PMP考試每天一練--PMP考試試題136
|
PMP考試試題一： A procurement audit is a structured review of the procurement process from the Plan Procurements process through Control Procurements. What is the primary objective of a procurement audit? A. Determine the issues with your present contract so that the contract terms can be modified or improved B. Identify successes and failures that warrant transfer to other procurement items on this project or to other projects within the performing organization C. To ensure that the seller is following all the terms listed in the contract D. To ensure that the buyer is following all the terms listed in the contract 采購審計指對從規劃采購過程到控制采購過程的整個采購過程的結構性回顧。采購審計的主要目標是什么？ A. 測定你目前的合同問題，以便對合同條款進行更改和修正 B. 鑒別成功和失敗從而能借鑒到此項目或執行組織的其他項目的采購事項 C. 確保賣方按照合同所列條款執行 D. 確保買方按照合同所列條款執行 PMP答案解析：結束采購工具-采購審計（12.4.2.1）P388 PMP參考答案：B. 鑒別成功和失敗從而能借鑒到此項目或執行組織的其他項目的采購事項 PMP考試試題二： You have taken over a project from another manager who left the firm. This is a functional organization and the different units are often rather hostile to each other .The project is a large one involving activities that the organization has never done before .You find that the project has what appears to be adequate documentation, including an agreed-to project charter, project management plan, WBS, etc, The project is on schedule and within budget. However, the atmosphere in meetings with the project members often seems tense, and offhand comments made by participant seem to indicate a high level of dissatisfaction with the project. You review all of the major project documents with the key stakeholders and get agreement that they are still accurate, but this does not seem to solve the problem. What is the MOST likely explanation for this situation? A.There are personality conflicts among the project team members that you need to uncover and resolve. B.The project does not have an effective sponsor and thus is not viewed as a high priority. C.Stakeholders have very different expectations about what the project is supposed to accomplish. D.The organizational structure and dynamics prevent people from working together effectively. 由于另外一位項目經理離職，你接手了他的項目。你所在的公司是一個職能型的組織，不同部門之間互相充滿敵意。你負責的這個項目是一個大型的項目，項目活動均是公司之前沒有接觸過的。你發現項目文件還是比較齊全，包括項目章程、項目管理計劃和工作分解結構等等。項目進度和預算均在計劃內。然而，團隊會議上的氣氛總是很緊張，與會者即興的發言充分表明他們對項目非常不滿。你和主要干系人評估了所有的主要項目文件，大家一致認為這些文件都還是很準確的，但這種舉措似乎沒有解決實際問題。出現此種問題的最佳原因應該為： A.團隊成員之間存在個性沖突，需要你來發現并給予解決。 B.此項目沒有一個有效的發起人，所以沒有較高的優先級。 C.干系人對項目的完成結果存在不同的期望。 D.公司的組織結構及動因防礙了團隊成員之間有效的協作。 審題： 此題的關鍵是“你所在的公司是一個職能型的組織，不同部門之間互相充滿敵意”。 定位： 執行過程組·項目干系人管理·管理干系人參與 解析： 1、個性沖突是發生頻率最小的沖突資源，所以選項A不正確； 2、有效的發起人和項目高優先級之間并不存在必然聯系，所以選項B也不正確； 3、如果存在選項D的內容，那么管理計劃就應該包括了解決該問題的辦法，所以D不正確； 4、如果干系人的需求沒有識別出來，那么他們就會對項目存在很大的不滿，所以最佳選項為C。 PMP參考答案：C.干系人對項目的完成結果存在不同的期望。 |
