🎯题库练习

{"bank":[{"analysis":"ECO 三大领域为人员（People）、过程（Process）、业务环境（Business Environment）；启动/规划/执行是过程组，范围/进度/成本是知识领域，预测/敏捷/混合是开发方法分类。","answer":"B","chapter":"PMP·考试全景","difficulty":1,"explain":{"A":"过程组是项目管理的阶段逻辑，不是 ECO 的领域划分。","C":"范围、进度、成本属十大知识领域中的内容。","D":"预测型/敏捷/混合是开发方法的分类维度。"},"id":"pmp-01-001","options":["启动、规划、执行","人员、过程、业务环境","范围、进度、成本","预测型、敏捷型、混合型"],"source":"chapter","stem":"按现行 PMP 考试内容大纲（ECO），考试覆盖的三大领域是？","subject":"项目管理","type":"single"},{"analysis":"现行考纲下预测型与敏捷/混合方法各约占一半，因此必须同时掌握传统过程与敏捷实践。","answer":"B","chapter":"PMP·考试全景","difficulty":1,"explain":{"A":"只考预测型是旧考纲的印象，已不适用。","C":"敏捷并非全部内容。","D":"业务环境占比最小（约 8%，示例口径）。"},"id":"pmp-01-002","options":["全部为预测型","各约一半","全部为敏捷","以业务环境为主"],"source":"chapter","stem":"PMP 考试中，预测型（瀑布）与敏捷/混合方法所占比例大致是？","subject":"项目管理","type":"single"},{"analysis":"报名需提供 35 小时项目管理教育证明，并满足相应项目经验要求（本科及以上 36 个月 / 大专及高中 60 个月，示例口径）。","answer":"B","chapter":"PMP·考试全景","difficulty":1,"explain":{"A":"培训证明是报名硬性材料之一。","C":"小时数不是 100 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第七版提出的八个项目绩效域不包括下列哪一项？","subject":"项目管理","type":"single"},{"analysis":"绩效域不是阶段，而是贯穿项目的关注维度，八者同时存在、相互影响，需要整体平衡。","answer":"B","chapter":"PMP·原则与绩效域","difficulty":2,"explain":{"A":"把它们当作顺序阶段是常见误解。","C":"只关注交付会忽视不确定性与团队等维度。","D":"绩效域与知识领域、过程组是不同维度的概念。"},"id":"pmp-02-002","options":["它们是按时间先后完成的八个阶段","它们同时存在、相互依赖，需要项目经理平衡","只需关注「交付」绩效域即可","它们与项目知识领域完全等同"],"source":"chapter","stem":"关于八大绩效域，下列说法正确的是？","subject":"项目管理","type":"single"},{"analysis":"项目应聚焦价值：未被需要的功能属于镀金，浪费成本与工期，还可能造成验收争议。","answer":"B","chapter":"PMP·原则与绩效域","difficulty":2,"explain":{"A":"未被要求的功能不等于价值提升。","C":"超支本身已构成偏差，不能简单视为可接受。","D":"与风险储备无关。"},"id":"pmp-02-003","options":["提升了客户满意度，属于好事","交付了客户不需要的功能，浪费资源且可能被视为镀金","违反成本基准但可接受","属于必要的风险储备"],"source":"chapter","stem":"团队为满足「更多功能」而交付了客户并未要求的功能，从价值交付角度看，最主要的问题是？","subject":"项目管理","type":"single"},{"analysis":"章程由发起人/高层签发，作用是正式授权项目、任命项目经理并给出高层级目标；详细 WBS 属规划阶段产物。","answer":"B","chapter":"PMP·启动整合治理","difficulty":1,"explain":{"A":"项目经理可参与起草但无签发权。","C":"章程是启动阶段的产物。","D":"详细 WBS 不在章程中。"},"id":"pmp-03-001","options":["由项目经理编写并自行签发","由发起人或高层签发，正式授权项目并任命项目经理","在项目收尾阶段编制","其中包含详细的工作分解结构"],"source":"chapter","stem":"关于项目章程，下列说法正确的是？","subject":"项目管理","type":"single"},{"analysis":"敏捷项目通过产品负责人对待办列表持续排序来吸收变化，而不是依赖传统变更控制委员会流程。","answer":"B","chapter":"PMP·启动整合治理","difficulty":2,"explain":{"A":"CCB 审批是预测型项目的典型机制。","C":"团队投票不是需求优先级的决定机制。","D":"发起人不负责逐项需求排序。"},"id":"pmp-03-002","options":["提交变更请求并由 CCB 审批","由产品负责人对待办列表（Backlog）持续排序","由团队成员投票决定","由发起人每季度批准"],"source":"chapter","stem":"在敏捷项目中，需求优先级的调整主要通过什么机制实现？","subject":"项目管理","type":"single"},{"analysis":"阶段关口是治理节点：评审阶段成果与商业价值，作出继续、调整或终止项目的决策。","answer":"B","chapter":"PMP·启动整合治理","difficulty":2,"explain":{"A":"日常决策仍由项目经理负责。","C":"与薪酬无关。","D":"关口评审不能替代验收测试。"