信息系統(tǒng)項目管理師英語題（總7頁）-本頁僅作為預(yù)覽文檔封面，使用時請刪除本頁-#信息系統(tǒng)項目管理師英語模擬題SampleProfessionalResponsibilityexamquestionsWhileworkingonanexternalprojectyourcustomerasksyoutoperformsomeadditionaltasksthatarenotincludedintheformalcontract.Youshould:Honorthecustomer'srequestassignofcooperationtoensurefuturebusiness.RefusetherequestandreportthecustomertoyoursponsorAcknowledgetherequestandadvisethecustomertosubmitaformalchangerequestConveneameetingoftheprojectteamandrewritethescopestatement.YouaremanaginganinternalR&Dproject.Theinitialtestresultsareverypoor.Youareafraidyourmanagementmightcanceltheproject,andthiscouldreflectpoorlyuponyou.Verificationtestingcouldbedonequicklyandinexpensively.Youshould:BethefirsttorecommendcancelingtheprojectInformmanagementabouttheresultsandwaitforaresponseInformmanagementimmediatelyandrecommendretestingforverificationWithholdtheinformationfrommanagementuntilyouperformadditionalteststoverifytheinitialresultsDuringaninformalmeetingwithyourprojectclientyouareofferedasubstantialmonetaryincentivetoaltertheconfigurationoftheproducttomeettheclient'spersonalneed.Thischangemayresultinadditionalprojectcostsandscheduledelays.Theappropriateactiontotakewouldbe:Refrainfromacceptingtheofferandadvisethecustomertosubmitarequesttothechangecontrolboard.AccepttheofferandissueaninternalconfigurationchangerequesttothedesigngroupObtainadditionalinformationabouttherequestandthecustomer'spersonalneedbeforeacceptingtheoffer.Delayacceptanceoftheofferuntilyoucanensurethatyoucanprotectyourselffromanylegalliabilities.Astheprojectmanagerforaverylargeandhighlyvisibleprojectyoureceiveapreliminarypressreleaseforyourapprovalbeforedistribution.Youareexpectedtoapprovethereleasewithoutcomment.Yourreviewidentifiesamajordiscrepancyregardingsomekeyprojectfinancialestimatesthatmaymisleadtheintendedrecipients.Astheprojectmanageritisyourresponsibilityto:InformtheprojectsponsorofthediscrepancyandrefusetoapprovethereleaseApprovethereleasebutsendamemotothesponsoradvisingthatyouareawareofthediscrepancyandwillreferanyquestionsyourreceivetothesponsorCompletelyrewritethepressreleaseandincludethecorrectinformationApprovethereleaseasrequestedYourprojectisrunningoutofcashandsignificantworkremains.Youaredirectedbyseniormanagementtoinstructyourpeopletouseanotherproject'schargenumberswhileworkingonyourproject.Youshould:FollowinstructionsInformthecorporateauditorsUnderstandthebackgroundofmanagement'sinstructionsbeforetakinganyactionShutdowntheproject,ifpossibleWhilereviewingtheestimatesfromthefunctionalmanagersassignedtoyourprojectyoudiscoverthatonecostestimateisclearlyhigherthanthosesubmittedforpreviousprojects.Youshould:RejecttheestimateandremovethefunctionalmanagerfromtheprojectRequestthesupportingdetailsfortheestimatetoensureithasbeenproperlyprepared.Accepttheestimateandplantousetheadditionalfundingasareserve.Questioneachfunctionalmanagerforinformationaboutthisestimate.Youareworkinginacountrywhereitiscustomarytoexchangegiftsbetweencontractorandcustomer.Yourcompanycodeofconductclearlystatesthatyoucannotacceptgiftsfromanyclient.Failuretoacceptthegiftfromthisclientmayresultinterminationofthecontract.Theactiontotakeinthiscasewouldbe:Providethecustomerwithacopyofyourcompanycodeofconductandrefusethegifts.ExchangegiftswiththecustomerandkeeptheexchangeconfidentialContactyourprojectsponsorand/oryourlegalorpublicrelationsgroupforassistance.Asktheprojectsponsororprojectexecutivetoexchangegifts.Duringyourassignmentasprojectmanageryouaddanewmembertoyourprojectteam.Thisnewteammemberwasrecentlyhiredfromacompetitorandofferstoshareasubstantialamountofproprietaryinformationfromhispreviouscompany.Thisinformationcouldputyouandyourteaminaverystrongpositionforfuturebusiness