PMP认证考试试题精选（1）

　　1. A Project Manager is imst likely to have the strongest influence in an organizationtbat is:
　　
　　
　　A. Balanced Matrix
　　
　　
　　B. Functional
　　
　　
　　C. Projectized
　　
　　
　　D. Strong Matrix
　　
　　
　　2. Project Management processes are:
　　
　　
　　A. A series of actions bringing about a result
　　
　　
　　B. Concerned with describing and organizing the work of the project
　　
　　
　　C. Concerned wit specifying and creating the product
　　
　　
　　D. Broken into core and non-core processes
　　
　　
　　3. Executing processes are concerned with:
　　
　　
　　A. Recognizing that a project or phase should begin
　　
　　
　　B. Coordinating people and other resources to carry out the plan
　　
　　
　　C. Devising and maintaining a workable method to aclearcase/" target="_blank" >ccomplish the business need that the project
　　
　　
　　was undertaken to address
　　
　　
　　D. Ensuring that the project objectives are met by monitoring and measuring progress
　　
　　
　　and taking corrective action when necessary
　　
　　
　　4. Controlling processes are concerned with:
　　
　　
　　A. Coordinating people and other resources to carry out the plan
　　
　　
　　B. Recognizing that a project or phase should begin
　　
　　
　　C. Ensuring that the project objectives are met by monitoring and measuring progress and
　　
　　
　　taking corrective action when necessary
　　
　　
　　D. Devising and maintaining a workable scheme to accomplish the business need that
　　
　　
　　the project was undertaken to address
　　
　　
　　5. A conplex project will fit best in what type of organization?
　　
　　
　　A. Functional
　　
　　
　　B. Cross-functional
　　
　　
　　C. Matrix
　　
　　
　　D. Balanced.
　　
　　
　　6. Core planning processes:
　　
　　
　　A. Include scope planning, cost planning, schedule planning and performance reporting
　　
　　
　　B. Provide a framework for the project
　　
　　
　　C. Are used to track the progress of a project
　　
　　
　　D. Have clear dependencies so they must be executed in essentially the same order on most
　　
　　
　　projects
　　
　　
　　7. In a weak matrix organization, functional managers are usually responsible for:
　　
　　
　　A. Monitoring personnel performance
　　
　　
　　B. Approval for changes to the project schedule
　　
　　
　　C. Monitoring their project team member抯 deliverables
　　
　　
　　D. Changes that impact their team member~ participation
　　
　　
　　8. As a Project Manager onreplacing2 miles of sewer pipe part of your job is to determine if
　　
　　
　　there are cbanges to the scope of the project, the schedule, the budget and the
　　
　　
　　tecbnical requirements. These responsibilities are part of wbich process:
　　
　　
　　A. Executing
　　
　　
　　B. Controlling
　　
　　
　　C. Planning
　　
　　
　　D. Closing
　　
　　
　　9. You are one of four full-time project managers in an organization
　　
　　
　　You all sbare an administrative person There are generally 8-10 projects
　　
　　
　　per year tbat involve about 25% of the organization~ enployees, however,
　　
　　
　　these employees do not report to you. Your organization can best be classified as:
　　
　　
　　A. Functional
　　
　　
　　B. Strong matrix
　　
　　
　　C. Projectized
　　
　　
　　D. Balanced matrix
　　
　　
　　10. During the course of a project you have motivated team members, managed conflict,
　　
　　
　　performed personnel administrative functions and negotiated for more resources.
　　
　　
　　These are examples of:
　　
　　
　　A. General Management
　　
　　
　　B. Project Human Resource Management
　　
　　
　　C. Project Execution
　　
　　
　　D. A Projectized organization
　　
　　
　　11. You have been promoted to Manager, Continuous Process Improvement. Your new position:
　　
　　
　　A. Is a project because the work will be performed by people
　　
　　
　　B. Is not a project because Continuous Process Improvement will continue indefinitely
　　
　　
　　C. Is a project because it is constrained by limited resources
　　
　　
　　D. Is a project because improvements must be plained, executed, and controlled
　　
　　
　　12. Wbich of the following is not a Project Management knowledge area?
　　
　　
　　A. Project Quality Management
　　
　　
　　B. Project Procurement Management
　　
　　
　　C. Project Configuration Management
　　
　　
　　D. Project Risk Management
　　
　　
　　13. In a matrix organization, which of the following is not a responsibility of the project
　　
　　
　　manager?
