PMP美国项目管理认证模拟预测习题5

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1．A system development project is nearing closure when an unidentified risk is discovered．This could potentially affect the project's overall ability to deliver． What should be done next:
A．Alert the project sponsor of potential impacts to cost or schedule
B．Qualify the risk
C．Mitigate this risk by developing a risk response plan
D．Develop a workaround
1．一个系统开发项目接近收尾的时候，发现一个未识别的风险发生。它可能会影响到整个项目的交付，你应该：
A．告知发起人风险对进度和成本的可能影响
B．定性分析
C．制定风险应对计划降低风险
D．制定一个权变计划
2．You are the Project Manager for an aircraft manufacturing company developing a new range of supersonic fighter planes． Since government funding is essential for your project, you hire a lobbying firm to get Government support for funding your project． This is an example of:
A．Integrated Change Control
B．Configuration Management
C．Cost Management
D．Project Planning Methodology
2．你是一家飞机制造公司开发新型的超音速飞机，政府投资对你的项目是至关重要的，所以你雇用游说公司来获得政府对你的项目的资金投入，这属于：
A．整体变更控制
B．配置管理
C．成本管理
D．项目规划方法
3．Project stakeholders have the GREATEST influence on the scope, quality, time, and cost of the project during the:
A．Concept phase．
B．Development phase．
C．Execution phase．
D．Close-down phase．
3．在下列哪一个阶段项目干系人对项目的范围、质量、时间和成本有最大的影响力：
A．概念阶段
B．制定阶段
C．实施阶段
D．收尾阶段
4．You've just received a thank you and well done card plus a bottle of champagne from a supplier after jointly completing a project to your customers' satisfaction． You should:
A．Reply saying that unfortunately you can only accept the champagne if you can share it with your team but that one bottle would not be enough for each team member to have a share ．-
B．Reply with your own thank you and open the bottle with your team at your post project off site celebration
C．Send it back immediately
D．Reply with your own thank you but send back the champagne
4．你收到一份供应商的感谢卡和一瓶香槟酒，因为你们联合完成了一个项目，使客户非常满意，你应该：
A．你说很遗憾，你必须和你的团队分享香槟，而一瓶是不够的
B．致以回谢，在项目后的庆功会上和大家分享香槟
C．立即退还
D．谨致谢意并送还香槟
5． You are 2 months into a 6 month project when your project sponsor tells you he wants it to be delivered before he goes on vacation, which would mean delivering 3 weeks earlier than planned．Your best initial response is to:
A．Explore crashing the schedule with your team
B．Use your senior management to influence the sponsor to drop this request
C．Respectfully tell him it is too late to make such a big change
D．Bring in an outside consultancy to assist with this need
5．6个月的项目做了2个月了，现在项目的发起人要求在他度假之前交付，也就是比计划提前3个星期完工。你怎么办？
A．和你的团队探讨赶工进度
B．利用高级管理层来影响发起人放弃这一要求
C．礼貌的告诉他这样一个巨大变更已经太迟了
D．让外部的咨询顾问来帮助处理这一要求
6． You are the Project Manager leading 3 developers and a project office person． You can let one of the developers move onto a new project． How many less channels of communication will there be?
A．1
B．3
C．4
D．6
6．你是项目经理，领导三个开发员和一个项目办公人员，其中一个开发员要加入一个新项目，那么，你的项目的沟通渠道少了几个？
A．1
B．3
C．4
D．6
7．Which of the following statements is true?
A．When an employee makes a mistake on a project, another project individual or independent party should be used to fix the problem to maintain subjectivity．
B．It is sometimes appropriate, in certain countries, to accept a bribe in order to further your company's interests．
C．It is the project manager's professional duty to ensure company policies are followed throughout a project．
D．It is sometimes necessary to violate copyright laws if it helps the company．
7．下面哪一个说法是正确的？
A．如果一个员工在项目中出了一个差错，应该让另外一个人或者独立的方面来改正它以保持客观性
B．有时候，为了公司利益，在某些国家，接受贿赂是正确的
C．让公司政策在项目中得到贯彻是项目经理的职业责任
D．如果公司需要，有时可以违反版权法。
8．Management by exception involves all of the following except:
A．Setting acceptable variance ranges
B．Alerting management to everything except those items specifically 'excepted' within the Management Plan
C．Alerting management to only the items that are outside acceptable variance
D．Determining deviation from plan
8．异常管理的说法中哪一个是不正确的？
A．设置可接受的偏差范围
B．所有事情都警告管理层，除了那些特别声明为“例外”的。
C．对于超过可接受的偏差以外的事项，警告管理层
D．确定相对于计划的偏差
9．You are the Project Manager for an external contracting firm providing a mechanical subcomponent．With which type of contract would you be least worried about controlling scope and schedule changes?
A．Cost plus incentive
B．Fixed
C．Time and materials
D．Cost plus fixed fee
9．你是一个负责外包项目的项目经理，要提供某种机械配件，哪种合同你最不用担心范围控制和进度变更？
A．成本加激励合同
B．固定价格合同
C．工时材料合同
D．成本加固定费合同

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