志中，并要求团队找到解决方案。项目经理下一步应该怎么做？

A.更新风险登记册

B.修订项目管理计划

C.确定适当的风险应对

D.通知相关方

5.As per the risk management plan, a project manager conducts mitigation strategies for some project risk.However, one risk has increased its probability and impact, and key deliverables could be compromised.

A.Include this situation in the project status report.

B.Define countermeasures to mitigate or remove the risk and communicate the situation to the stakeholders.

C.Update the project baseline to reflect the impact of this risk.

D.Update the risk management plan and issue a change request to remove these deliverables from the project.

5.根据风险管理计划，项目经理对一些项目风险执行减轻策略。然而，其中一项风险的发生概率和影响都提高了，且主要可交付成果可能会受到损害。项目经理应该如何解决并 沟通这种情况对项目的影响？

A.在项目状态报告中包含这种情况。

B.定义减轻或消除该风险的对策，并与相关方沟通这种情况。

C.更新项目基准，以反映该风险的影响。

D.更新风险管理计划并签发变更请求，从项目中删除这些可交付成果。

6.A team member is unclear about the project manager’s primary responsibilities and authority level.What document can help the team member understand this?

A.Project charter

B.Project management plan

C.Organizational structure

D.Project resource management plan

6.一名团队成员不清楚项目经理的主要职责和职权级别，哪一份文件可以帮助团队成员了解这一点？

A.项目章程

B.项目管理计划

C.组织结构

D.项目资源管理计划

7.A project has spent US$3.5million, and US$4million in work is now complete.The planned (PV) of the project is US$8 million.A subject matter expert (SME) estimates that an additional US$6 million is needed to complete the project.The technical approach to complete the project is no longer valid.
What is the current estimate at completion (EAC)?

A.US$8 million B.US$9.5 million

C.US$10 million D.US$11.5 million

7.一个项目已经支出 350 万美元，现在已经完成 400 万元美元的工作。该项目的计划价值（PV）为 800 万美元。主题专家（SME）估算还需要 600 万美元来完成该项目。完成该项目的技术方法不再有效。当前的完工估算（EAC）是多少？

A.800 万美元

B.950 万美元

C.1000 万美元

D.1150 万美元

8.While preparing the work breakdown structure (WBS), the project manager identifies that there may be cost overruns.What tool or technique should the project manager use to obtain a three-point estimate?

A.Stakeholder interviews

B.Sensitivity analysis

C.Risk analysis

D.Quantitative analysis

8.在准备工作分解结构（WBS）时，项目经理识别到可能存在成本超支。项目经理应使用什么工具或技术来获得三点估算？

A.项目相关方访谈

B.敏感性分析

C.风险分析

D.定量分析

9.A project to build monthly reports involves two teams.Team X works on the back-end database, and team Y works on the front end that will build the reports’ user interface.The project manager asks for representatives from both teams to be subject matter experts (SMEs) at the
requirements gathering process.One of the SMEs is widely respected figure in the field, and the project manager is worried about possible bias.What tool or technique should the project manager use?

A.Delphi technique

B.Multi-criteria decision analysis

C.Ishikawa diagram

D.Brainstorming

9.一个构建月度报告的项目涉及两个团队。团队 X 从事后端数据库的工作，团队 Y 从事构建报告的用户界面前端工作。项目经理要求两个团队的代表在需求收集过程中担任主题专家（SMEs），其中一位主题专家是该领域广受尊敬的人物，项目经理担心可能出现偏差。项目经理应使用什么工具或技术？

A.德尔菲技术

B.多标准决策分析

C. 石川图

D.头脑风暴

10.For a long-term infrastructure project, the project manager must acquire suppliers with the lowest possible risk due to the global business climate.What type of contract should the project manager use?

A.Firm fixed price (FFP)

B.Cost plus fixed fee (CPFF)

C.Fixed price incentive fee (FPIF)

D.Fixed price with economic price adjustment (FP-EPA)

10.对于一个长期的基础设施项目，由于全球商业环境，项目经理必须获得风险最小的 供应商。项目经理应该使用什么合同类型？

A.固定总价合同（FFP）

B.成本加固定费用合同（CPFF）

C.总价加激励费用合同（FPIF）

D. 总价加经济价格调整合同（FP-EPA）

11.A project manager finds several inconsistencies between project deliverables and sponsor expectations.To ensure alignment, what should the project manager develop?

A.Risk register

B.Stakeholder management plan

C.Communications management plan

D.Work breakdown structure (WBS)

11.项目经理发现项目可交付成果与发起人期望之间存在若干不一致之处，为确保一致，项目经理应该制定下列哪一项？

A.风险登记册

B.相关方参与计划

C.沟通管理计划

D.工作分解结构（WBS）

12.A Project management is alternating between two projects with tight deadlines.They aredetermined to collect lessons learned from both projects, despite having limited time do so.How should the project manager collect the lessons learned?

A.Document them as each project finishes.

B.Request assistance from the knowledge management department.

C.Archive all minutes from project meetings.

D.Document them routinely, starting from the initiation phase.

12.项目经理在两个期限紧迫的项目之间轮替。尽管时间有限，但他决定从这两个项目 中收集经验教训。项目经理应如何收集经验教训？

A.在每个项目完成时记录经验教训。

B.请求知识管理部门的帮助。

C.存档项目会议的所有会议记录。

D.从启动阶段开始，定期记录经验教训。

13.In a matrix organization, the appraisal ratings h