PMP®每日一练试题（2022/8/1）

当前位置：信管网 >> PMP^® >> 每日一练 >> 文章内容

来源：信管网 2022年08月02日【所有评论】

PMP®当天每日一练试题地址：www.cnitpm.com/exam/ExamDay.aspx?t1=33

往期PMP®每日一练试题汇总：www.cnitpm.com/class/27/e33_1.html

PMP®每日一练试题（2022/8/1）在线测试：www.cnitpm.com/exam/ExamDay.aspx?t1=33&day=2022/8/1

点击查看：更多PMP®习题与指导

PMP®每日一练试题内容（2022/8/1）

试题1
A key user representative involved in product validation activities proposes changes to some tasks and deliverables outlined in the project's methodology.These changes would considerably impact the validation strategy defined during the planning phase.What should the project manager do first?
参与产品核实活动的一名关键用户代表提出对项目方法中所述的一些任务和可交付成果进行变更，这些变更将对规划阶段所定义的核实策略造成相当大的影响。项目经理首先应该做什么?
A、Remove the key user representative from the validation team 将该关键用户代表从核实团队开除
B、Include the project management office (PMO) in the discussion 将项目管理办公室（PMO）包含进讨论中
C、Send an e-mail to the key user representative with the agreed-upon methodology outlined in the planning phase 向关键用户代表发送一封电子邮件，并附上规划阶段中所述的约定方法
D、Maintain authority and ensure the validation strategy is executed as planned 保留职权，并确保按计划执行
查看答案
试题参考答案：C
试题解析与讨论：www.cnitpm.com/st/4762025231.html
试题2
project requires that a feasibility study be conducted for the s ale of products in a new country. What type of contract should the project manager use
一个项目需要进行在一个新国家销售产品的可行性研究，项目经理应该使用什么合同类型
A、Cost plus award fee（CPAF）. 成本加奖励费用合同。(CPAF)()
B、Cost plus incentive fee（CPIF）. 成本加激励费用合同(CPIF)。
C、Time and material（T&M）. 工料合同（T&M）。
D、Fixed price with economic price adjustment(FP - EPA). 总价加经济价格调整合同（FP - EPA）。
查看答案
试题参考答案：C
试题解析与讨论：www.cnitpm.com/st/479306381.html
试题3
An organization is completing a critical milestone during the construction of residential properties. The project is fully sponsored by the government. Ten days prior to completion oft his key project phase, affected community members begin a four-day protest,causing the project to be put on hold.W hat should the project manager do?
一家组织正在完成一个住宅物业施工过程的一个很重要里程碑，该项目由政府全力赞助.在这个关键项目阶段完成前十天，受影响的社区成员开始为期四天的抗议活动，导致项目被搁置.项目经理应该怎么做?
A、Mitigate the risk. 减轻风险.
B、Increase effort on the project. 为项目付出更多努力.
C、Review the timeline. 审查时间表.
D、Escalate the issue to the project sponsor. 将该问题升级上报给项目发起人.
查看答案
试题参考答案：D
试题解析与讨论：www.cnitpm.com/st/480423658.html
试题4
After a long and frustrating day, your company CEO found himself circling the attendant's booth at the adjacent parking garage in a futile attempt to find his way out of the building (h is limousine driver had taken the day off).He approached the building manager the next day and said he would have his staff design an improved system for vehicle egress and ingress. You are the project manager for this project. You decide to use flow charting to()
某天晚上下班的时候，由于司机休假，你们公司的CEO 不得不自己开车。但是他怎么也找不到出楼的路，加上他本来已经比较疲惫了，所以他感到非常恼火。第二天就找人要改善本楼的出入系统，以方便大家进出。而你正是这个出入系统的项目经理，你决定用流程图来做什么事情?（）
A、Help analyze how problems occur 帮助分析问题是如何出现的
