1． You are assigned project manager responsible for developing andimplementing an Enterprise Resource Planning system for your company． You plan to source out the ERPapplication software and you know that it is crucial to plan the real timesystem for the project success． Therefore, you team up a planning group with your key stakeholders． Which could help you for theproject planning?
A．Make or buy analysis
B．Utilize application knowledge and historical information fromprevious projects
C．Conducting benefit cost analysis
D．Utilizing project management information system
1．你被任命为一个项目经理，负责设计开发和执行一套企业资源规划系统（即ERP系统）。你将与组织外的供货商签约，后者提供ERP软件。你认识到详细规划这些实时系统是成功的关键，因此组建了一个由重要股东组成的小组准备计划。为了帮助项目计划的制定，你应该：
A．分析是进行“自造”还是“购买”
B．利用课程知识和以前项目积累的历史信息
C．收益—成本分析
D．利用项目管理信息系统
2．You are running a communications project． The project deliverables andsystem requirements have been agreed upon by the client, the management andother stakeholders． Up to now, the project is progressing on schedule and stakeholdersseem to be content with it． Recently you are notified of a new regulation from governmentauthorities that would cause changes to the performance factor of the project． In order to integrate the changeinto the project plan, you should:
A．Convene a CCB meeting
B．Change the work package, schedule and project plan to meet the newrequirement
C．Prepare a change request
D．Notify stakeholders of the coming new project plan
2．你正在进行一个通信项目。有关产品和系统的要求已经确定并得到了客户，管理阶层和其它股东的同意。工作正在按照时间表进行之中。到目前各方对进展似乎都很满意。你得知一项新的政府管理方面的要求将会引起项目的一个绩效指标的变更。为使这个变更包括在项目计划之中，你应该：
A．召集变更控制委员会会议
B．改变工作分解包，项目时间表和项目计划以反映该管理要求
C．准备变更请求
D．通知受到影响的股东将要对项目立即采取的新计划
3．Which of the following is not one type of communication barriers?
A．Blockers
B．Filtering
C．Unfamiliar with the subject
D．Noise
3．哪一种不属于沟通的一种障碍类型？
A．阻碍
B．过滤
C．不熟悉专题
D．噪音
4．Your project schedule is tight and in danger of falling behind whentwo team members start disrupting status meetings by arguing with each other． As project manager, what is theBEST thing you can do?
A．Separate the two until the project is back on track
B．Speak with each team member and give each a verbal warning
C．Discuss the problem with the manager of the two team member
D．Meet with both team members and their manager to determine thesource of conflict
4．你的项目计划进度很紧，而且处于进度落后的危险之中，这时两个团队成员吵了起来，干扰了正在进行的状态会议。作为项目经理你好应该：
A．把这两个人分开，直到项目恢复正规
B．分别和他们谈话，给于口头警告
C．和他们的经理讨论这个问题
D．和他们两人以及他们的经理讨论确定冲突的来源
5．What tool is used to describe the coding structure used to reportfinancial information in its general ledger?
A．Chart of accounts
B．Balance sheet
C．WBS dictionary
D．Code of accounts
5．什么工具用于描述财务报告信息在公司总帐目中的编码结构？
A．会计科目
B．平衡表
C．WBS词典
D．记账码
6．Your company is considering investing in several very large projects． You need a rough idea of whatthese projects will cost． What type of cost estimate should you request?
A．RAM
B．Budgetary
C．Bottom-up
D．ROM
6．你的公司在考虑投资几个大型项目。你需要大致了解这些项目的成本。你使用什么估算？
A．RAM
B．预算估算
C．自下而上
D．量级估算
7．What type of chart would you use to show cumulative earned valueanalysis data?
A．Gantt chart
B．S - curve
C．Histogram
D．Bar chart
7．哪个图是用来显示累计挣值分析的？
A．甘特图
B．S曲线
C．直方图
D．横道图
8．Which of the following statements is true?
A．Project teams should focus on delivering the required levels ofquality, not grade．
B．Low quality is not always a problem．
C．Low grade is not always a problem．
D．Grade is a category given to items with the same functional use andtechnical characteristics．
8．下面哪一种说法是正确的？
A．项目经理应该专注于达到规定的质量而不是等级
B．低的质量并不总是一个问题
C．低的等级并不总是一个问题
D．等级可以归为具有相同功能和相同技术特特征的品类
9．Which quality tool or technique, applied most often in productdesign, helps identify which factors might influence specific variables byusing statistical methods?
A．Control charts
B．Design of experiments
C．Six sigma
D．Statistical sampling
9．哪个质量工具或方法常用于产品设计，使用统计学方法帮助识别哪个参数对特定的变量影响大？
A．控制图
B．试验设计
C．六西格玛
D．统计抽样
10．Scrap and rework are examples of what type of cost of quality?
