PMP®试题及报考资质测试

*1. A project team is located in two separate locations. The team members seem to be in continuous disagreement，and collaboration within the team suffers.What can the project manager do to create a more collaborative team environment?

项目团队分处两个不同地点。团队成员之间似乎一直存在分歧，团队内部协作受影响。若要创造一个更具协作性的团队环境。

A.Remove one of the groups from the project.

将其中一组成员从项目开除

B.Bring in an external expert to objectively define the issues and provide advice on their resolution.

引入外部专家客观定义问题，并提供解决建议

C.Collocate the two teams.

两个团队集中办公

D.Select a represent from each group to meet ad resolve the conflict.

从每一组成员中选择一名代表开会并解决冲突

*2. Because of a project importance, a project manager assigns the company’s senior engineers to the project team. During project execution, several of the engineers complain that tasks areinsufficiently challenging for, their levels of expertise. As a result, productivity is down and tasks are not completed on time.What should the project manager do?

由于项目的重要性，项目经理为项目团队分配了公司的高级工程师。在项目执行过程中多名工程师抱怨任务对于他们的专业知识水平不具有挑战性。结果，工作效率下降，任务无法按时完成。

项目经理应该怎么做？

A.Reduce the senior engineers’ allocation to the project.

减少分配给项目的高级工程师数量

B.Apply the project budget to conduct team-building activities.

利用项目预算，开展团队建设活动

C.Offer incentives to the senior engineers for the timely completion of tasks.

为高级工程师提供按时完成任务的激励

D.Exchange tasks among the senior engineers.

交换高级工程师之间的任务

*3. Accompany has a history of generating major project scopechanges that create cost overruns. To resolvethis issue. Structured standards are implemented. The company hires a project manager fora large government project who is expected to provideproject performancemetrics.What methodology should the project manager use to Obtain these?

过去曾有产生大量项目范围变更造成成本超支的历史。为解决这个问题，项目组实施了结构化的标准和流程。公司为一个大型政府项目聘用一名项目经理，希望该项目经理能提供项目绩效测量指标。

项目经理应该用什么方法论来获得这些指标？

A. Costperformance index(CPI)

成本绩效指标(CPI)

B. Earned value (EV) performance

挣值(EV)绩效

C. Variance at completion (VAC)

完工偏差(VAC)

D. Earned value management (EVM)

挣值分析(EVA)

*4. A project manager joins a project developing an oil platform monitoring system. The project is running smoothly but, during the last three months, oil prices have decreased. As a result, the oi4 company decides to cut costs by reducing project scope. When asked by stakeholders for a new plan, the project manager realizes they failed to consider external factors and is unprepared to respond.What should the project manager have done to better prepare for this?

项目经理加入一个项目，开发石油平台监控系统。该项目运行顺利，但在过去三个月中，油价下跌，结果，石油公司决定通过减少项目范围削减成本。当项目相关方问起新计划时，项目经理意识到他们没有考虑外部因素，并没有做好应对准备。若要更好地准备这种情况，项目经理事先做什么？

A. Integrated a contingency factor into the project Budget.

将应急因素纳入项目预算

B. Conducted a comprehensive risk analysis that accounted for external factors.

执行一次考虑到外部因素的全面风险分析

C. Coordinated meetings with high-level company management to be better informed about oil market conditions.

安排与高层次公司管理层开会，更好地了解石油市场情况

D. Involved subject matter experts (SMEs) when defining the project scope.

在制定项目范围时让主题专家(SMEs)参与

*5. A production process has been defined as part of an industrial equipment manufacturing project. The process is intended to produce steel bolts with a length of 20 cm. The control limits are 19.955cm and 20.045cm.The measurements made at the end of the process yielded the following results:

20.033cm,19.982cm,19,995cm,20.056cm,19.970cm,19.968cm,19.963cm,19.958cm,19.962cm,19.979cm,19.929cm.What should be done?

一个生产工艺过程被定义为工业设备制造项目的一部分。该工艺用于生产长度为 20 厘米的钢螺栓。控制限为 19.955 厘米和 20.045 厘米。在过程结束时进行的测量产生了以下结果:20.033cm, 19.982cm,19,995cm,20.056cm, 19.970cm, 19.968cm,19.963cm,19.958cm,19.962cm, 19.979cm。

应该怎么做?

A.The process is under control. It should not be adjusted.

过程处于控制之内，不需要做什么

B.The process should be improved.

应该改进本过程

C.The control limits should be adjusted.

应该修改控制限

D.The measuring equipment should be recalibrated.

测量设备应重新校准

*6. You are assigned as the project manager to a project which is executed for a customer under FP contract. Your customer informed you this morning that they insist on certain "refinements" of the project scope. They consider them clearly part of the contractual price and require implementation without extra costs or delays.You agree that the requested actions will be beneficial to the project, but believe that they constitute a major change increasing the project scope. What should you do next?

你被任命为项目经理，根据固定总价合同（FPC）为客户执行项目。客户今天上午通知您，他们坚持对项目范围的某些"改进"。他们显然认为这是是合同价格的一部分，要求执行时不增加费用或延期。你认为这个要求对项目是有利的，但发现它们会增加项目范围的重大变更。下一步你该怎么办?

A.Accept the request of the customer. Diligently the additional costs and working hours spent by yourself and the team on the implementation of the change and invoice these to the customer at appropriate rates.

接受客户的要求。努力记录你和团队在实施变更上花费的额外成本及工作时间，并向客户以适当的费率开具发票

B.Perform earned value analysis to assess the current status of the project and get all the numbers you need to communicate the case to the change control board which then will have to make the best decision regarding the customer request.

