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PMP?當(dāng)天每日一練試題地址：www.shc2b.com/exam/ExamDay.aspx?t1=33
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PMP?每日一練試題（2023/4/19）在線測(cè)試：www.shc2b.com/exam/ExamDay.aspx?t1=33&day=2023/4/19
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PMP?每日一練試題內(nèi)容（2023/4/19）
試題1
While generating the status report for a budget-constrained project,the project manager identifies that the project is one week behind schedule. What should the project manager do t o bring the project back on track?
在為一個(gè)有預(yù)算限制的項(xiàng)目生成狀態(tài)報(bào)告時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)該項(xiàng)目比進(jìn)度計(jì)劃落后一周。若要將項(xiàng)目拉回正軌，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Reallocate team members on critical-path activities. 重新分配關(guān)鍵路徑活動(dòng)的團(tuán)隊(duì)成員
B、Request additional time from the project sponsor. 向項(xiàng)目發(fā)起人要求額外的時(shí)間
C、Ask the project management office (PMO) for additional team members. 請(qǐng)求項(xiàng)目管理辦公室（PMO）增加團(tuán)隊(duì)成員
D、Perform resource optimization. 執(zhí)行資源優(yōu)化查看答案
試題參考答案：A
試題解析與討論：www.shc2b.com/st/480389300.html
試題2
項(xiàng)目發(fā)起人授權(quán)項(xiàng)目經(jīng)理編寫(xiě)項(xiàng)目章程。項(xiàng)目經(jīng)理在收集高層次需求時(shí)，發(fā)現(xiàn)兩位高管意見(jiàn)有分歧，雖然項(xiàng)目經(jīng)理試圖引導(dǎo)他們達(dá)成一致，但效果甚微。項(xiàng)目經(jīng)理下—步應(yīng)該怎么做?（）
A、分別記錄他們的需求，請(qǐng)專家最終決定
B、視為沖突處理
C、聽(tīng)取其中職位較高的一位高管的建議
D、向發(fā)起人求助查看答案
試題參考答案：B
試題解析與討論：www.shc2b.com/st/498975486.html
試題3
Spike之后找出一個(gè)低風(fēng)險(xiǎn)的方案，作為敏捷工程師，你會(huì)怎么做？
A．立刻應(yīng)用變更
B．在團(tuán)隊(duì)承認(rèn)后在下一個(gè)迭代中進(jìn)行
C．放入PB表
D．和PO溝通查看答案
試題參考答案：C
試題解析與討論：www.shc2b.com/st/529559900.html
試題4
While reviewing the schedule,the project manager discovers is significant scope creep due to an unforeseen issue. What should the project manager do?
在審查進(jìn)度計(jì)劃時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)由于一個(gè)意外問(wèn)題導(dǎo)致存在嚴(yán)重的范圍蔓延.項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Stop the work related to the issue,and inform the project sponsor. 停止與該問(wèn)題相關(guān)的工作，并通知項(xiàng)目發(fā)起人.
B、Update the risk register,and notify the project sponsor. 更新風(fēng)險(xiǎn)登記冊(cè)并通知發(fā)起人.
C、Submit a change request to the change control board （CCB），and update the project baseline.向變更控制委員會(huì)（CCB）提交變更請(qǐng)求，并更新項(xiàng)目基準(zhǔn)
D、Perform a root cause analysis using a cause-and-effect diagram，and update the risk 使用因果圖執(zhí)行根本原因分析，并更新風(fēng)險(xiǎn)管理計(jì)劃.查看答案
試題參考答案：C
試題解析與討論：www.shc2b.com/st/479987348.html
試題5
項(xiàng)目經(jīng)理參與一個(gè)指導(dǎo)委員會(huì)召開(kāi)的擴(kuò)大會(huì)議。會(huì)議上，一位高級(jí)管理人員提出，項(xiàng)目團(tuán)隊(duì)要能保證每位成員在要求的時(shí)間完成指定的工作。這屬于以下哪項(xiàng)管理范疇?
A、組織結(jié)構(gòu)
B、項(xiàng)目治理
C、管理要素
D、事業(yè)環(huán)境因素和組織過(guò)程資產(chǎn)查看答案
試題參考答案：C
試題解析與討論：www.shc2b.com/st/46840427.html
試題6
Local experts warn that weather condition may impact the project schedule. What should the project manager do next?
當(dāng)?shù)貙＜揖嫣鞖鉅顟B(tài)可能是影響該項(xiàng)目的時(shí)間表。項(xiàng)目經(jīng)理應(yīng)該做一個(gè)什么?（）
A、Priority the identified risks associated with weather conditions on the impacted areas.
