PMP®考题样例

乐凯咨询

2018年06月30日

分享到：

PMP考题示例

PMP® 实战考题示例

1. A project manager is unsure if a new project is aligned with the company's long-term goals and objectives. What should the project manager do next?

A. Compare the company's project practices to those of comparable projects.

B. Review the company's best practices and regulations.

C. Consult the company's strategic plan.

D. Run the project based on the company's strategic lessons learned.

Q1 项目经理不确定新项目是否与公司的长期目标相符。项目经理下一步应该怎么做?

A. 将公司的项目实践与类似项目的项目实践对比。

B. 审查公司的最佳实践和规定。

C. 咨询公司的战略规划。

D. 根据公司的战略经验教训管理项目。

2. A stakeholder is requesting a major change to the project scope... The CCB denies the change. What should the project manage do next?

A. Implement the change despite the decision made by the CCB...

B. Include the decision from the CCB in the change log; notify the stakeholders...

C. Recommend that the project be stopped...

D. Meet with the CCB members individually...

Q2 项目相关方要求对项目范围进行重大变更... 但CCB拒绝变更。项目经理接下来应该怎么做?

A. 由变更委员会做出决定...

B. 包括变更委员会的决定，通知利益相关者和项目组这个情况。

C. 建议停止该项目，进行新的要求收集。

D. 与变更委员会成员单独会面，以此来影响和改变他们的决定。

3. A project manager is assigned a new project and discovers some experts believe the software selected will not deliver the anticipated benefits. What should the Project manager do next?

A. Start the sponsor approved project an review the benefits with experts.

B. Create a project charter aligned to the business case...

C. Convene a meeting with experts to revisit the business case...

D. Allow the experts to resolve the issue...

Q3 项目经理被分配管理一个新项目，发现一些专家认为，所选择的软件将不会提供预期效益。项目经理接下来应该怎么做？

A. 开始项目发起人批推的项目，并与专家一起审查绩效。

B. 创建一个商业论证一致的项目章程，并将其提交给发起人的组织批准。

C. 与专家一起召开会议，重新审查商业论证，并获得使用相应软件的协议。

D. 让专家解决这个问题，并为项目团队开始资源规划活动。

4. A client requests a scope change request after accepting the design. This change will have a potential impact on several project components. What is the project manager’s MOST APPROPRIATE response?

A. Convince client to delay change.

B. Analysis infects of schedule and cost due to the change...

C. If this change is critical, then implement it and inform the CCB.

D. Estimate the cost and schedule affected by the change, get approval before implement.

Q4 客户在接受设计之后提出了一项范围变更请求。这个变更可能对许多项目组成部分产生影响。项目经理最适当的回应是什么？

A. 说服客户推迟变更。

B. 对此变更造成费用和进度的影响进行详细的分析，并召开项目团队会议。

C. 如果该变更十分关键，则进行变更，并通知变更控制委员会。

D. 估算变更对于成本和进度的影响，在实施变更之前获得批准。

5. A project manager discovers that, due to existing legislation, a feature cannot be implemented as planned. This will seriously impact the project baseline. What should the project manager have done to avoid this?

A. Spent more time creating a detailed communications management plan.

B. Exercised more strictly control of change requests.

C. Hired a more experienced ground of vendors.

D. Identified assumptions and constraints during project initiation.

Q5 项目经理发现由于现有立法，一项功能不能按计划实施... 若要避免这个问题,项目经理应该事先做什么?

A. 花更多的时间创建详细的沟通管理计划。

B. 实行更严格的变更请求控制。

C. 聘用经验更丰富的供应商团队。

D. 在项目启动期间识别假设条件和制约因素。

💡 答案与详细解析

1. 答案：C
PMBOK®指南第六版P17：“项目是实现组织战略和目标的一种手段...”。了解了公司的战略规划，就能确定新项目是否与公司长期目标相符。

2. 答案：B
根据整体变更的5步流程，CCB拒绝变更属于“批复”阶段。后续步骤应为更新日志和通知相关方。