A．Appraisal
B．Prevention
C．Internal failure
D．External failure
10．废料和返工是哪一种质量成本的例子？
A．评估
B．预防
C．内部失败
D．外部失败
11．William Ouchi introduced an approach to management based on theJapanese approach to motivating workers． What is his theory called?
A．Theory X
B．Theory Y
C．Theory Z
D．Theory A
11．威廉Ouchi介绍了一种基于日本的激励员工的方法，叫什么？
A．X理论
B．Y理论
C．Z理论
D．A理论
12．What tool is a form of network analysis where resource managementconcerns drive scheduling decisions?
A．Critical chain scheduling
B．PERT
C．Critical path method
D．Resource loading
12．下面哪一种网络分析方法中，资源管理考虑构成了项目进度决策的驱动因素？
A．关键链进度法
B．PERT
C．关键路径法
D．资源负荷
13．You are working hard to be an excellent project manager． But you found that you have atendency to come up with a decision on you own judgment． If you wish to approach an issueby standing in others’ shoes, what should you do?
A．Empathic listening skills
B．Speaking skills
C．Presentation skills
D．Active listening skills
13．你在努力成为一个优秀PM，你发现自己习惯直接下结论。你想多从别人角度看问题，应该发展哪项技能？
A．换位的倾听技巧
B．演说技巧
C．演示技巧
D．积极倾听技巧
14．You are reviewing the performance of a large project you aremanaging with many deliverables． You know that several very senior managers will be at the meeting． What type of reports should youfocus on to show the high level accomplishments to date?
A．Pareto chart
B．Earned value chart
C．Milestone chart
D．Budget chart
14．你准备进行一个拥有许多交付成果的大型项目的绩效评审，你知道将有几个高级主管到场。哪种类型的报告适合展示高层次的完成情况？
A．帕雷托图
B．挣值报告
C．里程碑图
D．预算图
15．If a project team goes from five to eight people, how many morecommunications channels are there?
A．18
B．10
C．12
D．15
15．如果项目组成员从5个变成8个，增加了多少个沟通渠道？
A．18
B．10
C．12
D． 15
16．Which of the following is most appropriate for face-to-facecommunication?
A．Providing a permanent record of key project decisions
B．Addressing negative behavior of one of your project team members
C．Encouraging creative thinking of project team members
D．Asking information questions of key project stakeholders
16．有很多沟通的方法，下列哪种情况适合“面对面”的沟通？
A．提供一个关键项目决策的永久记录时
B．针对一个团队成员的负面行为时
C．鼓励团队成员的创新思维时
D．询问关键干系人信息时
17．What type of meeting is normally held at the beginning of a projector project phase to discuss project objectives and plans?
A．A strategy meeting
B．A kickoff meeting
C．A SWOT meeting
D．A goal meeting
17．下面哪一种会议通常在项目或阶段初进行，讨论项目目标和计划？
A．战略会议
B．开工会议
C．SWOT会议
D．目标会议
18．Your organization categorizes risks in terms of colors: red for highrisk, yellow for medium risk, and green for low risk． What type of risk analysis are youusing?
A．Quantitative risk analysis
B．Color-coded risk analysis
C．Simulation risk analysis
D．Qualitative risk analysis
18．你的公司按照颜色把风险归类，红色代表高风险，黄色代表中等风险，绿色代表低风险，这种风险分析方法叫做：
A．量化风险分析
B．颜色代码风险分析
C．模拟风险分析
D．定性风险分析
19．The project manager is having a conflict with project personnel． Which of the following methodsdecreases the immediate intensity of the conflict?
A．Smoothing
B．Compromising
C．Confronting
D．Forcing
19．项目经理和项目成员发生了冲突，下面哪一种办法可以马上降低冲突的紧张程度？
A．圆滑
B．妥协
C．对撞
D．强迫
20．You need to use suppliers to provide several different products andservices for your project．You want to create a document to describe the work in enough detailto allow prospective sellers to bid on them． What document should you create?
A．A contract
B．A proposal
C．A bidder's statement
D．A SOW
20．你需要供应商为你的项目提供几种不同的产品和服务。你希望建立一个详细的文档，描述工作足够的细节以便供应商来竞标，这是什么文件？
A．一份合同
B．一份建议书
C．投标人声明
D．一份工作说明书
21．You need to purchase 1,000 off-the-shelf computers for a project． What type of document should yousend to potential suppliers?
A．A proposal
B．An RFQ
C．A SOW
D．An RFP
21．你需要为采购1000台笔记本电脑，你应该给潜在供应商法发出什么文件？
A．一份建议书
B．一份RFQ
C．一份工作说明书
D．一份RFP
22．Which of the following is not a good practice to follow to ensureadequate change control on projects that involve outside contracts?