　　
　　
　　A. Complete task definitions
　　
　　
　　B. Resource requirement definitions
　　
　　
　　C. Major timetable milestones
　　
　　
　　D. Personnel perfonmnce measurements
　　
　　
　　14.Of the following, which usually exhibits the slowest rate of change?
　　
　　
　　A. People
　　
　　
　　B. Technology
　　
　　
　　C. Organizations
　　
　　
　　D. The Environment
　　
　　
　　15.The state of being totally answerable for the satisfactory completion of a
　　
　　
　　specific assignment is called:
　　
　　
　　A. Authority
　　
　　
　　B. Accountability
　　
　　
　　C. Responsibility
　　
　　
　　D. Fiduciary
　　
　　
　　16. During the planning phase of your current project, you prepare a detailed
　　
　　
　　financial plan. For this process, you are using:
　　
　　
　　A. A general imnagement skill
　　
　　
　　B. An industry specific skill
　　
　　
　　C. A skill that is common to general management and project management
　　
　　
　　D. A project management skill
　　
　　
　　17. You are responsible for the communication controls for the Genesis series of satellites.
　　
　　
　　Your current assignment is:
　　
　　
　　A. Project management
　　
　　
　　B. Functional management
　　
　　
　　C. Facility management
　　
　　
　　D. Program management
　　
　　
　　18. Which of the following knowledge areas are part of Project Closure?
　　
　　
　　A. Communications
　　
　　
　　B. Scope
　　
　　
　　C. Cost
　　
　　
　　D. Human Resources
　　
　　
　　19. The process of detemuining who needs what infonnttion,
　　
　　
　　when they need it, and how it will be given to them is:
　　
　　
　　A. Information distribution
　　
　　
　　B. Communications requirements
　　
　　
　　C. Communications planning
　　
　　
　　D. Communications management
　　
　　
　　20. Communication planning is most ti~tly linked with what process:
　　
　　
　　A. Cost estimating
　　
　　
　　B. Organizational planning
　　
　　
　　C. Cost budgeting
　　
　　
　　D. Performance reporting
　　
　　
　　21. Which of the following is not a technology factor that may affect the
　　
　　
　　project communications plan:
　　
　　
　　A. Immediacy of the need for the information
　　
　　
　　B. Length of the project
　　
　　
　　C. Expected project staffing
　　
　　
　　D. Logistics of how many individuals will be involved with
　　
　　
　　the project and at what locations
　　
　　
　　22. Where is the bulk of the project budget spent?
　　
　　
　　A. Scope management
　　
　　
　　B. Production
　　
　　
　　C. Labor and materials
　　
　　
　　D. Project plan execution
　　
　　
　　23. Which of the following is not a type of performance reporting:
　　
　　
　　A. Status reporting
　　
　　
　　B. Progress reporting
　　
　　
　　C. Forecasting
　　
　　
　　D. Benchmark reporting
　　
　　
　　24. Which tool and technique integrates scope, cost and schedule in measuring project
　　
　　
　　perfonmnce?
　　
　　
　　A. Variance analysis
　　
　　
　　B. Earned value
　　
　　
　　C. Trend analysis
　　
　　
　　D. Performance report
　　
　　
　　25. Inputs to Administrative Closure include all of the following except:
　　
　　
　　A. Perfonmnce measurement documentation
　　
　　
　　B. Other project records
　　
　　
　　C. Documentation of the product
　　
　　
　　D. Project archives
　　
　　
