240道PMP项目管理专家考试练习题答案.docx

240道PMP项目管理专家考试练习题答案.docx

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240道PMP项目管理专家考试练习题答案

Reference:

 PMBOK8.2.2.1&8.1.2.1

2）Youareinchargeofdevelopinganewproductforabank.Yourqualitymetricsarebasedonthe80thpercentileofeachofthelastthreeproductsdeveloped.Thisisanexampleof:

A. Statisticalsampling

B. Metrics

C. Benchmarking

D. Operationaldefinitions

Reference:

 PMBOK12.6and10.4

3）Thetwoclosingproceduresarecalled:

A. Contractcloseoutandscopeverification

B. Contractcloseoutandadministrativeclosure

C. Projectclosureandproductverification

D. Projectclosureandlessonslearned

Reference:

 PMBOK5.1.2.1

4）Scoringmodels,comparativeapproachesandbenefitcontributionareallpartof:

A. Constrainedoptimizationmodelsforselectingaproject

B. Benefitmeasurementmodelsforselectingaproject

C. Qualitymeasurementtechniques

D. Informationdistributiontools

Reference:

 PMBOK6.4.2

5）DuringthescheduledevelopmentprocesstheProjectManagermayhavetogothroughseveraliterationsoftheschedulebeforeestablishingtheschedulebaseline.Allofthefollowingaretoolsandtechniquesthatmaybeusedduringthisprocess:

A. CriticalPathMethod,GERT,ResourceRequirements

B. ResourceLevelingHeuristics,MathematicalAnalysis,Calendars

C. Durationcompression,ResourceLevelingHeuristics,PERT

D. GERT,PERT,LeadsandLags

Reference:

 PrinciplesofPMp.162

6）Whichofthefollowingmodelsofconflictresolutionallowsacoolingoffperiod,butseldomresolvestheissueinthelongterm?

A. Problemsolving

B. Withdrawal

C. Forcing

D. Smoothing

Reference:

 EarnedValueProjectManagementp.138

7）The“ToCompletePerformanceIndex”（TCPI）iscalculatedby:

A. Subtractingtheactualcoststodatefromtheestimateatcompletion

B. Dividingthebudgetedcostoftheremainingworkbythedifferencebetweentheestimateatcompletionandactualcoststodate

C. Multiplyingtheestimateatcompletionbythecumulativecostperformanceindex

D. Addingtheestimateatcompletiontotheactualcoststodateandmultiplyingbythecumulativecostperformanceindex

Reference:

 PMBOK2.3.1

8）Acomplexprojectwillfitbestinwhattypeoforganization?

A. Functional

B. Cross-functional

C. Matrix

D. Balanced

9）e

10）d

11）ePMBOK,pg.11

12）aPMBOK,pg.12

13）aPMBOK,pg.47andglossarydefinitionforScope

14）bDefinition"a"isanOBS.SeePMBOK,pg.56

15）c

16）ePMBOK,pg.57

17）dPMBOK,pg.56

18）cAnswer"d",scopechanges,isanoutputoftheScopeChangeControlProcess.PMBOK,pg.56

19）dPMBOK,pg.57

20）b

21）a

22）ePMBOK,pg.48

23）cESIChallenge!

question18

24）c

25）d

26）e

27）c

28）a

29）B

30）A

31）EFreefloatistheamountoftimeanactivitycanbedelayedwithoutaffectingthestarttimeofthesucceedingactivity.

32）C

33）A

34）E

35）C

36）C

37）CESIQuestions,#23

38）E

39）BLewis,pg.181

40）D

41）E

42）D

43）B

44）A

45）BCPI=BCWP/ACWP=1.2Thismeansthatforeverydollarspent,theprojectisacheiving

$1.20ofvalue.

46）BCostbaselineisanoutputofCostBudgeting

47）D

48）E

49）DCostbaselineisanoutputofCostBudgetingandaninputtoCostControl.

50）D

51）E

52）C（OptionAispercentspent）

53）A

54）E

55）D

56）B

57）A

58）E

59）E

60）B

61）D

62）C

63）B

64）A

65）B

66）D

67）DQualityauditsareusedduringQualityAssurance

68）C

69）E

70）A

71）DOptionBisfromCIIPublication10-2;OptionCisfromISO8402）

72）A

73）C

74）B

75）D

76）E

77）B

78）A

79）E

80）D

81）B

82）E

83）C

84）D

85）B

86）C

87）A

88）D

89）C

90）Eproject-baseorganizationsfallinto2categories:

organizationsthatderivetheirrevenueprimarilyfromperformingprojectsforothersandorganizationsthatuseamanagementby

projectsapproach--meaningthattheytypicallyhavemanagementsystemssuchas

financial,accounting,tracking,andreportingspecificallydesignedtosupportprojectmanagement.PMBOK,pg.17

91）ASeeAdams,"PrinciplesofProjectManagement",pg.74andVerma's,"HRSkillsforthePM",pg.233

92）BComplicatesteamdevelopmentbecauseteammembersareaccountabletoboththeirfunctionalmanagerandtheprojectmanager.

93）C

94）B

95）ARecruitmentpracticesisaninputofStaffAcquisition.

96）AForcingestablishesawin-losesituation

97）B

98）BVerma's"HRSkillsforthePM",pg.71-73

99）C"A"ispartofGoal-SettingTheory"and"B"ispartoftheContigencyTheory

100）DAdefinitiveresolutionisacheivedwhenacompromiseisreachedandacceptedasajustsolutionbyallpartiesinconflict.

101）C

102）AThestaffingmanagementplanoftenincludesresourcehistograms

103）B

104）E

105）B

106）DAssumesthatthemediausedfordistancecommunicationisacceptable（faxorphoneisoperational）

107）D

108）ADecodingisdecipheringamessageonceassimilated.