A．Document changes in writing and inform project stakeholders of thechanges
B．Include an impact analysis when evaluating any proposed change
C．Include a Monte Carlo analysis whenevaluating any proposed change
D．Review, approve, and document changes to any part of the project thesame way it was done for the original plan
22．要保证对外包合同有充分的变更控制下面哪一种做法不是一个佳做法？
A．书面记录变更并把变更通知干系人
B．评估任何建议的变更时，包括一个影响评估
C．评估任何建议的变更时，包括一个蒙特卡洛分析
D．就像对待项目初计划一样，审核、批准、记录项目任何部分发生的变更
23．In PMI's PMP Code of Conduct, members are asked to provide accurateand truthful representations concerning information related to all of thefollowing areas with the exception of which of the following?
A．Examination applications
B．Test item banks
C．Supervisor information
D．Candidate information
23．按照PMI的PMP行为守则，会员应该提供真实、准确的信息报告，但不包括：
A．考试申请信息
B．测试题目库
C．主管的信息
D．考试人信息
24．Your project concerns adding two new machines to the production line． You have just finished calculatingpotential dates for each of your activities． The “Prepare Flooring” activity is scheduled for an early startdate of May 16, an early finish date of May 31, a late start date of June 1,and a late finish date of June 16． The “Install Lighting” activity is scheduled for an early startdate of June 3, an early finish date of June 30, a late start date of July 1,and a late finish date of July 28．If the two activities are Finish-Start dependency, what is theestimated duration for the two activities based upon “start as early aspossible” principle?
A．44 days．
B．46 days．
C．48 days．
D．50 days．
24．你的项目是要给生产线增加两台机器。你计算了每一个活动的可能日期。“准备地基”活动的计划早开工是5月16日，早完工是5月31日，迟开工日期为6月1日，迟完工日期是6月16日。“安装灯光”活动的计划早开工是6月3日，早完工是6月30日，迟开工日期为7月1日，迟完工日期是7月28日。两个活动为完成—开始关系，按照早开工原则，项目历时应该是多少天？
A．44天
B．46天
C．48天
D．50天
25．Your organization has very little experience working with peoplefrom a particular country．You have just been awarded a contract to develop an importantproduct for this country．What should you recommend to your project team and sponsor?
A．Hire people born in that country to join the team and handle mostcommunications
B．Read good books about that country to understand it better
C．Attend training to gain a better understanding of people from thatcountry
D．Take language classes to learn to speak at least some common phrasesin that language
25．你的公司缺少在某一个国家工作的经验，而你刚刚被授予了一份在该国执行的合同。你对你的团队和发起人有什么建议？
A．雇佣该国的人员加入项目团队处理大部分沟通问题
B．阅读一些书以更好的理解这个国家
C．参加培训以更好的理解这个国家的人
D．学习该国语言，至少学会说一些常用的词语
26．An service company is promoting management by objectives, as aproject manager, you know that management by objectives works only if:
A．It is supported by management
B．The rules are written down
C．The company’s projects support the objectives
D．The company’s employees are willing to do it
26．一家服务公司正在公司内部推行目标管理，作为项目经理，你知道要有效的推行目标管理，只有：
A．获得管理层的支持
B．成文的规则
C．公司项目支持这些目标
D．公司雇员愿意做
27．An contractor has undertaken a project with estimated constructioncost at $1500, material cost at $6500 and a 50% incentive． When the project is completedwithin the required 240 hours, the actual material cost is $6200, so, the finalpayment to the contractor is $7850． What type of contract is implemented in the case?
A．CPFF
B．CPPC
C．FPIF
D．CPIF
27．一个承包商承建一个仓库，施工成本是1500元，物料6500元，加50％奖励。承包商在240小时完成，实际物料成本是6200元。后承包商得到7850元，他们使用的是什么合同？
A．CPFF
B．CPPC
C．FPIF
D．CPIF
28．The contractor has signed off a Firm Fixed Price contract with theowner after the design specification is finalized． However, the contractor has delayed the project kickoff threemonths due to inadequate funding． As a project manager of the owner side, what should you do?
A．Implement risk response plan
B．Negotiate with the contractor about the completion
C．Add resources to the project to ensure timely completion
D．Use management reserve
28．在确定了设计规范后，承包商与业主签订了FFP合同。但由于资金不足，承包商3个月后才开始，作为业主方项目经理你应该：
A．实施风险应对计划
B．与客户谈判项目完成时间
C．为使项目按时完成，增加资源
D．利用管理储备
29．By regular contract audits, you can detect which part in the costreimbursement contract is overcharged．What if overcharged is detected and you do not have any clausesstipulated in the contract?
