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样题二
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contractor installs the last product and receives payment. The project manager discovers flaws in the installation and requests that the contractor complete the repairs at no cost. Which of the following arguments should the contractor use to refuse the project manager’s request
A.contractual closure was approved
B.installation was improperly performed by the project team
C.contractor’s quality policy does not allow for this situation
D.financial closure was approved
1.承包商安装最新产品并接收付款。项目经理发现安装有缺陷，并要求承包商
免费完成修理。承包商应使用下列哪一个论据，拒绝项目经理的请求
A.合同收尾已批准
B.项目团队执行的安装不当
C.供应商的质量政策不允许发生这种情况
D.财务收尾已批准
business analyst collects requirements for a new project. Stakeholders are from different departments and have various requirements. The project budget is limited and can only deliver half of the requirements
A.Facilitated workshops
B.Focus groups
C.Group decision making techniques
D.Group creativity techniques
2.业务分析员为一个新项目收集需求。干系人来自不同部门并且需求也各不相
同。项目预算有限只能交付一半需求。
为确保应包含那些需求，业务分析员应使用下列哪一项
A.引导式讨论会
B.焦点小组
C.群体决策技术
D.群体创新技术
a quality assurance audit, a project manager receives a formal change request proposing a modification to a component drawing. which of the following plans should the project manager review first
A.Project management plan
B.Change management plan
C.Configuration management plan
D.Quality management plan
3.在质量保证审计之后，项目经理收到一份正式的变更请求，提出修订一封部
件图纸。项目经理先查看下列那一份计划
A.项目管理计划
B.变更管理计划
C.配置管理计划
D.质量管理计划
increase trust and improve interpersonal relationships, the project manager of virtual team schedules an off-site building activity. However, due to a scheduling conflict, a key team member cannot attend the activity.
To avoid this conflict, what should the project manager have reviewed
A.Project staff assignment
B.Resource calendar
C.Project schedule
D.Project organization chart
4.为提高信任度和改善人际关系，一个虚拟团队的项目经理安排了一次非现场
团队的建设活动。然而，由于进度冲突，一名关键团队成员不能参加活动。
为避免这个冲突，项目经理应已经审查那些内容
A.项目人员配备
B.资源日历
C.项目进度
D.项目组织图
project manager negotiates contract terms with an external vendor that will provide additional resources to complete a critical project task. To minimize project risk, what type of contract should the project manager select
A.Cost-reimbursable
B.Firm-fixed-price
C.Fixed-price-incentive-fee
D.Time and material
5.项目经理与将提供额外资源完成关键项目任务的外部供应商协商合同条款。
为了减少项目风险，项目经理应选择什么合同类型
A.成本补偿合同
B.固定总价合同
C.总价加激励费用合同
D.工料合同
project team completes a project to transition from an old database to a new database. Regarding lessons learned, what should the project manager do next
A.Present to the sponsor at the stakeholder closeout meeting
B.Present to the client to ensure agreement
C.Ensure information is stored in a project file
D.Ensure information is stored in a corporate knowledge base
6.项目团队完成了一个从就数据库转变到新数据库的项目。在经验教训方面，
项目经理下一步该怎么做
A.在干系人收尾会议上提交给发起人
B.提交给客户确保协议
C.确保信息储存在一份项目文件中
D.确保信息储存在公司知识库中
the project execution phase, a project manager learns that the customer’s organization could be acquired by another organization. What should the project manager do next
A.Revisit the project charter
B.Perform a risk reassessment
C.Ask for the project sponsor’s guidance
D.Discuss the issue with stakeholders
7.在项目执行阶段，项目经理了解到客户所在组织可能被另一个组织收购。项
目经理下一步该怎么做
A.查看项目章程
B.执行风险再评估
C.寻求项目发起人的知道
D.与干系人讨论这个问题
should the effectiveness of a project’s quality control activities be determined
A.Evaluate the quality assurance plan against market benchmarks
B.Implement a quality audit strategy
C.Conduct a quality audit of the deliverables
D.Evaluate the cost of quality
8.应如何确定项目质量控制活动的有效性
A.对照市场标杆评估质量保证计划
B.实施质量审计策略
C.对可交付成果实施质量审计
D.评估质量成本
a project kick-off meeting, the chief executive officer(CEO) requests changes that will impact the project scope. How should the project manager respond
A.Advise the ceo that the project team will estimate the impact of
the change request
https://www.wendangku.net/doc/1815879731.html,rm the CEO that the scope cannot implement the change because
the project scope is finalized
C.Accept the changes according to CEO’s request
D.Consider the CEO’s change during the project execution phase-
9.在项目启动大会上，首席执行官（CEO）提出的变更将会影响项目范围。项目
经理应如何响应。
A．通知CEO项目团队将调查所建议变更的影响
B．通知CEO，范围已最终确定，无法变更
C．按CEO请求，接受变更
D．在项目实施阶段考虑CEO的变更
A.Task 1
B.Task 2
C.Task 3
D.Task 4
10.那一个任务在RACI图中的分配正确
A.任务1
B.任务2
C.任务3
D.任务4
the end test part 4, the project manager reviews a control chart. What does the chart indicate
A.Quality is in line with expectations
B.Quality expectations are not achievable
C.Quality has not improved since the beginning of the tests
D.Quality is not in line with expectations
11.在测试零件4结束时，项目经理查看了控制图。这个控制图会说明说明
A.质量符合预期
B.质量预期不可实现
C.自从测试开始起，质量未得到改善
D.质量与预期不符
a project’s implementation, several providers participate in the project. The project manager meets with stakeholders, external consultants, and subject matter experts to define the project scope.