　　26. Which equation correctly illustrates the cost variance of a project, in cunency?
　　
　　
　　A. BCWP-ACWP
　　
　　
　　B. BCWP/ACWP
　　
　　
　　C. BCWP-BCWS
　　
　　
　　D. BCWP/BCWS
　　
　　
　　27.You are approximately 30% through your project and the sponsor wants a forecast of the final
　　
　　
　　budget based on what has already been spent. You create an S curve chart display of what kind
　　
　　
　　of perfonmnce report:
　　
　　
　　A. Earned value
　　
　　
　　B. Trend analysis
　　
　　
　　C. Variance analysis
　　
　　
　　D. Cost distribution curve
　　
　　
　　28. At 40% through your project you have a BCWS of ,000 and a BCWP of ,000. Your
　　
　　
　　project is:
　　
　　
　　A. Ahead of schedule
　　
　　
　　B. Behind schedule
　　
　　
　　C. A positive cost variance
　　
　　
　　D. A negative cost variance
　　
　　
　　29. In preparing for a team meeting you want to let the team know how they are doing on the
　　
　　
　　project schedule over all. You calculate the task achievements as follows: planning has a BCWS
　　
　　
　　of ,000 and a BCWP of ,000, testing has a BCWS of,000 and BCWP of,000, and
　　
　　
　　design has a BCWS of ,000 and a BCWP of ,000. As a whole your project is:
　　
　　
　　A. 15% ahead of schedule
　　
　　
　　B. 15% behind schedule
　　
　　
　　C. 15% ahead of schedule, but over budget
　　
　　
　　D. 15% behind schedule and budget
　　
　　
　　30. In order to let the project sponsor know the percentage of cost variance of
　　
　　
　　your project, you calculate:
　　
　　
　　A. BCWP-BCWS
　　
　　
　　B. BCWP/BCWS
　　
　　
　　C. BCWP/ACWP
　　
　　
　　D. BCWP-ACWP
　　
　　
　　31. As the project manager, you chair a weekly exchange of information meeting among team
　　
　　
　　leaders.
　　
　　
　　This is an example ofcommunicationthat is:
　　
　　
　　A. Internal, formal, and horizontal
　　
　　
　　B. External, informal, and vertical
　　
　　
　　C. Oral, internal, and informal
　　
　　
　　D. Oral, external, and formal
　　
　　
　　32. Manual filing systems, electronic text databases, and project management
　　
　　
　　soflware that allow team members to share information about the project are exanples of
　　
　　
　　A. A communication management plan
　　
　　
　　B. An information retrieval system
　　
　　
　　C. An information distribution system
　　
　　
　　D. A project management information system
　　
　　
　　33. During project team formation and during the early phases of a project, the most common
　　
　　
　　source of conflict within the project teamis likely to be:
　　
　　
　　A. Schedules
　　
　　
　　B. Priorities
　　
　　
　　C. Technical opinions
　　
　　
　　D. Cost
　　
　　
　　34. During execution of a project, the most common source of conflict within the project team
　　
　　
　　is likely to be:
　　
　　
　　A. Schedules
　　
　　
　　B. Priorities
　　
　　
　　C. Technical opinions
　　
　　
　　D. Cost
　　
　　
　　35.Of the following, which conThct resolution strategy is likely to yield the most productive
　　
　　
　　results?
　　
　　
　　A. Withdrawing
　　
　　
　　B. Forcing
　　
　　
　　C. Compromising
　　
　　
　　D. Collaborating
　　
　　
　　36. During execution of your project plan, you discover that a task team is unaware that
　　
　　
　　deliverables from another task will be late, holding up their o~ progress.
　　
　　
　　As a result you should:
　　
　　
　　A. Revise the project schedule
　　
　　
　　B. Revise the project budget
　　
　　
　　C. Revise the communication plan
　　
　　
　　D. Revise the quality plan
　　
　　
　　37. In assigning your new project to you, the programmanager tells you that this is a
　　
　　
　　very high visibility project and that executive management will be following your
　　
　　
　　progress very closely with particular interest in use of the pyrotechnics that
　　
　　
