51CTO下载-2012年9月考试PMP认证模拟考试一试卷200题

8/11/2019 51CTO -2012 9 PMP 200

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2012年 9 月 PMP认证模拟考试一试卷 200

题

1 ． A manufacturing ptoject has a schedule performance index (SPI) of 0.89 and a cost

performance index (PI) of 0.91 ．!enerall"，#hat is the $%S& explanation for #h" this

occurred'

A) &he scope #as changed．

$) A supplier #ent out of usiness and a ne# one needed to e found．

) Additional euipment needed to e purchased．

*) A critical path acti+it" too, longer and needed more laor hours to complete．

某个制造项目的进度绩效指数 (SPI) 是 0.89；成本绩效指数 (PI) 是 0.91。一!"，#$

%&'()的*+的,是'

A) -./0。

$) 12345，6789的。

) :;的<=67>?。

*) @ABC的DEFG，670HIEJKLMN成。

-．

*uring the completion of #or, pac,ages，

the sponsor as,s the project manager to report onho# the project is going．In order to prepare the report，the project manager as,s all the team

memers #hat percent complete their #or, is．&here is one team memer #ho has een hard

to manage from the eginning．In response to eing as,ed #hat percent complete he is ，the

team memer as,s，Percent complete of #hat'/$eing tired of such comments ，the project

manager reports to the team memers oss that the team memer is not cooperating ．hich

of the follo#ing is li,el" to e the real prolem'

A) &he project manager did not get u"Oin from the manager for the resources on the project．

$) &he project manager did not create an adeuate re#ard s"stem for team memers to impro+e

their cooperation．

) &he project manager should ha+e had a meeting #ith the team memers oss the first time

the team memer caused troule．

*) &he project manager does not ha+e #or, pac,ages．

PN成QRSTL，(UV7W项目XYZ[项目进\。]^_=[`，项目XY7W

ab的cd成efgQRN成的hij。b个cd成eklmnopqY，rstuQ

RN成hijK，ufvwx是N成hij'/y]z{$|#}，项目XY~cd成

e的•€[`f$个成e‚R。ƒ„…个0†‡ˆ的s题'

A) 项目XY‰bkUŠqY‹Œ‡ˆ]项目ŽUŠ。

$) 项目XY‰b‘‚’的“”–M—进cd成e的‚R。

) 项目XY2˜™cd成e的•€l个š，Pcd成e›一œžŸK。

*) 项目XY‰bQRS。

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2．hich is not a goal in oth project management and ualit" management'

A) Pre+ention o+er inspection． $) ustomer satisfaction．

) 3anagement responsiilit"． *) &riple constraint．

ƒ„…个是项目qY™¡qY的¢£目¤'

A) ¥¦§¨©ª。 $) «¬®。 ) qY¯°±。 *) ²³´µ¶。4．hich of the follo#ing $%S& descries the +erif" scope process'

A) It pro+ides assurances that the deli+erale meets the specifications，is an input to the project

management plan．and is an output of perform ualit" control．

$) It ensures that the deli+erale is completed on time and gets customer acceptance，and sho#s

that the deli+erale meets specifications．

) It ensures customer acceptance ， sho#s that the deli+erale meets specifications ， and

pro+ides a chance for differences of opinion to come to light．

*) It is an output of perform ualit" control，occurs efore define scope，and ensures customer

acceptance．

ƒ„…项*+·¸¹^º»-.¼½'

A) ¾¿1成ÀÁ‚ÂÃ的Ä证，是项目qYÅÆ的ÇÈ，是ÉÊ¡Ë制的Ç(。

$) ¾ÌÄ成ÀÍKN成Ît«¬ÏÐ，Ñg成ÀÁ‚ÂÃ7W。

) ¾ÌÄ«¬ÏÐ，ÒÓ成ÀÁ‚ÂÃ7W，¿1ÔšÍKÕ)ÖP的s题。

*) ¾是ÉÊ¡Ë制的Ç(，P×Ø-.ÙÚ()，ÌÄ«¬ÏÐ。

5 ． A project has the follo#ing earned +alue data assessed v A Û 6470007000 ； Û 6 O

5007000；SPIÛl.1-；$AÛ 697507000．hat is the earned +alue of the project'

A) 6270007000． $) 6275007000．) 6474807000． *) 657507000．

项目»)Ü数ÝÞƒvAÛ470007000 ßà；ÛO5007000 ßà；SPIÛ1.1-；$AÛ

97507000 ßà。á %Û 。A) 270007000 ßà $) 275007000 ßà ) 474807000 ßà *) 57507000 ßà

．At the eginning of project execution，"ou notice different opinions et#een team memers

relating to project #or, and deli+erales and to the le+el of o+erall complexit" ．hat should

"ou do right no#'

A) !i+e "our team memers some time to de+elop a common understanding of the project scope

and product scope．:pcoming interface prolems ma" e resol+ed later ．

$) :se the ris, management processes to identif" and assess ris,s caused " misunderstandings

and de+elop a plan #ith measures in order to respond to them．

) ;rgani<e meetings to identif" and resol+e mlsunderstandings et#een team memers in

order to earl" a+oid interface prolems，disintegration and costl" re#or, ．

*) :se inter+ie#s in pri+ate #ith each indi+idual team memer to inform them of "our

expectations and "our reuirements in an atmosphere of confidence．

P项目ÉÊâT，ãä®t项目cd成e#项目QR™成À的åæ½度b£的çè。ã

)P2˜éwx'

A) êcd成eëKL，ì‘í#项目-.™îï-.的¢£Yð，ñò()的Ïós题

ôõö÷šðø。

$) ùúûüqY¼½Mýþ™ÿ估由¨误ð引Õ的ûü，编写个ÅÆM衡¡Î回2¾们。

)组织š议Mýþ、ðøcd成eÙL的误ð，ì便尽早避免Ïós题，减少返Q成本。

*)私ƒš见每个cd成e，P互相信±的氛.ƒ`诉u们ã的T望™ã的7W。= ． $eing the project manager in a soft#are project #hich is currentl" initiated ， "ou #ant to

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assess high le+el ris,s．hat should "ou do'

A) *e+elop a preliminar" scope statement and document initiall" identified ris,s in this

document．

$) Identif" and anal"<e ris, e+ents using ualitati+e and uantitati+e techniues．

) *e+elop contingenc" plans and fallac, plans in case the original plan pro+es #rong．*) *iscuss the ris,s documented in "our ris, register #ith the project ,e" sta,eholders．

ã是个项目XY，刚刚E一个!"项目，ã#ÿ估*$¯œ的ûü，ã2˜éwx'

A)编写â%-.fg&，'(ƒM*âýþ的ûü。

$) ùú×)™×¡*+ýþ™i,ûü-"。

)编写2.ÅÆ™õ=ÅÆì¦/M的ÅÆ()0误。

*) ™项目172V#ãûü3'45的ûü进Ê67。

8．hat is not a reason for companies to organi<e lessons learned'

A) >essons learned dataases are an essential element of the organi<ational process assets．

$) >essons learned should focus on identif"ing those accountale for errors and failures．

) >essons learned sessions should ring aout recommendations to impro+e future performance

on projects．

*) Phase end lessons learned sessions pro+ide a good team uilding exercise for project staff

memers．

ƒ„…一项是85组织X9:;的/y'

A) X9:;数Ý<是组织¼½Uî的=7à>。

$) X9:;?@A5¨ýþ0误™BC的°±。

) X9:;š议2˜¿(‘议ì¿$项目DM的绩效。

*)EFX9:;š]项目成e¿1^o+的cd‘<GH。

9．?o# should change management e planned for' A) hanges are generall" not predictale，therefore planning for change management cannot e

sensile．

$) Planning for change management should e done #hile the +arious change control processes

are eing applied．

) hange management can e planned in a set of management plans or a specific change

management plan．

*) hanges are a sign of ad planning ． ;ne should a+oid changes during a project thus

eliminating the need to manage them．

/0qY˜ÞIÅÆ'

A) /0JK是ö¥L的，yMÂÆ/0qYgN。

$) rb£的/0Ë制¼½O2úK，?@7ÂÆ/0qY。

) /0qYöìPQ一„qYÅÆ!ÂÆ，RöìST进ÊÂÆ。

*) /0是ÂÆR+的信U，2˜P项目ÉÊ5避免/0，RnVW^qY¾们的6

7。

10．hich of the follo#ing documents is not used as input for product acceptance'

A) &he project scope statement，it descries the acceptance criteria．

$) &he project scope management plan，it descries the acceptance process．

) &he #or, rea,do#n structure ($S) ，it descries the deli+erales for acceptance．

*) &he @AI matrix，it descries accountallities in case of product rejection． ƒ„…个XY是îïÏÐ的ÇÈ'

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A) 2º»×Ø的ab¼½组的¼½ŒN成，M;¶项目EF

$) 2Ì×项目的îïO®·N成

) 项目qYÅÆO项目(UVV

*) 9的/0ŽWOE

1 ． Bou ha+e recentl" appointed a project manager to handle a critical prolect in "our organi<ation ．Bou #ant to pro+ide the project manager #ith authorit" to appl" organi<ational

resources to project acti+ities．hich document should "ou use'

A) @esouree authori<ation document． $) or, rea,do#n structure．

) project charter ． *) Project scope statement．

ã*指×^某个项目XY°ã组织的@A项目，ã#ê项目XY‚‘2ú组织U

Št项目DEe。ã2˜ùú…个XY'

A) UŠ€XY。 $) QRið;Z。 ) 项目z½。 *) 项目-.fg&。

1=．Bou are the project manager of a ne# project ，#hich #ill construct a ridge on the @i+er

Cile in %g"pt．$efore initiating the project，"ou should ．

A) create a scope management plan to document ho# the project scope #ill e

defined，+erified and controlled

$) de+elop a project management plan

) determine specific acti+ities that need to e performed to produce the +arious project

deli+erales

*) facilitate the formal authori<ation to start a ne# project

ã是9项目的项目XY，P’Í“”e‘<O–—˜。P项目EÙÚ，ã2 ̃DD 。

A) ‘-.qYÅÆM'(项目的-.ÞIO×Ø、º»™Ë制

$) lÕ项目qYÅÆ

) Ì×™š的DEúMÉÊî`£的项目成À *)›Eˆ•€，E9项目

18 ． As a project manager ， project plan de+elopment is an important element of managing

projects． hich phase of the project management >ife c"cle does project plan de+elopment

elong to'

A) Initiation process． $) Planning process． ) %xecution process． *) ontrolling

process．

R]项目XY，项目ÅÆlÕ是qY项目œK17的à>，ƒ„…个项目qY`aTEF

S项目ÅÆ编制'

A)E¼½组。 $) ÂÆ¼½组。 ) ÉÊ¼½组。 *) Ë制¼½组。

19．A customer informed "ou that it is preferale to change a certain aspect of the project ．hat

should "ou do first'

A) &al, #ith team memers to understand implications of the change．

$) ommunicate the change to the management to get their inputs．

) ;pen up a change control．

*) *o si<ing for the change and communicate to the customer ．

«¬`诉ã*+/0项目某个žŸ。ã¡2˜éwx'

A) ™cd成e¢£Yð$个/0的vw。

$) n$个/0™qY¯¤Jtu们的ÇÈ。

) lm/0Ë制。*) i,/0¥Š，™«¬进Ê¢£。

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-0 ． In "our project ， "ou #ant to monitor and control project processes associated #ith

initiating， planning，executing and closing．&his #ill help "ou ta,e correcti+e or pre+enti+e

action to control project performance．In this context，#hat should "ou do first'

A) @e+ie# all project forecasts．

$) *etail all the acti+ities of project team memers in+ol+ed in executing administrati+e closurefor the project．

) @e+ie# the project management plan and #or, performance information for "our project．

*) 3anage project ris,s．

Pã的项目5，ã#„Ë项目E、ÂÆ、ÉÊ、cd¦¼½，$ò§¨ã>©ˆª«¬

¥¦ª«MË制项目绩效。P$%&'ƒ，ã¡2˜éwx'

A)回ab项目¥L。

$) PÉÊqYcdK®¯ab项目cd的DE。

)回项目qYÅÆ™项目的QR绩效信°。

*) qY项目ûü。

-1 ． Bou recentl" joined as the project manager of A$ ompan" ． &he outgoing project

manager mentioned that of late ， she had een facing se+eral issues #ith ne# change

reuests．&he customers #ere located in the same office and the" interacted directl" #ith the

project team and，at times，informall" as,ed for some changes in the projects product．If the

changes #ere small，the project team memers usuall" agreed to do the changes ．&he project

manager found it difficult to prioriti<e acti+ities and ensure that tas,s are done as per

schedule． &he project had 50 team memers and there #as some discontent amongst them

aout the #or, the" #ere supposed to do．hat should e "our first priorit" in this project'

A) reate a detailed project scope statement．

$) Align the project ojecti+es #ith the organi<ational goals． ) %nsure proper project scope control．

*) all a meeting of all the project sta,eholders to determine and resol+e an" outstanding

issues．

ã*±Èt A$²³é项目XY。ñò´µ的项目XY¿t，*Õ¶^·个9的/0

ŽW。«¬¸¨£¹的º²»，öì¼Ï™项目cd进Ê¢互，bKšœˆ•·¿(îï

的9/0。ÞÀ/0j½Š，项目cd成eJK£®$ë/0。项目XYÕ)$¹opÌ

×DE的¾¡¿，ÌÄ每个进度Ñ的±~ON成。$个项目b 50 个cd成e，bë#À

Á的QR。ã¡2˜éwx'

A) ‘®¯的项目-.fg&。

$) ù项目目¤™组织目¤一Â。

) ÌÄ‚’的项目-.Ë制。

*)Ãlab2Vš议MÌ×™ðø*gÒ的s题。

--．In a recent jo inter+ie# ，"ou #ere as,ed to define the most important characteristic of a

project manager ．hich of the follo#ing #ill e "our est ans#er'

A) Suject matter expert． $) Integrator ． ) reati+e person． *) @is, minimi<er ．

*Ÿ试QR，ãO7W×Ø项目XY*17的fÄ，ƒ„…个是ã*+的ÅÆ'

A) Ê5ÇÈ。 $)É‚‹。 ) 造‹。 *) ûüÊ估‹。

-2．hich of the follo#ing is not a project management ,no#ledge area'

