限時(shí)免費(fèi)領(lǐng)取，2022年度公益大課《巧用項(xiàng)目管理輕松突破職業(yè)瓶頸》，慧翔天地手把手帶你輕松學(xué)項(xiàng)目管理，從項(xiàng)目管理小白走向職場(chǎng)巔峰5天課程免費(fèi)學(xué)，快樂成長(zhǎng)，更有超低PMP?培訓(xùn)優(yōu)惠，還有豪禮贈(zèng)送，詳情可以直接點(diǎn)擊上方圖片進(jìn)入活動(dòng)報(bào)名頁(yè)。

       每期慧翔天地小編都會(huì)附上5~10道PMP?綜合測(cè)試題，以幫助大家達(dá)到練習(xí)的效果，本期PMP試題答案會(huì)附加在下一期的結(jié)尾。大家如果想了解2022年P(guān)MP?考試報(bào)考流程、報(bào)考時(shí)間、報(bào)考要求、PMP?報(bào)考費(fèi)用、PMP?考試地點(diǎn)、PMP?成績(jī)查詢、PMP?報(bào)考資格測(cè)評(píng)等等均可訪問站內(nèi)進(jìn)行了解。

       PMP刷題學(xué)習(xí)交流QQ群：667625965（點(diǎn)擊一鍵加群）

　　136、Your project for the U.S.Department of Energy is using earned value analysis as a performance reporting technique.Your project is 201%complete.Results from a recent earned value analysis indicate that the CPI is.67 and the SPI is.87.In this situation,you should

　　A.Perform additional resource planning,add resources,and use overtime as needed to accomplish the same amount of budgeted work

　　B.Rebaseline the schedule,then use Monte Carlo analysis

　　C.Conduct a risk response audit to help control risk

　　D.Update to Identify Risks,Perform Qualitative Analysis and Perform Quantitative Analysis

　　136、你們?cè)跒槊绹?guó)能源部做一個(gè)項(xiàng)目,采用掙值分析作為績(jī)效報(bào)告技術(shù)?，F(xiàn)在項(xiàng)目已經(jīng)完成了20%,掙值分析的結(jié)果顯示CPI為0.67,SPI 0.87。在這種情況下,你應(yīng)該

　　A.實(shí)施額外的資源計(jì)劃,增加資源并用比預(yù)計(jì)更多的時(shí)間來完成預(yù)算的工作量

　　B.重新設(shè)置進(jìn)度基線,再進(jìn)行蒙特卡羅分析

　　C.實(shí)施一項(xiàng)風(fēng)險(xiǎn)應(yīng)對(duì)審核來幫助控制風(fēng)險(xiǎn)

　　D.重新識(shí)別風(fēng)險(xiǎn),實(shí)施定性風(fēng)險(xiǎn)分析和實(shí)施定量風(fēng)險(xiǎn)分析

　　137、You are taking over a project during the planning process group and discover that six individuals have signed the project charter.Which of the following should MOST concern you?

　　A.Who will be a member of the change control board

　　B.Spending more time on configuration management

　　C.Getting a single project sponsor

　　D.Determining the reporting structure

　　137、項(xiàng)目進(jìn)入了規(guī)劃階段你才接手,并且發(fā)現(xiàn)六個(gè)人已經(jīng)簽署了項(xiàng)目章程。以下你最應(yīng)該關(guān)注哪項(xiàng)

　　A.變更控制委員會(huì)會(huì)員是誰(shuí)。

　　B.花更多的時(shí)間進(jìn)行配置管理。

　　C.使項(xiàng)目有一個(gè)項(xiàng)目發(fā)起人。

　　D.確定匯報(bào)結(jié)構(gòu)。

　　138、Which is a reason for contract termination due to the contract’s actions?

　　A.Contractor has a serious internal problem.

　　B.Contractor is anticipating profits not allowed.

　　C.Contractor fails to make delivery on time.

　　D.Contractor’s project manager leaves the company.

　　138、下列哪一項(xiàng)是由于承包商的行動(dòng)導(dǎo)致合同終止

　　A.承包商內(nèi)部問題嚴(yán)重.

　　B.承包商期望的利潤(rùn)未獲批準(zhǔn).

　　C.承包商未能按時(shí)交付.

　　D.承包商的項(xiàng)目經(jīng)理離職.

　　139、A PMP’s company is trying to establish a PMO.The PMP’s boss asks them to instruct possible new project managers on how to create a project charter.What will be the PMP’s MOST APPROPRIATE response

　　A.They agree because they are possible helping to develop the profession.

　　B.They decline because it would be unethical to talk about PMI knowledge without the organization’s permission.C.They decline because they will be spreading confidential information about the project management profession.

　　D.They agree because there will be a personal gain associated with undertaking this activity.

　　139、PMP所在公司打算成立一個(gè)PMO,其上司要求他們指導(dǎo)可能的新項(xiàng)目經(jīng)理如何制定一份項(xiàng)目章程?PMP最適當(dāng)回應(yīng)是什么?

　　A.表示同意,因?yàn)樗麄冋趲椭l(fā)展項(xiàng)目管理的專業(yè).

　　B.表示拒絕,因?yàn)樵谖传@得組織許可的情況下,告知有關(guān)PMI的知識(shí)是不道德的.

　　C.表示拒絕,因?yàn)樗麄儗?huì)散播有關(guān)項(xiàng)目管理專業(yè)人員的保密信息.

　　D.表示同意,因?yàn)閷?huì)產(chǎn)生與承擔(dān)此項(xiàng)活動(dòng)有關(guān)的個(gè)人利益.

　　140.When a project manager approeches the end of their company’s big project,the company’s organizational structure,objective and Strategies have changed.What should the project manager take from the following methods?

　　A.Speak with the lind one manager to ensure the whole resoures should continue to complete the task which assigned before.

　　B.Check if there is budget available to continue the project following the master schedule.

　　C.Diregard the change in goals and strategles and strategies and continue to run the end.

　　D.Inquire with the project sponsor as to whether or not the project still fits the company’s Strategies.

　　140.在項(xiàng)目經(jīng)理快要結(jié)束公司的大型項(xiàng)目時(shí),公司的組織結(jié)構(gòu)、目標(biāo)和戰(zhàn)略發(fā)生變化。項(xiàng)目經(jīng)理必須采取下列哪一項(xiàng)措施

　　A.與一線經(jīng)理談話保證所有資源能夠繼續(xù)完成之前分派的任務(wù)。

　　B.檢查預(yù)算是否足以讓項(xiàng)目總進(jìn)度表執(zhí)行。

　　C.忽視在目標(biāo)和戰(zhàn)略方面發(fā)生的變化、繼續(xù)運(yùn)行項(xiàng)目,直至項(xiàng)目結(jié)束。

　　D.詢問項(xiàng)目發(fā)起人,看項(xiàng)目是否符合公司的戰(zhàn)略。

       PMP備考每日試題（211207）點(diǎn)擊跳轉(zhuǎn)

      （211207）答案

　　131、D

　　132、A

　　133、A

　　134、A

　　135、C