The project manager should include which items as part of the project scope statement
A.Requirements traceability matrix, risk register, stakeholder
register, activity list
B.Constraints, schedule, assumptions and work breakdown structure
C.Scope description, acceptance criteria, constraints and deliverable
D.Technical reference, exceptions, deliverable and scope baseline
12.在项目实施期间，多名供应商参与项目。项目经理与项目干系人、外部顾
问和主题专家一起开会定义项目范围。
项目经理应该将那些项内容包含作为项目范围说明书的组成部分
A.需求跟踪矩阵、风险登记册、干系人登记册和活动清单
B.制约因素、进度计划、假设和工作基准结构
C.范围说明、验收标准、制约因素和可交付成果
D.技术参考、例外情况、可交付成果和范围基准
project team installs a new operating system. Before implementation, the team tests the system on a smaller, isolated network and discovers some issues. After finding solutions to these issues, the team still encounters implementation issues. However, the number and severity of issues are
greatly reduced
Which of the following does the project team use
A.Transferring risk
B.Mitigating risk
C.Accepting risk
D.Avoiding risk
13.项目团队安装一个新的操作系统。实施之前，该团队在一个较小独立的网
络中测试该系统，并发现一些问题。发现这些问题的解决方案之后，团队仍然碰到实际问题。然后，问题数量和严重程度大大降低。项目团队使用的是下列哪一项
A.转移风险
B.减轻风险
C.接受风险
D.规避风险
new project manager takes over a project in the execution phase. The
project manager learns that the customer did not provide the correct product requirements
The project manager should apply activities from which of the following plans
A.Scope management plan
B.Change management plan
C.Configuration management plan
D.Requirements management plan
14.新项目经理接管了一个处于执行阶段的项目。项目经理了解到客户没有提
供正确的产品需求。项目经理应采用下面哪一项计划中的活动
A.范围管理计划
B.变更管理计划
C.配置管理计划
D.需求管理计划
bicycle company releases a new line of baskets with a five-year warranty. The material withstands extreme weather conditions. The product is well received by customers and is considered top of the line the design is basic with no additional features
Which of the following describes this product
A.High grade, high quality
B.Low grade, low quality
C.High grade, low quality
D.Low grade, high quality
15.一家自行车公司发布了一款拥有五年质保期的新车蓝系列。材料能抵御极
端天气条件。产品广受用户接受，且视为是系列中的顶级产品。产品只有基本设计，无额外功能。
下列哪一项是该产品的描述
A.高档、高质
B.低档、低质
C.高档、低质
D.低档、高质
project contains several stakeholders, 50 team members, a number of job sites, and stakeholders and project team member may review a lot of information and documents anytime during the project period, what
communication method the project manager should use to solve the information requirement of project
A.Interactive communication
B.Push communication
C.Pull communication
D.Send-receive
16.一个项目包含多名干系人，50名团队成员，多个工作现场，以及干系人和
团队成员可能需要在项目过程中任何时间查看的大量信息文件。若要解决项目的信息需求，项目经理应使用哪一个沟通方式
A.交互式沟通
B.推式沟通
C.拉式沟通
D.发送-接收
project manager wants to develop a resource breakdown structure(RBS) for a new project. A team member states that the team already developed an RBS for similar, existing project. What should the project manager do next
https://www.wendangku.net/doc/1815879731.html,pare the existing project’s RBS to the organization’s standard
template
https://www.wendangku.net/doc/1815879731.html,e the existing project’s RBS to save time
C.Create a new RBS using the organization’s standard template
https://www.wendangku.net/doc/1815879731.html,e the applicable categories of the existing project’s RBS
17.项目经理希望为一个新项目制定资源分解结构（RBS）。一名团队成员称该
团队已经为一个类似现有项目制定了RBS.