A．Continue to pay
B．Refuse to pay until there is a clear settlement
C．Declare the contract void
D．Change the contract to include more audits
29．成本报销合同的例行审计可以确定合同是否要价过高。如果发现要价过高，而合同没有规定纠正措施，买方应该：
A．继续支付
B．终止付款，直到问题解决
C．宣布合同无效
D．对合同进行变更，增加审计次数
30．When disputes arise in the course of contract implementation, one ofthe solutions is to submit to the stipulated impartial third party for apossible settlement． The process is called:
A．Alternative dispute resolution
B．Problem processing
C．Steering resolution
D．Mediation litigation
30．合同执行过程出现问题，其中一个解决方法就是把它提交给指定的不偏不倚的第三方解决，这个过程叫：
A．可供选择的争端解决
B．问题处理
C．指导解决
D．仲裁申诉
31．An oil field development project manager believes that modifying theproject scope may increase production and will increase the owner’s profit level． What should the project managerdo?
A．Change the WBS
B．Contact the customer to improve understanding
C．Call a meeting with the project team
D．Update the scope management plan
31．一个油田开发项目的经理认为修改项目范围可以增加产量并提高业主的利润率，他应该：
A．变更WBS
B．联系客户、加强了解
C．召集项目团队会议
D．更新项目管理计划
32．Which of the following is an important input to scope verification?
A．Deliverables
B．Historical information
C．Formal acceptance
D．Change request
32．以下哪项是范围核实的重要依据？
A．可交付成果
B．历史信息
C．正式验收
D．变更请求
33．System analysis/engineering, value engineering, value analysis andfunctional analysis are all examples of?
A．Alternatives identification
B．Expert judgment
C．Product analysis
D．Scope verification
33．系统分析/系统工程、价值工程/价值分析和功能分析属于什么的例子？
A．替代方案识别
B．专家判断
C．产品分析
D．范围核实
34．You get a report from your team members that certain projectdeliverables have been attained without performing all the assigned workpackages in the WBS． The best thing you should do is to:
A．Communicate the changes to all team member and stakeholders
B．Direct the change through the Change Control System
C．Change the project performance measurement baseline
D．Change the project communication management process
34．你收到项目团队的一个报告说，项目的交付成果完成了，但是没有执行WBS中的
某些工作包，你应该做的是什么：
A．把变更向团队成员和干系人沟通
B．通过变更控制系统指导这个变更
C．改变项目绩效测量基准
D．改变项目沟通管理计划
35．A deliverable fails to give expected results, but was formallyaccepted by the customer． Which of the following best describes the activity involved?
A．Inspection
B．Rework
C．Quality audit
D．Scope verification
35．一个交付成果未能达到预期的结果，但是客户依然正式验收了。这是什么活动？
A．检验
B．返工
C．质量审计
D．范围核实
36．When managing a new product development project, a technical issuehinders the progress, you decide to invite experts and use Delphi Technique,You should:
A．Make sure the experts consulted are recognized for their inputs
B．Compare information and work toward a single opinion
C．Consult all the stakeholders
D．Arrange the meeting in a conference room to obtain consensus
36．你管理一个新产品开发项目，一个技术问题影响了项目进度，你决定邀请专家用德尔菲技术进行讨论，你应该：
A．保证专家的输入能够识别出来
B．比较专家信息，然后达成一种意见
C．咨询所有干系人
D．在会议室安排会议达成共识
37．You are just assigned as a Project Manager to a new petrochemicalfacility construction project and have been given the complete project scopeyou will first:
A．Create a project plan using the WBS
B．Confirm that all the stakeholders have had input to the scope ofwork
C．Form a team to create the procurement plan
D．Create a network diagram
37．你刚刚被任命为一个新石化建设项目的经理，你拿到了完整的项目范围，接下来你应该：
A．用WBS建立一个项目计划
B．确认所有干系人都对项目范围提供了输入
C．组建一个团队建立采购计划
D．建立一个网络图
38．When managing a fixed price lump sum contract, the project managerrealizes that one of the large customer-requested changes might impact theproject schedule, he should:
A．Discuss with the stakeholder
B．Meet with the team members
C．Renegotiate the contract with construction personnel
D．Follow the change control system
38．在管理一个固定价格合同时，项目经理发现客户提出的一个重大变更可能影响项目进度，他应该：
A．与干系人讨论
B．会见团队成员
C．和施工人员就合同重新谈判
D．执行变更控制系统
39．When training new project team members, you were asked what shouldbe done during scope verification, your answer should be:
A．Verify product correctness
B．Create WBS
C．Inspection
D．Performance measurement
39．在培训新的项目团队成员时，项目团队成员问你范围核实应该怎么做，你的回答是：
A．核实产品的正确性
B．建立WBS
C．检验
D．绩效测量
40．You have just finished most of the work on a new systems integrationproject when the seller comes to you with detailed procedures for closeout ofthe contract． The contractincluded closeout procedures． What should you do?