},"id":"pmp-03-003","options":["代替项目经理做日常决策","在阶段结束时评审是否继续投入，决定继续/调整/终止","确定团队成员薪酬","替代验收测试"],"source":"chapter","stem":"阶段关口（Phase Gate）评审的主要作用是？","subject":"项目管理","type":"single"},{"analysis":"速率＝团队每个迭代平均完成的故事点数（或工作量），用于预测剩余工作需要的迭代数；故事点是单条故事的相对大小，燃尽图是剩余工作量的趋势图。","answer":"B","chapter":"PMP·范围进度成本","difficulty":2,"explain":{"A":"故事点是相对估算单位，不是团队产能指标。","C":"燃尽图展示剩余工作量变化趋势，本身不是产能指标。","D":"关键路径属预测型进度方法。"},"id":"pmp-04-001","options":["故事点总数","速率（Velocity）","燃尽图斜率","关键路径时长"],"source":"chapter","stem":"在敏捷项目中，用于衡量团队每个迭代完成工作量的指标是？","subject":"项目管理","type":"single"},{"analysis":"燃尽趋缓通常意味着存在阻碍、范围增加或依赖等待；应先与团队在站会/回顾中定位原因，再调整待办列表与流程。","answer":"B","chapter":"PMP·范围进度成本","difficulty":2,"explain":{"A":"加班不解决根因，且会损害团队可持续性。","C":"未经分析与干系人沟通就直接延期不专业。","D":"压缩测试会带来质量风险。"},"id":"pmp-04-002","options":["要求团队加班补进度","与团队一起查明阻碍（障碍/新增范围/依赖等待）并从待办列表与流程上处理","直接延长项目截止日期","减少测试以保证交付"],"source":"chapter","stem":"项目燃尽图在连续几个迭代中下降趋缓甚至持平。项目经理首先应当？","subject":"项目管理","type":"single"},{"analysis":"CPI＝EV/AC＝120/140≈0.857；典型偏差 EAC＝BAC/CPI＝300/0.857≈350 万元。","answer":"C","chapter":"PMP·范围进度成本","difficulty":3,"explain":{"A":"300 万元等于 BAC，隐含 CPI=1 的假设。","B":"320 万元是非典型算法 AC＋(BAC−EV)＝140＋180＝320。","D":"280 万元低于原预算，与超支事实矛盾。"},"id":"pmp-04-003","options":["300 万元","320 万元","350 万元","280 万元"],"source":"chapter","stem":"某项目 BAC=300 万元，检查点 EV=120 万元、AC=140 万元、PV=150 万元。按当前效率继续（典型偏差），EAC 约为？","subject":"项目管理","type":"single"},{"analysis":"资源平衡为解决资源过载可能调整活动时间、进而影响关键路径与工期；资源平滑只在浮动时间内调整，不改变工期。","answer":"B","chapter":"PMP·范围进度成本","difficulty":2,"explain":{"A":"资源平衡可能延长工期。","C":"资源平滑不改变工期，这是它与平衡的关键区别。","D":"两者用于资源优化，不是进度压缩技术。"},"id":"pmp-04-004","options":["两者都不改变项目工期","资源平衡可能改变关键路径与工期，资源平滑不改变工期","资源平滑可能延长工期","两者都用于压缩进度"],"source":"chapter","stem":"关于资源平衡（Resource Leveling）与资源平滑（Resource Smoothing），说法正确的是？","subject":"项目管理","type":"single"},{"analysis":"敏捷强调仆人式领导：Scrum Master 为团队服务、清除障碍、保护团队免受干扰，促进团队自组织与持续改进。","answer":"B","chapter":"PMP·质量资源沟通","difficulty":2,"explain":{"A":"命令控制与自组织团队理念冲突。","C":"其职责不止行政事务，还包括教练与促进。","D":"技术决策应由团队承担，而非代替。"},"id":"pmp-05-001","options":["命令控制式领导","仆人式领导：服务团队、清除障碍、促进自组织","只负责行政事务","代替团队做技术决策"],"source":"chapter","stem":"在敏捷团队中，Scrum Master 最应体现的领导方式是？","subject":"项目管理","type":"single"},{"analysis":"测试驱动开发（TDD）与持续集成是敏捷中把质量内建（build quality in）的典型实践，属管理质量/预防导向。","answer":"B","chapter":"PMP·质量资源沟通","difficulty":2,"explain":{"A":"QC 侧重检验结果，此处强调事前预防与持续集成。","C":"外部失败成本指交付后发现的缺陷代价。","D":"范围确认是验收过程，与测试驱动开发不同。"},"id":"pmp-05-002","options":["控制质量（QC）活动","敏捷质量实践（TDD 与持续集成）","质量成本中的外部失败成本","范围确认"],"source":"chapter","stem":"为提升交付质量，团队在编码前先写测试用例，并保持频繁集成。这属于？","subject":"项目管理","type":"single"},{"analysis":"渠道数＝N(N−1)/2＝12×11/2＝66 条。","answer":"B","chapter":"PMP·质量资源沟通","difficulty":2,"explain":{"A":"24 是 12×2 的误算。","C":"132 是 12×11，未除以 2。","D":"144 是 12×12，公式错误。"