2009年項目管理PMP模擬考試習題（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
團隊發(fā)展的四個階段是？
A. 任命，啟動，培訓，溝通
B. 形成，風暴，規(guī)范化，履行
C. 指導，激勵，合作，協(xié)作
D.積極性，計劃編制，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.
你是一個項目的項目經理, 這個項目總時差為-20, 你應該首先做什么?
A. 使用經驗不太豐富的團隊成員。
B. 要求延長項目完工日期。
C. 為關鍵路徑獲得更多的資源。
D.如果整體項目風險已經很明顯, 快速跟進項目。
 
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.
一個項目經理剛剛發(fā)現(xiàn)，她項目上的一個主要分包商在交活兒時總是延誤。負責項目這部分的項目團隊成員與這個分包商的關系也不好。為了解決這個問題，項目經理說：“要解決這個問題，你們雙方都要做一些讓步。”   項目經理使用的是哪種形式的沖突解決方案？
A. 對抗。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.
一個項目經理被分配負責一個由高級管理層支持的項目。從項目一開始，你就與項目經理在如何進行項目和可交付成果是什么等方面存在不同意見。過去你和她在很多問題上都有過分歧。分配給你部門的任務是為項目提供某些關鍵性的工作。你應該怎么做？
A. 提供項目經理所需要的。
B. 把你的擔心告訴你的經理，獲得他們的支持。
C. 在項目的一開始就與項目經理坐下來，詳細說明你對項目的反對意見，并努力找出解決這個問題的方法。
D.請求離開這個項目。
 
5. All the following are risk response strategies except:
A. Retainage
B. Acceptance
C. Transference
D.Avoidance
以下除了哪項都是風險應對策略：
A. 保留金
B. 接受
C. 轉移
D.規(guī)避來源：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.
下列哪種風險事件最可能干擾達到項目進度目標？
A. 在獲得批準時的延誤。
B. 所購買材料成本的增加。
C. 導致要求增加付款的合同糾紛。
D.計劃的成本執(zhí)行審核會議的滑移。

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.
一名項目經理正在做一份項目計劃，他和項目發(fā)起人就項目的變更控制要采取何種行動產生爭論。下列哪項不是一個有效的變更控制系統(tǒng)中的內容？
A. 程序
B. 報告標準
C. 會議
D.教訓

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.
在矩陣組織中團隊建設的一個障礙是：
A. 團隊組織集中在技術上。
B. 團隊成員是借來的，難以激勵。
C. 團隊太集權。
D.團隊太大，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
下面哪些人永遠是項目干系人?
A. 不希望項目完成的人.
B. 將使用項目產品的裝配線工人
C. 來自工程部門的職能經理
D.由于項目而可能失去其公司內職位的人
 
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. 進度， 團隊會議
B. 團隊會議，80小時法則
C. 按進度表工作，工作包
D.團隊會議，電子郵件