.Youareawareofanoncompeteclauseinthenewhire'sconditionofemployment.Youshould:Accepttheinformationandagreetokeepitconfidentialbetweenyouandthenewhire.Reviewtheconditionofemploymentwiththenewhireandadvisehertoreconsidertheoffer.Reviewtheinformationandonlyacceptonlywhatmayhaveadirectimpactontheproject'sfinancialstatus.IgnoretheoffertoshareandmoveforwardwiththeprojectYouareaskedtowriteapaperforyoursponsorsothathe/shecanpresentitatatechnicalmeeting.Youareinformedthathis/hernamewillbetheonlynameonthepaper.Youshould:a.FollowinstructionsFollowinstructionsbutdemandthatyournamealsoappearsRefusetofollowtheinstructionsGoovertheheadofyoursponsorseekingadviceAnexampleofaconflictofinterestwouldbe:a.Asapublicofficialyoumakeadecisionaboutacontractawardthatwillbenefityoupersonallyb.Youandafunctionalmanagerdisagreewithataskcostestimatec.Yoursponsordecidestocancelyourprojectbecauseitnolongersupportsthecompanystrategyd.Yourpersonalityconflictswiththatofakeymemberofyourprojectteam.Eachofthefollowingdescribestheuseofanethicalapproachexcept:Attemptingtounderstandthereligiousandculturalsensitivitiesofthecountryinwhichyouhavebeenassigned.Ensuringthatpersonalinterestdoesnotinterferewithyourdecisionmakingprocess.AcceptinggiftsinexchangeforfavoringonecontractoroveranotherMaintainingconfidentialityofsensitiveinformationobtainedduringtheprojectlifecycle.Tomaintainthecustomer'sschedule,massiveovertimewillberequiredbetweenChristmasandNewYears.Manyofyourteammembershaveputinforvacationduringthistime.Youshould:a.LetthescheduleslipandinformthecustomerFirstgivetheemployeesthechoiceofworkingovertimeMaketheemployeescanceltheirvacationplansandworkovertimeHiretemporaryemployeesfortheovertimeWhichofthefollowingsituationsdescribesaviolationofthePMPProfessionalCodeofConducta.Acceptingagiftthatiswithinthecustomaryguidelinesofthecountryorprovinceyouarecurrentlyworkingin.Useofconfidentialinformationtoadvanceyourpositionorinfluenceacriticaldecision.ComplyingwithlawsandregulationsofthestateorprovinceinwhichprojectmanagementservicesareprovidedDisclosinginformationtoacustomeraboutasituationthatmayhaveanappearanceofimpropriety.Inordertobalancetheneedsofthemanystakeholdersinvolvedinyourprojectthemostdesirablemethodtoachieveresolutionofconflictswouldbe:a.Compromise b.Forcing c.Controllingd.ConfrontationYoureceiveacontracttoperformtestingforanexternalclient.Aftercontractaward,thecustomerprovidesyouwiththetestmatrixtouseforyour16tests.Thevicepresidentforengineeringsaysthatthecustomer'stestmatrixiswrong,andshewilluseadifferenttestmatrix,whichshouldgivebetterresults.ThisisaviolationtotheSOW.Supposeyoursponsorisalsothevicepresidentforengineering.Youshould:Usethecustomer'stestmatrixUsetheengineeringtestmatrixwithouttellingthecustomerUsetheengineeringtestmatrixandinformthecustomerTellyoursponsorthatyouwanttosetupameetingwiththecustomertoresolvetheconflict16.Inorderfortheprojectmanagertofullyandeffectivelyunderstandastakeholder'spersonalconcernsorgrievancesitmaynecessaryto:AskforawrittendescriptionoftheproblemandsubmititthroughtheprojectofficeScheduleaprojectreviewsessionwiththeentireprojectteamAttempttoempathizewiththestakeholderInvolvetheprojectsponsorasanarbitratorAstheleaderofaprojectteam,theprojectmanagermayberequiredtoassessthecompetenciesofhisorherteammembers.Occasionally,someweaknessesorareasforimprovementwillbeidentified.Theprojectmanagershould:RemoveanyteammemberswhohavedemonstratedweaknessesincriticalknowledgeareasCommunicatethoseweaknessesandestablishaperformanceimprovementprogramHireadditionalresourcestocompensateforweakareasWaitfortheteammemberstofailinanassignmenttojustifytermination.YouhavejustchangedjobsanddiscoveredthatyournewemployerroutinelyviolatesOSHA/EPAandaffirmativeactionrequirementsonprojects.Youshould:Donothing;it'snotyourproblemStartbyaskingmanagementiftheyareawarethatregulationsarebeingviolatedTalktothecorporatelegaldepartmentInformtheappropriategovernmentagenciesabouttheviolationsTheprojectmanagermustbeaneffectivecommunicatortoensurethatprojectstakeholdersreceiveandunderstandprojectrelatedinformationandstatus.Priortodeliveringinformationtothestakeholderstheprojectmanagershouldattemptto:ResearchandunderstandtheregionofexperienceofthestakeholderbeforetransmittinginformationIdentifyonlythosestakeholdersthathaveathesamebackgroundexperienceastheprojectmanagerFiltertheinformationtoremoveanydetailsRestrictinformationtospecifictechnicaldetailsAspartofyourprojectplanyoumustdevelopaneffectivemethodofcommunicationforyourmultinationalteamofstakeholders.Youhaveseveralchoicesofmediaavailable.Theappropriateactiontotakeinthedevelopmentofthecommunicationplanswouldbeto:DiscusstheavailableoptionswiththestakeholdersandobtaintheirinputUsethestandardmediathathasbeenineffectforyourpreviousprojectsUsemultipleformsofmediatoensurethateveryonereceivestheinformationObtainadditionalfundingfromtheprojectsponsoranddevelopaprojectspecificcommunicationsinfrastructure.Oneofyouremployeesisupforpromotion.Ifthepromotionisgranted,theemployeewillbereassignedelsewherecausingaproblemforyouonyourproject.Youcandelaythepromotionuntilyourprojectiscompleted.Youshould:Supportthepromotionbutworkwiththeemployeeandtheemployee'snewmanagementtodevelopagoodtransitionplanAsktheemployeetorefusethepromotionuntilyourprojectiscompleted.ArrangetodelaythepromotionuntiltheprojectiscompletedTelltheemployeethatitishisresponsibilitytofindasuitablereplacementsothattheprojectwillnotsuffer.Theintegrityoftheprojectmanagerisoftenchallengedbystakeholderswhoattempttousepersonalpowerorinfluencetochangethescopeofanagreedupondeliverable.Inthesesituationstheprojectmanager'smostappropriateresponsewouldbe:Referthestakeholdertotheprocessforchangedocumentedintheapprovedcontract.Agreetothechangebecausecustomersatisfactionisthegoalregardlessofcost.ContactthelegaldepartmentandsuspendallfurtherprojectworkDeterminetherisksandrewardsforimplementingthechangebeforetakinganyaction.Duringprojectimplementationtheclientinterpretsaclauseinthecontracttomeantheheisentitledtoasubstantialrefundforworkrecentlycompleted.Youreviewtheclauseanddisagreewiththeclient'sconclusion.Astheprojectmanagerwhichofthefollowingactionsshouldbetakena.Disregardthecustomer'sconclusionandcontinuetoprocessinvoicesDocumentthedisputeandrefertotheprovisionsofthecontractthataddressinterpretationsanddisputesAdvisethecustomerthatambiguousinformationincontractsisalwaysinterpretedinfavorof

thecontractorImmediatelycorrecttheclausetoremoveanypossiblemisinterpretationbythecustomerYourexecutives,inappreciationforthesuccessofyourproject,havegivenyoua$10,000bonustobedisbursedamongyourfive-teammembers.Oneofthefive,whoisasubstandardworkerandaccomplishedverylittleonyourproject,isinyourcarpool.Youshould:ProvideeveryonewithanequalshareProvideeveryoneasharebasedupontheirperformanceAsktheworkerstodecideamongthemselveshowthebonusshouldbesubdividedAskthesponsortomakethedecisionBeforereportingaperceivedviolationofanestablishedruleorpolicytheprojectmanagershouldDeterminetherisksassociatedwiththeviolationEnsurethereisareasonablyclearandfactualbasisforreportingtheviolationIgnoretheviolationuntilitactuallyaffectstheprojectresultsConveneacommitteetoreviewtheviolationanddeterminetheappropriateresponseProjectManagerscancontributetotheirorganization'sknowledgebaseandtotheprofessionofprojectmanagementmosteffectivelyby:DevelopingandimplementingaprojectreviewandlessonslearnedprocessEstablishingstrictguidelinesforprotectingintellectualpropertyPromotetheuseofadhocprojectmanagementEnsuringthatallprojectplansaredevelopedbeforetheprojectteamisformedYouhavebeenassignedtwoconcurrentprojects.Becauseofthenatureoftheprojects,youhaveaconflictofinterest.Youshould:a.Dothebestyoucanandtellnoone