执行挣值分析，评估项目的当前状态，并将所需要的数据传达给变更控制委员会，变更控制委员会必须就客户请求做出最佳决策

C.Check the contract, the project charter, the scope statement and other s related to the project and the legal relationship. Implement ADR (alternative dispute resolution) procedures if the conflict cannot be resolved otherwise.

检查合同、项目章程、范围说明和其他与项目相关的文件及法律关系。如果冲突无法以其他方式解决，则实施 ADR(替代性争议解决)程序

D.Talk to the project sales department and find a joint solution with them how to best reject the request considering the commercial and strategic value of the customer to the organization you are working for.

与项目销售部门交谈，找到联合解决方案，请求他们如何最好地拒绝客户，又不至影响客户对组织的商业和战略价值

*7. You are project manager in a global project with a team consisting of people from various countries. What can you try to prevent misunderstandings due to cross-cultural differences?

你是一位全球项目的项目经理，其团队成员来自不同国家。你可以尝试什么来防止因跨文化差异而导致的误解?

A.Use all communication methods available that are suitable for the team and follow up in writing when communicating verbally. Remember that cultural and individual diversity may help project teams solving unforeseen problems during the course of the project.

使用适合所有团队成员的沟通方法，并在口头交流时以书面形式跟进。请记住文化和个人多样性可以帮助项目团队解决项目过程中不可预见的问题

B.When you are about to form a team for your project, keep in mind that some cultures are developed, others are more primitive. Some have values, some not. You should consequently avoid choosing members from countries with cultures that are not similar to your own.

当你要为项目组建一个团队时，请记住有些文化是发达的，有些文化则更原始。有些有价值，有些则没有。因此，应该避免从其他国家/地区中选择成员

C.Cultural dilemmas can prevent any project from being successful. They should therefore be smoothed or suppressed so as to make sure that they cannot disrupt project work. Your effort should concentrate on communication that can help reach that goal.

文化困境会阻碍任何项目的成功。因此，它们应该被平抑，以确保它们不会中断项目工作。你的努力应该集中在有助于达到目标的沟通上

D.As norms regarding communication habits differ significantly across various cultures, communicating between people from different countries should only be done using written or verbal language. The nonverbal dimension simply bears too many risks.

由于不同文化之间的交流习惯和规范差异很大，不同国家的人之间的交流只能使用书面或口头语言。非语言交流有太多的风险

*8. Which is an appropriate order in most project situations for the development of scope-related s?

在大多数项目情况下，制定与范围有关的文件时，最适当顺序是?

A.1. Project Business Case, 2. Project charter, 3. Project scope management plan, 4. Project scope statement, 5. WBS (work breakdown structure) and WBS dictionary.

1. 项目商业论证

2. 项目章程

3. 项目范围管理计划

4. 项目范围说明书

5. WBS（工作分解结构）和WBS字典

B. 1. Work breakdown structure, 2. Scope statement, 3. Project charter, 4. CSOW (contractual statement of work), 5. Contractual work breakdown structure

1. 工作分解结构

2. 范围说明书

3. 项目章程

4. CSOW（合同工作说明）5. 合同工作分解结构

C.1. Feasibility study 3. Contract, 4. CWBS (contractual work breakdown structure), 5. Scope of work descriptions, 6. PID (project initiation ).

1. 可行性研究

2. 合同

3. CWBS（合同工作分解结构）

4. 工作描述的范围

5. PID（项目启动文件）

D.1. BOM (Bill of materials), 2. CAP (control account plan), 3. Project charter, 4. Change management plan, 5. Scope baseline.

1. BOM（物料清单）

2. CAP（控制账户计划）

3. 项目章程

4. 变更管理计划

5. 范围基线

*9. An Agile artifact that describes the incremental nature of how a product will be built and delivered over time, along with the important factors that drive each individual release is called：

在敏捷中描述如何随着时间的推移，来构建和交付产品的价值增长，并伴随着重要的因素来驱动每一个独特的发布，这个工件被称为：

A.Product Vision Statement

产品愿景说明书

B.Product Wireframe

产品线框图

C.Product Roadmap

产品路线图

D.Product Theme

产品主题

*10. Your team is working to create a website for job seekers and you were doing persona analysis of the most primary role of your application, job seeker with 5 years of work experience, one of your team member suggested rather than only thinking about the target user we should also thinking of some of the exceptional users who usages the system very differently, you are an agile coach and team asks you for advice, what would you suggest：

你的团队正在开发一个用于冲浪的网站，你们正在分析可能使用网站的主要用户，比如拥有5年左右经验的冲浪者。你的一位团队成员建议你们不应该只考虑目标用户，也应该考虑一些极端用户，他们可能会有一些完全不同的使用需求。你是团队的敏捷教练，团队成员问你应该如何处理，你的建议是：

A.In agile we focus on the primary user role, we should not consider such exceptional users

在敏捷中，我们聚焦于主要的用户角色，我们不应该考虑这类极端用户

B.Such exceptional users should be considered because it will helps us in identifying some of the user stories which we may miss if we do not think about such users

这类极端用户应该被考虑，因为这可以帮助我们分析一些容易让我们遗漏的用户故事

C.You say discuss with Product Owner if he agrees do it

你应该和产品负责人讨论，除非他同意这么做

D.In agile we keep things simple, so do not think of such complex things. Remember simplicity is art of maximizing the amount of work not done is essential

在敏捷中，我们力求简单，所以我们不建议考虑这类复杂情况，需要记住的是，简单是避免开展不必要工作的最好建议

*11. 您目前所处行业是？

*12. 您的工作经验是？

3年以下

3-5年

6-10年

10年以上