A) Project integration management． $) Project procurement management． ) Project configuration management． *) Project communications management．

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ƒ„…项是项目qYËýÌÍ'

A) 项目ÉšqY。 $) 项目>?qY。 ) 项目ÎÏqY。 *) 项目¤JqY。

-4．hen deciding #hich project to select．．

A) select the project #ith higher life c"cle cost $) select the project #ith lo#er life c"cle cost

) select the project #ith higher sun, cost *) select the project #ith lo#er sun, cost røÐÑÒ项目K，。

A)ÑÒ$`aT成本的项目 $)ÑÒÊ`aT成本的项目

)ÑÒ™b$Ó‰成本的项目 *)ÑÒ™bÊÓ‰成本的项目

-5．hile doing ualit" inspection，fe# defects #ere identified in the product．After rectif"ing

the defects，the repaired items #ere reinspected and accepted ．Suseuentl"，a notification

#as issued，#hich can also e referred to as ．

A) +alidated defect repair $) product acceptance ) ualit" audit *) appro+ed change

reuest

rR¡©ªK，îï的少数BCOýþ。PÔå$ëBCõ，Ôå项O19©ª™ÏÐ。

Põ，一个JËOÕ¶，$个JËOÕ] 。

A)BCÔåÌ认 $) îïÏÐ ) ¡ÖÅ *)×_的/0ŽW

- ． Project integration management includes the proeesses and acti+ities needed to

identif" ， define ， comine ， unif" and coordinate the +arious processes and project

management acti+ities．Eor successful project integration management， "ou should definitel"

ha+e (select the est option) ．

A) a strong matrix organi<ational structure in "our compan"

$) a good communication management *lan

) good project selection techniues

*) positi+e sta,eholders #ho support the project项目ÉšqYS一ë¼½™DE，úMýþ、×Ø、É‚、ØÙ£¼½™项目qYDE。

]^成Ú·N成项目ÉšqY，ã2˜™= (ÑÒ*+的Ñ项) 。

A)Û[\组织;Z $)Ü+的¤JqYÅÆ )Ü+的项目ÑÒ*+ *) ˆŸÝ†项

目的2V

-= ． Bou ha+e een gi+en a high priorit" tas, that needs to e completed #ithin a short time

frame．Since "ou ,no# #hat has to e done．"ou assign tas,s to the different team memers

and tell them #hen and ho# the tas,s should e done ． &he management st"le that "ou are

follo#ing is ．

A) directing $) laisse< faire ) delegating *) tas,Foriented

ã刚Ž$¾¡¿的±~，67PoÞ的KLbN成。y]ãËßwx67ON成，ãi

Î±~ê£的cd成e，`诉u们wxK_、ÞIN成±~。$%qYûÃ是的。

A) 指àá $)À由• )âãá *)Ÿ~±~

-8．As a project manager ，"ou ad+ocate acti+e participation of "our teaill memers O this is

ecause "ou elie+e in ．

A) theor" B (3c!regor model) $) theor" G (3c!regor model)

) 3aslo#s hierarch" of needs *) referent po#er

R]项目XY，ãä望ã的cd成eåæçè，$是y]ã相信

A) B Y7 (éêÃë模á) $) G Y7 (éêÃë模á) )ìíî¯œ6Wf *)

ç考J-9．ost *erformance measurement is $%S& done through #hich of the follo#ing'

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A) As,ing for a percent complete from each team memer and reporting that in the monthl"

progress report．

$) alculating earned +alue and using the indexes and other calculations to report past

performance and forecast future performance．

) :sing the 5050 rule and ma,ing sure the life c"cle cost is less than the project cost． *) Eocusing on the amount expended last month and #hat #ill e expended the follo#ing

month．

成本绩效衡¡*+J¼ƒ„…项M»)'

A) s每个成e进度N成的hijÎP月度[`5[`。

$) Åx%，ùú指数™tuÅx;ÀM[`项目¼‘的绩效™#DM绩效的¥L。

) ùú 5050 Âá，ÌÄ`aT成本少¨项目成本。

*)A5Pe个月的ïð™ƒ个月òïðH少e。

20 ． &he $S ， estimates for each #or, pac,age ， and the net#or, diagram are

completed．hich of the follo#ing #ould e the C%G& thing for the project manager to do'

A) Seuence the acti+ities．

$) erif" that the" ha+e the correct scope．

) reate a preliminar" schedule and get the teams appro+al．

*) omplete ris, management．

$S每个QRS的估x™ñòóôŒXN成。ÏƒM项目XY2˜éwx'

A) DEõö。 $) ©ª-.是÷ˆÌ。

) ‘â%的进度ÑÎŽcd成e认ö。 *) N成ûüqY。

21 ． A project management plan should e realistic in order to e used to manage the

project．hich of the follo#ing is the $%S& method to achie+e a realistic project management

plan'A) Sponsor creates the project management plan ased on input from the projcot manager ．

$) Eunctional manager creates the project management plan ased on input from the project

manager ．

) Project manager creates the project management plan ased on input from senior

management．

*) Project manager creates the project management plan ased on input from the team．

项目qYÅÆ?@Á‚»øk!MqY项目。ƒ„…项是*+的žèMŽù»öÊ的项

目qYÅÆ'

A) (UVú¨项目XY的ÇÈ‘项目qYÅÆ。

$)µ÷XYú¨项目XY的ÇÈ‘项目qYÅÆ。

) 项目XYú¨UûqY¯的ÇÈ‘项目qYÅÆ。

*) 项目XYú¨cd的ÇÈ‘项目qYÅÆ。

2-．*uring project execution，the customer authori<es and funds a scope change #hich

reuires a major change in the schedule．&he aseline schedule ．

A) no# ecomes the ne# schedule ， including the changes ， and the original aseline is

disregarded

$) is still the original aseline ut annotated to refleet that a change has ta,en place

) is amended to reflect the scope change， ut the original aseline is still maintained for postO

project re+ie# *) is meaningless since e+er" schedule update changes the aseline

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P项目ÉÊ¼½5，ú¬€/0-.ÎÙÉ^Uü，由MýM^项目进度的¥的/0。

á项目进度ú_ ，

A) /]9的进度Ñ，S^/0，/进度ú_þ’ú

$)ÿ然是/进度ú_，但7ê(ä,ì反映ŒXÕ`的/0

) 67ÙÉì反映-./0，但/进度ú_ÿ2维护ì=项目õÖª *) ‰b±I®Ø，y]每一œ进度的09ôš—/进度ú_

22．All technical #or, is completed on the project．hich of the follo#ing remains to e done'

A) erif" scope． $) @is, response plan． ) Staffing management plan． *) >essons

learned

项目ab*+QRôN成^，ÏƒMéwx'

A) º»-.。 $) ÂÆûü2#。 )µeqYÅÆ。 *) X9:;

24 ． 3ajor difficulties arise #hen multiple projects need to e managed in the functional

organi<ational structure ecause of ．

A) the le+el of authorit" of the project manager

$) conflicts o+er the relati+e priorities of different projects in competition for limited resources

) project team memers #ho are focused on their functional specialt" rather than on the project

*) the need for the project manager to >lSe interpersonal s,ills to resol+e conflicts informall"

rH个项目67Pµ÷á组织;Z5进ÊqY的K_，š()o¥的困p，y] DD 。

A) 项目XY的‚b‚

$) £的项目P竞争b‚的UŠ¼½5šÕ`冲突

) 项目Š组成e0@äµ÷l门的本µQR!是è项目b@的QR

*) 67项目XYˆú个V¢ø÷Jœˆ•·ðø冲突

25．hich of the follo#ing is included in a project charter'

A) Identification of ris,s． $) or, pac,age estimates． ) *etailed fesource estimates． *) &he usiness need for the project．

ƒ„…项S含P项目z½b'

A) ýþ的ûü。 $) QRS估x。 )®¯的U料估x。 *) 项目356W。

2．Bou ha+e een #or,ing on a +er" large soft#are de+elopment project that has made use of

o+er -20 people．Einall"，all the scope of #or, is completed，it #ould e $%S& to ．

A) thro# a part" for the team memers $) ma,e sure the project is integrated #ith other

projects

) egin to focus on "our other projects *) anal"<e project S:%SS or failure

ãçè^一个œK¥á的!"lÕ项目，˜项目涉Í超¼ -20 V。*õ，QR-.5的a

bQRôN成^，$K*+2 ̃ 。

A) ]项目组成el个ã# $) Ì认Oƒ$个项目是£tu项目A成P一起的

) lm@äã的tu项目 *) i,项目的成Úè失败

2=．&he project is not completed until ．

A) the project scope is completed．administrati+e closure is completed and pa"ment is recei+ed

$) formal acceptance is recei+ed。and an" other reuirenlents for project closure as stated in the

contract are met

) the customer is satisfied and final pa"ment is recei+ed

*) lessons learned are completed

项目还‰bN成，¼t 。 A) 项目-.N成，qYcdRN成，Ý付的ðúŒct

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$)ŒOˆ•ÏÐ，‚£5tu项目cd的6WôŒXO足

) «¬®，*终的ðúŒXct

*) X9:;ON成

28．A1l of the follo#ing #ould occur during the closure of the project %G%P& ．

A) creating lessons learned $) formal acceptance ) reducing resource spending *) performing enefit cost anal"sis

ƒ„ô是项目cdKÕ`的，W^ 。

A) ‘X9:; $) ˆ•ÏÐ )减少UŠùú *) ÉÊc益成本i,

29．An output of close project is the creation of ．

A) project archi+es $) a prolect charter ) a project management plan *) a ris, anal"sis

plan

cd项目的Ç(Ù一是。

A) 项目YÆ $) 项目z½ ) 项目qYÅÆ *) ûüi,ÅÆ

40 ．A project manager has just een assigned to a ne# project and has een gi+en the project

charter ．&he EI@S& thing the project manager must do is ．

A) create a project scope statement

$) confirm that all the sta,eholders ha+e had input into the scope

) anal"<e project ris,

*) egin #or, on a project management plan

项目XY刚刚OiÎt9项目Ît^项目z½，ÏƒM项目XY¡2˜ 。

A) ‘项目-.fg& $) Ì认ab2V¿1ÇÈt-.

) i,项目ûü *) lm编制项目qYÅÆ

41．A project manager is managing a fixed price (EP) contract．She thin,s that a large customerF

reuested change might impact the schedule of the project．hat should she do EI@S&' A) 3eet #ith the sta,eholders．

$) 3eet #ith the team．

) @enegotiate the remainder of the contract．

*) Eollo# the change control s"stem．

项目XYPqY一个固×价Ã‚£，她认]«¬o¥的/0ŽWòvwt项目进度。她

¡2˜éwx'

A) š见2V。 $) š见cd成e。 ) n09的‚£19谈判。 *)遵循/0Ë制–。

4-．&he client demands changes to the product specification that #ill add onl" t#o #ee,s to the

critical path．hich of the follo#ing is the est thing for the project manager to do'

A) ompress the schedule to reco+er the t#o #ee,s．

$) ut scope to reco+er the t#o #ee,s．

) 0nsuIt #ith the sponsor efore ta,ing an" action．

*) Ad+ise the client of the impact of the change．

«¬¿(#îï的/0，$ò±!"t@ABCe。ƒ„…项是项目XY*2˜é的'

A)#$进度 -"。

$)%减项目-.M减少 -"。

) P>±IÊEÙÚ~(UVÄW®见。

*) `诉«¬$个/0的vw。

42．A project manager learns that correcti+e action #as implemented " a team memer ， ut notdocumented．hat should the project manager do C%G&'

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A) @eport the +iolation to the functional manager ．

$) larif" the reasoning ehind the team memers action．

) Add the implemented correcti+e action to the historical record．

*) Eind out #ho caused the prolem．

项目XYÕ)项目cd»«的©ˆÊE‰bO'(。项目XY¡2˜éwx'A) [`$个&反&'êµ÷XY。

$)'(cd成e>$个ÊE)õ的/y。

)*±»«的©ˆÊEt+,'(e。

*) ª(-引Õ的$个s题。

44．Bou are assigned as the project manager in the middle of the project．&he project is #ithin

the aselines， ut the custoiner is not happ" #ith the performance of the project．hat is the

EI@S& thing "ou should do'

A) *iscuss it #ith the project team． $) @ecalculate aselines．

) @enegotiate the contract． *) 3eet #ith the customer ．

ãOiÎt某个ÉÊt5T的项目e。项目Á‚ú_，ö是«¬#项目的绩效。ã

¡2˜éwx'

A) ™cd成e67M-。 $)19Åxú_。

)19谈判‚£。 *) š见«¬。

45 ． &he pre+ious proiect manager for "our project managed it #ithout much project

organi<ation ． &here is a lac, of management control and no clearl" defined project

deli+erales．hich of the follo#ing #ould e the $%S& choice for getting "our project etter

organi<ed'

A) Adopt a life c"cle approach to the project． $) *e+elop lessons learned for each

phase． ) *e+elop specific #or, plans for each #or, pac,age ． *) *e+elop a description of the

product ol the projectH

ã项目的Ú±项目XYP‰bFH项目组织的&'ƒqY项目。B.qYË制，‰bgÌ

×Ø的项目成À。ƒ„…项是ùã项目t0+组织的*/ÑÒ'

A) ]项目ÑÒ‚’的项目`aT。 $) ]每个EF_=X9:;。

) ]每个QRS_=f×的QRÅÆ。 *) ]项目îï编写¸¹。

4 ． ompan" procedures reuire the creation of a lessons learned document ． hich of the

follo#ing is the $%S& use of lessons learned'

A) fiistorical records for future projects．

$) Planning record for the current project．

) Informing the team aout #hat the project manager has done．

*) Informing the team aout the project management plan．

²³£½7W‘X9:;X0。ƒ„…项*+·¸¹^X9:;的Rú'

A) R]+,'(ú¨DM的项目。

$) R])P项目的ÂÆ'(。

) ê成e¿1信°fg项目XYéwx^。

*) ê成e¿1信°fg项目qYÅÆ。

4=．&he project manager has just recei+ed a change from the customer that does not affect the

projeet schedule and is eas" to complete．hat should the project manager do EI@S&' A) 3a,e the change happen as soon as posstie．

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$) ontact the projeet sponsor for permissionH

