PMP考试模拟题Word文件下载.docx
《PMP考试模拟题Word文件下载.docx》由会员分享,可在线阅读,更多相关《PMP考试模拟题Word文件下载.docx(7页珍藏版)》请在冰豆网上搜索。
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