PMP测试试题样题50

《PMBOK指南》第四版PMP试题样题（50）1. When do we perform the Communications Planning process?A. Initial phase.B. Planning phaseC.When project manager is assignedD.Throughout the project1. 关于沟通规划，何时进行？A.启动阶段B.规划阶段C.任命项目经理之后D.贯穿整个项目2. When do we get the stakeholde rs’ formal acceptance of the completed scope and associated deliverables?A.Conceptual phase.B.Planning phaseC.Throughout the projectD.Closing phase2. 我们何时获得干系人关于已完成的项目范围和可交付成果的正式验收？A.概念阶段B.规划阶段C.贯穿整个项目D.收尾阶段3. When do we have kick off meeting?A.After the project plan is approvedB.All throughout the projectC.When project manager is assignedD.In the conceptual phase3. 我们何时进行项目的开工会议？A.项目计划批准以后B.贯穿整个项目C.任命项目经理以后D.在概念阶段4.You are a project manager at a large multi-national company developing a next-generation wireless mobilephone using VOIP Technology. The project involves significant coordination of resources across multiple different engineering teams located in various different countries. Specifically, your mobile handset team is based in India, your testing team is in U.S., and your QA team is in Canada. The engineers in each of the teams report to a different geographic functional manager, but are currently on loan to you for your project. You are currently in the process of assessing the completion status fro each of the work packages. In order to develop an accurate status of the project, you’ve asked each of the engineers to report their completions date for their respective deliverables. However, when asked for the completion date, one of the QA engineers abrasively responds, ―Completion date for what?‖Ever since the project started, you’ve always thought that this QA engineer was difficult to manage. Especially tired of such comments, you finally decide to report the QA engineer’s uncooperative behavior to his functional manager. Base on the scenarios described above, which of the following BEST describes the real problem?A.The QA engineer was acting defensively to mask his inability to meet his project responsibilitiesB.You did not receive the necessary support from the functional manager regarding your project.C.The work packages were not adequately defined for the project.D.You should have met with the functional manager the first time you encountered problems with this engineer,rather than let the problem escalate.4. 你是一大型跨国公司的项目经理负责开发一款VoIP技术的手机，项目涉及到多个国家的多个工程团队。

具体来说，手机机身部分在印度，测试团队在美国，QA团队在加拿大。

工程师向各自地区的职能经理汇报，目前借给你的项目中使用。

目前你在评估每一个工作包的完成状态。

要准确了解项目的状态，你要求每一个工程师汇报他们的交付成果的完成日期。

但是，当你询问一个QA工程师他的完工日期时，他很不耐烦地说：“什么什么完工日期啊？”从项目一开始，你就觉得这个工程师难以管理，终于你无法忍受这样的态度了，你最终决定把这个QA工程师的不合作行为报告给他的职能经理。

据此，你认为真正的问题是什么？A. QA工程师的防御性行为是为了掩盖他不能完成项目职责的一种自我掩护B. 关于你的项目你没有获得职能经理的必要支持C. 项目的工作包未作充分定义D. 在你第一次遇到这样的问题的时候就应该去和职能经理见面，而不是等待问题升级5. When the project is getting into the finalizing phase, one woman who is a team leader wants to stay away fromthe company for a period of time because she is pregnant now. Project manager found that a new engineer could be replaced. Howsoever, after reviewing the alternatives, he allowed her to work at home. Why did he make such a decision?A. In order to avoid changes of RAMB. To offer her an opportunity to acquire more knowledge and skills in project managementC. For the purpose of controlling project costD. In order to reduce additional efforts of team development5. 项目进入最后阶段后，一个女性主管因为怀孕生产，要离开公司一段时间，项目经理发现可以找到替换的工程师。