) !o to the change control oard．

*) %+aluate the other components of the1triple constraint2．

项目XY刚ÏtMÀ«¬的/0，$òšvw项目进度Î34‹N成。项目XY2˜

¡éwx' A)尽56/0Õ`。 $)7项目Õ起VŽ8ö。

)‘/0Ë制âeš。 *) ÿ估²³´µ¶/的tuy>。

48 ．A project manager recentl" re#arded an indi+idual #ith a promotion that carried #ith it a

+er" small salar" increase ut sustantiall" more responsiilit" ．&he project manager appears

to e appealing to the emplo"ees need．

A) monetar" $) ph"siological ) csteem *) self actuali<ation

一个项目XY*“”Î9:^一个;e，<bœKŠ的QU±¡，但是=i·>?^

0H°±。项目XYçe‘@A足;e的 67。

A)üB $)`Y )C1 *)ÀD»)

49 All of the follo#ing are parts of direct and manage project execution except ．

A) identif"ing changes $) using a #or, rea,do#n structure

) implementing correcti+e actions *) setting up a project control s"stem

ƒ„abô是指àèqY项目ÉÊ¼½的一li，W^ 。

A) ýþ/0 $) ùú $S ) »«©ˆª« *) <Ï项目Ë制–

50．&he project charter for a project #as appro+ed for planning and "ou ha+e just een assigned

as project manager ． @eali<ing that project planning is an ongoing effort throughout the

project，#hich processes are "ou 3;S& li,el" to comine'

A) reate $S and acti+it" definition．

$) Acti+it" duration estimating and schedule de+elopment． ) ?uman resource planning and cost estimating．

*) ost estimating and cost udgeting．

项目z½ŒXO×_，ã刚OiÎ]项目XY。认ýt项目ÂÆ67EF项目的†‡GJ，

…ë¼½ã*ö÷‚Î'

A) ‘ $S ™DE×Ø。 $) DE+K估x™编制进度Ñ。

) VJUŠÂÆ™成本估x。 *) 成本估x™成本¥x。

51．Bou are ta,ing o+er a project and determine the follo#ing vActi+it" $ has an earl" finish

(%E) of da" 2 ，a late finish (>E) of da" ，and an earl" start (%S) of da" - ．Actl+it+ > is

eing done " a hard O toOget resource ．&he cost performance index (PI) is 1.1 and the

schedule performance index (SPI) is 0.8．$ased on this information，#hat #ould "ou e more

concerned aout'

A) E10at． $) @esources． ) ost． *) Schedule．

ãP°某个项目，çtÞƒ信°vDE $ *早;¶HT是› 2I，*J;¶HT是›

I，*早lmHT是› -I。DE >，œKptUŠ。成本绩效指数 PI 是 1.1，进度绩效

指数 SPI 是 0.8。ú¨e¹信°，ã67#…ëžŸ0H@ä'

A) KK。 $) UŠ。 ) 成本。 *) 进度。

5-．If PI is 1.02 and A is 7000，ho# much is %'

A) =7000． $) 7180． ) =7-00． *) -00．

ÞÀ PIÛ1.02，AÛ000，% 是H少' A) =000。 $) 180。 ) =-00。 *) -00。

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52．hat does cost performance index (PI) less than 1.0 indicate'

A) ost o+errun of the estimates． $) ost according to the estimatesH

) ost underrun of the estimates． *) %arl" progress．

成本绩效指数 (PI)Š¨ 1 ®LQwx'

A) 成本超Ý。 $) 成本Á‚估x。 ) 成本Mµ。 *) P进度早T。54．hich of the follo#ing is not an example of constraints that can limit flexiilit" in the human

resource planning process'

A) ;rgani<ational structure． $) ollecti+e argaining agreements．

) %conomic conditions． *) Acti+it" resource reuirements．

ƒ„…项是vwVJUŠÂÆ¼½N)的制µy>的OP'

A)组织;Z。 $) IUQž谈判Ø议。 ) XmR"。 *) DEUŠ6W。

55．hich of the follo#ing estalishes ualit" metrics'

A) ualit" assuranceSualit" control． $) ualit" planning．

) ualit" aseline． *) ualit" chec,list．

ƒ„…项úM‘í¡指¤'

A) ¡Ä证™¡Ë制。 $) ¡ÂÆ。 ) ¡ú_。 *) ¡©ªS。

5．h" is it important to ha+e a project charter'

A) It is the collection of all susidiar" project documents．

$) &he project charter is the necessar" asis for all #or, pac,ages to e performed．

) It formall" authori<es the proiect．

*) It trac,s the progress of the project．

]wx项目z½o17'

A) y]cA^项目ab的T=XY。 $) 项目z½是ab7ÉÊ的QRS?7的úU。

) y]¾ˆ•€^项目。 *) y]¾VW项目的进度。5= ． hich of the follo#ing are the most commonl" used performance measures of e+aluating

#hether or not #or, is eing accomplished as planned at an" gi+en point of time'

A) PSA． $) A，%+JP+． ) SS． *) SPI，%SA．

ƒ„…项KúM衡¡项目的QR是÷Pf×KLgX/ÅÆN成'

A) P ™ A。 $) A，% ™ P。 ) ™ S。 *) SPI，% ™ A。

58．If SÛO800，PÛ=7000，ho# much is %'

A) 87000． $) 7-00． ) 97000 *) 7000。

ÞÀ SÛO800，PÛ=000，% 是H少'

A) 8000。 $) -00。 ) 9000。 *) 000。

59．As per P3$;K ，+arious executing processes fall into spedfic ,no#ledge areas．*e+elop

project teamis a part of #hich of the follo#ing ,no#ledge areas'

A) Project management integration． $) Project procurement management．

) Project human resource management． *) Project communications management．

YÝ P3$;K ，£的ÉÊ¼½Z¨£的ËýÌÍ。cd‘<Z¨…个ËýÌÍ'

A) 项目ÉšqY。 $) 项目>?qY。 ) 项目VJUŠqY。 *) 项目¤JqY。

0．hat does estimate at complete mean'

A) %ach anticipated cost for project． $) %stimated a+erage cost at project completion．

) Anticipated total cost at project completion ． *) Anticipated expenses at project

completion． NQ估x®LQ'

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A) 项目的每个¥T成本。 $) 项目NQK估x的[\成本。

) 项目NQK的¥T:成本。 *) 项目NQK的¥TlÝ。

1．hich of the follo#ing indicates the acceptale range of +ariation of a process as represented

on the control chart'

A) 3ean． $) Specification limit． ) @ule of se+en． *) :pper and lo#er controllimits．

ƒ„…项指(^PË制ó5¼½/¡的öÏÐ-.'

A)[\Ü。 $) ÂÃ‚制。 )]gÂá。 *) Ë制e‚™ƒ‚。

- ． hich of the follo#ing is the most common non eha+ioral reason for projects eing

completed ehind schedule and going o+er udget'

A) Selecting a #rong person as the project manager ． $) Selecting a #rong person as the

sponsor ．

) Accepting a high ris, project． *) Inadeuatel" defined reuirements．

ƒ„…项是*K见的àÂ项目进度^õ、成本超Ý的œÊ]/y'

A)ÑÒ^0误的Vr项目XY。 $)ÑÒ^0误的VrÕ起V。

) ÏÐ^$ûü的项目。 *) ’r的6W×Ø。

2．Bou are in the close project process．Bou are engaged in the acti+it" to settle and close some

contract agreements estalished for the project．hich of the follo#ing acti+ities are "ou into'

A) Administrati+e closure． $) ontract closure． ) Project executing． *) Planning．

ãPcd项目¼½。ãP进ÊëDEMN成项目5的一ë‚£Ø议。ƒ„…个DE是ãˆP

进Ê的'

A) qYcd。 $) ‚£cd。 ) 项目ÉÊ。 *) ÂÆ。

4．In an oject diagram，the name of an oject is ．

A) in old $) in italics ) underlined *) none of these P#_ó5，#_的`a 。

A) úbšÑÓ $) úcšaÑÓ ) úƒdeÑÓ *) ìeô#

5．As per P3$;K ，all are parts of the executing process group except ．

A) acuire project team $) de+elop project team ) information distriution *) identif"

sta,eholder

YÝ P3$;K ，ƒ„¼½ô是ÉÊ¼½组的li，W^ 。

A)组‘项目cd $) ‘<cd )信°Õ¶ *) ýþ项目2V

．&he close project process is a part of #hich of the follo#ing project management ,no#ledge

areas'

A) project scope management． $) project integration management．

) project time management． *) project communication management．

项目cd¼½是ƒ„…个项目qYËýÌÍ的li'

A) 项目-.qY。 $) 项目ÉšqY。 ) 项目KLqY。 *) 项目¤JqY。

=．hile e+aluating the !antt chart，the project manager determines that the project is ehind

schedule．hat should she do'

A) ;tain appro+al from the customer to slip the project $) @eport findings to

management．

) %+aluate the alternati+es #ith the team． *) %+aluate the alternati+es #ith the

customer ． rÿ估ffóK，项目XYÕ)项目^õ¨进度，她2˜éwx'

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A) Ž«¬的×_‘±g项目。 $) ~qY¯[`Õ)。

) ™cd成eÿ估öÑžÆ。 *) ™«¬ÿ估öÑžÆ。

8．hich of the follo#ing is not used in the ualit" control process'

A) !antt charts． $) ontrol charts． ) Pareto charts． *) Statistical sampling．

ƒ„…项Oú¨¡Ë制¼½' A)ffó。 $) Ë制ó。 )hijó。 *) –Åk¹。

9．hich of the follo#ing $%S& descries a project management plan'

A) A print ;ut from project management soft#are．

$) A ar chart．

) @is, management，staffing， process impro+ement and other management plans．

*) &he project scope．

ƒ„…项*+·¸¹^项目qYÅÆ'

A) 项目qY!"的lmÇ(。 $)nßó。

) ûüqY、µe、¼½—进™tuqYÅÆ。 *) 项目-.fg&。

=0．Bou are a ne# project manager #ho has ne+er managed a project efore ．Bou ha+e een

as,ed to plan a ne# project．It #ould e $%S& in this situation to rel" on during planning in

order to impro+e "our chance of success．

A) "our intuition and training $) sta,eholder anal"sis

) historical information *) configuration management

ã是个9的项目XY，ÚkDqY¼项目。ãO7WÂÆ9的项目。P$%&'ƒ，ã*

+op M¿$ã成Ú的rq。

A) ã的¼r™st $)2Vi, )+,信° *)ÎÏqY

=1．A particular sta,eholder has a reputation for ma,ing man" changes on projects ．hat is the

$%S& approach a project manager can ta,e at the eginning of the project to manage thissituation'

A) Sa+no/to the sta,eholder a fe# times to dissuade him from sumitting more changes．

$) !et the sta,eholder in+ol+ed in the project as earl" as possile．

) &al, &o the sta,eholders oss to find #a"s to direct the sta,eholders acti+ities to another

project．

*) As, that the sta,eholder not e included in the sta,eholder listing．

某个项目2VKKP项目e¿(/0。ƒ„…项是项目XYöìP项目lmK>ú的q

YM&´的*+žè'

A) ~$个2Vf，uvu¿(0H/0。

$)尽早6项目2Vçèt项目5。

) 82V•€¢£，8(žè62V‘tu项目。

*)ŽWò2Vk2V(S5wW。

=-．@euirements documentation is an input to ．

A) scope control and scope +erification

$) direct and manage project execution and integrated change control

) de+elop project management plan and de+elop project charter

*) de+elop project management plan and schedule de+elopment

6WX"是的ÇÈ。

A) -.Ë制™º»-. $) 指àèqY项目ÉÊ™Éš/0Ë制 ) 制x项目qYÅÆ™制R项目z½ *) 制x项目qYÅÆ™编制项目进度Ñ

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in'

A) Planning． $) %xecuting． ) 3onitoring and controlling． *) losing．

项目XY7Ì认项目的îïŒXYÝ项目qYÅÆON成。项目XYP…个项目qY¼½

5'

A) ÂÆ。 $) ÉÊ。 )„Ë。 *)cd。80 ．A project manager does not ha+e much time to spend planning efore the mandator" start

date arri+es．?e therefore #ants to mo+e through planning as effecti+el" as possile ．hich

of the follo#ing #ould "ou recommend'

A) 3a,e sure "ou ha+e a completed preminar" project scope statement and then start the

$S．

$) reate an acti+it" list efore creating a net#or, diagram．

) *ocument all the ,no#n ris,s efore "ou document the highOle+el assumptions．

*) Einali<e the ualit" management plan efore "ou determine ualit" metrics．

项目XYPÛ制lmHTtMÙÚ‰bFHKLöìú¨ÂÆ，uä望尽ö÷ùÂÆ¼½

/b效q。ãò›ƒ„…项'

A) ÌÄãN成â%-.fg&Îlm‘ $S。

$) P‘ñòóÙÚ‘DE„Ñ。

) Pã'(ƒ$¯œ的‚<ÙÚ'(ƒabŒË的ûü。

*) PãÌ×¡指¤ÙÚÌ×项目¡qYÅÆ。

81 ． &he $S and $S dictionar" are completed ． &he project team has egun #or,ing on

identif"ing ris,s．&he sponsor contacts the project manager ， reuesting that the responsiilit"

assignment matrix e issued．&he project has a udget of :．S．

610 ， 000 and is ta,ing place in three countries using 14 human resources &here is little ris,

expected for the project and the project manager has managed man" projects similar to thisone．hat is the next thing to do'

A) :nderstand the experience of the sponsor o* similar projects．

$) reate an acti+it" list．

) 3a,e sure the project scope is defined．

*) omplete ris, managenlent and issue the responsiilit" assignment matrix

项目的 $S ™ $SaƒŒXN成。项目cdlmýþ项目ûü。项目(UV7项目X

Y，7WÕ¶µ°iÎ[\。$个项目¥x 100 000 ßà，P²个„ÈQR，ùú 14 个V

JUŠ。项目XYqY¼一ë|…的项目，M项目ûü½Š。ÏƒM2˜éwx'

A) Yð(UVP|…项目e的X9。 $) ‘DE„Ñ。

) Ì认项目-.O×Ø。 *) N成ûüqY，Õ¶µ°iÎ[\。

8- ． &he high O le+el project schedule constraints ha+e just een determined ． hat project

management process group are "ou in'

A) Initiating． $) Planning． ) %xecuting． *) 3onitoring and controlling．

r7的项目进度µ¶刚刚OÌ×。ã)PP…个项目qY¼½组'