A．Revise the closeout procedures after getting management's approval
B．Get a change order
C．Create new procedures that are more complete
D．Assess the quality of the seller's new detailed procedures and ifthey are better than the current procedures, use them
40．你刚刚完成一个系统集成项目的大部分工作，供应商找到你拿出一个详细的合同收尾程序。你应该：
A．获得管理层批准后修订收尾程序
B．获得一个变更单
C．建立一个更加完善的程序
D．评估供应商新的详细程序的质量，如果好于现在的程序，就予采纳
A．Make or buy analysis
B．Utilize application knowledge and historical information fromprevious projects
C．Conducting benefit cost analysis
D．Utilizing project management information system
1．你被任命为一个项目经理，负责设计开发和执行一套企业资源规划系统（即ERP系统）。你将与组织外的供货商签约，后者提供ERP软件。你认识到详细规划这些实时系统是成功的关键，因此组建了一个由重要股东组成的小组准备计划。为了帮助项目计划的制定，你应该：
A．分析是进行“自造”还是“购买”
B．利用课程知识和以前项目积累的历史信息
C．收益—成本分析
D．利用项目管理信息系统
2．You are running a communications project． The project deliverables andsystem requirements have been agreed upon by the client, the management andother stakeholders． Up to now, the project is progressing on schedule and stakeholdersseem to be content with it． Recently you are notified of a new regulation from governmentauthorities that would cause changes to the performance factor of the project． In order to integrate the changeinto the project plan, you should:
A．Convene a CCB meeting
B．Change the work package, schedule and project plan to meet the newrequirement
C．Prepare a change request
D．Notify stakeholders of the coming new project plan
2．你正在进行一个通信项目。有关产品和系统的要求已经确定并得到了客户，管理阶层和其它股东的同意。工作正在按照时间表进行之中。到目前各方对进展似乎都很满意。你得知一项新的政府管理方面的要求将会引起项目的一个绩效指标的变更。为使这个变更包括在项目计划之中，你应该：
A．召集变更控制委员会会议
B．改变工作分解包，项目时间表和项目计划以反映该管理要求
C．准备变更请求
D．通知受到影响的股东将要对项目立即采取的新计划
3．Which of the following is not one type of communication barriers?
A．Blockers
B．Filtering
C．Unfamiliar with the subject
D．Noise
3．哪一种不属于沟通的一种障碍类型？
A．阻碍
B．过滤
C．不熟悉专题
D．噪音
4．Your project schedule is tight and in danger of falling behind whentwo team members start disrupting status meetings by arguing with each other． As project manager, what is theBEST thing you can do?
A．Separate the two until the project is back on track
B．Speak with each team member and give each a verbal warning
C．Discuss the problem with the manager of the two team member
D．Meet with both team members and their manager to determine thesource of conflict
4．你的项目计划进度很紧，而且处于进度落后的危险之中，这时两个团队成员吵了起来，干扰了正在进行的状态会议。作为项目经理你好应该：
A．把这两个人分开，直到项目恢复正规
B．分别和他们谈话，给于口头警告
C．和他们的经理讨论这个问题
D．和他们两人以及他们的经理讨论确定冲突的来源
5．What tool is used to describe the coding structure used to reportfinancial information in its general ledger?
A．Chart of accounts
B．Balance sheet
C．WBS dictionary
D．Code of accounts
5．什么工具用于描述财务报告信息在公司总帐目中的编码结构？
A．会计科目
B．平衡表
C．WBS词典
D．记账码
6．Your company is considering investing in several very large projects． You need a rough idea of whatthese projects will cost． What type of cost estimate should you request?
A．RAM
B．Budgetary
C．Bottom-up
D．ROM
6．你的公司在考虑投资几个大型项目。你需要大致了解这些项目的成本。你使用什么估算？
A．RAM
B．预算估算
C．自下而上
D．量级估算
7．What type of chart would you use to show cumulative earned valueanalysis data?
A．Gantt chart
B．S - curve
C．Histogram
D．Bar chart
7．哪个图是用来显示累计挣值分析的？
A．甘特图
B．S曲线
C．直方图
D．横道图
8．Which of the following statements is true?
A．Project teams should focus on delivering the required levels ofquality, not grade．
B．Low quality is not always a problem．
C．Low grade is not always a problem．
D．Grade is a category given to items with the same functional use andtechnical characteristics．
8．下面哪一种说法是正确的？
A．项目经理应该专注于达到规定的质量而不是等级
B．低的质量并不总是一个问题
C．低的等级并不总是一个问题
D．等级可以归为具有相同功能和相同技术特特征的品类
9．Which quality tool or technique, applied most often in productdesign, helps identify which factors might influence specific variables byusing statistical methods?
A．Control charts
B．Design of experiments
C．Six sigma
D．Statistical sampling
9．哪个质量工具或方法常用于产品设计，使用统计学方法帮助识别哪个参数对特定的变量影响大？
A．控制图
B．试验设计
C．六西格玛
D．统计抽样
10．Scrap and rework are examples of what type of cost of quality?
A．Appraisal
B．Prevention
C．Internal failure
D．External failure
10．废料和返工是哪一种质量成本的例子？
A．评估
B．预防
C．内部失败
D．外部失败
11．William Ouchi introduced an approach to management based on theJapanese approach to motivating workers． What is his theory called?
