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SampleExaminationQuestionsPMP考试样题ThefollowingquestionsareexamplesofthetypeofquestionsthatappearonthePMP®CertificationExamination.下列题目是PMP认证考试中题目类型的例子。Disclaimer:Thesequestionsareintendedforstudypurposesonly.SuccessonthesequestionsisnotindicativeofsuccessontheProjectManagementProfessionalCertificationExamination.ThisdownloadoftheSampleExamQuestionsisforyourpersonaluseandNOTFORcommercialuse.AnyUnauthorizeduseorduplicationofthisdocumentisprohibited!说明：这些题目只适用于自学的目的。在这些题目上的表现好坏并不代表PMP认证考试中的成功与否。考试样题可以下载供学习使用，但不得用于商业目的。未经授权，该文件不得复制。1.TheMAJORprocessesforprojectintegrationmanagementare:A.Projectplandevelopment,projectplanexecution,andoverallchangecontrol.B.Projectplandevelopment,projectplanexecution,andscopechangecontrol.C.Projectplandevelopment,overallchangecontrol,andscopechangecontrol.D.Projectplandevelopment,initiation,andoverallchangecontrol.项目整体管理的主要过程是：A.项目计划制定，项目计划实施和整体变更控制。B.项目计划制定，项目计划实施和范围变更控制。C.项目计划制定，整体变更控制和范围变更控制。D.项目计划制定，启动和整体变更控制。2.ProjectsponsorshavetheGREATESTinfluenceonthescope,quality,time,andcostoftheprojectduringthe:A.Conceptphase.B.Developmentphase.C.Executionphase.D.Close-downphase.在下列哪一个阶段项目发起人对项目的范围、质量、时间和成本有最大的影响力：A.概念阶段B.制定阶段C.实施阶段D.收尾阶段3.Ideally,communicationbetweentheprojectmanagerandtheprojectteammembersshouldtakeplace:A.Viadailystatusreports.B.Throughapproveddocumentedforms.C.Bywrittenandoralcommunication.D.Throughtheformalchainofcommand..项目经理和项目团队成员之前最理想的沟通方式是：A.通过日常状态报告B.通过批准的文件报表C.通过书面的和口头的沟通D.通过正式的指令链4.Aproject’spaybackperiodendswhen:A.Profitmaximumisrealized.B.Unitprofitisrealized.C.Monthlyrevenueexceedsmonthlycosts.D.Cumulativerevenueequalscumulativecoses.项目的投资回收期何时结束：A.实现利润最大化后B.实现单位利润后C.月度收益大于月度成本时D.累积收益等于累积成本时5.Ascopestatementisimportantbecauseit:A.Providesthebasisformakingfutureprojectdecisions.B.Providesabriefsummaryoftheproject.C.Approvestheprojectforthestakeholders.D.Providescriteriaformeasuringprojectcost.范围说明书的重要性是因为：A.提供了制定项目未来决策的基础B.提供了项目的简要概述C.为项目干系人批准了项目D.提供了计量项目成本的标准6.AprojectmanagementprofessionalcancompareearnedvalueperformancedatatoallofthefollowingprojectmanagementtoolsEXCEPT:A.Criticalpathanalysis.B.Technicalperformancemetrics.C.Riskmitigationplans.D.Forecastedfinalcostsandscheduleestimates.项目管理人员可以把挣值绩效数据和下述的项目管理工具进行比较，但不包括：A.关键路径分析B.技术性能指标C.风险减轻计划D.最终成本预测和进度估算7.Duringtheprojectscopeplanningprocess,theworkbreakdownstructureshouldbedevelopedto:A.TheSub-projectlevel.B.Theleveldeterminedbytheprojectoffice.C.Alevelallowingforadequateestimates.D.Thecostcenterlevel.在项目范围计划编制过程中，工作分解结构应该划分到：A.