A)E。 $) ÂÆ。 ) ÉÊ。 *)„Ë。

82．&he project sponsor has just pro+ided the project charter ．hat is the C%G& thing to do'

A) $egin to complete #or, pac,ages． $) omplete scope +erification．

) Start integrated change control． *) Start to create managernent *lans．

项目(UV刚刚¿1项目z½，ÏƒM67éwx' A) lmN成QRS。 $) N成º»-.。 ) lmÉš/0Ë制。 *) lm‘qYÅ

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Æ。

84．hich of the follo#ing is C;& an input to the initiating process group'

A) ompan" processes． $) &he compan" culture ) ?istorical $Ss． *) Project

scope statement．

ƒ„…项是E¼½组的ÇÈ'A)²³¼½。 $)²³Xh。 )+,$S。 *) 项目-.fg&。

85．&he person #ho should e in control of the project during project management planning is

the ．

A) project manager $) team memer ) functional manager *) sponsor

P项目qYÂÆK?@iÎt†MË制项目的是。

A) 项目XY $) cd成e )µ÷XY *) (UV

8．A detailed project schedule can e created onl" after creating the ．

A) project udget $) #or, rea,do#n structure ) project management plan *)

detailed ris, assessment

®¯的项目进度<bP‘ Ùõ‡öìO‘。

A) 项目¥x $) QRið;Z ) 项目qYÅÆ *)®¯的ûüÿ估

8= ． &he project team has just completed the initial project schedule and udget ． &he C%G&

thing to do is ．

A) egin ris, identification $) egin iterations

) determine communications reuirements *) create a ar (!antt) chart

项目cd刚刚N成*â的项目进度™¥x，ƒ一%67

A) lmûüýþ $) lm1å ) Ì×¤J6W *) ‘nß (ff)ó

88．&he project charter is created in #hich project management process group'

A) %xecuting． $) Planning． ) losing． *) Initiating 项目z½是P…个项目qY¼½组‘的'

A) ÉÊ。 $) ÂÆ。 )cd。 *)E。

89 ． Cear the end of "our last project ， additional reuirements #ere demanded " a group of

sta,eholders #hen the" learned the" #ould e affected " "our projeet ． &his ecame a

prolem ecause "ou had not included the time or cost in the project management plan for these

reuirements ． hat is the $%S& thing "ou can do to pre+ent such a prolem on future

projects'

A) @e+ie# the $S dictionar" more thoroughl"，loo,ing for incomplete descriptions．

$) @e+le# the project charter more thoroughl"，examining the usiness case

) *o a more thorough jo of contract planning．

*) Pa" more attention to sta,eholder management．

ã°的项目5;¶^，一ë项目2VÕ)，$个项目ò#u们造成一ëvw，]M

u们¿(^一ë:;的6W。$n()^s题，y]ãP项目qYÅÆ5ÎD]$ë:;

的6W考~成本¬进度žŸ的ÂÆ。]避免|…s题PDM的项目5þœ()，ã*2˜

éwx'

A) 0±ˆ‰Š¯·ÿÖ$Saƒ，ìª8tŒëNÉ的¸¹。

$) 0±ˆ‰Š¯·ÿÖ项目z½，ì©ª()5~‹Œ的·ž。

) 0±ˆ‰Š¯·é+‚£ÂÆQR。

*)ƒ0H的JŽP项目2VqYe。90．&he soft#are de+elopment project is not going #ell ．&here are o+er 20 sta,eholders，and

8/11/2019 51CTO -2012 9 PMP 200


no one can agree on the project ojecti+es ．;ne sta,eholder elie+es the project can achie+e a

20 percent impro+ement #hile another elie+es a 50 percent impro+ement is possile ． &he

project manager thin,s a 10 percent impro+ement is more realistic ．hat is the $%S& course

of action'

A) 3o+e for#ard #ith the project and loo, for more information later to settle the issue． $) A+erage the numers and use that as an ojecti+e．

) Perform a feasiilit" anal"sis．

*) As, the sponsor to ma,e the final decision．

某个!"lÕ项目进\Î+。̃ 项目b 20 H个项目2V，¥È#项目目¤‰b成

一Â的çè。一个项目2V认]项目öìt 20L的—进效À，!;一个认]t

50L是ö÷的。项目XY‘认] 10L的—进效À相#Mf0±)»。Ÿ#$%&'，*2

˜>的ÊE是'

A)’‡“Ú›进$个项目，”õþcA0H的信°ìðø$个s题。

$)x($ë数a的[\Ü，ÎìM]一个目¤。

) 进ÊöÊ)i,。

*)6项目(UVé*õ的ø×。

91 ． hen chec,ing the calendar of a team memer to schedule a meeting ， "ou see she has

scheduled a meeting #ith a ,e" sta,eholder that "ou #ere not informed of ． &he $%S&

approach #ould e to ．

A) a+oid mentioning it to the team memer ut continue to #atch her acti+ities

$) notif" "our oss aout the prolem

) address the concern #ith the team memers oss

*) address the concern #ith the team memer

ãˆlxõ一个š议，r©ª一个cd成e的H+K，ãÕ)她ŒXè一个@A项目2V¥x^一个š议，!ã#$一gÎË&。ã*2˜é的-&是。

A)避免P$†成eŸÚ¿Í$"-，但是’‡„Ë她的DE

$)ƒ$个s题`诉êã的•€

)è$†成e的•€#}

*)è$†成e#}

9-．Bou are in the middle of a ne# product de+elopment for "our pulicl" traded compan" #hen

"ou disco+er that the pre+ious project manager made a :.S. 6270007000 pa"ment that #as not

appro+ed in accordance #ith "our compan" policies ．>uc,il"，the project cost performanee

index (PI) is 1.-．hat should "ou do'

A) ontact "our manager ．

$) Put the pa"ment in an escro# account．

) $ur" the cost in the largest cost center a+ailale．

*) Ignore the pa"ment．

ãˆP]ãaP的²¢–‹²³5的9îïlÕ项目!—˜，$K，ãÕ)ìÚ的项目X

YÝ付^Oj$ 2 000 000 ßà的ðú，!$™ðúÎ‰b遵循ã²³的šÐ。›ˆ的

是，项目的成本绩效指数 (PI) 是 1.-。MKã2˜œxé'

A)7òã的XY。

$) ò$™Ý(¨›²žÄqž¬5。

) ò$™Ý(Ÿtöú的*¥成本5¡。*)¢£$™Ý(。

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92．%+en though "ou are a project manager in a pharmaceutical compan"，"ou ha+e #or,ed as a

scientist in the industr" for se+eral "ears ．Bour suordinates loo, up to "ou for guidance and

ad+ice．&he po#er that "ou ha+e o+er "our suordinates is ．

A) referent $) expert ) legitimate *) re#ard

ã)P是某个制¤²³的项目XY，MÚãŒXR]¥¦ÈPMÊ5QRH年。ã的ƒZC§ãÎŽã的‘议™指à。ãa¨b的J是 J。

A)ç考 $)ÇÈ ) ‚è *) “”

94 ． &he follo#ing information is a+ailale aout a particular tas, in "our project plan veari"

start (%S) ，-5 da"s；late start (>S) ，20 da"s；earl" finish (%E) ，50 da"s；late finish (>E)

，55 da"s．$ased on this information，"ou can deduce that ．

A) the project float is 5 da"s $) the project ma" get dela"ed

) the tas, is not on the critical path *) the tas, ls on the critical *ath

@¨ã项目ÅÆ5的某个DEbÞƒ信°v*早lm (%S) -5I；*Jlm (>S) 20I；

*早;¶ (%E) 50I；*J;¶ (>E) 55I。ú¨$ë信°，ãöìi,( ．

A) 项目的KK是 5I $) 项目ö÷O©误

) $个±~P@ABCe *) $个±~P@ABCe

95．*uring acti+it" seuencing，"ou identif" and document interacti+it" dependencies．All the

tollo#ing are outputs from acti+it" seuencing process %G%P& ．

A) project schedule net#or, diagrams $) acti+it" attriute updates ) reuested changes

*) milestone list

PDEõöTL，ãýþÎ'(DE的op@。ƒ„ª项ô是DEõö¼½的Ç(，W

^ 。

A) 项目进度ñòó $) DEZ)09 )ŽW的/0 *) ½«„Ñ

9．Bou are managing tooling for an aircraft part．Bour team memers tell "ou that the" found afe# defecti+e parts．hen "ou as,ed them the reasons for the defect ，the" mentioned that it

could ecause of se+eral reasons including the material used ， the measurement

s"stem，inaccurate tolerances in the machine or other factors．&o help them to illustrate etter

ho# +arious factors might ha+e contriuted to the defect，"ou #ill ．

A) use a control chart $) create a flo#ehart

) dra# a fishhone diagram *) dra# a Pareto chart

ãPqY¬®的±Q。ã的cd成e`诉ãu们Õ)少8BC。rã¯su们BC的/

yK，u们¿Íö÷boH/y，Sùú的°料、衡¡–、Ô®0误的4K¬tuy

>。]^§¨u们0+·fg…ë/yö÷引ÕBC，ã2˜ 。

A) ùúË制ó $) ‘£½ó )±制²³ó *)±制hijó

9=．Bou are managing a project in a foreign countr"．#here "ou reali<e that "ou #ill ha+e to pa"

a fee to some go+ernment agencies to get "our #or, done．Bou should ．

A) pa" the fee to the go+ernment agencies

$) refuse to Pa+ the fee ecause the" are ries and hence unethical

) instead of pa"ing the fee ， "ou pro+ide small gifts to go+ernment officials to get their

support

*) ma,e a case for #h" fees should e paid to go+ernment agencies ， and present it to "our

management

ãP;„qY某个项目，PŒã认ýtã67Ý付ðúêš´ÔZk!lmã的QR。ã2˜ 。

8/11/2019 51CTO -2012 9 PMP 200


A)Ý付ðúêš´ÔZ

$)]^Ý付ðú，y]$是Êµ，是ß¶的

) Ý付ðú，·¸žÆ是¿1ë¹ºêš´»eìŽu们Ý†

*)写(M]wx7Ý付êš´ÔZðú，~ã的qY¯Z[

98 ． Bou are the project manager responsile for de+eloping a soft#are application ased oncustomer reuirements． As the customer reuirements ,eep changing freuentl" ，#hat tool

can "ou use to conduct integrated change control of "our project'

A) Project selection methods． $) Additional planning．

) orrecti+e action． *) Project management information s"stem．

ã是项目XY，°ú¨«¬6WlÕ2ú!"。考~t«¬的6W¼½/0，ãò]ã

的项目PÉš/0Ë制5ùúwxQ™'

A) 项目ÑÒžè。 $) :;的ÂÆ。 )©ˆª«。 *) 项目qY信°–。

99．ost of ualit" is the total cost of all efforts to achie+e productser+ice ualit"，and ineludes

all #or, to ensure conformance to reuirements ． All of the follo#ing are costs that are

incurred %G%P& ．

A) ost of poor ualit" $) opportunit" cost ) external failure ost *) appraisal ost

¡成本是ab»)îï}~¡aïð的成本，SabÌÄè6W一Â的QR。ƒ„

ô是¡成本，W^ 。

A)Ê¡成本 $) Ôš成本 ) ;l失败成本 *) ©ª成本

100．In "onr project，"ou use thede+elop project teamprocess to impro+e the competencies

and interaction of team memers to enhance project performance ． &he outputs from this

process are ．

A) project staff assignments $) team performance assessment

) staffing management plan *) project staff assigtmaents ， staffing management plan，team performance assessment

Pã的项目5，ãùúcd‘</¼½M—进cd成e的÷J™互Eì¿$项目绩效。$

个¼½的Ç(是

A) 项目µeiÎ $) cd绩效衡¡

)µeqYÅÆ *) 项目µeiÎ，µeqYÅÆ，cd绩效衡¡

101．&he method of constructing a project schedule net#or, diagram that represents

acti+ities and connects then to sho# the all dependencies is ,no#n as ．

A) precedence diagramming method $) acti+it" list

) arro# diagramming method *) schedule net#or, templates

÷¾\ÓabDE的op@。

A) P*3 (Úàó) $) DE„Ñ ) A*3 (¿eó) *) 进度ñò模€

10-．hich of the follo#ing acti+ities is not concerned #ith de+eloping the project charter'

A) Project justification． $) ollecting output of the planning processes．

) urrent understanding of the customers need． *) *ocumenting the usiness needs．

ƒ„…项DE™制×项目z½À@'

A) 项目7证。 $)cAÂÆ¼½组的Ç(。 ) Yð«¬的6W。 *)'(356W。

102．hich of the follo#ing is not a tool of the acti+it" definition process'

A) @olling #a+e planning． $) ontrol account． ) *ecomposition． *) &emplates．

ƒ„…项是DE×Ø¼½5的Q™' A)ÁE•ÂÆ。 $) Ë制ž¬。 ) ið。 *) 模€。

8/11/2019 51CTO -2012 9 PMP 200


104 ． hat is the process for aggregating the estimated costs of indi+idual acti+ities or #or,

pac,ages to estalish a cost aseline ,no#n as'

A) ost assessment ． $) *etermine udget ． ) Plan contracting ． *) ost

estimating．

ƒ„…个¼½ZA每个DE™QRS的估x成本M‘í成本ú_'A) 成本估Å。 $) 制×¥x。 ) ÂÆ‚£。 *) 成本估x。

105．;ut of the follo#ing definitions of a project sta,eholder ，#hich one do "ou thin, is most

appropriate'

A) An enterprise #hose emplo"ees are directl" in+ol+ed in doing the project #or, ．

$) An entit+ #hose interest ma" e affected as a result of the project execution．

) An entit+ that performs acti+ities to accomplish ojecti+es．

*) ;ne #ho is responsile for managing the project．

ƒ„…个@¨项目2V的×Øã认]*Âr'

A) 某个85，teQ¼Ïçè项目的QR。 $) 某个个V¬组织，tÃ益šÐt项

目ÉÊ的vw。

) 某个个V¬组织，ÉÊN成项目a67的DE。 *)°qY项目的个V。

10．In #hich of the follo#ing organi<ational structures，do project managers ha+e high or total

authorit"'

A) Eunetional organi<ation． $) $alanced matrix organi<ation．

) 3atrix organi<ation． *) Projecti<ed organi<ation．

ƒ„…个组织;Z5，项目XYb*$的J'

