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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（2023/2/4）在線測(cè)試：www.xcpkj.com/exam/ExamDay.aspx?t1=33&day=2023/2/4
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PMP?每日一練試題內(nèi)容（2023/2/4）
試題1
Because there are too many conflicting discussions for the project deliverables,a project for the implementation of the new system encountered a problem when it is published, leading to the project manager to leave the company. A new project manager is assigned to the pro1ect. What is the new project manager should first take action?
由于對(duì)于項(xiàng)目可交付成果有太多互相矛盾的討論，一個(gè)實(shí)施新系統(tǒng)的項(xiàng)目在發(fā)布時(shí)發(fā)生問題，導(dǎo)致項(xiàng)目經(jīng)理離開公司。一名新項(xiàng)目經(jīng)理被分配到該項(xiàng)目中。新項(xiàng)目經(jīng)理首先應(yīng)該采取的行動(dòng)是什么?
A、Finalize the project management plan and communicate with relevant stakeholders. 完成項(xiàng)目管理計(jì)劃，并與相關(guān)相關(guān)方溝通。
B、Escalate to the project sponsor and seek support to deal with the ongoing discussions. 上報(bào)項(xiàng)目發(fā)起人，并尋求支持，來處理正在進(jìn)行的討論。
C、Develop a work breakdown structure and communicate with all relevant stakeholders. 制作工作分解結(jié)構(gòu)，并與所有相關(guān)相關(guān)方溝通。
D、Formalize a project charter and request approval from the sponsor and the key stakeholder. 正式確定項(xiàng)目章程，并要求獲得項(xiàng)目發(fā)起人和關(guān)鍵相關(guān)方的批準(zhǔn)。查看答案
試題參考答案：D
試題解析與討論：www.xcpkj.com/st/484233276.html
試題2
在設(shè)計(jì)任務(wù)100%完成之前，項(xiàng)目經(jīng)理正在制定交付時(shí)間長(zhǎng)的物品的采購(gòu)計(jì)劃，項(xiàng)目經(jīng)理應(yīng)使用哪個(gè)緊前關(guān)系繪圖法（PDM）依賴關(guān)系?
A、開始到完成（SF）
B、完成到完成（FF）
C、開始到開始（SS）
D、完成到開始（FS）查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/4622611286.html
試題3
項(xiàng)目章程準(zhǔn)之后，項(xiàng)目經(jīng)理開始使用儲(chǔ)備分析進(jìn)行預(yù)算工作，哪些文件支持這項(xiàng)工作?
A、項(xiàng)目資金需求，成本基準(zhǔn)和項(xiàng)目?jī)?chǔ)備計(jì)劃
B、范圍基準(zhǔn)，風(fēng)險(xiǎn)登記冊(cè)和項(xiàng)目進(jìn)度計(jì)劃
C、質(zhì)量管理計(jì)劃，項(xiàng)目資金需求和風(fēng)險(xiǎn)登記冊(cè)
D、范圍基準(zhǔn)，時(shí)間基準(zhǔn)和批準(zhǔn)的變更請(qǐng)求查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/464776129.html
試題4
A project team is developing the work breakdown structure (WBS)for a project. Completion of the project is contingent upon delivery of multiple subprojects. To move forward wit h the WBS, what should the project team do?
項(xiàng)目團(tuán)隊(duì)正在為項(xiàng)目開發(fā)工作分解結(jié)構(gòu)（WBS）。該項(xiàng)目的完成取決于多個(gè)子項(xiàng)目交付。為了進(jìn)行WBS，項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)該怎么做?
A、Generate a decomposition of the subproject. 生成的子項(xiàng)目分解。
B、Use a rolling wave planning technique until all deliverables are clear and agreed upon. 使用滾動(dòng)式規(guī)劃技術(shù)，直到所有交付物都清楚和一致為止。。
C、Divide the deliverable of the subproject into work packages. 把子項(xiàng)目可交付成果為工作包。
D、List missing deliverables as a risk to the risk register 將缺失的可交付成果列為風(fēng)險(xiǎn)登記冊(cè)的風(fēng)險(xiǎn)。查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/4814910711.html
試題5
某項(xiàng)目已進(jìn)行了9個(gè)月，并預(yù)計(jì)將在3個(gè)月內(nèi)結(jié)束。使用掙值管理方法，掙值/計(jì)劃價(jià)值的比率大于1。請(qǐng)問目前項(xiàng)目是什么狀態(tài)?（）
A、超出預(yù)算
B、落后進(jìn)度
C、低于預(yù)算
D、提前進(jìn)度查看答案
試題參考答案：D
試題解析與討論：www.xcpkj.com/st/4893625965.html
試題6
A customer is surprised about a change made to a deliverable. The project manager explains that this change was communicated via email,and that there is a possibility that the em ail has not yet been read. What should the project manager h ave done differently?