b.Asktoberemovedfromoneoftheprojectsc.Asktoberemovedfrombothoftheprojects d.InformyoursponsorandaskforhisadviceYoureceiveacontracttoperformtestingforanexternalclient.Aftercontractaward,thecustomerprovidesyouwiththetestmatrixtouseforyour16tests.Thevicepresidentforengineeringsaysthatthecustomer'stestmatrixiswrong,andshewilluseadifferenttestmatrix,whichshouldgivebetterresults.ThisisaviolationtotheSOW.Youshould:Usethecustomer'stestmatrixUsetheengineeringtestmatrixwithouttellingthecustomerUsetheengineeringtestmatrixanddiscussthereasonswiththecustomerAskyoursponsorforclarification,assumingthatthevicepresidentisnotyoursponsorAneffectivemethodforimprovinganorganization'sprojectmanagementknowledgebaseisDisclaimer:Thesequestionsareintendedforstudypurposesonly.SuccessonthesequestionsisnotindicativeofsuccessontheProjectManagementProfessionalCertificationExamination.ThisdownloadoftheSampleExamQuestionsisforyourpersonaluseandNOTFORcommercialuse.Anyunauthorizeduseorduplicationofthisdocumentisprohibited!through:Coachingandmentoringc.AweakMatrixorganizationalstructureAnswerKey1=c 2=d12=b13=b23=b24=c3=a 4=athrough:Coachingandmentoringc.AweakMatrixorganizationalstructureAnswerKey1=c 2=d12=b13=b23=b24=c3=a 4=a14=d15=d25=b26=a5=c 6=b 7=c16=c17=b 18=b27=d28=d29=aReferentpowerd.FastTracking8=b 9=b 10=a11=c19=a20=a21=a22=aAnarrativedescriptionofproductsorservicestobesuppliedundercontractiscalled:a.Theprojectplan. B.Astatementofwork.C.Anexceptionreport. D.AParetoanalysis.Anexampleofscopeverificationis:Reviewingtheperformanceofaninstalledsoftwaremodule.Managingchangestotheprojectschedule.DecomposingtheWBStoaworkpackagelevel.Performingabenefit/costanalysistodetermineifweshouldproceedwiththeproWhichofthefollowingisnotanexampleofasourceofscopechange?Avariationingovernmentregulations.Failuretoincludearequiredfeatureinthedesignofatelecommunicationsystem.Aneedtoengageinbottom-upcostestimating.Introducingtechnologythatwasnotavailablewhenscopewasoriginallydefined.Thesubdivisionofmajorprojectdeliverables,asidentifiedinthescopestatement,intosmaller,moremanageablecomponentsiscalled:a.Parametricestimation .B.Scopedefinition.C.Feasibilityanalysis.D.Benefit-costanalysis.Theprocessofestablishingclearandachievableobjectives,measuringtheirachievement,andadjustingperformanceinaccordancewiththeresultsofthemeasurementiscalled:a.Strategicplanning.B.Alternativeobjectivesinventory.C.Managementbyobjectives.D.Contingencyplanning.Configurationmanagementis:a.Usedtoensurethatthedescriptionoftheprojectproductiscorrectandcomplete.Thecreationoftheworkbreakdownstructure.Thesetofproceduresdevelopedtoassurethatprojectdesigncriteriaaremet.Amechanismtotrackbudgetandschedulevariances.Afundamentaltenetofmodernqualitymanagementholdsthatqualityismostlikelytobeachievedby:a.Planningitintotheproject. B.Developingcarefulmechanismstoinspectforquality.C.Strivingtodothebestjobpossible. D.Conductingqualitycircleactivities.Yourmostrecentprojectstatusreportcontainsthefollowinginformation:BCWP=3,000,ACWP=3,500,andBCWS=4,000.Theschedulevarianceis:a.+1,000. B.+500. C.-500. D.-1,000.Learningcurvetheoryemphasizesthatinproducingmanygoods:

