PMP考试模拟题Word文件下载.docx

PMP考试模拟题Word文件下载.docx

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Dproject.Theinitialtestresultsareverypoor.Youareafraidyourmanagementmightcanceltheproject,andthiscouldreflectpoorlyuponyou.Verificationtestingcouldbedonequicklyandinexpensively.Youshould:

a.Bethefirsttorecommendcancelingtheproject

b.Informmanagementabouttheresultsandwaitforaresponse

c.Informmanagementimmediatelyandrecommendretestingforverification

d.Withholdtheinformationfrommanagementuntilyouperformadditionalteststoverifytheinitialresults

3.Duringaninformalmeetingwithyourprojectclientyouareofferedasubstantialmonetaryincentivetoaltertheconfigurationoftheproducttomeettheclient'

spersonalneed.Thischangemayresultinadditionalprojectcostsandscheduledelays.Theappropriateactiontotakewouldbe:

a.Refrainfromacceptingtheofferandadvisethecustomertosubmitarequesttothechangecontrolboard.

b.Accepttheofferandissueaninternalconfigurationchangerequesttothedesigngroup

c.Obtainadditionalinformationabouttherequestandthecustomer'

spersonalneedbeforeacceptingtheoffer.

d.Delayacceptanceoftheofferuntilyoucanensurethatyoucanprotectyourselffromanylegalliabilities.

4.Astheprojectmanagerforaverylargeandhighlyvisibleprojectyoureceiveapreliminarypressreleaseforyourapprovalbeforedistribution.Youareexpectedtoapprovethereleasewithoutcomment.Yourreviewidentifiesamajordiscrepancyregardingsomekeyprojectfinancialestimatesthatmaymisleadtheintendedrecipients.Astheprojectmanageritisyourresponsibilityto:

a.Informtheprojectsponsorofthediscrepancyandrefusetoapprovetherelease

b.Approvethereleasebutsendamemotothesponsoradvisingthatyouareawareofthediscrepancyandwillreferanyquestionsyourreceivetothesponsor

c.Completelyrewritethepressreleaseandincludethecorrectinformation

d.Approvethereleaseasrequested

5.Yourprojectisrunningoutofcashandsignificantworkremains.Youaredirectedbyseniormanagementtoinstructyourpeopletouseanotherproject'

schargenumberswhileworkingonyourproject.Youshould:

a.Followinstructions

b.Informthecorporateauditors

c.Understandthebackgroundofmanagement'

sinstructionsbeforetakinganyaction

d.Shutdowntheproject,ifpossible

6.Whilereviewingtheestimatesfromthefunctionalmanagersassignedtoyourprojectyoudiscoverthatonecostestimateisclearlyhigherthanthosesubmittedforpreviousprojects.Youshould:

a.Rejecttheestimateandremovethefunctionalmanagerfromtheproject

b.Requestthesupportingdetailsfortheestimatetoensureithasbeenproperlyprepared.

c.Accepttheestimateandplantousetheadditionalfundingasareserve.

d.Questioneachfunctionalmanagerforinformationaboutthisestimate.

7.Youareworkinginacountrywhereitiscustomarytoexchangegiftsbetweencontractorandcustomer.Yourcompanycodeofconductclearlystatesthatyoucannotacceptgiftsfromanyclient.Failuretoacceptthegiftfromthisclientmayresultinterminationofthecontract.Theactiontotakeinthiscasewouldbe:

a.Providethecustomerwithacopyofyourcompanycodeofconductandrefusethegifts.

b.Exchangegiftswiththecustomerandkeeptheexchangeconfidential

c.Contactyourprojectsponsorand/oryourlegalorpublicrelationsgroupforassistance.

d.Asktheprojectsponsororprojectexecutivetoexchangegifts.

8.Duringyourassignmentasprojectmanageryouaddanewmembertoyourprojectteam.Thisnewteammemberwasrecentlyhiredfromacompetitorandofferstoshareasubstantialamountofproprietaryinformationfromhispreviouscompany.Thisinformationcouldputyouandyourteaminaverystrongpositionforfuturebusiness.Youareawareofanoncompeteclauseinthenewhire'

sconditionofemployment.Youshould:

a.Accepttheinformationandagreetokeepitconfidentialbetweenyouandthenewhire.

b.Reviewtheconditionofemploymentwiththenewhireandadvisehertoreconsidertheoffer.

c.Reviewtheinformationandonlyacceptonlywhatmayhaveadirectimpactontheproject'

sfinancialstatus.

d.Ignoretheoffertoshareandmoveforwardwiththeproject

9.Youareaskedtowriteapaperforyoursponsorsothathe/shecanpresentitatatechnicalmeeting.Youareinformedthathis/hernamewillbetheonlynameonthepaper.Youshould:

a.Followinstructions

b.Followinstructionsbutdemandthatyournamealsoappears

c.Refusetofollowtheinstructions

d.Goovertheheadofyoursponsorseekingadvice

10.Anexampleofaconflictofinterestwouldbe:

a.Asapublicofficialyoumakeadecisionaboutacontractawardthatwillbenefityoupersonally

b.Youandafunctionalmanagerdisagreewithataskcostestimate

c.Yoursponsordecidestocancelyourprojectbecauseitnolongersupportsthecompanystrategy

d.Yourpersonalityconflictswiththatofakeymemberofyourprojectteam.