　　will be involved. This infonmtion is valuable input for your:
　　
　　
　　A. Risk management plan
　　
　　
　　B. Communication management plan
　　
　　
　　C. Scope management plan
　　
　　
　　D. Technical specification
　　
　　
　　38. The Communication Management Plan provides all of the following except:
　　
　　
　　A. A collection and filing structure for project information
　　
　　
　　B. Communication barriers
　　
　　
　　C. A distribution structure for project information
　　
　　
　　D. Project communication schedules
　　
　　
　　39. Life-Cycle Costing is:
　　
　　
　　A. The concept of including acquisition, operating, and disposal costs when
　　
　　
　　evaluating various alternatives
　　
　　
　　B. Considers the information needs of the stakeholders
　　
　　
　　C. The term used on smaller projects when all the components ofProject Cost
　　
　　
　　Management are viewed as a single process
　　
　　
　　D. Used to estimate the life of the product
　　
　　
　　40. The two phases used in Project Cost Management are:
　　
　　
　　A. Planning and executing
　　
　　
　　B. Executing and controlling
　　
　　
　　C. Planning and close out
　　
　　
　　D. Controlling and planning
　　
　　
　　答案:
　　
　　(1) ANS: C Reference: PMBOK 2.3.3
　　
　　
　　(2) ANS: B Reference: PMBOK 3.1
　　
　　
　　(3) ANS: B
　　
　　
　　Reference: PMBOK 3.3.3
　　
　　
　　(4) ANS: C
　　
　　
　　Reference: PMBOK 3.2
　　
　　
　　(5) ANS: C
　　
　　
　　Reference: PMBOK 2.3.1
　　
　　
　　(6) ANS: D
　　
　　
　　Reference: PMBOK 3.3.2
　　
　　
　　(7) ANS: A
　　
　　
　　Reference: PMBOK 2.3.3
　　
　　(8) ANS: B
　　
　　
　　Reference: PMBOK 3.3.4
　　
　　(9) ANS: D
　　
　　
　　Reference: PMBOK 2.3.3
　　
　　
　　(10) ANS: A
　　
　　
　　Reference: PMBOK 2.4
　　
　　
　　(11) ANS: B
　　
　　
　　Reference: PMBOK 1.2
　　
　　
　　(12) ANS: C
　　
　　
　　Reference: PMBOK 1.3.2
　　
　　
　　(13) ANS: D
　　
　　
　　Reference: Project Management:
　　
　　
　　(14) ANS: A
　　
　　
　　Reference: Project Management: A Systems Approach to Planning, Scheduing, and Controlling, 7th Edition P.33
　　
　　
　　(15) ANS: B
　　
　　
　　Reference: Project Management: A Systems Approach to Planning, Scheduing, and Controlling, 7th Edition p.97
　　
　　
　　(16)ANS: C Reference: PMBOK 1.4
　　
　　
　　(17)ANS: D Reference: PMBOK 1.5
　　
　　
　　(18)ANS: A Reference: PMBOK 10.4 and Figure 3-7
　　
　　
　　(19)ANS: C Reference: PMBOK 10.1
　　
　　
　　(20)ANS: B Reference: PMBOK 10.1
　　
　　
　　(21) ANS: D
　　
　　
　　Reference: PMBOK 10.1.1.2
　　
　　
　　(22) ANS: D
　　
　　
　　Reference: PMBOK 4.2
　　
　　
　　（23）ANS: D
　　
　　
　　Reference: PMBOK 10.3
　　
　　
　　（24）ANS: B
　　
　　
　　Reference: PMBOK 10.3.2.4
　　
　　
　　（25）ANS: D
　　
　　
　　Reference: PMBOK 10.4.1
　　
　　
　　（26） ANS: A
　　
　　
　　Reference: PMBOK Figure 10-3, 10.3.2.4
　　
　　
　　（27） ANS: B
　　
　　
　　Reference: PMBOK 10.3.2
　　
　　
　　（28）ANS: B
　　
　　
　　Reference: PMBOK 10.3.2.4
　　
　　
　　（29） ANS: A
　　
　　
　　Reference: PMBOK 10.3.2.4
　　
　　
　　（30） ANS: C
　　
　　
　　Reference: PMBOK 10.3.2.4
　　
　　
　　（31）ANS: C
　　
　　
　　Reference: PMBOK 10.2.2.1
　　
　　
　　（32）ANS: B
　　
　　
　　Reference: PMBOK 10.2.2.2
　　
　　
　　（33） ANS: B
　　
　　
　　Reference: Project Management: A Managerial Approach, 2000 p.259
　　
　　
　　（34）ANS: A
　　
　　
　　Reference: Project Management: A Managerial Approach, 2000 p.236
　　
　　
　　（35）ANS: D
　　
　　
　　Reference: Human Resource Skills for the Project Manager: The Human Aspects of Project Management pp. 117- 119
　　
　　
　　（36） ANS: C
　　
　　
　　Reference: PMBOK 10.2.2.3
　　
　　
　　（37） ANS: B
　　
　　
　　Reference: PMBOK 10.1.2.1
　　
　　
　　（38） ANS: B
　　
　　
　　Reference: PMBOK 10.1.3.1
　　
　　
　　（39） ANS: A
　　
　　
　　Reference: PMBOK Glossary
　　
　　
　　（40） ANS: D
　　
　　
　　Reference: PMBOK Figures 3-5, 3-7 and 7-1
　　

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