在评估了各种方案之后，项目经理决定让她在家中办公，为什么做出这样的决策？A. 为了避免职责分配矩阵的变更B. 给她提供一个机会，让她学习更多的项目管理知识和技能C. 为了控制项目成本的目的D. 为了减少额外的团队发展工作6. The project is getting into a very critical phase, and one engineer is scheduled to stay in hospital for one month.Project manager discussed with him and the team, then made a decision to let him continue his work for the month. What is the reason for the action?A. The engineer is willing to continue his workB. In order to offer him an opportunity to acquire more knowledge and skills in project managementC. For the purpose of controlling project costD. It is because a newly recruited engineer might be less competent than him6. 项目进入了一个非常关键的阶段，一位工程师按计划要去住院一个月，项目经理和他以及相关人员作了讨论，决定让他继续工作一个月。

为什么做这样的决策？A. 这个团队成员愿意继续工作B. 为了给他一个机会，让他学习更多项目管理知识和技能C. 为了控制成本的目的D. 因为新招聘的工程人员可能还不如他能够胜任这个工作7. Y our customer has asked for a 2000 call capacity for the new call center project. However, one o f your company’stechnical experts believes a 3000 call capacity can be reached. Another thinks that based on the technical needs of the customer, the capacity needs to be only 1500. What the BEST thing to do?A. Set the goal at 2000 calls.B. Set the goal at 3000 calls.C. Meet with the customer to better understand the reasons behind the 2000 call capacity.D. Meet with the technical experts and help them to agree on a goal.7. 你的客户要求一个2000门的呼叫中心，你公司的技术人员说可以达到3000门容量，另一个技术员说1500门就能满足客户的技术需求，你应该怎么做？A. 目标定为2000门B. 目标定为3000门C. 会见客户以更好的理解客户2000门需求的理由D. 会见技术员帮助他们达成一致意见8. During a meeting with some of the project stakeholders, PM is asked to add work to the project scope. PM hadaccess to correspondences about the project, which said that the project sponsors specifically denied the scope of work mentioned by these stakeholders. The BEST thing for the PM to do next would be to:A. Let the sponsors know of the stakeholders’ requ estB. Evaluate the impact of adding the scope of workC. Tell the stakeholders the scope cannot be addedD. Add the work if there is time available in the project schedule8. 在一次项目干系人会议上，项目经理被要求增加项目的工作范围，项目经理查阅了相关通讯记录，发现项目发起人已经明确拒绝了这些干系人提到的工作范围，项目经理接下来最好应该：A. 就干系人的要求转告发起人B. 评估增加工作范围的后果C. 拒绝干系人的要求D. 如果进度允许就增加9. The customer on a project tells PM they have run out of money to pay for the project. What should the PM doFIRST?A. Shift more of the work to later part in the schedule to allow time for customer to get the funds.B. Reduce the scope of work and enter closure.C. Stop work.D. Release part of the project team.9. 客户告诉项目经理说他们没有资金来为项目付款了，项目经理应该：A. 把工作转移到后面阶段，以便客户有时间筹集资金B. 缩减工作范围，进入收尾过程C. 立即停工D. 解散团队10. In the initiation phase of your project, it is apparent that different departments of the client’s company holddifferent views on project structure and project deliverables. What is the best action for you?A.Ask the client when they will finalize their requirements.B.Work with leaderships from each department to collaboratively engineer a mutually acceptable solution.C.Make sure the terms and conditions of the contract are clear.D.List the consequences of changes in t he contract’s requirements section.10. 在项目的启动阶段，客户公司的不同部门关于项目架构和可交付成果存在不同意见，你最好应该：A. 询问客户何时最终确定需求B.和客户每一个部门的领导合作，共同设计一个相互接受的解决方案C.保证合同里的条款和条件清楚无误D.在合同的需求部分列明变更的后果11. The project has a critical deliverable that requires certain expertise to complete. The person who was going tocomplete the task has left the company and there is no one who can complete the work in the company. So, PM needs to acquire the services of a consultant as soon as possible. In order for that, PM should –A. Follow the personnel administration procedures set up by the company for using outside services.B. Bypass the company procedures as there are many exceptional cases in the projects.C. Expedite and go directly to your preferred consultant.D. Discuss the situation with the sponsor.11. 项目的一个关键交付成果，要求某些专家来完成，公司里负责这个工作的人辞职了，没有人可以完成它。