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PMP?當(dāng)天每日一練試題地址：m.xomuzic.com/exam/ExamDay.aspx?t1=33
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PMP?每日一練試題（2022/10/18）在線測(cè)試：m.xomuzic.com/exam/ExamDay.aspx?t1=33&day=2022/10/18
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PMP?每日一練試題內(nèi)容（2022/10/18）
試題1
職能經(jīng)理要求向其正報(bào)告的項(xiàng)目團(tuán)隊(duì)成員提供項(xiàng)目狀態(tài)信息該團(tuán)隊(duì)成員應(yīng)該怎么做?
A、向該職能經(jīng)理提供報(bào)告
B、通知項(xiàng)目經(jīng)理
C、要求職能經(jīng)理聯(lián)系項(xiàng)目經(jīng)理
D、準(zhǔn)備一份工作績(jī)效報(bào)告查看答案
試題參考答案：D
試題解析與討論：m.xomuzic.com/st/4640922736.html
試題2
公司要求對(duì)某個(gè)項(xiàng)目提供特定服務(wù)，但是項(xiàng)目團(tuán)隊(duì)不具備這個(gè)能力。為了找到能夠提供最佳服務(wù)、價(jià)格和最小風(fēng)險(xiǎn)的供應(yīng)商，應(yīng)該使用下列哪項(xiàng)文件?
A、采購策略
B、招標(biāo)文件
C、供方選擇標(biāo)準(zhǔn)
D、采購工作說明書查看答案
試題參考答案：C
試題解析與討論：m.xomuzic.com/st/488886949.html
試題3
因果圖和以下哪個(gè)技術(shù)的本質(zhì)是一樣的:
A、親和圖
B、根本原因分析
C、矩陣圖
D、決策查看答案
試題參考答案：B
試題解析與討論：m.xomuzic.com/st/4257426655.html
試題4
你作為敏捷工程師被安排去管理一個(gè)現(xiàn)有的敏捷項(xiàng)目，你會(huì)
A．觀察項(xiàng)目，看看和敏捷實(shí)踐的差異
B．按照現(xiàn)有的實(shí)踐去執(zhí)行
C．改用新的敏捷實(shí)踐
D．立即給團(tuán)隊(duì)培訓(xùn)敏捷的理念查看答案
試題參考答案：A
試題解析與討論：m.xomuzic.com/st/5291219871.html
試題5
During a lessons learned meeting team feedback is overwhelmingly positive,The project manager realizes that this is because the team does not want to 1eopardize a possible bonus. What should the project manager do to obtain honest feedback from the team?
在經(jīng)驗(yàn)教訓(xùn)會(huì)議上，團(tuán)隊(duì)的反饋非常積極，項(xiàng)目經(jīng)理意識(shí)到這是因?yàn)閳F(tuán)隊(duì)不想損失可能獲得的獎(jiǎng)金.若要獲得團(tuán)隊(duì)的誠實(shí)反饋項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Engage the sponsors to contain an independent assessment. 讓發(fā)起人參與獲得獨(dú)立評(píng)估。
B、Confront team members about their obvious bias. 正視團(tuán)隊(duì)成員的明顯偏差。
C、Conduct an anonymous electronic survey. 進(jìn)行匿名電子調(diào)查。
D、Use analytical techniques to collect performance and other metrics. 使用分析技術(shù)收集績(jī)效和其他指標(biāo)查看答案
試題參考答案：C
試題解析與討論：m.xomuzic.com/st/4796519803.html
試題6
一個(gè)復(fù)雜項(xiàng)目正處于收尾階段，有很多負(fù)面影響發(fā)生。雖然來自組織不同領(lǐng)域的項(xiàng)目相關(guān)方可能再也不會(huì)-起合作，但項(xiàng)目經(jīng)理必須總結(jié)經(jīng)驗(yàn)教訓(xùn)。項(xiàng)目經(jīng)理應(yīng)該如何完成這個(gè)工作?
A、僅記錄負(fù)面經(jīng)撿，可以為未來項(xiàng)目提供參考
B、安排與項(xiàng)目團(tuán)隊(duì)開會(huì)，只審查正面的經(jīng)驗(yàn)
C、接觸每位項(xiàng)目相關(guān)方，在項(xiàng)目的每個(gè)階段收集他們的經(jīng)驗(yàn)反饋
D、使用問題日志記錄正面和負(fù)面經(jīng)驗(yàn)查看答案
試題參考答案：C
試題解析與討論：m.xomuzic.com/st/4704218520.html
試題7
A customer asks the project manager add three small requirements to the project. The project manager believes these small requirements could be done as part of the current baseline plan and would not impact project resources, cost and time lines. The project manager should do which of the following?