109）B

110）C

111）AReferenceVijayVerma's,HumanResourceSkillsfortheProjectManager,pgs.18-21

112）ATheoutputsarechangerequestsandperformancereports.StakeholderreportsareexamplesofperformancereportsandBareexamplesoftheformatsforperformancereports.

113）BInthemodernview,conflictisinevitableandisanaturalresultofchange.Ifmanagedproperly,conflictisfrequentlybeneficial.Withdrawaltendstominimizeconflictbutalsofailstoresolvetheissue.

114）ECommunicationinvolvestheexchangeofinformationandimpliesasenderandareceiver.

115）D

116）B

117）A

118）B

119）CReferenceVerma,"HRskilsforthePM",pg.218

120）C

121）D

122）B

123）D

124）C

125）C

126）B

127）D

128）AAworkaroundisanunplannedresponsetoanegativeriskevent.OptionCisthedefinitionofcontingencyreserve.

129）D

130）C

131）A

132）D

133）B

134）B

135）A

136）C

137）D

138）B

139）D

140）C

141）B

142）E

143）E

144）c

145）e

146）a（particularyifbuyerwishestoexercisesomedegreeofinfluenceorcontroloversubcontractingdecisions）

147）d

148）e

149）a

150）e

151）d（proposalsistheotherinput.procurementdocumentsareinputintotheSolicitationProcess）

152）d

153）e

154）d

155）d

156）a

157）b

158）aisimplied

159）e

160）c

161）b

162）d

163）c

164）Noanswer

165）Noanswer

166）Noanswer

167）1isout.Thereisnoindicationofnorecovery.1）overbudgetandcannotrecover2isoutperCPI.2）underbudget3isoutsinceicannotdeterminetheprojectstage.3）overbudgetandearlyinitsevolutionHereisourchamp!

4）nointerferencecambemade

168）C

169）A

170）DUtilityTheoryfrom Wideman""UtilityTheory,endeavorstoformalizemanagementattitudetowardsrisk""Techniquesthattakeintoaccounttheattitudetowardsriskofthedecisionmaker"

171）B-PMBOK,pg51-5.2

172）A-PMBOK,pg47-5-ProductScope&Requirements,Projectscope&Plan

173）D-PMBOK,pg49-5.1

174）A-PMBOK,pg50-5.1.2.1

175）B-PMBOK,pg54-5.3.3.1,ProjectMgmt,Kerzner,pg543-550

176）C-PMBOK,pg56-5.3.5.1

177）D-ProjectMgmt,Kerzner,pg583

178）C-ManagingProjectsinOrganizations,Frame,pg16

179）B-PMBOK,pg49-5.1

180）A-PMBOK,pg58-5.5.2.1

181）B-PMBOK,pg47

182）D-PMBOK,pg47

183）C-PMBOK,pg49-5.1.1.1

184）B-PMBOK,pg48-Figure5-1

185）B-PMBOK,pg50-5.1.3.2

186）D-PMBOK,pg51-5.2

187）B-PMBOK,pg51-5.2.2.1

188）A-PMBOK,pg51-5.2.2.3

189）C-PMBOK,pg52-5.2.3.3

190）B-PMBOK,pg53-5.3.2.2.

191）D

192）DExplanationisthatachangerequestislikelytohaveanimpactoncostsandmayresultineitheranincreaseoradecreaseintheprojectbudget.PMI1996,page80-7.4.3.1

193）A.Explanation:

Themostcommonlyusedmethodofperformancemeasurement,earnedvalueanalysisintegratesscope,cost,andschedulemeasurestoassessprojectperformancebycalculatingBCWS,ACWP,andBCWPforeachactivity.FlemingandKoppelman1996,108;PMI®1996,108-10.3.2.4

194）D.Targetprofitis$10,000Actualcostis$90,000whichisbelowthetargetof$100,000.Thesavingis$100,000-$90,000=$10,000.Shareratiois70/30,whichmeant70%forbuyerand30%forseller（whenIansweredthisproblemlastmonth,Iamnotevenawareoftherealmeaning）,sothismeansthatthesellerget30%of$10,000or$3,000.Thesellerwillnowget$90,000（actualcost）+$10,000（targetprofit）+incentiveof$3,000=>atotalof$103,000.ThisisD.

195）MostlikelyB,howeverthePMBOKisnotdefiniteonthediffbtwsponsor,clientandcustomer

196）C.Aisout-commplanningisnotcore.B&Disout-samereason.ForthisquestionwehavetorefertoFig3.5.PerthePMBOK3.3.2（lastparagraphonpage30）coreplanningprocessesare:

ScopePlanning,ScopeDefinition,ActivityDefinition,ActivitySequencing,ActivityDurationEstimating,ScheduleDevelopment,ResourcePlanning,CostEstimating,CostBudgeting,ProjectPlanDevelopment.

197）A10.2.2PMBOK.AlthoughAmatchesthePMBOKinverbage.ThemeaningofBhastheessentiallythesamemeaningasA.Thedifferencesaretoosubstle,thereforebothA&Bcanbecorrectforthis.

198）CorB

199）5

200）4&5-PMBOKHRMgmt,pg99-101."Teamdevelopmentincludesbothenhancingtheabilityofstakeholderstocontributeasindividualsaswellasenhancingtheabilityoftheteamtofunctionasateam.Individualdevelopment（managerialandtechnical）isthefoundationnecessarytodeveloptheteam.Developmentasateamiscriticaltotheproject’sabilitytomeetitsobjectives."DifferencebetweenTeamDevtandteamBuilding-PMBOKpg99section9.3TeamDevelopmentisaprocessontheHRMgmtknowledgearea.TeamBuildingisatools&Techniquefor