a.Costdecreasesasproductionratesincrease.Averageunitcostdecreasesasmoreunitsareproduced.Materialsbecomecheaperwhentheyarepurchasedinbulk.Laborersbecomemoreproductivebecauseoftechnologicaladvances.Rearrangingresourcessothatconstantresourcelevelsaremaintainediscalled:a.Floating.B.Leveling.C.Restructuring. D.Crashing.The isatime-phasedbudgetthatwillbeusedtomeasureandmonitorcostperformanceintheproject.A.Workbreakdownstructure b.Projectschedule c.Costbaselined.CostbudgetTotransfermostofthecostrisktothecontractor,theclientmayusea contract.A.Costplusaward b.Costplusincentivefee c.Costplusfixedfeed.FixedpriceAnappropriatesequenceforriskmanagementactivitiesis:a.Riskidentification,riskquantification,andriskresponsedevelopmentandcontrol.Riskidentification,riskassessment,andriskplanning.Riskidentification,riskmitigation,andriskmanagement.Riskidentification,riskelimination,andriskmitigation.TheoryXholdsthat:a.Qualityimprovementslieinthehandsofqualitycircles.Profitsaretiedtomeetingscheduledeadlines.Absenteeismistiedtopoorworkingconditions.Workersareinherentlyunmotivatedandneedstrongguidance.Allofthefollowingarecharacteristicsofparametricestimatingexcept:a.Historicalinformation. B.Quantifiable. C.Scalable.D.Activitylists.Inputstocostbudgetingincludeallofthefollowingexcept:a.Costbaselineb.Costestimate c.Workbreakdownstructured.ProjectscheduleInputsusedduringscopeplanningincludeallofthefollowingexcept:a.Constraints.B.Projectcharter. C.Budget/costanalysis.D.Productdescription.Costcontroloutputsincludeallofthefollowingexcept:a.Estimateatcompletion. B.Budgetupdates.C.Revisedcostestimates. D.Costbaseline.Riskidentificationoutputsincludethefollowingexcept:a.Decisiontrees. B.Inputstootherprocesses.C.Risksymptoms. D.Potentialriskevents.D.PerformancereportsD.Constraints.D.PerformancereportsD.Constraints.D.Lumpsum.Activitydurationestimateinputsincludeallofthefollowingexcept:a.Resourcerequirements.B.Basisofestimates.C.Activitylists.Allofthefollowingarecontracttypesexcept:a.Unit-price.B.Make-or-buy. C.Costreimbursable.Initiationinputsforaprojectincludeallofthefollowingexcept:a.Productdescription.B.Strategicplan. C.Projectcharter. D.Selectioncriteria.Responsestoriskthreatsincludeallofthefollowingexcept:a.Avoidance.B.Acceptance.C.Mitigation.D.Rejection.Theprocessofperformancereportingincludesallofthefollowingexcept .A.Statusreporting. B.Progressreporting.C.Forecasting.D.ProductanalysisConstrainedoptimizationmethodsofprojectselectioninclude:a.Scoringmodels. B.Benefit-costratios.C.Multi-objectiveprogrammingalgorithms.D.Subjectiveanalyses.Whichofthefollowingstatementsconcerningcontracttypeiscorrect?Afixedpricecontractcontainsthemostriskforthebuyer.Costreimbursablecontractsoffersellersthehighestprofitpotential.Lumpsumcontractsoffersellersthegreatestprofitpotential.Unitpricecontractsareillegalinmanyjurisdictions.AWorkBreakdownStructure(WBS)numberingsystemshouldallowprojectstaffto:a.IdentifythelevelatwhichindividualWBSelementsarefound.Identifyconfigurationmanagementmilestones.EstimatethecostsofWBSelements.Provideprojectjustification.Allofthefollowingaretruequalitystatementsexcept:a.Qualityimprovementdependsuponbetterdefinitionandincreasedawarenessoftherequirements/specifications.Projectqualitymanagementmustaddressbothmanagementoftheprojectandtheproductoftheproject.Recognitionofkeyactionsrequiredofeachteammemberisnecessarytomeetqualityobjectives.Computer-aideddesignsystemscanimprovequality,butonlyattheexpenseofanincreaseinthecostofdesign.Allofthefollowingareexamplesoftoolsoftenusedincostestimatingexcept:a.Parametricmodeling. B.Analogousestimating.C.Bottom-upestimating. D.Activitydurationestimates.AtXYZInc.,thehourlywageforsemi-skilledworkersis$.Theannualauditshowsthatfringebenefitscost30%ofbasicwages,andthatoverheadcostsare60%ofwagesplusfringebenefits.Whatistheloaded”hourlywageforasemi-skilledworkeratXYZInc.A.$.B.$.C.$.D.$.Ofthefollowingestimates,whichmostaccuratelyreflecttheactualcostoftheproject?A.Conceptualestimates. B.Orderofmagnitudeest