客戶對(duì)某個(gè)可交付成果的變更感到驚訝.項(xiàng)目經(jīng)理解釋說，這一變更是通過電子郵件溝通的，客戶有可能還沒有閱讀電子郵件.項(xiàng)目經(jīng)理事先應(yīng)該采取哪—項(xiàng)不同做法?
A、Ensured that the communication cycle was complete d, and asked the customer to confirm receipt of the information 確保已完成溝通循環(huán)，并要求客戶確認(rèn)已收到信息
B、Sent a follow-up email to determine if the customer re ad the first email,and obtained a read confirmation 發(fā)送一封跟進(jìn)電子郵件已確定客戶是否閱讀了第一封電子郵件，并獲得已閱讀確認(rèn)
C、Called,rather than emailed,the customer with all details，and asked them to send a confirmation給客戶打電話（而不是通過電子郵件）告訴客戶所有詳細(xì)信息，并要求他們發(fā)送確認(rèn)信
D、Developed the communications management plan 制定溝通管理計(jì)劃查看答案
試題參考答案：D
試題解析與討論：www.xcpkj.com/st/478058105.html
試題7
根據(jù)項(xiàng)目計(jì)劃，項(xiàng)目的狀態(tài)如下∶按每小時(shí)28美元的勞動(dòng)費(fèi)率，工作1000小時(shí)，計(jì)劃花費(fèi)28000美元。監(jiān)控成本時(shí)，項(xiàng)目經(jīng)理確定成本績(jī)效指數(shù)為0.8。項(xiàng)目的實(shí)際成本為40000美元。項(xiàng)目的進(jìn)度偏差是多少?（）
A、-12000元
B、4000美元
C、5600美元
D、12000美元查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/4892719590.html
試題8
一個(gè)項(xiàng)目可交付成果延期并錯(cuò)過了截止日期，團(tuán)隊(duì)領(lǐng)導(dǎo)為這些問題責(zé)備初級(jí)團(tuán)隊(duì)成員。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、與該團(tuán)隊(duì)領(lǐng)導(dǎo)召開一對(duì)一的會(huì)議
B、執(zhí)行風(fēng)險(xiǎn)評(píng)估
C、與初級(jí)團(tuán)隊(duì)成員協(xié)商進(jìn)度計(jì)劃
D、與同事討論，識(shí)別根本原因查看答案
試題參考答案：D
試題解析與討論：www.xcpkj.com/st/4632821134.html
試題9
The asphalt highway project that the project manager is managing is 50% complete. The PM planned on having 4,000 square yards of asphalt placed by now,but in actuality. They've finished placing 8,000 square yards. The estimated cost forth is work was $1 per square yard. The actual cost for this work is $ 8,000.
What does this tell the project manager?
項(xiàng)目經(jīng)理管理的瀝青公路項(xiàng)目已完工50%。項(xiàng)目經(jīng)理原本計(jì)劃到現(xiàn)在為止鋪4000平方碼的瀝青。而實(shí)際上他們已經(jīng)鋪完了8000平方碼。這項(xiàng)工作的估算成本為1美元/平方碼，實(shí)際花費(fèi)8000美元。這告訴項(xiàng)目經(jīng)理什么信息?（）
A、EV is 2.
B、SPI is 2.
C、SPI is 0.50.
D、SV is 0.50查看答案
試題參考答案：B
試題解析與討論：www.xcpkj.com/st/4896817701.html
試題10
敏捷團(tuán)隊(duì)完成了產(chǎn)品開發(fā)階段，并核實(shí)所有測(cè)試均已通過，但客戶報(bào)告對(duì)質(zhì)量和性能不滿意。若要避免這種情況，敏捷項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)該在產(chǎn)品發(fā)布之前做什么？
A．召開一次回顧會(huì)議，核實(shí)項(xiàng)目可交付成果
B．執(zhí)行對(duì)所有需求的評(píng)審
C．獲得項(xiàng)目發(fā)起人的批準(zhǔn)
D．在計(jì)劃的演示中，收集項(xiàng)目干系人反饋查看答案
試題參考答案：D
試題解析與討論：www.xcpkj.com/st/5252520429.html
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