2009年項(xiàng)目管理PMP模擬考試習(xí)題（1）

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1. What are the 4 stages of team development?
A. Assignment, kick-of, training, communicating
B. Forming, storming, norming, performing
C. Direction, motivation, cooperation, collaboration
D.Enthusiasm, planning, hope, cooperation
團(tuán)隊(duì)發(fā)展的四個(gè)階段是？
A. 任命，啟動(dòng)，培訓(xùn)，溝通
B. 形成，風(fēng)暴，規(guī)范化，履行
C. 指導(dǎo)，激勵(lì)，合作，協(xié)作
D.積極性，計(jì)劃編制，希望，合作考試大(www．Examda。com)
 
2. You are the project manager on a project that has a total slack of -20.   What should you do FIRST?
A. Use less experienced team members.
B. Request an extension of the project due date.
C. Acquire more resources for critical path tasks.
D.Fast track the project if overall project risk is already too high.
你是一個(gè)項(xiàng)目的項(xiàng)目經(jīng)理, 這個(gè)項(xiàng)目總時(shí)差為-20, 你應(yīng)該首先做什么?
A. 使用經(jīng)驗(yàn)不太豐富的團(tuán)隊(duì)成員。
B. 要求延長(zhǎng)項(xiàng)目完工日期。
C. 為關(guān)鍵路徑獲得更多的資源。
D.如果整體項(xiàng)目風(fēng)險(xiǎn)已經(jīng)很明顯, 快速跟進(jìn)項(xiàng)目。
 
3. A project manager has just found out that a major subcontractor for her   project is consistently late delivering work. The project team member   responsible for this part of the project does not get along with the   subcontractor. To resolve the problem the project manager says, “You both will   have to give up something to solve this problem.” What conflict resolution mode   is she using?
A. Confrontation.
B. Compromise.
C. Smoothing.
D.Communicating.
一個(gè)項(xiàng)目經(jīng)理剛剛發(fā)現(xiàn)，她項(xiàng)目上的一個(gè)主要分包商在交活兒時(shí)總是延誤。負(fù)責(zé)項(xiàng)目這部分的項(xiàng)目團(tuán)隊(duì)成員與這個(gè)分包商的關(guān)系也不好。為了解決這個(gè)問(wèn)題，項(xiàng)目經(jīng)理說(shuō)：“要解決這個(gè)問(wèn)題，你們雙方都要做一些讓步。”   項(xiàng)目經(jīng)理使用的是哪種形式的沖突解決方案？
A. 對(duì)抗。www.Ｅxamda.CoM
B. 妥協(xié)。
C. 安撫。
D.溝通。
 
4. A manager has been given responsibility for a project that has the support   of senior management. From the beginning, you have disagreed with the manager as   to how the project should proceed and what the deliverables should be. You and   she have disagreed over many issues in the past. Your department has been tasked   with providing some key tasks for the project. What should you do?
A. Provide the manager with what she needs.
B. Inform your manager of your concerns to get their support.
C. Sit down with the manager at the beginning of the project and attempt to   describe with you object to the project and discover a way to solve the
D.Ask to be removed from the project.
一個(gè)項(xiàng)目經(jīng)理被分配負(fù)責(zé)一個(gè)由高級(jí)管理層支持的項(xiàng)目。從項(xiàng)目一開(kāi)始，你就與項(xiàng)目經(jīng)理在如何進(jìn)行項(xiàng)目和可交付成果是什么等方面存在不同意見(jiàn)。過(guò)去你和她在很多問(wèn)題上都有過(guò)分歧。分配給你部門(mén)的任務(wù)是為項(xiàng)目提供某些關(guān)鍵性的工作。你應(yīng)該怎么做？
A. 提供項(xiàng)目經(jīng)理所需要的。
B. 把你的擔(dān)心告訴你的經(jīng)理，獲得他們的支持。
C. 在項(xiàng)目的一開(kāi)始就與項(xiàng)目經(jīng)理坐下來(lái)，詳細(xì)說(shuō)明你對(duì)項(xiàng)目的反對(duì)意見(jiàn)，并努力找出解決這個(gè)問(wèn)題的方法。
D.請(qǐng)求離開(kāi)這個(gè)項(xiàng)目。
 
5. All the following are risk response strategies except:
A. Retainage
B. Acceptance
C. Transference
D.Avoidance
以下除了哪項(xiàng)都是風(fēng)險(xiǎn)應(yīng)對(duì)策略：
A. 保留金
B. 接受
C. 轉(zhuǎn)移
D.規(guī)避來(lái)源：www.examda.com

6. Which of the following risk events is MOST likely to interfere with   attaining a projects schedule objective?
A. Delays in obtaining required approvals.
B. Substantial increases in the cost of purchased materials.
C. Contract disputes that generate claims for increased payments.
D.Slippage of the planned post-implementation review meeting.
下列哪種風(fēng)險(xiǎn)事件最可能干擾達(dá)到項(xiàng)目進(jìn)度目標(biāo)？
A. 在獲得批準(zhǔn)時(shí)的延誤。
B. 所購(gòu)買(mǎi)材料成本的增加。
C. 導(dǎo)致要求增加付款的合同糾紛。
D.計(jì)劃的成本執(zhí)行審核會(huì)議的滑移。

7. A project manager is creating a project plan and he and the project   sponsor are arguing about what needs to be done to control changes to the   project. Which of the following is not part of an effective change control   system?
A. Procedures.
B. Standards for reports.
C. Meetings.
D.Lessons learned.
一名項(xiàng)目經(jīng)理正在做一份項(xiàng)目計(jì)劃，他和項(xiàng)目發(fā)起人就項(xiàng)目的變更控制要采取何種行動(dòng)產(chǎn)生爭(zhēng)論。下列哪項(xiàng)不是一個(gè)有效的變更控制系統(tǒng)中的內(nèi)容？
A. 程序
B. 報(bào)告標(biāo)準(zhǔn)
C. 會(huì)議
D.教訓(xùn)

8. An obstacle to team building in a matrix organization is that the:
A. Team organization is technically focused.
B. Team members are borrowed resources and hard to motivate.
C. Teams are too centralized.
D.Teams are too large and therefore very hard to handle.
在矩陣組織中團(tuán)隊(duì)建設(shè)的一個(gè)障礙是：
A. 團(tuán)隊(duì)組織集中在技術(shù)上。
B. 團(tuán)隊(duì)成員是借來(lái)的，難以激勵(lì)。
C. 團(tuán)隊(duì)太集權(quán)。
D.團(tuán)隊(duì)太大，因此，很難管理。
 
9. Which of the following are ALWAYS stakeholders?
A. A person who does not want the project to be completed
B. An assembly line worker that will use the product of the project
C. A functional manager from the engineering department
D.A person who might lose their position in the company because of the   project
下面哪些人永遠(yuǎn)是項(xiàng)目干系人?
A. 不希望項(xiàng)目完成的人.
B. 將使用項(xiàng)目產(chǎn)品的裝配線工人
C. 來(lái)自工程部門(mén)的職能經(jīng)理
D.由于項(xiàng)目而可能失去其公司內(nèi)職位的人
 
10. Two typical formal work allocation methods are：
A. schedules, team meetings.
B. team meetings, 80 hour rule.
C. work-to-list from project schedule, work packages.
D.team meetings, e-mails.
兩種典型的正式工作分配方法是：
A. 進(jìn)度， 團(tuán)隊(duì)會(huì)議
B. 團(tuán)隊(duì)會(huì)議，80小時(shí)法則
C. 按進(jìn)度表工作，工作包
D.團(tuán)隊(duì)會(huì)議，電子郵件