A．Theory X
B．Theory Y
C．Theory Z
D．Theory A
11．威廉Ouchi介绍了一种基于日本的激励员工的方法，叫什么？
A．X理论
B．Y理论
C．Z理论
D．A理论
12．What tool is a form of network analysis where resource managementconcerns drive scheduling decisions?
A．Critical chain scheduling
B．PERT
C．Critical path method
D．Resource loading
12．下面哪一种网络分析方法中，资源管理考虑构成了项目进度决策的驱动因素？
A．关键链进度法
B．PERT
C．关键路径法
D．资源负荷
13．You are working hard to be an excellent project manager． But you found that you have atendency to come up with a decision on you own judgment． If you wish to approach an issueby standing in others’ shoes, what should you do?
A．Empathic listening skills
B．Speaking skills
C．Presentation skills
D．Active listening skills
13．你在努力成为一个优秀PM，你发现自己习惯直接下结论。你想多从别人角度看问题，应该发展哪项技能？
A．换位的倾听技巧
B．演说技巧
C．演示技巧
D．积极倾听技巧
14．You are reviewing the performance of a large project you aremanaging with many deliverables． You know that several very senior managers will be at the meeting． What type of reports should youfocus on to show the high level accomplishments to date?
A．Pareto chart
B．Earned value chart
C．Milestone chart
D．Budget chart
14．你准备进行一个拥有许多交付成果的大型项目的绩效评审，你知道将有几个高级主管到场。哪种类型的报告适合展示高层次的完成情况？
A．帕雷托图
B．挣值报告
C．里程碑图
D．预算图
15．If a project team goes from five to eight people, how many morecommunications channels are there?
A．18
B．10
C．12
D．15
15．如果项目组成员从5个变成8个，增加了多少个沟通渠道？
A．18
B．10
C．12
D． 15
16．Which of the following is most appropriate for face-to-facecommunication?
A．Providing a permanent record of key project decisions
B．Addressing negative behavior of one of your project team members
C．Encouraging creative thinking of project team members
D．Asking information questions of key project stakeholders
16．有很多沟通的方法，下列哪种情况适合“面对面”的沟通？
A．提供一个关键项目决策的永久记录时
B．针对一个团队成员的负面行为时
C．鼓励团队成员的创新思维时
D．询问关键干系人信息时
17．What type of meeting is normally held at the beginning of a projector project phase to discuss project objectives and plans?
A．A strategy meeting
B．A kickoff meeting
C．A SWOT meeting
D．A goal meeting
17．下面哪一种会议通常在项目或阶段初进行，讨论项目目标和计划？
A．战略会议
B．开工会议
C．SWOT会议
D．目标会议
18．Your organization categorizes risks in terms of colors: red for highrisk, yellow for medium risk, and green for low risk． What type of risk analysis are youusing?
A．Quantitative risk analysis
B．Color-coded risk analysis
C．Simulation risk analysis
D．Qualitative risk analysis
18．你的公司按照颜色把风险归类，红色代表高风险，黄色代表中等风险，绿色代表低风险，这种风险分析方法叫做：
A．量化风险分析
B．颜色代码风险分析
C．模拟风险分析
D．定性风险分析
19．The project manager is having a conflict with project personnel． Which of the following methodsdecreases the immediate intensity of the conflict?
A．Smoothing
B．Compromising
C．Confronting
D．Forcing
19．项目经理和项目成员发生了冲突，下面哪一种办法可以马上降低冲突的紧张程度？
A．圆滑
B．妥协
C．对撞
D．强迫
20．You need to use suppliers to provide several different products andservices for your project．You want to create a document to describe the work in enough detailto allow prospective sellers to bid on them． What document should you create?
A．A contract
B．A proposal
C．A bidder's statement
D．A SOW
20．你需要供应商为你的项目提供几种不同的产品和服务。你希望建立一个详细的文档，描述工作足够的细节以便供应商来竞标，这是什么文件？
A．一份合同
B．一份建议书
C．投标人声明
D．一份工作说明书
21．You need to purchase 1,000 off-the-shelf computers for a project． What type of document should yousend to potential suppliers?
A．A proposal
B．An RFQ
C．A SOW
D．An RFP
21．你需要为采购1000台笔记本电脑，你应该给潜在供应商法发出什么文件？
A．一份建议书
B．一份RFQ
C．一份工作说明书
D．一份RFP
22．Which of the following is not a good practice to follow to ensureadequate change control on projects that involve outside contracts?