A)µ÷á。 $)[衡[\。 )[\组织。 *) 项目á组织。

10=．hich of the follo#ing is not a toolStechniue of the de+elop project charter process'

A) %arned +alue method． $) Project selection methods． ) Project management information s"stem． *) Project management methodolog"．

ƒ„…项是制×项目z½¼½的Q™™*+'

A) »)Üžè。 $) 项目ÑÒžè。 ) 项目qY信°–。 *) 项目qYžè7。

108．In #hich phase of the project life c"cle，are cost and staffing le+els high'

A) Intermediate stage． $) Einal stage． ) Pre intermediate stage． *) Initial stage．

P…个项目`aT的EF，成本™UŠÄÈ*$'

A)5LEF。 $) *终EF。 )5LÅÚEF。 *)EEF。

109．ho is responsile for completing the lessons learned documentation'

A) Project team． $) Sponsor ． ) Project architect． *) Project manager ．

-°N成X9:;XY'

A) 项目cd。 $) Õ起V。 ) 项目<ÅÆ。 *) 项目XY。

110．&o manage a project including ．

A) identit" the reuest and ma,e sure the clarit" and achie+ale aim

$) alance the reuest of ualit"，scope，time and fee

) ma,e the technolog" regulation explaination， plan and means e fit for different reuests and

expectation of all ,inds of sta,eholders

*) all of ao+e

qY一个项目S 。

A) ýþ7W™Ì×(Ç!È÷¾»)的目¤$)[衡¡、-.、KL™ðúžŸ的7W

8/11/2019 51CTO -2012 9 PMP 200


) ù*+Â×fg&、ÅÆ™žè’‚¨ab2V的£6WèT望

*) ìeÉlÑ项

111．%xecuting processes are concerned #ith ．

A) recogni<ing that a project or phase should egin

$) coordinating people and other resources to carr" ;:t the plan ) de+ising and maintaining a #or,ale method to accomplish the usiness need that the project

#as underta,en to address

*) ensuring that the project ojecti+es are met " monitoring and measuring progress and

ta,ing correcti+e action #hen necessar"

ÉÊ¼½组。

A) Ž项目¬项目EFE的认ö

$)ØÙVJ™tuUŠN成项目ÅÆ

) <Å™维†öùú的žèMt项目*âa¥T的356W

*)J¼„€èË制¼½ÌÄ项目目¤的»)，?7K>©ˆÊE

11-．Eor an acti+it"，the optimistic，most li,el" and pessimistic estimates are 1- ，1 and 18

respecti+el"．hich of the follo#ing statement is correct'

A) &here is 8.-Lchance that the acti+it" #ill e completed in 15 to 1= da"s．

$) &here is 95.44Lchance that the acti+it" #ill e completed in 15 to 1= da"s．

) &here is 8.-Lchance that the acti+it" #i? e completed in 14.= to 1.= da"s．

*) &here is 92.=2Lchance that the acti+it" #ill e completed in 15 to 1= da"s．

某个DE，*ÊË的估x是 1-；*ö÷估x是 1；*ÌË估x是 18。ƒ„…个fè是ˆ

Ì的'

A) b 8.-L的rq，DEòP 15Í1=IÙbN成。

$) b 95.44L的rq，DEòP 15Í1=IÙbN成。 ) b 8.-L的rq，DEòP 14.=Í1.=IÙbN成。

*) b 92.=2L的rq，DEòP 15Í1=IÙbN成。

112．alculate the standard de+iation of a tas, if ;Û4，PÛ10，3Û．

A) 1． $) 12． ) -5． *) -2．

ÞÀ*ÌË估ÅÛ10，*ÊË估ÅÛ4，*ö÷估ÅÛ，Žs¤_K是'

A) 1。 $) 12。 ) -5。 *) -2。

114．Bou are ioo,ing at the follo#ing data．Project A has a PI of 0.8 and SPI of 1.- and % of

450 ． Project $ has PI of 1.- and SPI of 0.8 and % of 50 ． hich of the follo#ing

statement is true'

A) Project $ is performing etter ecause it has a higher earned +alue．

$) Project A has schedule slippage and project $ is ahead of schedule．

) rashing project A is a good option．

*) rashing project $ is a good option．

ãPçƒ„数Ý。项目 A 的 PI 是 0.8，SPI 是 1.-，% 是 450；项目 $ 的 PI 是 1.-，SPI

是 0.8，% 是 50。ƒ„…个fè是ˆÌ的'

A) 项目 $ 5绩j½+，y]¾的 % j½$。

$) 项目 A 的进度^õ，项目 $ 进度¿Ú。

)ÎQ项目 A 是0的ÑÒ。

*)ÎQ项目 $ 是0的ÑÒ。115．hich of the follo#ing is C;& a method for progress reporting for #or, pac,ages'

8/11/2019 51CTO -2012 9 PMP 200


A) Percent complete． $) East trac,ing． ) -080 rule． *) 5050 rule．

ƒ„…项是QRS[`进度K>ú的žè'

A) N成hij。 $)5gV进。 ) -080 Âá。 *) 5050 Âá。

11．Bou are the project manager of a large soft#are de+elopment project ．&here is a conflict

et#een t#o module leads on #here the changes ha+e to e rnade．Bou inter+ene and tell themthe importance of getting the project on time and as, them to find a solution #hich is acceptale

to oth of thern．hich conflict resolution techniue are "ou using here'

A) onfronting． $) ompromising． ) Smoothing． *) Eorcing．

ã是个¥á!"lÕ项目的项目XY。!个模Ï组GÙLPwx·žé/0e()^冲突。

ãÐÈ`诉u们XKN成项目的17)，7Wu们8(Qžô÷ÏÐ的žÆ。ãP$ù

ú的是…%冲突ðøžÆ' 。

A)Ÿ#。 $)ÑØ。 )Ù™。 *)Û制。

11=．$ased on the net present +alue (CP) ．#hich project "ou #ill choose'&he CP of project

Av 6-57000， project $v 657000， project v 6407000， project *v 6257000．

A) Project A． $) Project $． ) Project ． *) Projdct *．

ú¨ CP (Ò)Ü) ãšÑÒ…个项目'项目 A 的 CP 是 -5000 ßà；项目 $ 的 CP 是

5000 ßà；项目的 CP 是 40000 ßà；项目 * 的 CP 是 25000 ßà。

A) 项目 A。 $) 项目 $。 ) 项目。 *) 项目 *。

118．#hich of the follo#ing is the $%S& tool for sho#ing the team the project schedule status

during project execution'

A) 3ilestone chart． $) !antt chart． ) or, rea,do#n structure． *) Cet#or,

diagram．

ƒ„…个是P项目ÉÊTLúM\Ó项目进度{|的*+的Q™'

A) ½«ó。 $)ffó。 ) QRið;Z。 *)ñòó。l19 ． An organi<ation structure that in+ol+es +arious organi<ational t"pes at +arious le+els is

called a ．

A) strong matrix $) alanced organi<ation ) composite *) alanced matrix

一%P£¯Ÿe™b£的组织|á的组织;ZOÕ] 。

A)Û[\ $)[衡组织 ) å‚á *)[衡[\

1-0．ho has the highest cost ris, in ease of a fixed price contract'

A) $u"er ． $) Seller ． ) Sponsor ． *) &eam．

P固×价Ã‚£b-bQ*$的成本ûü'

A)Óž。 $)Ôž。 ) (UV。 *) cd。

1-1．Bou are in the de+elopment phase of a soft#are project and meeting the de+elopinent team

to collect the status．Bou #ant to sho# the team memers the actual dependencies of different

tas,s．hich scheduling tool "ou #ill e using to explain them (choose the est ans#er) '

A) 3ilestone chart． $) Elo# chart． ) Cet#or, diagram． *) !antt chart．

ãP!"项目的lÕEFš见lÕcdMcA项目{|。ã#~cd成e\Ó£±~Ù

L的ÕÖ@。…个进度Q™öìúPM¼½ (ÑÒ*+的ÅÆ) '

A) ½«ó。 $)£½ó。 )ñòó。 *)ffó。

1--．hich of the follo#ing is C;& an input to monitor and control project #or,'

A) Project management plan． $) %nterprise en+ironmental factors．

) hange reuests． *) Performance reports． ƒ„…项是„Ë项目QR的ÇÈ' ．

8/11/2019 51CTO -2012 9 PMP 200


A) 项目qYÅÆ。 $)-5jky>。 ) /0ŽW。 ) 绩效[`。

1-2．Bou are the project manager for soft#are de+elopment project ．&he feasiilit" stud" can

start an" time and ta,es 1 #ee, and reuirement gathering ta,es - #ee,s #hich can start onl"

after feasiilit" stud" ． &he design and test plan de+elopment can start in parallel after the

reuirements gathering ． &est plan preparation ta,es 8 #ee,s follo#ed " a re+ie# " thecustomer and the time estimated for re+ie# is 1 #ee, ．After the re+ie#，&est data preparation

ta,es #ee,s．*esign ta,es #ee,s and it is follo#ed " de+elopment and unit testing ．for

one module it ta,es - #ee,s and for the other module it ta,es - #ee,s ． &here are no

dependencies et#een modules and the" can e de+eloped simultaneousl" ． After test data

preparation and de+elopment and unit testing of oth the modules ， there is - #ee,s s"stem

testing．hat is duration of the critical path'

A) 14 #ee,s． $) 15 #ee,s． ) -0 #ee,s． *) 19 #ee,s．

ã是!"lÕ项目的项目XY。öÊ)×ØöP±IKLlm，67ïð 1"；6WcA

?@PöÊ)×ØN成Ùõ进Ê，67ïð -"。<Å™L试ÅÆlÕöìP6WcAõ

Î„进Ê。L试ÅÆ_=67ïð 8"，ÏƒM是«¬ÿ估，«¬ÿ估¥Åïð 1"。ÿ

估Ùõ，L试数Ý_=67ïð "。<Åïð "，ÏQ是lÕ™SàL试，t5一个

模Ïïð -"，一个模Ïïð -"。模ÏÙL‰bop@，öì£KlÕ。L试数Ý

_=™lÕ™SàL试Ùõ，b -"的–L试。项目@ABC的+K是H少'

A) 14"。 $) 15"。 ) -0"。 *) 19"。

1-4 ． Bou are #or,ing on a soft#are de+elopment project and there is 0L proailit" that

de+elopment #ill e completed " the ptanned date and =0Lproailit" that testing #ill e

completed " the planned date ．hat is the proailit" that de+elopment and testing #ill e

completed as per scheduleÙ

A) 5L． $) 4-L． ) L． *) 2L． ãQRP一个!"lÕ项目e，lÕQRb 0L的rqXÅÆHTN成；L试QRb

=0L的rqXÅÆHTN成。lÕ™L试QRôXyÅÆHTN成的rq是H少'

A) 5L。 $) 4-L。 ) L。 *) 2L．

1-5．hich of the follo#ing statements is C;& true'

A) Integration in+ol+es effecti+el" integrating processes among the project．

$) Integrated change control includes re+ie#ing and appro+ing all change reuests．

) &he project preliminar" scope statement pro+ides a high le+el scope narrati+e．

*) &he project management plan is an input in de+eloping the preliminar" project scope

statement．

ƒ„…个fè是ˆÌ的'

A)Ú‚Sb效·É‚项目ab¼½。 $)Éš/0Ë制Sÿ估、Ö×ab/0

ŽW。

) 项目â%-.fg&¿1½r7的-.fg。 *) 项目qYÅÆ是制×â%-.fg

&的ÇÈ。

1-．%stimate at completion (%A) is ．

A) actual ost (A) Û udgeted cost ($) $) actual cost (A) Ûestimate to complete

(%&)

) udgeted cost ($) Oactual cost (A) *) actual cost (A) O planned +alue (P)

NQ估x是 DD 。 A) »ø成本 (A)Û¥x成本 ($) $) »ø成本 (A)ÛNQÜ6估x (%&)

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in a metrics organi<ation'

A) :pdate the details in #or, product information and share that #ith functional manager ．

$) :pdate the details in performance measurement aseline and share that #ith functional

manager ．

) ?a+e an informal discussion #ith the team memer to find out the reason．*) Eormall" communicate the slippage from the team memer to the functional manager and

reuest him to discuss #ith the emplo"ee to ensure that this #ill not happen in the future．

P项目{|še，ãÕ)b个cd成e‰bN成u2˜P本"N成的±~。ãR]Pˆ•

的组织5的项目XY2˜>wxÊE'

A) 09®¯的±~îï信°Î¢àêµ÷XY。

$) 09®¯的绩效衡¡ú_Î¢àêµ÷XY。

) ™Œ个cd成e进Êœˆ•的67，8(áâ的/y。

*) ˆ•™qY˜cd成e的µ÷XY¢£，Žu™u的µe谈}ìÌÄDMþÕ`$

%&'。

124．@euest seller responses and select sellers is associated #ith #hich process group'

A) Planning． $) Procurement 3anagement． ) Initiating． *) %xecuting．

ŽÔžw2™ÑÒÔžZ¨…个¼½组'

A) ÂÆ。 $) >?qY。 )E。 *) ÉÊ。

125．In #hich t"pe of organi<ation is the project managers role most li,el" partOtime

A) Eunctional． $) ea, matrix． ) Strong matrix． *) A and $．

ƒ„…个组织;Z5项目XY*ö÷是ãµ的'

A)µ÷á。 $)ä[\。 )Û[\。 *) A ™ $。

l2．hich of the follo#ing is the est use of lessons learned'

A) Planning record for the current project ． $) &o impress the senior management．

) Informing the team aout #hat mista,es team has made． *) ?istorieal information for

future projects．

ƒ„…项是X9:;的*+úå'

A) ])P的项目ÂÆ'(。 $) ê$¯qY‹æƒm_。

) `诉cd成eu们ç¼的0误。 *) ]DM的项目¿1+,信°

12=．Bou ha+e een assigned to manage a large enterprise resource planning (%@P) project in

"our organi<ation．Bou reali<e that detailed planning ，execution，and closing processes are

prereuisites for Success．&o support the project from initiation through closing "ou should use