客戶要求項(xiàng)目經(jīng)理在項(xiàng)目中增加三個(gè)小需求，項(xiàng)目經(jīng)理認(rèn)為這些小需求可以作為當(dāng)前的基準(zhǔn)計(jì)劃組成部分完成，且不會(huì)影響到項(xiàng)目資源、成本和進(jìn)度。項(xiàng)目經(jīng)理應(yīng)該采取下列哪一項(xiàng)措施?
A、Include these new requirement and continue to deliver them. 包含這些新需求，并繼續(xù)實(shí)現(xiàn)這些需求
B、Document the request and have the project team analyze it使用文件記錄該需求，并讓項(xiàng)目團(tuán)隊(duì)分析
C、Ask for more time or money from the customer just in case. 為以防萬一，向客戶要求更多的時(shí)間或資金
D、Accept the new requirements and inform all stakeholders of the change 接收新需求，并通知項(xiàng)目相關(guān)方該變更情況查看答案
試題參考答案：B
試題解析與討論：m.xomuzic.com/st/476521528.html
試題8
The project manager leads a development project for the customer.The project is externally funded with a strict payment plan and deadline. During the project execution phase.the project manager identifies that the project is behind schedule.What should the project manager do?
項(xiàng)目經(jīng)理接管客戶一個(gè)發(fā)展良好的項(xiàng)目。該項(xiàng)目是一個(gè)由外部資助的項(xiàng)目，實(shí)行嚴(yán)格的付款計(jì)劃和期限。在項(xiàng)目實(shí)施階段，項(xiàng)目經(jīng)理確定該項(xiàng)目工期落后了，此時(shí)項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Perform schedule compression to reach the determined deadline. 把進(jìn)度壓縮到完工的最后期限。
B、Issue a change request and approve it with the customer. 提交變更請(qǐng)求，請(qǐng)客戶批準(zhǔn)。
C、Take no action, since the contract does not identify penalties for late product deliverables. 不采取任何行動(dòng)，因?yàn)楹贤荒苊鞔_產(chǎn)品延遲交付的日期。
D、Decrease the number of quality audit to make the deli very on time. 為準(zhǔn)時(shí)交付產(chǎn)品而實(shí)施質(zhì)量審計(jì)。查看答案
試題參考答案：A
試題解析與討論：m.xomuzic.com/st/4988917177.html
試題9
A project that involves 10 branches of a global company is nearing completion.The project manager is scheduling a lessons learned meeting. Who should the project manager invite t o the meeting?
涉及一家全球公司10家分公司的項(xiàng)目即將完成，項(xiàng)目經(jīng)理正在安排召開一次經(jīng)驗(yàn)教訓(xùn)總結(jié)會(huì)議，項(xiàng)目經(jīng)理應(yīng)該邀請(qǐng)準(zhǔn)來參加會(huì)議?
A、All stakeholders 所有相關(guān)方
B、Director of the project manager's business unit 項(xiàng)目經(jīng)理的業(yè)務(wù)部門主管
C、All members of the project team 項(xiàng)目團(tuán)隊(duì)的所有成員
D、Senior management 高級(jí)管理層查看答案
試題參考答案：A
試題解析與討論：m.xomuzic.com/st/481295469.html
試題10
A consulting claims that additional cost will be incurred because a project manager requests reports not included in the original scope. What should the project manager do?
一家咨詢公司主張，由于項(xiàng)目經(jīng)理要求的報(bào)告不包含在原始范圍內(nèi)，所以會(huì)產(chǎn)生額外費(fèi)用。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Contact the sponsor and review the project scope,requirements documents, and project management plan. 聯(lián)系發(fā)起人并審查項(xiàng)目范圍、需求文件和項(xiàng)目管理計(jì)劃。
B、Accept the claim then update the scope,requirements documents,and work breakdown structure(WBS). 接受該主張，然后更新范圍、需求文件和工作分解結(jié)構(gòu)（WBS）。
C、Review the procurement management plan, consulting company reports, and the contract. 審查采購管理計(jì)劃，查閱公司報(bào)告和合同。
D、Meet with the consulting company. negotiate the additional work to be completed. and initiate a change request. 與該咨詢公司開會(huì)，協(xié)商需要完成的額外工作，并提出變更請(qǐng)求。查看答案
試題參考答案：C
試題解析與討論：m.xomuzic.com/st/4886116893.html
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