子项目的层面B.项目办公室所确定的层面C.能够进行充分估算的层面D.成本中心的层面8.Thedecompositionprocessisatechniqueusedtoconstructa:A.Precedencenetwork.B.CriticalPathMethodDiagram.C.Varianceanalysis.D.Workbreakdownstructure.分解过程属于构建下列哪一个内容的工具：A.前导网络图B.关键路径图C.偏差分析D.工作分解结构9.Aprojectlosesacontractorinthemiddleofaproject.Anewprojectteamisformedtoreplacetheroleofthelostcontractorandhis/herteam.Asaprojectmanager,whatistheFIRSTtopictoaddresstotheteaminthekick-offmeeting?A.Identifyteamrolesandresponsibilities.B.Reviewdetailedschedule.C.Discusscostestimates.D.Emphasizeyourauthority.在项目进行过程中，有一家承包商退出了，这样，项目就组建了一支新团队以完成承包商及其团队所应当承担的角色。你认为项目经理在开工会议上，你需要给团队交待的第一件事是：A.确定团队角色和职责B.评估详细进度C.讨论成本估算D.强调你的权威10.Constructiveteamrolesinclude:A.Encourager,initiator,andgatekeeper.B.Informationgiver,devil’sadvocate,andclarifier.C.Withdrawer,harmonizer,andblocker.D.Summarizer,recognitionseeker,andinformationseeker.建设性的团队角色包括：A.鼓励者、启动者和把关者B.提供者、魔鬼建议者和澄清者C.回避撤退者、息事宁人者和信息阻挡者D.总结者、寻求认可者和寻求信息者11.Aprojectschedulecompletiondatewillchangeif:A.Thecriticalpathisreduced.B.Thecontingencyisnolongeravailable.C.Nofloattimeisavailable.D.Projectresourcesarereduced.项目进度的完成日期将会发生变化，如果：A.关键路径缩短了B.应急储备没有了C.时差没有了D.项目资源减少了12.Yourprojectisbehindscheduleduetoconflictbetweenteammembers.Havingresolvedtheconflict,togettheprojectbackonschedule,youshouldconsider:A.Crashingtheschedule.B.Performingresourceleveling.C.Conductingreverseresourceallocationscheduling.D.Utilizingthecriticalchairresources.由于团队成员之间的冲突，项目落后于进度计划了，冲突得到解决后，为赶回进度，你打算：A.进行进度赶工B.实行资源平衡C.执行逆向资源分配进度计划D.动用关键的后备资源13.Riskquantificationincludes:A.Enumeratingsourcesofinternalandexternalevents.B.Identifyingpotentialeventsandimpact.C.Evaluatingprobabilityandimpact.D.Developingcontingencyplansandresources.风险的量化包括：A.例举内部和外部事件来源B.确定潜在的事件和影响C.评估概率和后果D.制定应急计划和资源14.InwhichprojectphasedoyouhavetheGREATESTinfluenceonprojectrisk?A.ConceptualB.DesignC.ExecutionD.Implementation在下述哪一个项目阶段，你对项目的风险有最大的影响力？A.概念形成B.设计C.实施D.执行15.Aprecisedescriptionofadeliverableiscalleda:A.SpecificationB.BaselineC.WorkpackageD.Workbreakdownstructureelement对一项交付成果的精确描述称为：A.规格B.基准C.工作包D.工作分解结构要素16.Theobjectiveoffasttrackingaprojectisto:A.Increaseproductivity.B.Reduceprojectduration.C.Increasescheduletrackingcontrols.D.Reduceprojectrisks.项目快速跟进的目标是：A.提高生产效率B.减少项目历时C.提高进度跟踪控制D.降低项目风险17.Whenaprojectmanagerplacesapurchaseorderforapieceofequipment,itrepresentswhichofthefollowing?A.CommitmentB.ExpenseC.Cashout-flowD.Capitalinvestment项目经理为一件设备发出了定单，这称为：A.承诺B.开支C.现金流出D.资本投资18.Whichofthefollowingarefrequentlyusedtoolsinprocurementplanning?A.Makeorbuyanal