A．Document changes in writing and inform project stakeholders of thechanges
B．Include an impact analysis when evaluating any proposed change
C．Include a Monte Carlo analysis whenevaluating any proposed change
D．Review, approve, and document changes to any part of the project thesame way it was done for the original plan
22．要保证对外包合同有充分的变更控制下面哪一种做法不是一个佳做法？
A．书面记录变更并把变更通知干系人
B．评估任何建议的变更时，包括一个影响评估
C．评估任何建议的变更时，包括一个蒙特卡洛分析
D．就像对待项目初计划一样，审核、批准、记录项目任何部分发生的变更
23．In PMI's PMP Code of Conduct, members are asked to provide accurateand truthful representations concerning information related to all of thefollowing areas with the exception of which of the following?
A．Examination applications
B．Test item banks
C．Supervisor information
D．Candidate information
23．按照PMI的PMP行为守则，会员应该提供真实、准确的信息报告，但不包括：
A．考试申请信息
B．测试题目库
C．主管的信息
D．考试人信息
24．Your project concerns adding two new machines to the production line． You have just finished calculatingpotential dates for each of your activities． The “Prepare Flooring” activity is scheduled for an early startdate of May 16, an early finish date of May 31, a late start date of June 1,and a late finish date of June 16． The “Install Lighting” activity is scheduled for an early startdate of June 3, an early finish date of June 30, a late start date of July 1,and a late finish date of July 28．If the two activities are Finish-Start dependency, what is theestimated duration for the two activities based upon “start as early aspossible” principle?
A．44 days．
B．46 days．
C．48 days．
D．50 days．
24．你的项目是要给生产线增加两台机器。你计算了每一个活动的可能日期。“准备地基”活动的计划早开工是5月16日，早完工是5月31日，迟开工日期为6月1日，迟完工日期是6月16日。“安装灯光”活动的计划早开工是6月3日，早完工是6月30日，迟开工日期为7月1日，迟完工日期是7月28日。两个活动为完成—开始关系，按照早开工原则，项目历时应该是多少天？
A．44天
B．46天
C．48天
D．50天
25．Your organization has very little experience working with peoplefrom a particular country．You have just been awarded a contract to develop an importantproduct for this country．What should you recommend to your project team and sponsor?
A．Hire people born in that country to join the team and handle mostcommunications
B．Read good books about that country to understand it better
C．Attend training to gain a better understanding of people from thatcountry
D．Take language classes to learn to speak at least some common phrasesin that language
25．你的公司缺少在某一个国家工作的经验，而你刚刚被授予了一份在该国执行的合同。你对你的团队和发起人有什么建议？
A．雇佣该国的人员加入项目团队处理大部分沟通问题
B．阅读一些书以更好的理解这个国家
C．参加培训以更好的理解这个国家的人
D．学习该国语言，至少学会说一些常用的词语
26．An service company is promoting management by objectives, as aproject manager, you know that management by objectives works only if:
A．It is supported by management
B．The rules are written down
C．The company’s projects support the objectives
D．The company’s employees are willing to do it
26．一家服务公司正在公司内部推行目标管理，作为项目经理，你知道要有效的推行目标管理，只有：
A．获得管理层的支持
B．成文的规则
C．公司项目支持这些目标
D．公司雇员愿意做
27．An contractor has undertaken a project with estimated constructioncost at $1500, material cost at $6500 and a 50% incentive． When the project is completedwithin the required 240 hours, the actual material cost is $6200, so, the finalpayment to the contractor is $7850． What type of contract is implemented in the case?
A．CPFF
B．CPPC
C．FPIF
D．CPIF
27．一个承包商承建一个仓库，施工成本是1500元，物料6500元，加50％奖励。承包商在240小时完成，实际物料成本是6200元。后承包商得到7850元，他们使用的是什么合同？
A．CPFF
B．CPPC
C．FPIF
D．CPIF
28．The contractor has signed off a Firm Fixed Price contract with theowner after the design specification is finalized． However, the contractor has delayed the project kickoff threemonths due to inadequate funding． As a project manager of the owner side, what should you do?
A．Implement risk response plan
B．Negotiate with the contractor about the completion
C．Add resources to the project to ensure timely completion
D．Use management reserve
28．在确定了设计规范后，承包商与业主签订了FFP合同。但由于资金不足，承包商3个月后才开始，作为业主方项目经理你应该：
A．实施风险应对计划
B．与客户谈判项目完成时间
C．为使项目按时完成，增加资源
D．利用管理储备
29．By regular contract audits, you can detect which part in the costreimbursement contract is overcharged．What if overcharged is detected and you do not have any clausesstipulated in the contract?
A．Continue to pay
B．Refuse to pay until there is a clear settlement
C．Declare the contract void
D．Change the contract to include more audits
29．成本报销合同的例行审计可以确定合同是否要价过高。如果发现要价过高，而合同没有规定纠正措施，买方应该：
A．继续支付
B．终止付款，直到问题解决
C．宣布合同无效
D．对合同进行变更，增加审计次数
30．When disputes arise in the course of contract implementation, one ofthe solutions is to submit to the stipulated impartial third party for apossible settlement． The process is called:
A．Alternative dispute resolution
B．Problem processing
C．Steering resolution
D．Mediation litigation
30．合同执行过程出现问题，其中一个解决方法就是把它提交给指定的不偏不倚的第三方解决，这个过程叫：
A．可供选择的争端解决
B．问题处理
C．指导解决
D．仲裁申诉
31．An oil field development project manager believes that modifying theproject scope may increase production and will increase the owner’s profit level． What should the project managerdo?
