PMP美國項(xiàng)目管理認(rèn)證模擬練習(xí)題(7)

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PMP美國項(xiàng)目管理認(rèn)證模擬練習(xí)題（7）

1. Quality seems to be your company motto. First the company obtained certification under IS0 9000. Now the CE0 wants to win the Malcolm Award. Each project has a quality statement that is consistent with the organization’s vision and mission. Both internal and external quality assurance is provided on all projects to
A. Provide confidence that the project will satisfy relevant quality standards
B. Monitor specific project results to note whether they comply with relevant quality standards
C. Identify ways to eliminate causes of unsatisfactory results
D. Use inspection to keep errors out of the process
1. 高質(zhì)量似乎是你的公司的信條。首先公司獲得了IS09000質(zhì)量體系認(rèn)證。每個項(xiàng)目都有一個與組織的目標(biāo)和任務(wù)一致的質(zhì)量說明。對于每個項(xiàng)目都需要進(jìn)行內(nèi)部和外部的質(zhì)量保證，以：
A. 保證項(xiàng)目滿足有關(guān)的質(zhì)量標(biāo)準(zhǔn)
B. 監(jiān)控特定的項(xiàng)目成果，以確定它們是否符合相關(guān)質(zhì)量標(biāo)準(zhǔn)
C. 找到消除造成不良后果的因素的方法
D. 通過質(zhì)量檢查以排除項(xiàng)目流程的錯誤

2. Your project team is working to design and manufacture a “smart zipper” that never jams. You established a project. You recognize that some rework may be necessary. The term rework, however, is not used in your organization. You explain that rework is
A. Acceptable under certain circumstances
B. An adjustment made that is based on quality control measurements
C. Action taken to bring a nonconforming item into compliance
D. Not a concern if errors are detected early
2. 你們的項(xiàng)目團(tuán)隊(duì)正在從事設(shè)計(jì)和制造一種永遠(yuǎn)不會被卡住的“輕巧型拉鏈”。你建立了一個質(zhì)量管理系統(tǒng)并在整個項(xiàng)目過程中同時實(shí)施質(zhì)量保證和質(zhì)量控制。你發(fā)現(xiàn)某些工作有必要進(jìn)行返工。然而，在你們公司中從來沒有人在工作上“返工”。你應(yīng)該如何解釋“返工”？
A. 在一定情況下是可以接受的
B. 是基于質(zhì)量控制衡量做出的一種調(diào)整措施
C. 修改一些不符合要求的產(chǎn)品以便它們達(dá)到預(yù)定的要求
D. 如果能夠及早地發(fā)現(xiàn)這些就不用重來一遍了

3. You have been assigned as project manager on what could be a “bet the company” project. If the project is successful, management will be carrying you around on a sedan chair, I fit fails. You will be in the unemployment line. You realize that to be successful you need to exercise maximum control over project resources.
Which form of project organization should you establish for this project?
A. Strong matrix
B. Projectized
C. Project coordinator
D. Weak matrix
3. 你負(fù)責(zé)管理一個項(xiàng)目，這個項(xiàng)目對你來說是成敗在此一舉。如果項(xiàng)目成功了，那么你的前途無量；如果項(xiàng)目失敗了，那么你就要被炒魷魚。你意識到：為了使項(xiàng)目成功，你必須對項(xiàng)目資源具有最大程度的控制。那么你預(yù)備建立哪一種項(xiàng)目組織形式來達(dá)到你的目的
A. 緊密型矩陣
B. 項(xiàng)目型
C. 項(xiàng)目協(xié)調(diào)人
D. 松散型矩陣

4. Which of the following is a group rule for project team building?
A. Do frequent performance appraisals.
B. Ensure that each team member reports to this or her functional manager in addition to the project manager.
C. Start early.
D. Try to solve team political problems.
4. 以下哪一項(xiàng)是項(xiàng)目小組建設(shè)的基本原則：
A. 進(jìn)行經(jīng)常性的績效評估
B. 保證每個團(tuán)隊(duì)成員向他的職能經(jīng)理和項(xiàng)目經(jīng)理報告工作
C. 盡早開始團(tuán)隊(duì)建設(shè)
D. 盡力解決團(tuán)隊(duì)的政治問題

5. International activities and diverse stakeholders are a part of more projects than ever. Because the objectives of time, cost and performance may be interpreted differently for these types of projects, kickoff meetings (even those conducted electronically) are especially important. All the following are objectives of the kickoff meeting except
A. Establishing working relationships and standard formats for global communication
B. Reviewing project plans
C. Establishing individual and group responsibilities and accountabilities
D. Discussing specific legal issues regarding the contract
5. 現(xiàn)在的項(xiàng)目比以往的項(xiàng)目牽扯到更多的國際合作和形形色色的干系人。因此，如果沒有在項(xiàng)目進(jìn)行之前統(tǒng)一大家的理解，那么對項(xiàng)目的時間、成本和業(yè)績方面的目標(biāo)可能會出現(xiàn)各種各樣的解釋，所以項(xiàng)目動員大會是非常重要的（即使是通過多媒體的形式召開的動員大會也是具有重要的意義）。下列各項(xiàng)中，哪一項(xiàng)不屬于動員大會的目標(biāo)？
A.確立項(xiàng)目各部分的溝通關(guān)系和標(biāo)準(zhǔn)形式
B.審閱項(xiàng)目計(jì)劃
C.確定個人和小組的不勝任和義務(wù)
D.討論與合同有關(guān)的、具體的法律問題

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