．

A) a ma,eOor O u" anal"sis

$) lessons learned and other historical information from pre+ious projeets

) enefitOcost anal"sis

*) the project management information s"stem

ãOiÎMqY一个¥á的 %@P 项目。ã®ýt®¯的ÂÆ、ÉÊ、cd项目是项目成Ú

的¡øR"。]^Ý†项目kEtcd，ã2˜ùú 。

A) ——?Ó À制i, $) X9:;™ÙÚ项目的tu+,信°

)c益成本i, *) 项目qY信°–

128．hich of the follo#ing process is not part of project integration management' A) Integrated change control． $) Performance reporting

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) lose project． *) *irect and manage project execution．

ƒ„…个¼½是项目ÉšqY的li'

A)Éš/0Ë制。 $) 绩效[`。 )cd项目。 *) 指àèqY项目ÉÊ。

129．A paint manufacturer authori<ing a project to estalish guidelines to handle toxic material is

an example of a project initiate ecause of ． A) mar,et demand $) a customer reuest ) a leagal reuirement *) a technological

ad+ance

è料éÕ起项目M‘í#bêº的ëR指ì，$是y] !E项目的OP。

A)íî67 $) «¬67 ) èï7W *)*+—进

140．A project manager is at the project ,ic,FoffFmeeting ．?e confidentl" states the +ision and

mission for the project．&his P3 is exhiiting leadership st"le．

A) hierarchical $) authoritarjan ) charismatic *) associati+e

项目XYˆP项目的Eše。uÀ信·¸¹Q项目的ðñ™ùa。$个项目XYP\Ó 。

A)¦¿ $)J )òJ *)7#

141 ． Bou are the project manager of Alpha Cet#or, Inc ． Bour compan" is doing net#or,

planning for a major an, ．Bou are planning to digram the acti+it" dependancies using acti+it"

list．hich of the follo#ing is true'

A) P*3 is also the A;A diagramming method． $) P*3 is also the A;* digramming

method．

) P*3 is also A;C digramming method． *) P*3 is also A*3 diagramming method．

ã是 Alphañò²³的项目XY。ã们²³P]一个¥óÊôZñòÂÆ。ãÅÆùúñò

óMÑ)DE„Ñ5DE的op@。ƒ„…个fè是ˆÌ的'

A) P*3ÈOÕ] A;A±óè。 $) P*3ÈOÕ] A;*±óè。

) P*3ÈOÕ] A;C±óè。 *) P*3ÈOÕ] A*3±óè。14- ． &as, A has the follo#ing details v ;ptimistic estimate Û 20 ， pessimistic estimate Û

40 ， most li,el+ estimate Û 25 ． &as, $ has the follo#ing details v ;ptimistic estimate Û

2- ， *essimistic estimate Û 2= ， most li,el" estimate Û 24 ． &as, has the fo1lo#ing

details v ;ptimistic estimate Û -5 ， most li,el" estimate Û 25 ， pessimistic estimate Û

45．hich tas, has the highest standard de+iation'

A) &as, A． $) &as, $． ) &as, ． *) &as, AS&as, ．

±~ A bÞƒ信°vÊË估xÛ20，ÌË估xÛ40，*ö÷估xÛ25；±~ $ bÞƒ信

°vÊË估xÛ2-，ÌË估xÛ2=，*ö÷估xÛ24；±~ bÞƒ信°vÊË估xÛ

-5，*ö÷估xÛ25，ÌË估xÛ45。…个±~b*$的¤_K'

A) ±~A。 $) ±~$。 ) ±~。 *) ±~A ™±~。

142．In case of conflicts of interest among sta,eholders，#hom should the project manager gi+e

priorit" to'

A) Project team． $) Project manager ta,es his o#n decision．

) Senior management． *) ustomer ．

r项目2VÙLÕ`Ã益冲突K，项目XY2˜ƒ-的¾¡¿Žt*$'

A) 项目cd。 $) 项目XYÀÁø×。 )$¿qY¯。 *) «¬。

144．hich process group focuses on completing the reuirements of the projectÙ

A) Initiating． $) Planning． ) %xecuting． *) losing．

ƒ„…个¼½组@ä¨N成项目的6W' A)E。 $) ÂÆ。 ) ÉÊ。 *)cd。

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145．ho is responsihle for ualit" management in the project'

A) Project leader ． $) ualit" control department ) Project manager ． *) &eam

memer ．

-#项目的¡qY°'

A) 项目Ìà。 $) ¡Ë制l门。 ) 项目XY。 *) cd成e。14 ． In "our soft#are de+elopment project "ou ha+e to #ait for 5 da"s after ordering a ne#

soft#are and then onl" "ou can start integration testing ．&he 5 da"s in this case is an example of

．

A) lead $) lag ) dela" *) f1oat

Pã的!"lÕ项目5，ã67PÙÉ9!"Ùõ¦õ 5I‡÷lmÉšL试。$ 5I是

的OP。

A) ¿Ú $)öõ )©误 *) KK

14= ． Bou are #or,ing on internal projects for a ig corporation ． Bou are in to reuirement

definition for ne# claim s"stem that #ill enale emplo+ees claim their hours #or,ed on the

projects using their moile phones also．*ue to udget cuts it #as decided to cancel the project

and deplo" the people to commercial projects．hich of the follo#ing is true'

A) &he project ended due to integration ecause the resources #here distriuted to commercial

projects．

$) &he project ended due to star+ation ecause the funding #as cut．

) &he project ended due extinction ecause of the udget cut．

*) &he project ended due to integration ecause of udget cut．

ãQRP某个¥áic的bl项目e。ãO7W×Ø9的Z[–，$òù;eJ¼ùú

÷Eø}Z[u们P项目e的QRŠK数。由¨¥x#$，M项目OV，项目成eO

õt3~项目e。ƒ„…项是ˆÌ的' A) 项目的;¶ù¨É‚，y]UŠOõt35项目e。

$) 项目的;¶ù¨ú.，y]UüO$减。

) 项目的;¶ù¨ûv，y]¥xO$减。

*) 项目的;¶ù¨É‚，y]¥xO$减。

148．hich of the follo#ing statements is C;& true regarding arro# digramming method'

A) Schedu, acti+ities are represented " arro#s．

$) &he length of the arro# represents the expected duration of the acti+it"H

) &he tail of the arro# represents the start ot the acti+it"H

*) &he head of the arro# represents the finish of the acti+it"．

ƒ„@¨ A*3 的fè…个是ˆÌ的'

A) 进度DEJ¼¿eÑ)。 $)¿e的G度š)DE的¥T+K。

)¿e的dü¸ÑDE的lm。 *)¿e的ýl¸ÑDE的;¶。

149．hich of the follo#ing statement is #rong'

A) >eading，communicating， Cegotiating， prolem sol+ing and the ailit" to influence the

organi<ation are considered ,e" s,ill for project managers to possessH

$) Project managers should ta,e into consideration and plan accordingl" for influences．

) Project management s,ills ha+e no relation to general management s,ills．

*) ;rgani<arions are increasingl" accountale for impacts resulting from project．

ƒ„…个fè是0误的' A)Ìà、¤J、谈判、s题ðø™vw组织的÷J是项目qY‹?=的@A*÷。

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$) 项目XY?@考~ÅÆö÷ýM的vw。

) 项目qY‹的*÷™KÂqY*÷‰@。

*)组织#项目的vw°。

150 ． &he follo#ing are the internal rate of return (I@@) for different projects ． Project A v

5L， project $v-5L， project v20L， project *v9L．hich is the est project' A) Project A． $) Project $． ) Project ． *) Project *．

£项目的blc益q (I@@) Þƒv项目 A ] 5L；项目 $ ] -5L；项目 ] 20L；项目

* ] 9L。*+的项目是…个'

A) 项目 A。 $) 项目 $。 ) 项目。 *) 项目 *。

151．hich of the follo#ing is true regarding estimation'

A) P%@& is superior to P3．

$) P%@& estimates are etter than 3onte arlo simulation．

) P3 uses 2 estimates on a tas, (pessimistic，optimistic and most li,elB)

*) 3onte arlo simulation uses P%@& formula．

ƒ„…个@¨估x的fè是ˆÌ的'

A) P%@& j P3 0+。

$) P%@&估xjþfÿî模拟7+。

) P3 #一个±~ùú²个估x (*ÌË、*ÊË™*ö÷) 。

*)þfÿî模拟ùú P%@&²•。

15-．Bou ha+e to finish a project #ith in - #ee,s and "our lead de+eloper had to ta,e 1 #ee,

lea+e due to personal emergenc"，Another project manager has agreed to loan the ser+ice of

his lead de+eloper for l #ee, ．Bou are ta,ing his help and completing the project ．&his case is

an example of (hoose the est ans#er) ．

A) fast trac,ing $) crashing ) ris, management *) resource le+eling ãP!"bn7;¶项目，ã的席lÕ‹y]个V-~´l一"。一个项目XY£®

6u的席lÕ‹¼M§¨，ãÏÐ^$个§¨N成^项目。$是的OP (ÑÒ*/

ÅÆ) 。

A)5gV进 $)ÎQ ) ûüqY *) UŠ[衡

152．A complex project #ill fit est in #hat t"pe of organi<ation'

A) Eunctional． $) rossFfunctional． ) 3atrix． *) $aIanced．

åæ的项目*+ùúƒ„…%组织;Z'

A)µ÷á。 $)跨l门。 )[\á。 *)[衡á。

154．hen the project cost is 6-7000 and the profit is 6500，#hat is the $@ for the project'

A) -7500． $) -5L． ) 4． *) not enough information to calculate

$@ ．

项目成本是 -000 ßà，Ã润是 500 ßà，项目的 $@ 是H少'

A) -500。 $) -5L。 ) 4。 *) ‰b足¾的信°MÅx$@ 。

155．hich of the follo#ing is C;& an input to perform integrated change control'

A) Proiect management plan． $) @euested changes．

) Project scope statement． *) or, performance information．

ƒ„…项是Éš/0Ë制的ÇÈ'

A) 项目qYÅÆ。 $)ŽW的/0。 ) 项目-.fg&。 *) QR绩效信°。

15．hich ,no#ledge area does the de+elop project charter elong to' A) Initiating． $) Project scope management．

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) Project integration management． *) Project communication management．

制×项目z½Z¨…个ËýÌÍ'

A)E。 $) 项目-.qY。 ) 项目ÉšqY。 *) 项目¤JqY。

15=．&he t"pe of contract #here the u"er incurs opportunit" cost ut little or no additional cost

ris, is called ． A) fixedFprice #ith incenti+e $) firmFfixedFprice

) fixed price #ith economic price adjustment *) fixedFprice #ith right of rene#al

šàÂÓž的Ôš成本±!<boŠ的¬‰b:;的ûü成本的‚£Õ] ‚£。

A)固×价Ã±“” $)固×价Ã )固×价Ã±Xm价ÃÙÉ *)固×价Ã±’

r09

158．hich t"pe of #arrant" is enacted if a ser+ice or product does not meet the le+el of ualit"

specified in the contract'

A) Implied #arrant" of merchantailit"． $) Implied #arrant" of specified ualit"．

) %xpress #arrant"． *、 Cone of the ao+e．

ƒ„…%担Ä是针#}~¬îïÁ‚‚£5Â×的¡¯œ的'

A) 35bPÄ证。 $)f×¡bPÄ证。 )货ï¡Ä证。 *) ìeô是。

159．In "our soft#are de+elopment project "ou ha+e planned for s"stem testing from 3arch 1st

and the duration is 10 da"s．&#o da"s efore the completion of the s"stem test，"ou can start

the user acceptance test．&he - da"s in this case is an example of ．

A) lead $) lag ) dela" *) float

Pã的!"lÕ项目5，ãÅÆ–L试QRk 2 月 1Hlm，+K 10I。PN成–

L试Ú -I，ãöìlmú¬ÏcL试。P$%&´ƒ，$ -I是的OP。

A) ¿Ú $)öõ )©误 *) KK

10．Bou are #or,ing on a project for $right Idea Inc．and #or,ing on a project for a large retail an, ． Bou ha+e alread" prepared the $S and got it signed off ． $ecause of some ne#

go+ernment regulations，"ou need to add some more acti+ities to the $S ．Bou ha+e got the

change reuests appro+ed through the $ ． &he $S changes in turn reuire #hich of the

follo#ing'．

A) ost changes． $) Scope changes． ) Schedule re+isions． *) @is, response

change．

ãP $right Idea²³é一个¥á零售仓<的项目。ãŒX_=^ $S ÎŽ^签a。y]

9的š´èÂ，ã67±0HDEt $S。ãŒX拿tJ¼ $×_的/0ŽW。$S

/0oœñò引Õƒ„…个/0'

A) 成本/0。 $) -./0。 ) 进度Ôx。 *) ûü2#/0。

11 ． ompan" A$ adopt "earFsummar" for decritiation of asset ． &he" spent 61=7000

purchased one computer ．It is eatimated that the computer can e sold #ith 6-7000 three "ears

later ．&us，ho# much #ill e the asset decritiation of this computer in "ear three'

A) 657000． $) 647500． ) 6=7500． *) 6-7500．

A$²³JKú年™èMÅxUî的折旧。u们ï 1= 000 ßàÓ^一台ÅxÔ，估Å²年

õ÷Ô -000 ßà。Œx›²年的折旧是H少ßà'

A) 5000。 $) 4500。 ) =500。 *) -500。

1- ． Bou do not expect the t"pes of +ariances that ha+e occurred on the project to date to

continue ． If $A Û 200 ， %& Û -=5 ， P Û 200 ， A Û -00 ， % Û -50 and PI Û1.-5，#hat is the %A'

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A) -40． $) -50． ) 4=5． *) 150．

ã认]t目Ú]v项目5()的偏KDMšþ()。ÞÀ $AÛ200，%&Û-=5，P

Û200，AÛ-00，%Û-50，PIÛ1.-5，á %A 是H少'

A) -40。 $) -50。 ) 4=5。 *) 150。

12 ． Bou a"e a project manager to upgrade the computer safet" of "our organi<ation ． Bour Project team is made up of four contractors and t#o full time emplo"ees ．&his is the first time

the" ha+e all #or,ed together ．Bou ,no# that the team #ill go through the stages of team

de+elopment in the follo#ing order v

A) Eorming ， storming ， norming ， and performing ． $)

Storming，norming，forming，and performing．

) Corming ， storming ， forming ， and performing ． *)

