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1、PMP考試試題一：????Duringaproductdevelopmentproject,theprojectmanagermustdetermineifthemanufacturingprocessisstable,whatshouldtheprojectmanagerreview?????A.Controlchart????B.Fishbonediagram????C.Runchart????D.Paretchart????在一個(gè)產(chǎn)品開(kāi)發(fā)項(xiàng)目期間，項(xiàng)目經(jīng)理必須確定生產(chǎn)流程是否登記，項(xiàng)目經(jīng)理必須決定生產(chǎn)流程是否穩(wěn)定,項(xiàng)目經(jīng)理應(yīng)該回顧如下哪項(xiàng)？????A.控制圖????B.魚(yú)骨圖????C.

2、趨勢(shì)圖????D.帕累托圖????PMP參考答案：A.控制圖????PMP考試試題二：????Whilecreatingtheagendaforastatusmeetingwiththeteam,aprojectmanagerreceivesinputfromoneteammemberthatanitemshouldbeadded.Anotherteammembersaystheteamisnotreadytoresolvetheitemduringthemeeting.Aftermuchdiscussion,theprojectmanagerdecidestoputtheitemonthea

3、gendaasaninitialdiscussionitemonly.Whichconflictresolutiontechniqueistheprojectmanagerusing?????A.Compromise.????B.Smoothing.????C.Forcing.????D.Withdrawal.????在確定和團(tuán)隊(duì)成員召開(kāi)狀態(tài)會(huì)議的日程時(shí)，一團(tuán)隊(duì)成員告訴項(xiàng)目經(jīng)理說(shuō)有一項(xiàng)內(nèi)容需要增加進(jìn)來(lái)。而另外一成員在會(huì)上說(shuō)該成員還沒(méi)有做好解決此項(xiàng)內(nèi)容的準(zhǔn)備。最后，項(xiàng)目經(jīng)理決定只在會(huì)議上開(kāi)始討論一下此項(xiàng)內(nèi)容。項(xiàng)目經(jīng)理使用了哪種沖突解決辦法？????A．妥協(xié)。????B．緩解。????C．強(qiáng)制。?

4、???D．撤退。?????PMP參考答案：A．妥協(xié)。??PMP考試試題一：????Youprovideaprojectcostestimatetotheprojectsponsor.Heisunhappywiththeestimate,becausehethinksthepriceshouldbelower.Heasksyoutocut15percentofftheprojectestimate.Whatshouldyoudo?????A.Starttheprojectandconstantlylookforcostsavings.????B.Tellalltheteammemberstocu

5、t15percentfromtheirestimates.????C.Informthesponsoroftheactivitiestobecut.????D.Addadditionalresourceswithlowhourlyrates.????你向項(xiàng)目出資人提供了項(xiàng)目的成本估算，他對(duì)估算不滿意，因?yàn)樗J(rèn)為價(jià)格太高了。他要你削減項(xiàng)目估算的15%，你該怎么做？????A.啟動(dòng)該項(xiàng)目，并不斷的節(jié)約成本????B.告訴所有團(tuán)隊(duì)成員削減其估算的15%????C.告訴出資人要削減的活動(dòng)????D.加入工資率低的額外資源????PMP參考答案：C.告訴出資人要削減的活動(dòng)????PMP考試試題二：???

6、?AprojectmanagerforasmallconstructioncompanyhasaprojectthatwasbudgetedforUS$130,000overasix-weekperiod.Accordingtoherschedule,theprojectshouldhavecostUS$60,000todate.However,ithascostUS$90,000todate.Theprojectisalsobehindschedule,becausetheoriginalestimateswerenotaccurate.WhohasthePRIMARYresponsibil

7、itytosolvethisproblem?????A.Projectmanager.????B.Seniormanagement.????C.Projectsponsor.????D.Manageroftheprojectmanagementoffice.????一位項(xiàng)目經(jīng)理負(fù)責(zé)一個(gè)小型的建筑項(xiàng)目。項(xiàng)目的預(yù)算是130000，工期是6個(gè)星期。截至到目前，項(xiàng)目的實(shí)際成本是90000，而項(xiàng)目的預(yù)期預(yù)算