项目经理下一步该怎么做
A.将现有项目的RBS与组织的标准模板进行对比
B.使用现有项目的RBS节约时间
C.使用组织的标准模板创建一份新的RBS
D.使用现有项目RBS的适用类别
project manager discovers that a key team member will leave the organization in two weeks. The team member works on tasks that are on the critical path
What should the project manager do first
A.Evaluate the impact of losing this member
B.Verify if can change the scope
C.Update work breakdown structure
D.Change the project team member
18.项目经理发现一名关键团队成员将在两周内离开组织。该名团队成员正在
为处于关键路径上的任务工作。
项目经理首先应该做什么
A.确定该名团队成员的影响
B.核实是否能够变更范围
C.更新工作分解结构
D.更换团队成员
company’s president asks a project manager to implement a new financial system. What technique should the project manager use to obtain a high-level project scope
A.Perform a make-or-buy analysis
B.Meet with the director of information technology to conduct an
analysis
C.Define requirement with the company’s finance experts and business
owners
D.Collect requirements from financial application vendors
19.公司总监要求项目经理实施一个新的财务系统。项目经理应使用什么技术
获得高层次项目范围
A.开展自制或外购分析
B.与信息技术总监开会开展一项分析
C.与公司的财务专家和企业所有者定义需求
D.收集财务应用程序供应商的需求
negotiation with resource manager, project manager develops the project management plan. In the kick off meeting, resource manager says the resource only can be available in the late state of project period, what should the project manager do next
A.Add the resource risk into risk register
B.Record the change, review and update the project management plan
https://www.wendangku.net/doc/1815879731.html,municate the resource availability delay and manage the
stakeholder participation levels
D.Do not take any action, since the issue has been discussed in the
kick off meeting
20.在于资源经理协商之后，项目经理制定项目管理计划。在项目启动大会
上，资源经理称一名资源在进度计划后期才可用。
项目经理下一步该怎么做
A.在风险登记册中添加该资源风险
B.记录该变更，并审查和更新项目管理计划
C.在资源可用性中沟通该延迟，并管理干系人的参与水平
D.不采取其他行动，因为该问题已在项目启动大会上讨论过了
conflict among some project member may delay the project, what should the project manager do next
A.Solve the conflict in advance in private
B.Delay the conflict, and evaluate if it will impact the project in
future
C.Report the conflict to function manager
D.View the human resource management plan and take the corrective
action
21.一些团队成员的内部冲突可能延迟项目，项目经理下一步该怎么做
A.提前并私下解决冲突
B.延迟冲突，评估其是否将会在后期影响项目
C.将冲突上报给职能经理
D.查看人力资源管理计划并采取纠正措施
project is near completion and another US$120,000 is needed to finish the project. Even though US$1 million has already been spent on the project, the project sponsor requires the project manager to stop the project for various circumstances
In this case the actual costs are:
A.Direct costs for the project
B.Part of the project’s contingency reserve
C.Indirect costs for the project
D.Sunk costs not taken into account for this decision
22.项目接近完工，但另需120,000美元来完成该项目。虽然该项目已经花费
100万美元，处于各种情况，项目发起人要求项目经理停止该项目。
在这种情况下，实际成本为：
A.项目的直接成本
B.项目应急储备的一部分
C.项目的间接成本
D.该决定不考虑沉没成本
storm damages a data center, causing a delay to the project. as a result of this unexpected event, what should the project manager do next
https://www.wendangku.net/doc/1815879731.html,e management reserve funds to generate a workaround
B.Delay the project and wait for management’s directions
C.Update the schedule and advise the project sponsor
D.Meet with the project team to discuss the immediate response
23.一场风暴损坏了数据中心，导致项目延迟。由于这是一个意外事件，项目
经理下一步该怎么做
A.使用管理储备金来生成一个权变措施
B.延迟项目，并且等待管理层的只是
C.更新进度，并且通知项目发起人
D.与项目团队开会讨论直接的应对措施
project manager works on a US$3 million project which involves two suppliers. The project manager creates a statement of work(SOW) for each supplier
Which of the following needs SOW
A.Risk management plan
B.Project charter
C.Procurement management plan
D.Supplier scope statement
24.项目经理正在管理价值300万美元，涉及两个供应商的项目。项目经理为
每名供应商创建了一份工作说明书（SOW）.