B、Show dependencies between tasks 表明任务之间的依赖关系
C、Show the results of a process 说明一个流程的结果
D、Forecast future outcomes 预测未来成果
查看答案
试题参考答案：A
试题解析与讨论：www.cnitpm.com/st/496048259.html
试题5
一名新项目发起人接管一个处于执行阶段的项目。项目发起人要求项目经理停止批准项目资源时间表。相反，发起人将该任务分配给另一名团队成员。若要重新确立控制权，项目经理下一步应该做什么?
A、组织项目发起人召开会议，确定新的批准流程
B、遵循新项目发起人的指示，将任务委托给团队成员
C、和项目发起人讨论资源管理计划
D、和项目发起人讨论项目章程中提供的职权
查看答案
试题参考答案：D
试题解析与讨论：www.cnitpm.com/st/482868700.html
试题6
The project manager must complete the project in the shortest time possible. To do so,the Project manager decides to schedule non-dependent tasks so they occur simultaneously, Which technique is the manager employing?()
项目经理必须在尽可能短的时间内完成项目。为做到这一点，项目经理决定安排相互独立的任务，以便可以同时执行。项目经理使用的是什么技巧?（）
A、Crashing the project timeline 压缩项目时间（赶工）
B、Allowing team members to work overtime 允许团队成员加班工作
C、Fast tracking the project 项目快速跟进
D、Scheduling a phased implementation 安排分阶段实施
查看答案
试题参考答案：C
试题解析与讨论：www.cnitpm.com/st/493849980.html
试题7
在项目环境下，有关沟通的论述哪一个是正确的:
A、项目经理必须承担主要责任，以确保发出的信息已经收到
B、有效的会议、“作战室”可以促进有效的沟通
C、如果一个项目有12个人，则其沟通通道有42条
D、大多数项目经理有30%的时间投入到沟通中
查看答案
试题参考答案：B
试题解析与讨论：www.cnitpm.com/st/426412410.html
试题8
A project manager sends out regular status reports to all stakeholders with bulleted lists of project accomplishments,up coming objectives,and and current challenges. However, some stakeholders still complain that they do not and understand the project's status,What should the project manager do?
项目经理向所有相关方发送定期状态报告，报告内容包，括项目成就列表，即将完成的目标和目前的挑战.但是，一些相关方仍抱怨说他们不了解项目的状态项目经理应该怎么做?
A、Contact those stakeholders to and understand their concerns,and follow the change request process prior to implementing changes. 联系这些相关方以了解他们担心的问题，并在实施变更之前遵循变更请求过程(m)
B、Distribute a new,more-detailed status report to those stakeholders. 向这些相关方分发一些新的，更详细的状态报告
C、Ask those stakeholders to review the communications management plan and provide them with an updated status report. 要求这些相关方审查沟通管理计划并向他们提供最新的状态报告
D、Meet with those stakeholders and the project team to provide a more-detailed project status update. 与这些相关方和项目团队开会，以提供更详细的项目状态更新
查看答案
试题参考答案：C
试题解析与讨论：www.cnitpm.com/st/4792127293.html
试题9
项目经理正在管理价值300万美元，涉及两个供应商的项目，项目即将收尾。需要下列哪项信息?
A、风险管理计划
B、项目章程
C、采购文档
D、供应商管理计划
查看答案
试题参考答案：C
试题解析与讨论：www.cnitpm.com/st/4827425093.html
试题10
The project sponsor informs a project manager that even tough a completed project was on schedule,within budget, and met scope requirements, the customer is dissatisfied with the final product. What should the project manager have done to avoid this?
A. Scheduled more meetings while developing a quality management plan.
B.Ensure that deliverables meet the requirements listed in the quality control measurements.
C.Implement the Ishikawa diagram tool.
D. Complete the requirements tracking matrix.
项目发起人通知项目经理，即使已完成的项目符合进度计划，在预算范围内并满足范围需求，但客户对最终产品感到不满意。若要避免这种情况，项目经理应该事先做什么?
A、在制定质量管理计划的同时安排更多的会议
B、确保可交付成果符合质量控制测量结果中列出的要求
C、实施石川图工具
D、完成需求跟踪矩阵
查看答案
试题参考答案：D
试题解析与讨论：www.cnitpm.com/st/476161114.html