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PMP?當(dāng)天每日一練試題地址：www.xcpkj.com/exam/ExamDay.aspx?t1=33
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PMP?每日一練試題（2022/11/3）在線測試：www.xcpkj.com/exam/ExamDay.aspx?t1=33&day=2022/11/3
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PMP?每日一練試題內(nèi)容（2022/11/3）
試題1
Stakeholders claims that a feature is missing from a deliverable.This feature,was not mentioned in any prior discussions.and was not included in the acceptance criteria however.the stakeholders insist that the feature is necessary to take full advantage of the deliverable, What should the project manager do?
相關(guān)方稱一個可交付成果中遺漏一項(xiàng)功能。之前的任何討論中都沒有提到這項(xiàng)功能，也沒有被納入驗(yàn)收標(biāo)準(zhǔn)。然而，相關(guān)方卻堅(jiān)持認(rèn)為這項(xiàng)功能是必要的.可以充分利用該可交付成果。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Defer implementing the deliverable,and submits a change request for the missing feature.
推遲實(shí)施該可交付成果并為遺漏的功能提交變更請求。
B、Defer implementing the deliverable and begin work on the feature. 推遲實(shí)施該可交付成果并開始遺漏功能的工作。
C、Implement the deliverable and submit a change request for the missing feature. 實(shí)施該可交付成果并為遺漏的功能提交變更請求。
D、Implement the deliverable and begin work on the missing feature. 實(shí)施該可交付成果并開始遺漏功能的工作。查看答案
試題參考答案：A
試題解析與討論：www.xcpkj.com/st/4791611219.html
試題2
The sponsor asks the project manager to provide a cost estimate for a potential new project. Project funding cannot exceed US$400.000.If the rough order of magnitude (ROM) rang e is estimated between US$375,000 and US$875,000,what should the project manager advise the sponsor?
發(fā)起人要求項(xiàng)目經(jīng)理提供一個潛在新項(xiàng)目的成本估算。項(xiàng)目資金不能超過400000 美元。如果粗略量級估算（ROM）的區(qū)間在375000美元和875000美元之間，項(xiàng)目經(jīng)理應(yīng)告訴發(fā)起人什么?
A、Complete the project with US$375,000,leaving a US$25,000 contingency; the project manager knows they can stay within this range by keeping tight controls 用375000美元完成項(xiàng)目，留下25000美元當(dāng)作應(yīng)急儲備;項(xiàng)目經(jīng)理知道通過嚴(yán)格控制，可以保持在這個成本區(qū)間之內(nèi)。
B、Provide the ROM range to the sponsor; let the sponsor decide whether to fund the next phase of the project 向發(fā)起人提供ROM區(qū)間;讓發(fā)起人決定是否為項(xiàng)目下—階段提供資金
C、Assure the sponsor that a better understanding of the costs will be available upon completion of the detailed requirements 向發(fā)起人保證在完成詳細(xì)需求時將會對成本有更好的認(rèn)識
D、Recommend the sponsor not proceed with the project, because it will exceed the funding Constraints 向發(fā)起人建議不要進(jìn)行該項(xiàng)目，因?yàn)閷鲑Y金限制查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/4949523973.html
試題3
一個項(xiàng)目涉及位于全球各地的團(tuán)隊(duì)成員，產(chǎn)生了許多不同意見，新項(xiàng)目經(jīng)理通過成功促進(jìn)團(tuán)隊(duì)協(xié)作和問題解決提高生產(chǎn)力，項(xiàng)目經(jīng)理使用的是什么工具或技術(shù)?
A、沖突管理
B、溝通模型
C、群體決策技術(shù)
D、虛擬團(tuán)隊(duì)查看答案
試題參考答案：A
試題解析與討論：www.xcpkj.com/st/460926398.html
試題4
一個涉及新技術(shù)采購、多個位置、虛擬團(tuán)隊(duì)和外部供應(yīng)商的復(fù)雜項(xiàng)目已成功完成。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?
A、與項(xiàng)目團(tuán)隊(duì)?wèi)c祝
B、召開經(jīng)驗(yàn)教訓(xùn)會議
C、更新組織知識庫
D、識別新項(xiàng)目的機(jī)會查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/4620117873.html
試題5
A project manager has a project that is constantly facing challenges. The sponsor is regularly unavailable to make decisions, there are massive budget overruns, team members are constantly leaving the project,and there is no practical support provided by senior management. What should the project manager do?