11.Eachofthefollowingdescribestheuseofanethicalapproachexcept:

a.Attemptingtounderstandthereligiousandculturalsensitivitiesofthecountryinwhichyouhavebeenassigned.

b.Ensuringthatpersonalinterestdoesnotinterferewithyourdecisionmakingprocess.

c.Acceptinggiftsinexchangeforfavoringonecontractoroveranother

d.Maintainingconfidentialityofsensitiveinformationobtainedduringtheprojectlifecycle.

12.Tomaintainthecustomer'

sschedule,massiveovertimewillberequiredbetweenChristmasandNewYears.Manyofyourteammembershaveputinforvacationduringthistime.Youshould:

a.Letthescheduleslipandinformthecustomer

b.Firstgivetheemployeesthechoiceofworkingovertime

c.Maketheemployeescanceltheirvacationplansandworkovertime

d.Hiretemporaryemployeesfortheovertime

13.WhichofthefollowingsituationsdescribesaviolationofthePMPProfessionalCodeofConduct

a.Acceptingagiftthatiswithinthecustomaryguidelinesofthecountryorprovinceyouarecurrentlyworkingin.

b.Useofconfidentialinformationtoadvanceyourpositionorinfluenceacriticaldecision.

c.Complyingwithlawsandregulationsofthestateorprovinceinwhichprojectmanagementservicesareprovided

d.Disclosinginformationtoacustomeraboutasituationthatmayhaveanappearanceofimpropriety.

14.Inordertobalancetheneedsofthemanystakeholdersinvolvedinyourprojectthemostdesirablemethodtoachieveresolutionofconflictswouldbe:

a.Compromise

b.Forcing

c.Controlling

d.Confrontation

15.Youreceiveacontracttoperformtestingforanexternalclient.Aftercontractaward,thecustomerprovidesyouwiththetestmatrixtouseforyour16tests.Thevicepresidentforengineeringsaysthatthecustomer'

stestmatrixiswrong,andshewilluseadifferenttestmatrix,whichshouldgivebetterresults.ThisisaviolationtotheSOW.Supposeyoursponsorisalsothevicepresidentforengineering.Youshould:

a.Usethecustomer'

stestmatrix

b.Usetheengineeringtestmatrixwithouttellingthecustomer

c.Usetheengineeringtestmatrixandinformthecustomer

d.Tellyoursponsorthatyouwanttosetupameetingwiththecustomertoresolvetheconflict

16.Inorderfortheprojectmanagertofullyandeffectivelyunderstandastakeholder'

spersonalconcernsorgrievancesitmaynecessaryto:

a.Askforawrittendescriptionoftheproblemandsubmititthroughtheprojectoffice

b.Scheduleaprojectreviewsessionwiththeentireprojectteam

c.Attempttoempathizewiththestakeholder

d.Involvetheprojectsponsorasanarbitrator

17.Astheleaderofaprojectteam,theprojectmanagermayberequiredtoassessthecompetenciesofhisorherteammembers.Occasionally,someweaknessesorareasforimprovementwillbeidentified.Theprojectmanagershould:

a.Removeanyteammemberswhohavedemonstratedweaknessesincriticalknowledgeareas

b.Communicatethoseweaknessesandestablishaperformanceimprovementprogram

c.Hireadditionalresourcestocompensateforweakareas

d.Waitfortheteammemberstofailinanassignmenttojustifytermination.

18.YouhavejustchangedjobsanddiscoveredthatyournewemployerroutinelyviolatesOSHA/EPAandaffirmativeactionrequirementsonprojects.Youshould:

a.Donothing;

it'

snotyourproblem

b.Startbyaskingmanagementiftheyareawarethatregulationsarebeingviolated

c.Talktothecorporatelegaldepartment

d.Informtheappropriategovernmentagenciesabouttheviolations

19.Theprojectmanagermustbeaneffectivecommunicatortoensurethatprojectstakeholdersreceiveandunderstandprojectrelatedinformationandstatus.Priortodeliveringinformationtothestakeholderstheprojectmanagershouldattemptto:

a.Researchandunderstandtheregionofexperienceofthestakeholderbeforetransmittinginformation

b.Identifyonlythosestakeholdersthathaveathesamebackgroundexperienceastheprojectmanager

c.Filtertheinformationtoremoveanydetails

d.Restrictinformationtospecifictechnicaldetails

20.Aspartofyourprojectplany