Eorming，norming，storming，and performing．

ã是个项目XY，ˆP09ã们组织的ÅxÔÉ–。ã的项目cdS 4 个承S3™

- 个Éµ;e。$是u们›一œ一起QR，ãËß$个cdòXyƒ„…个zöMÕ\v

A) ´成、震荡、Â-、成熟。 $)震荡、Â-、´成、成熟。

) Â-、震荡、´成、成熟。 *) ´成、Â-、震荡、成熟。

14．*uring the execution phase of project，"ou reali<e that one of the product functionalities

has een omitted in the projeet plan ，#hich #ill not e+entuall" satisf" the reuirement ，"ou

should ．

A) update the project schedule and udget

$) sumit a change reuest to change control oard and re aseline

) negotiate #ith the client for a ne# deli+er" date ased on the re+ised schedule

*) informing management and ta,e necessar" measures for changes in udget and schedule

P项目»«EF，ã®ýtP项目ÅÆ5‹Œ^一项îïÚ÷，$ò*终àÂÀè足7W，$Kã2˜ 。

A) 09项目进度ÅÆ™¥x

$) ~/0Ë制âeš¿¢/0申Ž，Î19制x项目ú_ÅÆ

)oÝÔ—的进度ÅÆè«¬Ø3一个9的¢付HT

*)JË$¿qY¯，Î]/0¥x™进度ÅÆ>?7的%骤

15．A re+ie# of management processes and the associated documentation is commonl" called

．

A) audit $) inspection ) testing and measuring *) screening

#qY¼½™相@XY进Ê的ÿÖJKÕ] 。

A)ÖÅ $) ©ª )L试™L¡ *)Ž映

1．ompanies and institutions most commonl" hire project management leaders #ith ．

A) a strict standing in negotiating．

$) experience in tric,ing usiness partners．

) integrit" and expertise．

*) a strong lin, to local traditions．

²³™ÔZ;ú的项目qY‹JK™= 。

A)谈判5严Ã的íî $)欺骗35伙伴的X9 ) ˆ¼的ïÃ™Ç5*+ *) ™本·

传–的密ù7

1=．hat is true #hen a change control s"stems pro+ision for changes #ithout formal re+ie# incase of emergenc" is eing utili<ed'

8/11/2019 51CTO -2012 9 PMP 200


A) hanges can e simpl" applied #ithout further managerial acti+ities if the" help sol+ing the

prolem．

$) hanges must still e documented and captured so that the" do not cause prolems later in the

project．

) A ne# change control oard ($) should e estalished． *) &he project aseline must e changed as #ell．

rÕ`紧./0K/0–Â×öìJ¼ˆ•ÿÖnÉÊ，@¨$%&'ƒ„…个fè

是ˆÌ的'

A) ÞÀ/0öì§¨ðøs题，ŒxöìPX¼0HqYDE的&'ƒO简S·ÉÊ。

$) /0?@OXY'(™VW，避免PDM引Õ项目s题。

) 67‘í9的/0Ë制âeš。

*) 项目ú_?@£K/0。

18．$eing assigned as the project manager to a project "ou perform earned +alue Anal"sis and

find the follo#ing results v % Û -507000 ； P Û -007000 ； A Û -=57000 ； $A Û

5007000．hat is right'

A) %AÛ4007000． $) %AÛ5507000． ) $&Û4007000． *) %&Û=57000．

P项目eãé^»)Üi,，Õ)ƒ„;Àv %Û-50 000；PÛ-00 000；AÛ-=5

000；$AÛ500 000。ƒ„…项是ˆÌ的'

A) %AÛ400 000。 $) %AÛ550 000。 ) $&Û400 000。 *) %&Û=5 000。

19 ． A is a preFcontract agreement that formall" estalishes the intent of one part" to u"

products or ser+ices from another part" and estalishes some preliminar" consideration in order

to reser+e resources for the anticipated contract．

A) seller initial response $) memorandum of understanding ) letter of intent *) letter

contract 一个‚£ÙÚ成的Ø议úMˆ•‘í一个®~v一žk一ž?Óîï¬}~Îâ%考

~]‚£ÄæUŠ，$个XYOÕ] DD 。

A)Ôžâmw2 $)谅ð=( ) ®~& *) ‚£&

1=0．hat does the acron"m @AI commonl" stand for in project management'

A) @esponsile，accountale，to e communicated，&o e informed．

$) @emote，attached，connected，integrated．

) @is, anal"sis and caution initiati+e．

*) @andoml" accessile cash flo# information．

P项目qY5@AI¸Ñwx'

A) b°，°，¤J，Z[。 $)!ð的，"±的，…Ï的，É‚的。

) ûüi,™#$=E。 *)PÔÏ)ü£信°。

1=1．A change reuest in a project has een rejected some #ee,s ago ．Besterda"，the project

manager found out that it ne+ertheless has een implemented " the team memers，#ho ,ne#

of the change reuest， ut not of the rejection ．In order to a+oid such a situation ，reMected

change reuests are input to #hich process'

A) Schedule de+elopment． $) Scope +erification．

) 3onitor and control projeet #or, ． *) Information distriution．

一个/0ŽWP·"ÚO]^。%I，项目XYÕ)$个/0还是Ocd成e»«^，y

]u们Ëß$个/0ŽW但ËßO]^^。]避免$%)_，]^的/0òÇÈt…个¼½'

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A) 制×进度Ñ。 $) º»-.。 )„€èË制项目QR。 *)信°Õ¶。

1=-．All the follo#ing statements are true exceptv

A) It is axiomatic of the ualit" management discipline that the enefits out#eigh the costs．

$) ualit" should mainl" e achie+ed " testing and inspections of #or, results on a regular

ase． ) &he primar" cost of meeting ualit" reuirements is the expense associated #ith project

ualit" management acti+ities．

*) &he primar" enefit of meeting ualit" reuirements is less re#or, ， #hich means higher

producti+it"，lo#er costs，and increased sta,eholder satisfaction．

ƒ„ab¸¹ô是ˆÌ的，W^v

A) Ò!‹见，¡qY的ú本/á是c益?@超¼成本。

$) ¡=72˜J¼×T©ª™L试项目成ÀM»)。

) 足¡6W的=7成本ïðP项目¡qYDEe。

*) Á‚¡6W=7的+¸是减少返Q，$®LQ$`î效q、Ê成本™±的2V

®度。

1=2．hich of the follo#ing statements is not true'

A) Attriute sampling is the process of assessing #hether results conform to specifications or

not．

$) Pre+ention means ,eeping errors out of the process " appl"ing actions efore the process

starts changing its input．

) ariales sampling means that the result is classified into one of the 2

categoriesvacceptale/Facceptale after re#or,/F relected/．

*) Inspection is often mainl" done to ,eep errors out of the hands of the customer instead of as a

means of process control． ƒ„…个fè是ˆÌ的'

A)Z)k¹是ÿ估;À是÷Á‚ÂÃ的¼½。

$) ¥¦是指J¼P¼½lmÙÚ>ÊEÌÄ0误šþ)P¼½b。

) /¡k¹®LQ;ÀJKi]²个|þvÏÐ，返QõÏÐ，]^。

*) ©ªJK=7úMÌÄ0误št«¬&5。

1=4．hich of the follo#ing statements regarding #histle lo#ing are not true'

A) It is a term used to define an emplo"ees decision to disclose information on

unethical，immoral or illegal actions at #or, to an authorit" figure．

$) An emPlo+ee should al#a"s discuss the matter #ith people external to the compan" efore

follo#ing thechain of command/and discuss it #ith the immediate superior ．

) &he conseouences of #histle lo#ing are often extreme and include possile eing randed as

ha+ing ad Mudgment，firing，ci+il action and imprisonmentH

*) arefull+ considered #histle lo#ing can lead to the end of unethical usiness practices．

ƒ„…项@¨'Õ (À[È() /的fè是ˆÌ的'

A) $个)×Ø^;eø×‘'*aP²³的ß¶的、+,的¬&è的QR。

$) “ ”P遵循 a-. ™¼Ïe¿67ÙÚ，eQ2˜:是™;lV67²³的s题。

)1 ”'Õ 的õÀJK是æ/的，Sö÷Ole0误判0的1m，ð;ìÍ2-诉3™

„4。

*) “ ”Š¯考~ 'Õ öìùß¶的35»56%V失。1=5． Bou are assigned as the project manager in a project #ith an aggressi+e schedule，*uring a

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recent meering "our team complained aout the high pressure applied and the man" hours of

o+er#or, time．hat should "ou do first'

A) &r" to otain additional udget and time．

$) Impm+e team communication and a+ailailit" of high ualit" data on ris,s ． :se ttlis

information to enale "ou to ma,e #ellFfounded decisions earlier ． ) &he prolem might e the customer disturing project rh"thm．Keep him on distance from

the team．

*) Appl" fast trac,ing to shorten project duration #ithout additional #or, ．

ãOiÎt一个进度#Jo¥的项目e担±项目XY。P*的š议e，ã的cd成e~

ã78¼$的#J™¥¡的±9。ã¡2˜éwx'

A):试Ž:;的¥x™KL。

$) —进cd的¤J™$¡ûü数Ý的öŽ)。ùú$ë信°§¨ã½早的R(boÝ

的øÐ。

) $ës题ö÷MÀ«¬2;项目M<，Ä†«¬ècd的=´。

*) P±:;QR的Ú¿ƒ，ùú5gV进M$Þ项目+K。

1= ． A Project team is suffering from misunderstandings et#een team memers #ho ha+e

different cultural ac,grounds ． &he project manager is e+aluating ho# to impro+e

communication and collaoration．hich of the follo#ing statements is not true'

A) ;nl" those #ho reali<e that cultural differences are a resource to e full" utili<ed #ill

sur+i+e in international project usiness．

$) &here is a common ground for people from different cuItures on #hich the" can interact

#ithout unsol+ale conflicts．

) ultural differences #ill al#a"s remain an ostacle to e o+ercome for crossFcultural

projects．*) rossFcultural competence is a critical le+er for competiti+e ad+antage in international

project usiness．

™b£Xh)ñ的cdCÈ相互误ð的>?5。项目XYPÿ估ÞI—进¤J™‚R。

ƒ„…个fè是ˆÌ的'

A)<bŒë认ýtXh£是个UŠ、öì=iÃú的V‡÷¾P„ø项目5›Ö。

$) MÀ£Xh的V们™b¢£的)ñ，u们öìP‰b÷ðø的冲突的&'ƒ相互

vw。

)XhK@:是ÖP的ÎAB跨Xh的项目。

*) P„ø项目355竞争5，跨Xh÷J是个@A的CD。

1==．A project management team is e+aluating the causes that might contriute to unsatisfactor"

perforrhance and ualit"．hich of the follo#ing statcments is not true'

A) Cormal process +ariation is attriutale to random causes and sometimes also called#hite

noise/．

$) Special callses are easier to predict and handle than random causes (also called common

causes) ．

) Special causes are unusual e+ents #hich are difficuIt &o foresee and mostl" produce

outliers．

*) A process can e optimi<ed to limit the and#idth of +ariations due to random causes．

项目qYcdˆPÿ估ö÷àÂÁ‚7W的绩效™¡的/y。ƒ„…个fèˆÌ' A) ˆK¼½的PÔ偏KöZ¨PÔ/y，bK_OÕ]EFG/。

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$)fH/yjPÔ/y (IJ/y)4‹O¥Ë™Ë制。

)fH/y是œKÂ-"，op¥见，XKàÂs题。

*) ¼½的PÔ/y的偏KöìO‚制¨ÏÐ{|Ùb。

1=8 ． *uring a project the scope of a product purchased on a cost reimursale contract has

increased．In the contract the fee to co+er the contractors indirect costs and allo# a profit iscalculated as -0Lof the direct costs．hat is most li,el" to e true'

A) &he contractors indirect costs #ill increase and the customers pa"ment for them #ill

increase，too．

$) &he contractors indirect costs #ill increase ut the customers pa"ment for them #ill not

increase．

) Ceither the contractors indirect costs nor the customers pa"ment for them #ill increase．

*) &he contractors indirect costs #ili not increase ut the customers pa"ment for them #ill

increase．

一个ùú成本TJ‚£的îï>?‚£-.±^，P‚£ŸÓžÝ付的ðúS承S

3的LÏ成本™¼Ï成本的 -0L。ƒ„…个fè*ö÷是ˆÌ的'

A)承S3的LÏ成本š±，]M«¬的ðúRš±。

$)承S3的LÏ成本š±，但«¬的ðúš±。

)承S3的LÏ成本š±，«¬的ðúRš±。

*)承S3的LÏ成本š±，!«¬的ðúš±。

1=9．Bou are assigned as the project manager to a project #hich is executed for a customer under

EP contract ． Bour customer informed "ou this morning that the" insist on

certain1refinements2of the project scope．Bou agree that the reuested actions ma,e reall"

sense to the project ， ut elie+e that the" constitute a major change increasing the project

scope．hat should "ou do next'A) Accept the reuest of the customer ．*iligentl" document the additional costs and #or,ing

hours spent " "ourself and the team on the implementation of the change and in+oice these

to the customer at appropriate rates．

$) Perform earned +alue anal"sis to assess the current status of the project and get all the

numers "ou need to communicate the case to the change control oard #ich then #ill ha+e

to ma,e the est decision regarding the customer reuestF

) hec, the contract，the project charter ，the scope statement and other documents related to

the project and the contract ． Assess the impacts of the scope change ． &hen discuss the

situation #ith the project sponsor and the change control oard．

*) &al, to the project sales department and find a joint solution #ith them ho# to est reject the

reuest considering the commercial and strategic +alue of the customer to the organi<ation

"ou are #or,ing for ．

ãO指ã]某项目的项目XY，$个项目ùú的是固×:价‚£。ã的«¬”I早eJË

ãu们Kø7Ì×项目-.的¯M。ã£®$个ŽW#项目是b益的，ã相信u们š¿1

一个/0ŽWM±项目-.。ÏƒMã2˜éwx'

A) ÏÐ«¬的ŽW，认‡'(ãÀÁ™cdÉÊ$个/0aïð的:;的成本™QRK

L，Î~«¬c‚’的ðú。

$) ÉÊ»)Üi,ÿ估项目rÚ{|，ƒab数Ý¿1ê/0Ë制âešì便u们#«

¬的ŽWR(*+的øÐ。) ©ª‚£、项目z½、-.fg&ìÍtuè项目™台£相@的XY，ÿ估-./0的

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vw，è/0Ë制âeš™Õ起V67。

*)è项目L售l门进Ê¢£，J¼考~ã²³™«¬的35™M£价Ü，8t*+的]

