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　　1、At the beginning of a project,a project manager must prepare a quick,high-level cost estimate.The project manager previously worked a project of similar size and complexity What too ls and techniques should the project manager use to develop the estimate

　　一個(gè)項(xiàng)目開始時(shí).項(xiàng)目經(jīng)理必須準(zhǔn)備一份快速、高層級(jí)的成本估算.該項(xiàng)目經(jīng)理之前管理過一個(gè)具有類似規(guī)模和復(fù)雜性的項(xiàng)目。項(xiàng)目經(jīng)理應(yīng)該使用下列哪項(xiàng)工具或技術(shù)來準(zhǔn)備估算

　　A、Expert judgment and analogous estimating.專家判斷和類比估算。

　　B、Bottom-up estimating and reserve analysis.自下而上估算和儲(chǔ)備分析。

　　C、Three-point estimating and cost of quality（COQ）.三點(diǎn)估算和質(zhì)量成本（COQ）。

　　D、Top-down estimating and decision making.自上而下估算和制定決策。

　　2、批準(zhǔn)項(xiàng)目章程之后，人力資源總監(jiān)要求增加項(xiàng)目范圍。一名項(xiàng)目團(tuán)隊(duì)成員在沒有通知項(xiàng)目經(jīng)理的情況下增加了這些范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做?

　　A、與該團(tuán)隊(duì)成員討論該問題

　　B、執(zhí)行實(shí)施整體變更控制過程

　　C、尋求項(xiàng)目發(fā)起人的指導(dǎo)

　　D、與項(xiàng)目管理辦公室（PMO）一起審查范圍變更

　　3、To meet the schedule,a decision was made to outsource par t of a project to an external manufacture.What steps should a project manager follow to assess potential suppliers before awarding a contract?

　　為了滿足進(jìn)度要求，團(tuán)隊(duì)決定將一部分項(xiàng)目外包給外部制造商。在授予合同之前，項(xiàng)目經(jīng)理應(yīng)該遵循哪些步驟來評(píng)估潛在供應(yīng)商?

　　A、Bidder conferences,independent estimate,and procurement negotiations投標(biāo)人會(huì)議，獨(dú)立估算和采購談判

　　B、Quantitative analysis,bidder conferences,and critical path analysis定量分析，投標(biāo)人會(huì)議和關(guān)鍵路徑分析

　　C、Procurement negotiations,independent estimate,an d performance report采購談判，獨(dú)立估算和績效報(bào)告

　　D、Procurement performance review,expert judgment and proposal evaluation technique采購績效審查，專家判斷和建議書評(píng)估技術(shù)

　　4、客戶與一家公司簽訂合同，創(chuàng)建一個(gè)必須在特定日期前上市的新產(chǎn)品，設(shè)計(jì)已獲得客戶批準(zhǔn)，在測試階段，一名技術(shù)資源希望增加一個(gè)重要功能，但項(xiàng)目團(tuán)隊(duì)反對(duì)。項(xiàng)目經(jīng)理應(yīng)該怎么做?

　　A、增加該功能，滿足項(xiàng)目相關(guān)方

　　B、拒絕該功能，避免范圍蔓延

　　C、提出一項(xiàng)變更請(qǐng)求，評(píng)估該功能的需求

　　D、與團(tuán)隊(duì)開會(huì)，協(xié)商實(shí)施該功能的替代方案

　　5、The project manager of a software application development project suspects that one of the programmers on project is likely to quit in the future.What could be an effective contingency plan to counter this perceived risk?

　　一個(gè)軟件應(yīng)用程序開發(fā)項(xiàng)目的項(xiàng)目經(jīng)理懷疑項(xiàng)目中的一名程序員將來有可能辭職。若要應(yīng)對(duì)這個(gè)事先意識(shí)到的風(fēng)險(xiǎn)，有效的應(yīng)急計(jì)劃是什么?（）

　　A、Hire additional programmers as a contingency measure to take over when this risk materializes

　　雇傭額外的程序員作為應(yīng)急措施，在這個(gè)風(fēng)險(xiǎn)發(fā)生時(shí)接替辭職的程序員

　　B、Have another developer work with the programmer,capturing the code while it is written and debrief frequently

　　讓另一名開發(fā)人員與該程序員一起工作，獲取已寫好的代碼并經(jīng)常詢問情況

　　C、Talk to the programmer and ask them to sign an under taking not to quit during the project

　　與程序員談話，讓他簽署一份在項(xiàng)目期間不辭職的承諾書

　　D、Replace the programmer with another competent developer who is not likely to quit

　　安排另一個(gè)能勝任且不準(zhǔn)備辭職的程序員替換他

　　PMP備考每日試題（241231）點(diǎn)擊跳轉(zhuǎn)

      （241231）答案

　　6、D

　　7、B

　　8、A

　　9、A

　　10、D