項(xiàng)目經(jīng)理管理的一個項(xiàng)目不斷面臨挑戰(zhàn)。發(fā)起人經(jīng)常無法做出決定，存在大量預(yù)算超支，團(tuán)隊(duì)成員不斷從項(xiàng)目離職，高級管理層沒有提供實(shí)際的支持。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Meet with the team to identify what is causing the problems, and escalate it to the steering committee. 與團(tuán)隊(duì)一起開會，以確定造成這些問題的原因，并將其升級上報(bào)給指導(dǎo)委員會。
B、Meet with key stakeholders to determine if the project should be terminated. 與關(guān)鍵相關(guān)方開會，以確定是否應(yīng)該終止項(xiàng)目。
C、Replace team members who have left with new resources to complete the agreed-upon scope.
用新資源替換離職的團(tuán)隊(duì)成員來完成約定的范圍。
D、Reduce the project scope to allow the remaining team members the ability to complete the project. 減少項(xiàng)目范圍，讓剩下的團(tuán)隊(duì)成員有能力完成項(xiàng)目。查看答案
試題參考答案：A
試題解析與討論：www.xcpkj.com/st/4843621684.html
試題6
在項(xiàng)目施工階段，項(xiàng)目發(fā)起人決定對內(nèi)部設(shè)計(jì)進(jìn)行重大修改。項(xiàng)目經(jīng)理通過一對一的方式獲取相關(guān)需求，這屬于哪項(xiàng)技術(shù)?
A、觀察和交談
B、焦點(diǎn)小組會議
C、訪談
D、引導(dǎo)查看答案
試題參考答案：C
試題解析與討論：www.xcpkj.com/st/4819122791.html
試題7
A project manager assumes a project during its execution stage and wants to review the project scope for cost settlement. The project manager discovers that some deliverables were missed in the work breakdown structure(WBS).What should the project manager do first?
項(xiàng)目經(jīng)理負(fù)責(zé)管理一個處于執(zhí)行階段的項(xiàng)目，并希望審查項(xiàng)目范圍以進(jìn)行成本結(jié)算，項(xiàng)目經(jīng)理發(fā)現(xiàn)在工作分解結(jié)構(gòu)（WBS）中遺漏了一項(xiàng)可交付成果.項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?
A、Ask the stakeholders if these missed deliverables need to be added 詢問相關(guān)方是否需要添加這些遺漏的可交付成果
B、Request that the project management office(PMO) approve additional funds for this work 請求項(xiàng)目管理力公室（PMO）批準(zhǔn)這頊工作的額外資金
C、Add the work to the WBS according to the 100 percent rule and recalculate the total project cost根據(jù)10 0%的規(guī)則將工作添加到WBS中，并重新計(jì)算項(xiàng)目總成本
D、Ask subject matter experts(SMEs)to check whether these deliverables are necessary 要求主題專家（SMEs）檢查這些可交付成果是否有必要查看答案
試題參考答案：C
試題解析與討論：www.xcpkj.com/st/479275452.html
試題8
In a construction project, the project manager notices that the y can save $10 million if they use a different mounting system. What should be the project manager's reaction?
在一個施工項(xiàng)目中，項(xiàng)目經(jīng)理注意到如果他們使用不同的安裝系統(tǒng)，將能夠節(jié)約$1000萬。項(xiàng)目經(jīng)理應(yīng)怎么辦?
A、Update the risk register 更新風(fēng)險(xiǎn)登記冊
B、Use the different mounting system 使用不同的安裝系統(tǒng)
C、Propose a change request 提出一項(xiàng)變更請求
D、Exploit the opportunity 開拓該機(jī)會查看答案
試題參考答案：C
試題解析與討論：www.xcpkj.com/st/483788917.html
試題9
成本補(bǔ)償合同的例行審計(jì)中發(fā)現(xiàn)賣方過度報(bào)銷費(fèi)用。如果合同中沒有定義相應(yīng)的糾正措施，買方應(yīng)該怎么做?
A、執(zhí)行項(xiàng)目費(fèi)用支付
B、在問題沒有解決之前暫停支付
C、終止合同并啟動法律措施要求賣方退回過度報(bào)銷的費(fèi)用
D、變更合同以要求更頻繁的審計(jì)查看答案
試題參考答案：A
試題解析與討論：www.xcpkj.com/st/4753911407.html
試題10
有效的溝通對于項(xiàng)目的成功至關(guān)重要。范圍變更、限制條件、假設(shè)、整合與界面要求，重疊的角色和責(zé)任以及其它許多因素都對溝通提出了挑戰(zhàn)。溝通上的障礙很可能導(dǎo)致∶
A、生產(chǎn)力下降
B、敵意增強(qiáng)
C、士氣低落
D、沖突增加查看答案
試題參考答案：D
試題解析與討論：www.xcpkj.com/st/475538781.html
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