^ŽW的žÆ。

180．hat is sometimes referred to as gloal illiteracies'

A) &he ailit" to read reports #ritten in man" different languages． $) &he ailit" to succeed in a cross cultural en+tronment．

) &he ailit" to de+elop internationall" accepted contracts．

*) &he ailit" to communicate using dra#ings and pictograms #hich are understood all o+er the

#orld．

ÉNhXO/JKš涉Í…ëb4'

A)PQúH%R"写(的[`的÷J。

$)跨Xhjkƒ成Ú的÷J。

)编写„øeôÏÐ的‚£的÷J。

*) ùúÉNô÷ÏÐYð的ódž•M¤J的÷J。

181．A project management team #ants to procure some customi<ed products #hich are a+aliale

in identical grade and ualit" from man" +endors．hat should e included in the procurement

pac,age to ensure that their offers #ill e comparale'

A) A statement of #or, descriing the needs of the project in sufficient detail to enale +endors

to ma,e suitale proposals．

$) A statement of #or, specif"ing attriutes and metrics of the reuested deli+erales in detail

to allo# +endors sumission of ids．

) &he appro+ed project scope statement ， the $S #hich should e ro,en do#n to #or,

pac,age le+el and the $S dictionar"．

*) &he ris, management plan and the reports from those ris, management re+ie#s #hich ha+e een made so far ．

项目qYcd#Žë×制h的îï，$ëîïöì由oH123¿1，Î™b£¹的

¦¿™ï。ƒ„…项?@S含P>?S5úMÌÄu们的‘议是öj½的'

A) S; P足¾的®¯½度e¸¹^项目的6WúM6Ôž¿1’r的‘议。

$) S;®¯¸¹^7W的ö¢付成À的fÄ™ç数ì便6123[价。

)×_的项目-.fg&，$S?@étQRS¯ŸÎS$Saƒ。

*) t目Ú]vé的ûüqYÅÆ™ûüqYÿ估的[`。

18-．Bour project is executed #ith a gloall" spread +irtual team．&he project progress has een

found to e too slo#．hich measure is most li,el" to immediatel" speed up the project'

A) &echnical training for all team memers．

$) *ail) phgne conferences and detailed reporting．

) A team meeting at a location con+enient to all team memers．

*) ollocation of team memers at a suitale place．

ã的项目由一个ÉNS拟cdMÉÊ。项目进\FT^。ƒ„…%žèöìíñ±g项目'

A)*+stabcd成e。

$)每IÃlø}š议£Ké®¯Z[。

) P¥Èô便Ã的·gÃlcdš议。

*) P’r的†ÏA5º²。

182 ． *uring execution of a project #hich is performed for a customer on a &J3 (time andmaterial) contract ase ，a ne# project manager is ta,ing o+er the assignment ．?e disco+ers

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that t#o memers assigned to the project ha+e charged time #ithout performing an" #or, for

the project customer ． :pon further in+estigation ， he determines that this occurred ecause

there ha+e een no other project assignments open for these emplo"ees ． &he customer is

una#are of these facts．hich of the follo#ing should he do'

A) &r" to find some producti+e #or, for these staff memers in the project and lea+e them on theteam．

$) &he est thing is to do nothing．&he customer #ill not reali<e the prolem an" a"．

) &r" to find a responsile person for the o+er assignment #ho can e made accountale．

*) &a,e the t#o people off the team immediatel" and arrange for the refund of the excess

charges to the customer ．

P一个ú¨KL°料‚£的项目的ÉÊ¼½5，iÎM一个9的项目XY，uÕ)!个

项目成e‰b]«¬é±IQR。进一%的ÙªÕ)，$%)_的Õ`是y]$ëµe‰

btu项目öìé。«¬Ëß$ë-»。u2˜œ¹é'

A) P项目58ë`î)的QRê$ëeQ，6u们æPcd。

$) *+是wxôé，«¬是À7ÞIRšÕ)$%&'的。

) 8(#M&'°的VMé个ð,。

*)6$!个Ví•´lcd，õU还«¬:;ïð的ðú。

184 ． Bon are running a project for a customer ased on a cost reimursale contract #ith the

follo#ing terms v &arget costs ， 6170007000 ； fix fee ， 1007000 ； enefitcost

sharing ， 80-0 ； price ceiling ， 17-007000 ． hich is the P&A (point of total

assumption， rea, point) of the proiect'

A) 6172007000． $) 6175007000． ) 6807000． *) 6171-57000．

ãP]«¬é一个项目，ùú的是成本TJ‚£，数ÝÞƒv目¤成本， 1000000 ßà；

固×Vü，100000 ßà；Ã益成本i担，80-0；*$‚价，1-00000 ßà。ƒ„…个是项目的 P&A (:š‚<g，W|g) '

A) l200000 ßà。 $) 1500000 ßà。 ) 80000 ßà。 *) 11-5000 ßà。

185 ． A project management team has sucontracted #or, to a ser+ice compan" hich of the

follo#ing tools is the est choice to assure that this compan" #i e ale to meet the ualit"

reuirements of the project'

A) ualit" audit． $) *eli+erale inspection． ) Eixed price contract． *) Ser+ice le+el

agreement．

一个项目qYcdƒQRiSê一È}~²³。ìƒ…%Q™是*+的ÑÒúMÌÄ$È

²³÷o+·足项目的¡7W'

A) ¡ÖÅ。 $) ö¢付º©ª。 )固×:价‚£。 *)}~¦¿Ø议。

18．In a traditionall" dra#n decision tree，a circle represents ．

A) a chance to #hich no estimated monetar" +alue can e assigned so that a li,el" pa"Foff carl

not e sho#n

$) a decision to #hich no estimated monetar" +alue can e assigned so that a li,el" pa"Foff can

not e sho#n

) a chance to #hich an estimated monetar" +alue ma" e assigned to calculate the most li,el"

pa"Foff

*) a decision to #hich an estimated monetar" +alue ma" e assigned to calculate the most li,el"

pa"Foff P传–的øÐXóÆ5．一个YZ¸Ñ 。

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A) 一个Ôš，‰bOiÎ%3 aì÷Åx*ö÷的回[

$) 一个øÐ，‰bOiÎ %3 aì÷Åx*ö÷的回[

) 一个Ôš，OiÎ一个 %3 úMÅx*ö÷的回[

*) 一个øÐ，OiÎ一个 %3 úMÅx*ö÷的回[

18=．Bou are #or,ing as a project manager for a major usFased pulic compan"．&his morning"ou recei+ed alarming ne#s that the major strategic project "ou are responsile for #ill not e

ale to pro+ide financial enefits to the organi<ation as expected ． &his dra#ac, #ill

significantl" influence future profits of the entire corporation．hat should "ou do right no#'

A) Bou should not o+eract and chec, at least three options efore ma,ing an" decisions．

$) Bou must immediatel" inform the corporate management to ensure real time issuers

disclosures．

) Bou should in+estigate detailed information on the prolem efore escalating it to corporate

nlanagement．

*) Bou should find a uic, solution for the prolem and implement this immediatel"．

ã是一个:l<Pß„的eí²³的项目XY。”Ie[，ãct-V震\的V°，由ã

°的一个1¥M£项目òÀèk组织5Ž¥T的]šÝ†。$ò¥¥vw”õÉ个²

³的Ã润。ã)P2˜œxé'

A) 7Õ^，PR(±Iø×ÙÚu少制x²个öÑžÆ。

$)?@íñJË²³qY¯，ÌÄs题ÍKO67。

) Ps题:¿t²³qY¯ÙÚ，Ùª˜s题的®¯信°。

*)Þg8(ðøs题的ºè，!3ñ•_Ê。

188 ． In order to speed up a project ， "ou made a decision to fastFtrac, a phase currentl"

performed #ith fi+e team memers and another one #hich #as planned to egin in four #ee,s

time #ith another fi+e team memers．hich of the follo#ing acti+ities should "ou do first' A) 3a,e sure that all exit criteria of the consecuti+e phase ha+e een met to ensure the flo# of

communications in a team situation #hich is more complex " a factor of -．

$) 3a,e sure that all entr" criteria of the pre+ious phase ha+e een met " planning and

performing a phase gate meeting to assess technical aptness．

) 3a,e sure that all exit criteria of the pre+ious phase ha+e een met " planning and

performing a phase gate meeting to assess technlcal perlormance．

*) @estructure "our team and delegate tas,s in ordcr to ensure the flo# of communications in a

team situation #hich is more complex " a factor of 4.5

]^±g项目，ãø×5gV进某个EF，$个EF)P由 5 个cd成eÉÊ；一个ò

P›`"lm，由tu 5 个cd成eÉÊ。ã2˜¡进Êƒ„…项DE'

A) Ì认abõ‡EF的U(¤_O足，ÌÄ¤Jza，y]$%&'ƒ¤Jjì“å

æ^ -b。

$)J¼ÅÆ™ÉÊ一个EFš议Mÿ估*+÷J，ìÌ认abÙÚ的EF的进È¤_O

足。

)J¼ÅÆ™ÉÊ一个EFš议Mÿ估*+绩效，ìÌ认abÙÚ的EFU(¤_ŒX

O足。

*)1组ã的cdÎiÎ±~ìÌÄ¤Jza．y]$%&'ƒ¤Jjì“åæ^ 4.5b。

189．hich of the follo#ing tools is used to create a ris, managemcnt plan'

A) @is, planning meetings． $) *ocumentation re+ie#s． ) *ata precision ran,ings． *) *iagramming techniues．

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$) refuse the reuest and report the customer to "our sponsor

) ac,no#ledge the reuest and ad+ise the customer to sumit a formal change reuest

*) con+ene a meeting of the project team and re#rite the scope statement

P一个;l项目5．ã的一个«¬7WãN成一ë:;的QR．$ëQRSPˆ•‚

£5，ã2˜ 。 A)Xy«¬的7Wé，ÑgÀÁ的‚Rl|，$#òMè«¬é`®b§¨

$)]^«¬的7W，~ã的项目Õ起V[`$"-

) ÏÐ«¬的7W，Î‘议«¬¿¢一mˆ•的/0申Ž

*)ÃA项目cdš议，19写项目-.fg&

195．*uring half #a" to the project execution ．"ou #ere assigned as a project manager ．After

careful re+ie#ing of the project，"ou found that the project might ta,e doule the time that the

pre+ious manager estimated．?o#e+er ， the upper management has een told that the project

is on schedule．&he pre+ious manager is an old friend of "ours．#hat #ill "ou do'

A) @eport "our e+aluation to the upper management

$) ?a+e a team meeting to find the alternati+es to meet the project schedule

) 3eet the pre+ious project manager and turn the project ac, ．

*) %xecute the project as planned " the pre+ious manager ．

P项目ÉÊT的5LEF，ãO±a]˜项目的XY。P#项目进Ê认‡ÿ估Ùõ，ãÕ

)项目的QT7jÚ±项目XY估x的QTG一b。ö是，$¯qY‹‘O`Ë˜项目的

进度是PXÅÆ进Ê。Ú±项目XY是ã的一个•no，ãšœxº'

A) ~$¯qY‹Þ»[`ã#项目的ÿ估。

$)Ãlcdš议．×Ø(足/ÅÆ进度的tu·¸žÆ。

) š见Ú±项目XY，pq项目进度。

*)XyÚ±项目XY制x的ÅÆÉÊ项目。19．hen there are conflict in the contract， is the first one should e resol+ed．

A) schedule planning $) deputi<e ) contract term *) criterion

r‚£5ÖP冲突K，¡67ðø的是 DD 。

A) 进度ÅÆ $)¸Y ) ‚£Rr *) Â-

19=．In managing a project．"ou notice that a deli+erale mentioned in the general conditions of

the contraet has not "et een recei+ed ．&he seller ，ho#e+er ，sa"s the special pro+isions of

the contract +oid that dell+erale．hat should "ou do'

A) @euire the deli+erale as in the contract．

$) *o nothing．

) ontact the contract manager ．

*) Send a letter reuiring the deli+erale is met．

P#项目进ÊqY的¼½5，ãä®t‚£一RrbÂ×的一项ö¢付成À还‰bct。

但是，Ôžfg‚£fþRrŒXV^˜ö¢付成À。ã2˜ÞIé'

A) 7W¿1‚£Â×的ö¢付成À。 $) >±Iª«。

)è‚£XY7。 *)签Õs"，7W¿¢ö¢付成À。

198 ． ontract closure procedure and administrati+e closure procedure ha+e se+eral common

characteristics，the follo#ing are their common characteristics except ．

A) exit criteria $) contract term ) srep " step *) acti+ities and responsiilities

‚£cd½ö™Êšcd½öboH相…Ù¸，ìƒ\是¾们的¢£fg，W ̂DD 。 A)U(¤_ $) ‚£Rr )6%¸Y *) DEè°±

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199．hich t"pe of input is the primar" cause of conttact changes'

A) Independent estimates． $) ;rgani<ational policies．

) Statement of #or, ． *) Appro+ed changes reuests

ƒ¹…项ÇÈ是‚£/0的=7/y'

A)Tí估x。 $)组织šÐ。 ) QRfg&。 *)×_的/0ŽW。-00．A procurement audit is a structured re+ie# of the procurement process from procurement

planning through contract administration ． hat is the primar" ojecti+e of a procurement

audit'

A) *etermine the issues #ith "our present contract so that the contraet terms can e modified or

impro+ed．

$) Identif" successes and failures that #arrant transfer to other procurement irems on this project

or to other projects #ithin the performing organi<ation．

) &o ensure that the seller is follo#ing all the terms listed in the contract．

*) &o ensure that the u"er is follo#ing all the terms listed in the contract．

>?ÖÅ指#k>?ÅÆ编制t‚£qY的É个>?¼½的;Z)回。>?ÖÅ的=7

目¤是wx'

A)L×ã目Ú的‚£s题，ì便#‚£Rr进Ê0—™Ôˆ。

$)tþ成Ú™失败ìú¨M项目¬ÉÊ组织的tu项目的>?-项。

) ÌÄÔžXy‚£a„RrÉÊ。

*) ÌÄÓžXy‚£a„RrÉÊ。

51CTO下载-2012年9月考试PMP认证模拟考试一试卷200题

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