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.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
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