將與受影響區(qū)域天氣有關(guān)的已識(shí)別風(fēng)險(xiǎn)排列優(yōu)先順序
B、Continue to monitor the local experts' warnings
繼續(xù)監(jiān)測(cè)當(dāng)?shù)氐膶＜揖?br />C、Request schedule flexibility from the customer to complete the project
向客戶請(qǐng)求進(jìn)度的靈活性來(lái)完成項(xiàng)目
D、Minigate the potential impacted areas from the project scope
從項(xiàng)目的范圍中減少潛在受影響區(qū)域查看答案
試題參考答案：A
試題解析與討論：www.shc2b.com/st/491123721.html
試題7
一個(gè)具體、定義明確的可交付成果正由一家公司位于某個(gè)成本較低國(guó)家的機(jī)構(gòu)開(kāi)發(fā)。管理層決定將該部分公司出售給另一家組織。項(xiàng)目經(jīng)理被分配的任務(wù)是，替換該機(jī)構(gòu)提供的資源，完成可交付成果。
若按預(yù)算且風(fēng)險(xiǎn)保持在較低水平的情況下交付，項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、獲得新的項(xiàng)目資源參與項(xiàng)目，開(kāi)發(fā)可交付成果
B、與一家外部公司簽訂確定總價(jià)合同，開(kāi)發(fā)可交付成果。
C、以工料合同方式雇傭分包商，完成可交付成果
D、培訓(xùn)目前被分配到其它項(xiàng)目的項(xiàng)目資源，開(kāi)發(fā)可交付成果查看答案
試題參考答案：B
試題解析與討論：www.shc2b.com/st/4739814053.html
試題8
A project manager is leading a team developing a new online banking application.After 23 months,the team has spent U SS100,000 on development and has US$70,000 of the budgeted cost remaining. The targeted completion date is 12 months away,but the team expects completion in nine months.A team member identifies a proven off-the-shelf product t hat complies with all project specifications,can be purchased for US$60,000,and can be implemented within eight months. What should the project manager consider?
項(xiàng)目經(jīng)理正在領(lǐng)導(dǎo)—支團(tuán)隊(duì)開(kāi)發(fā)新的在線銀行應(yīng)用程序. 23個(gè)月后，團(tuán)隊(duì)支出100，000美元，剩余預(yù)算成本只有7 0，000美元.目標(biāo)完成日期還有12個(gè)月，但是團(tuán)隊(duì)期望能在9個(gè)月內(nèi)就能完成.一名團(tuán)隊(duì)成員發(fā)現(xiàn)一款成熟的現(xiàn)貨產(chǎn)品滿足所有項(xiàng)目規(guī)范，能夠以60，000美元的價(jià)格購(gòu)買(mǎi)到，且能夠在八個(gè)月內(nèi)實(shí)施.項(xiàng)目經(jīng)理應(yīng)該考慮什么?
A、The to-complete performance index（TCPI）完工尚需績(jī)效指數(shù)
B、Customer or project sponsor acceptance 客戶或項(xiàng)目發(fā)起人驗(yàn)收
C、The amount already spent on development 開(kāi)發(fā)方面已支出的金額
D、Make-or-buy analysis 自制或外購(gòu)分析查看答案
試題參考答案：D
試題解析與討論：www.shc2b.com/st/480991666.html
試題9
在定義范圍時(shí)，項(xiàng)目團(tuán)隊(duì)識(shí)別到一個(gè)重大預(yù)算限制，并得到項(xiàng)目發(fā)起人的確認(rèn)，若要提早識(shí)別到這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該事先做什么?
A、將其納入總體預(yù)算中
B、定義項(xiàng)目的描述和邊界
C、創(chuàng)建一份相關(guān)方名單
D、記錄假設(shè)日志查看答案
試題參考答案：D
試題解析與討論：www.shc2b.com/st/469386295.html
試題10
A project manager working on an IT development project dis covers that some codes supplied by a subcontractor fall to conform to project quality standards. The subcontractor refuses to change deliverables without additional payment guarantee s and extended timelines.A client debriefing is due in a few weeks. What should the project manager do?
負(fù)責(zé)管理一個(gè)IT開(kāi)發(fā)項(xiàng)目的項(xiàng)目經(jīng)理發(fā)現(xiàn)，一個(gè)分包商提供的一些代碼不符合項(xiàng)目質(zhì)量標(biāo)準(zhǔn)。如果沒(méi)有額外的付款保障并延長(zhǎng)時(shí)間表，分包商拒絕更改可交付成果，而且在幾周內(nèi)就必須舉行客戶匯報(bào)會(huì)。項(xiàng)目經(jīng)理應(yīng)該怎么做?
A、Delay the debrief. 將匯報(bào)會(huì)延期。
B、Suspend payments to the subcontractor. 暫停向該分包商付款。
C、Reach a compromise with the subcontractor. 與該分包商達(dá)成妥協(xié)。
D、Initiate legal action against the subcontractor. 對(duì)該分包商提起法律行動(dòng)。查看答案
試題參考答案：C
試題解析與討論：www.shc2b.com/st/4880928287.html
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