A．Change the WBS
B．Contact the customer to improve understanding
C．Call a meeting with the project team
D．Update the scope management plan
31．一个油田开发项目的经理认为修改项目范围可以增加产量并提高业主的利润率，他应该：
A．变更WBS
B．联系客户、加强了解
C．召集项目团队会议
D．更新项目管理计划
32．Which of the following is an important input to scope verification?
A．Deliverables
B．Historical information
C．Formal acceptance
D．Change request
32．以下哪项是范围核实的重要依据？
A．可交付成果
B．历史信息
C．正式验收
D．变更请求
33．System analysis/engineering, value engineering, value analysis andfunctional analysis are all examples of?
A．Alternatives identification
B．Expert judgment
C．Product analysis
D．Scope verification
33．系统分析/系统工程、价值工程/价值分析和功能分析属于什么的例子？
A．替代方案识别
B．专家判断
C．产品分析
D．范围核实
34．You get a report from your team members that certain projectdeliverables have been attained without performing all the assigned workpackages in the WBS． The best thing you should do is to:
A．Communicate the changes to all team member and stakeholders
B．Direct the change through the Change Control System
C．Change the project performance measurement baseline
D．Change the project communication management process
34．你收到项目团队的一个报告说，项目的交付成果完成了，但是没有执行WBS中的
某些工作包，你应该做的是什么：
A．把变更向团队成员和干系人沟通
B．通过变更控制系统指导这个变更
C．改变项目绩效测量基准
D．改变项目沟通管理计划
35．A deliverable fails to give expected results, but was formallyaccepted by the customer． Which of the following best describes the activity involved?
A．Inspection
B．Rework
C．Quality audit
D．Scope verification
35．一个交付成果未能达到预期的结果，但是客户依然正式验收了。这是什么活动？
A．检验
B．返工
C．质量审计
D．范围核实
36．When managing a new product development project, a technical issuehinders the progress, you decide to invite experts and use Delphi Technique,You should:
A．Make sure the experts consulted are recognized for their inputs
B．Compare information and work toward a single opinion
C．Consult all the stakeholders
D．Arrange the meeting in a conference room to obtain consensus
36．你管理一个新产品开发项目，一个技术问题影响了项目进度，你决定邀请专家用德尔菲技术进行讨论，你应该：
A．保证专家的输入能够识别出来
B．比较专家信息，然后达成一种意见
C．咨询所有干系人
D．在会议室安排会议达成共识
37．You are just assigned as a Project Manager to a new petrochemicalfacility construction project and have been given the complete project scopeyou will first:
A．Create a project plan using the WBS
B．Confirm that all the stakeholders have had input to the scope ofwork
C．Form a team to create the procurement plan
D．Create a network diagram
37．你刚刚被任命为一个新石化建设项目的经理，你拿到了完整的项目范围，接下来你应该：
A．用WBS建立一个项目计划
B．确认所有干系人都对项目范围提供了输入
C．组建一个团队建立采购计划
D．建立一个网络图
38．When managing a fixed price lump sum contract, the project managerrealizes that one of the large customer-requested changes might impact theproject schedule, he should:
A．Discuss with the stakeholder
B．Meet with the team members
C．Renegotiate the contract with construction personnel
D．Follow the change control system
38．在管理一个固定价格合同时，项目经理发现客户提出的一个重大变更可能影响项目进度，他应该：
A．与干系人讨论
B．会见团队成员
C．和施工人员就合同重新谈判
D．执行变更控制系统
39．When training new project team members, you were asked what shouldbe done during scope verification, your answer should be:
A．Verify product correctness
B．Create WBS
C．Inspection
D．Performance measurement
39．在培训新的项目团队成员时，项目团队成员问你范围核实应该怎么做，你的回答是：
A．核实产品的正确性
B．建立WBS
C．检验
D．绩效测量
40．You have just finished most of the work on a new systems integrationproject when the seller comes to you with detailed procedures for closeout ofthe contract． The contractincluded closeout procedures． What should you do?
A．Revise the closeout procedures after getting management's approval
B．Get a change order
C．Create new procedures that are more complete
D．Assess the quality of the seller's new detailed procedures and ifthey are better than the current procedures, use them
40．你刚刚完成一个系统集成项目的大部分工作，供应商找到你拿出一个详细的合同收尾程序。你应该：
A．获得管理层批准后修订收尾程序
B．获得一个变更单
C．建立一个更加完善的程序
D．评估供应商新的详细程序的质量，如果好于现在的程序，就予采纳