下列哪一项需要SOW的信息
A.风险管理计划
B.项目章程
C.采购管理计划
D.供应商范围说明书
project management plan is distributed to all key stakeholders. However,
the project sponsor and the customer have comments and want to make some changes
Who should receive this feedback and take the appropriate actions
A.Change control board
B.Project sponsor
C.Project manager
D.Project team
25.已将项目管理计划分发给所有关键干系人。然而，项目发起人和客户有意
见，并希望做一些改进。
谁应负责收取该反馈并采取适当的行动
A.变更控制委员会
B.项目发起人
C.项目经理
D.项目团队
unexpected risk occurs during a project. After analyzing risk, the project manager finds that mitigating the risk to make the project success, but will increase the project cost
What should the project manager do next
A.Get the approval from top management to increase the project budget
B.Arrange a project meeting to discuss the reason why the risk
wasn’t included in the risk register
C.Get the approval of top management to use contingency reserve to
mitigate the risk
D.Arrange a project meeting to discuss how to push project according
to the plan
26.项目期间发生了意外风险。分析风险之后，项目经理发现为了让项目成功
有必要减轻风险，但是会增加项目成本。
项目经理下一步该怎么做
A.获得高级管理层的批准，增加项目资金
B.安排一次经济项目团队会议，讨论该风险未包含进风险登记册的原因
C.获得高级管理层的批准，使用应急储备减轻风险
D.与项目团队安排一次会议，讨论推进项目的计划
estimating an activity cost, the team members estimate US$5,000 to hire a consultant for the next year, divided as follows:
US$4,500 - Consultant fee
US$200 – Inflation allowance for next year
US$300 – Buffer for unforeseen costs
What should the project manager do next
A.Estimate US$4,700
B.Estimate US$5,000 with an explanation
C.Estimate US$5,000 and update the cost baseline
D.Estimate US$4,800
27.估算一项活动成本时，团队成员估算下一年要花费5000美元聘用一名顾
问，划分如下
4500美元-顾问费
200美元-下一年的通货膨胀余量
300美元-不可预见成本的缓冲
项目经理接下来应该怎么做
A.估算4700美元
B.估算5000美元，并附加说明
C.估算5000美元，并更新成本基准
D.估算4800美元
project is planned for four days with an allocated budget of US$4,000. The project manager allocated a resource for US$1,000 per day to complete the work in the scheduled time. At the end of the second day, the amount of work performed is evaluated at US$1,600.
If the productivity rate of the resource remains the same, when is the project expected to be completed
A.6th day
B.5th day
C.4th day
D.3rd day
28.项目预算工期为四天，分配的预算为4000美元。项目经理按每天1000美
元分配一项资源以按计划时间完成工作。在第二天结束时，所执行的工作量预估金额为1600美元。
如果资源的生产率保持相同，项目预计将于何时完成
A.第6天
B.第5天
C.第4天
D.第3天
identifying a risk with the company’s standard template for contract statements of work(SOW), the steering committee decides to use a special SOW template for all project contraction which of the following should the committee the special SOW template
A.Primary contractor agreement
B.Change order to the project management plan
C.Procurement management plan
D.Risk management plan
29.识别到使用公司合同工作说明书（SOW）标准模板存在风险之后，指导委员
会决定为所有项目合同使用一种特殊SOW目标。委员会应在下列那一项保持特殊SOW模板
A.主承包商协议
B.对项目管理计划的变更单
C.采购管理计划
D.风险管理计划
a weekly project review meeting, the project manager discusses various type project risks
Which of the following risk quantification techniques should be used
A.Probability distributions
B.Expert judgment
C.Data quality assessment
D.Risk urgency assessment
30.在每周项目审查会议上，项目经理讨论了不同类型的项目风险。应使用下
列那一项风险量化工具
A.概率分布
B.专家判断
C.数据质量评估
D.风险紧迫性评估
guarantee their next project delivery, two project teams require the same critical resource within the same timeframe. What should the project manager do first
https://www.wendangku.net/doc/1815879731.html,rm the customer that the delivery will be delayed
B.Advise the resource to work overtime to complete both activities
C.Review the human resource management plan and contact a preferred
consulting firm
D.Arrange a joint problem-solving session with the two team leaders
to identify possible actions
31.为保证下一次项目交付，两个项目团队在相同的时间范围内需要相同的关
键资源。项目经理首先应该做什么
A.通知客户将延迟交付
B.通知资源加班工作完成两项活动
C.审查人力资源管理计划并联系一家首选顾问公司
D.与两名团队领导安排一次联合问题解决会议，确定可能的行动
project manager determines which risks have the greatest impact on the project and plans to use a sensitivity analysis model. The project manager
is in which of the following processes
A.Identify risks
B.Perform quantitative risk analysis
C.Control risks
D.Perform qualitative risk analysis