每期慧翔天地小編都會(huì)附上5~10道PMP?綜合測(cè)試題，以幫助大家達(dá)到練習(xí)的效果，本期PMP試題答案會(huì)附加在下一期的結(jié)尾。大家如果想了解2025年P(guān)MP?考試報(bào)考流程、PMP?報(bào)考時(shí)間、PMP?報(bào)考條件、PMP?報(bào)考費(fèi)用、PMP?報(bào)考資格測(cè)評(píng)等等均可訪問站內(nèi)進(jìn)行了解。

       PMP備考刷題交流群：667625965（點(diǎn)擊一鍵加群）

　　6、A new project manager is assigned to a project that is already in progress.Because there are so many resources involved,the new project manager is confused about who does what.What document can the new project manager consult to clear their confusion?

　　一名新的項(xiàng)目經(jīng)理被任命管理一個(gè)項(xiàng)目，而該項(xiàng)目已經(jīng)在進(jìn)行中。由于涉及到的資源非常多，新的項(xiàng)目經(jīng)理弄不清楚每個(gè)人的職責(zé)范圍。新的項(xiàng)目經(jīng)理可以參閱什么文件來(lái)解除他的困惑?

　　A、Project organization chart項(xiàng)目組織圖

　　B、Organization breakdown structure組織分解結(jié)構(gòu)

　　C、Responsibility assignment matrix責(zé)任分配矩陣

　　D、Resource breakdown structure資源分解結(jié)構(gòu)

　　7、During a project with a large number of similar deliverables.a team member develops a proposal for a new quality inspect ion method.Estimating that the new method will create a time savings of approximately 15%for each deliverable,this new implementation method is not expected to affect costs or quality.What option should the project manager choose?

　　在一個(gè)擁有大量可交付成果的項(xiàng)目中，團(tuán)隊(duì)成員制定了一份新質(zhì)量檢查方法的建議書，預(yù)計(jì)新的方法可將可交付成果節(jié)約大約15%的時(shí)間，這個(gè)新實(shí)施的方法不會(huì)影響到成本或質(zhì)量。

　　項(xiàng)目經(jīng)理應(yīng)該選擇以下哪一個(gè)選項(xiàng)?

　　A、Implement the new method immediately to save as much time as possible.立即實(shí)施新方法，節(jié)約盡可能多的時(shí)間。

　　B、Reject the change because of the high risk of additional efforts and delays.拒絕變更，因?yàn)榇嬖陬~外工作和延期的高風(fēng)險(xiǎn)。

　　C、Ask the team member to prove this claim of 15%savings by involving additional experts.通過(guò)讓其他專家參與，讓團(tuán)隊(duì)成員證明能夠解決1 5%的時(shí)間的觀點(diǎn)。

　　D、Implement the the new method in a small number of deliverables to verify the amount of time saved.在少量可交付成果上實(shí)施新方法，來(lái)驗(yàn)證所能節(jié)約的時(shí)間量。

　　8、一個(gè)財(cái)務(wù)項(xiàng)目旨在為公司客戶實(shí)現(xiàn)風(fēng)險(xiǎn)評(píng)級(jí)計(jì)算的自動(dòng)化，在工作績(jī)效評(píng)審期間，項(xiàng)目發(fā)起人確定風(fēng)險(xiǎn)評(píng)級(jí)計(jì)算不準(zhǔn)確。項(xiàng)目經(jīng)理應(yīng)該審查哪—份計(jì)劃來(lái)解決這個(gè)問題?

　　A、質(zhì)量管理計(jì)劃

　　B、風(fēng)險(xiǎn)管理計(jì)劃

　　C、變更管理

　　D、項(xiàng)目管理計(jì)劃

　　9、A project to build a 1.2 kilometer runway is budgeted at US$1 million,and is estimated to a 100 meters of runway every month.The project manager is asked by senior management to report the status to the sponsor monthly using earned value management(EVM).After six months,600 meters of the runway is completed.And US$600,000 has been spent.Which of the following should the project manager report to the sponsor?

　　某項(xiàng)目要建設(shè)一條1.2公里的跑道，項(xiàng)目預(yù)算為100萬(wàn)美元，預(yù)計(jì)每個(gè)月建設(shè)100米跑道。高級(jí)管理層要求項(xiàng)目經(jīng)理使用掙值管理（EVM）每月向項(xiàng)目發(fā)起人匯報(bào)狀態(tài)。六個(gè)月后，已經(jīng)完成了600米的跑道，且已經(jīng)支出600.000美元。

　　項(xiàng)目經(jīng)理應(yīng)該向項(xiàng)目發(fā)起人匯報(bào)下列哪一項(xiàng)?

　　A、The project has a cost performance index of 0.83 and a schedule performance index of 1.The project is on time,but is likely to be over budget.

　　項(xiàng)目的成本績(jī)效指數(shù)為0.83，進(jìn)度績(jī)效指數(shù)為1.項(xiàng)目能按時(shí)完成，但是有可能超出預(yù)算

　　B、The project has a cost performance index of 0.6 and a schedule performance index of 1.Due to the S-Curve,The project is likely to be completed on time and on budget.

　　項(xiàng)目的成本績(jī)效指數(shù)為0.6，進(jìn)度績(jī)效指數(shù)為1.依照S-曲線，項(xiàng)目有可能按時(shí)按預(yù)算完成

　　C、Work is progressing well with an earned value of US$600,000,and it is expected to be completed on time工作進(jìn)展良好，掙值為600.000美元，預(yù)算將按時(shí)完成

　　D、Work is progressing well,however,the project will to over budget.There is insufficient information available to create an estimate using EVM.

　　工作進(jìn)展良好，但是，項(xiàng)目有可能超出預(yù)算。沒有足夠的信息來(lái)使用EVM創(chuàng)建預(yù)算

　　10、A project is experiencing difficulties and the project status re port is due.However the project sponsor is on leave.What should the project manager do?

　　一個(gè)項(xiàng)目遇到困難.且項(xiàng)目狀態(tài)報(bào)告到期。但是.項(xiàng)目發(fā)起人正在休假。項(xiàng)目經(jīng)理應(yīng)該做什么?

　　A、Ask team members to directly communicate the project's progress to their business contacts.要求團(tuán)隊(duì)成員直接將項(xiàng)目進(jìn)度傳達(dá)給他們的業(yè)務(wù)聯(lián)系人。

　　B、Send the status report to the project management office(PMO),and ask the PMO manager to distribute a summary.將狀態(tài)報(bào)告發(fā)送到項(xiàng)目管理辦公室（PMO）。并要求PMO經(jīng)理分發(fā)摘要。

　　C、Send the status report as planned.按計(jì)劃發(fā)送狀態(tài)報(bào)告。

　　D、Hold distribution of the status report until the project sponsor returns.暫停分發(fā)狀態(tài)報(bào)告直到項(xiàng)目發(fā)起人休假回來(lái)。

　　PMP備考每日試題（250125）點(diǎn)擊跳轉(zhuǎn)

      （250125）答案

　　1、C

　　2、A

　　3、B

　　4、D

　　5、C