PMP考试样题[含答案]

Project Management Professional （PMP）Credential Handbook项目管理专业资格认证项目管理者联盟参考编制 2009年6月免费咨询热线：400-666-0609PMP认证考试样题项目管理者联盟编制1．A manager has been given responsibility for a project that has the support from senior management. As a team member, you had a lot of disagreements with the manager on what the deliverables should be; your department was responsible for providing some key deliverables. What is the best option for you to take?A. Request to senior management for staying away from the projectB. Provide the manager with what he needsC. Tell your manager of your concerns to get his supportD. Discuss with the manager and tries to make your advice understood until you agree asolution某个经理负责一个项目，该项目有来自高层管理的支持。

作为项目组成员，你在该项目的若干可交付成果的细节上与该项目经理存在不同意见，你的部门负责提供其中的几个主要可交付成果，你将采取下列步骤中的哪一项？A. 向高层管理人员请求离开该项目B. 按照项目经理的需要执行任务C. 向你的经理通报你的关注以便得到他的支持D. 与项目经理讨论，试图让他理解你的建议，直到达成一个你同意的解决方案2．You are working on a project that has been awarded by a public sector. Your company received the down payment from the government authority for the research activities. You need to obtain the data from another research center, but your management already used the money for other purposes, and your project manager asks you to complete the report with incomplete data. You have to formally present your results to your CEO next week, based on this report, the client will pay the progress payment. In this situation, you shouldA. Prepare a rough estimate based on your knowledge and complete the reportB. Explain in writing and in your oral presentation that you cannot complete the reportbecause of the incomplete dataC. Use the report prepared by another organization even though you do not have theaccess to the raw dataD. Inform management that you need additional time, and ask for a formal extension你目前正在一个公共部门授予的项目中工作，而且公司已经接受了政府部门为某些研究工作支付的预付款。

为了开展研究，你需要来自另一个研究中心的数据，可是管理人员已经将这部分的费用挪作它用，并且项目经理要求你使用不完整的数据完成这份报告。

你必须于下周2向CEO正式提交研究结果，客户将基于这份报告支付进度款。

在这种情况下，你应该：A. 依据你的知识准备一份粗略估算，并完成这份报告B. 以书面和口头汇报的方式向有关人员解释你由于缺乏数据不能完成这份报告的理由C. 采用其它组织准备的报告，虽然你无权获得这些原始数据D. 向管理层报告，你需要更多的时间，要求予以正式延期3．The owner (buyer)of a project usually has the right to direct changes to the scope of work while the project work is being doing, often, the owner will orally request a change and insist that the change be initiated immediately without the normal documentation (e.g., a change order ). When the change is initiated without documentation,:A. The owner assumes all the responsibility for paying for the change although theowner may at a later time not want the changeB. The owner assumes responsibility for one-hlf of the cost o the change until thedocumentation is completed and all at the same timeC. The project manager assumes all risk for the change, if initiated until thedocumentation is receivedD. The project manager assumes only the risk of misinterpreting the owner’s oralchange directive, while the owner assumes responsibility for paying for the requested change.项目的执行过程中买方通常拥有权力改变项目的范围，通常会以口头形式提出变更并坚持马上实施，而没有正规的文档纪录。

当变更执行但没有纪录时A. 买方愿意为变更而产生的费用负责，但过了一段时间后又不想要这个变更了B. 买方愿意承担一半的变更费用直到所有的文件都同时完成C. 项目经理承担着所有因变更而产生的风险，直到接收到变更文件D. 项目经理只承担由于误解了买方的请求而产生的风险，同时买方承担所有因变更请求而引发的费用4．Zhang, the project manager, was working with two of the team members to resolve a conflict. Although Sun (one party) had withdrawn, and Li (the other party) was attempting to compromise, the resolution was slow in coming. Due to the negative impact a non-resolution would have on a critical milestone, which was quickly approaching, Zhang brought the two together to face the issue. Neither would work with Zhang to resolve the issue. Zhang finally listened to both sides and made a decision, which favored Sun’s position more than Li’s. Which forms of conflict resolution did Zhang finally use to deal with the problem?A. ConfrontingB. ForcingC. SmoothingD. Confronting and Forcing张是项目经理，他的两位成员孙和李产生了矛盾。

尽管孙准备放弃，李也愿意妥协，但是解决问题的进展十分缓慢。

紧接着的一个里程碑受到影响而无法完成。

张把两人召集到一起，3但是两个人都不与张探讨解决的方法。

张倾听了两方面的意见随后做出倾向于孙的决定。

张使用了怎样的方法来处理问题呢？A. 面对问题B. 强制式C. 安抚式D. 面对问题和强制式5．One of your employees is up for promotion. If the promotion is granted, the employee will be reassigned elsewhere causing a problem for you on your project. You can delay the promotion until your project is completed. You should:A. Support the promotion but work with the employee and the employee's newmanagement to develop a good transition planB. Ask the employee to refuse the promotion until your project is completed.C. Arrange to delay the promotion until the project is completedD. Tell the employee that it is his responsibility to find a suitable replacement so that theproject will not suffer.你的项目组中有一个员工要被提升。