},"id":"pmp-05-003","options":["24","66","132","144"],"source":"chapter","stem":"项目组共 12 人（含项目经理）。若成员之间两两沟通，沟通渠道数为？","subject":"项目管理","type":"single"},{"analysis":"高权力低利益→令其满意：保持其对重大事项的知情与正面态度，不必用细节打扰。","answer":"B","chapter":"PMP·质量资源沟通","difficulty":2,"explain":{"A":"重点管理适用于权力与利益双高的干系人。","C":"随时告知适用于低权力高利益的干系人。","D":"高权力干系人不可忽视。"},"id":"pmp-05-004","options":["重点管理，每日同步细节","令其满意：简要汇报关键节点与重大风险","随时告知全部细节","不作管理"],"source":"chapter","stem":"某干系人权力高但对项目细节关注度低。按权力-利益方格，恰当策略是？","subject":"项目管理","type":"single"},{"analysis":"Spike 是用于调研与验证技术可行性的短周期活动，能在早期降低不确定性并调整方案。","answer":"B","chapter":"PMP·风险采购与应试","difficulty":2,"explain":{"A":"推迟到末期会使风险集中爆发，成本更高。","C":"直接取消可能损失价值，应先验证再决定。","D":"增加人力不能解决技术不确定性。"},"id":"pmp-06-001","options":["把该功能放到最后一个迭代","安排 Spike（技术探针）迭代先做可行性验证","直接取消该功能","增加编码人力"],"source":"chapter","stem":"团队对一项新技术方案把握不足。为降低技术不确定性，敏捷项目常采用的做法是？","subject":"项目管理","type":"single"},{"analysis":"范围不明确时难以定死总价，工料合同按固定单价×实际工作量结算，适合尽快启动；CPPC 应避免。","answer":"B","chapter":"PMP·风险采购与应试","difficulty":2,"explain":{"A":"FFP 要求范围相对明确才能合理报价。","C":"CPPC 激励超支，应避免使用。","D":"该类型仍以总价为基础，不适合范围不清的情况。"},"id":"pmp-06-002","options":["固定总价（FFP）","工料合同（T\u0026M）","成本加成本百分比（CPPC）","总价加经济价格调整"],"source":"chapter","stem":"项目需求范围不明确但必须尽快启动外包。最适宜的合同类型是？","subject":"项目管理","type":"single"},{"analysis":"敏捷中需求由产品负责人统筹排序：应评估价值与影响，纳入待办列表并排序，保护当前迭代目标，通过评审与发布计划体现变更。","answer":"B","chapter":"PMP·风险采购与应试","difficulty":3,"explain":{"A":"直接插入会破坏迭代承诺与团队节奏。","C":"直接拒绝不符合敏捷的协作与价值导向。","D":"日常需求优先级的决策不应上交发起人。"},"id":"pmp-06-003","options":["立即让团队插入开发，满足客户","与产品负责人一起评估价值与影响，将需求放入待办列表并排序（必要时调整后续迭代）","直接拒绝客户，强调迭代内不可变更","报请发起人决定"],"source":"chapter","stem":"情景题：客户在迭代中途提出新需求，要求立即加入本迭代。作为项目经理/Scrum Master，最恰当的做法是？","subject":"项目管理","type":"single"},{"analysis":"情景题优先「先分析、再协作、后行动」：先定位偏差根因，再与团队/干系人商定纠正措施（如调整关键路径活动、变更范围或合理调整基准）。","answer":"B","chapter":"PMP·风险采购与应试","difficulty":2,"explain":{"A":"持续加班会造成倦怠与质量风险，且未解决根因。","C":"未经分析就申请延期不符合专业做法。","D":"削减测试会带来质量与验收风险。"},"id":"pmp-06-004","options":["继续加班直到赶上进度","分析偏差根因（关键路径、资源、范围变更）并与团队及干系人商定纠正方案","立即向发起人申请延期","削减测试范围以赶工"],"source":"chapter","stem":"情景题：项目进度落后，团队成员已连续加班三周。作为项目经理，最恰当的第一步是？","subject":"项目管理","type":"single"},{"analysis":"按示例口径，过程领域约占 50%、人员约 42%、业务环境约 8%；虽然人员占比也很高，但过程略高于人员。","answer":"B","chapter":"PMP·考试全景","difficulty":1,"explain":{"A":"人员约占 42%，略低于过程。","C":"业务环境占比最小（约 8%）。","D":"三者占比并不相同。"},"id":"pmp-01-004","options":["人员（People）","过程（Process）","业务环境（Business Environment）","三者完全相同"],"source":"chapter","stem":"按 ECO 三大领域的占比口径（示例），占比最大的领域是？","subject":"项目管理","type":"single"},{"analysis":"PMP 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通知相关方并跟踪实施。","answer":"B","chapter":"PMP·启动整合治理","difficulty":2,"explain":{"A":"未经审批直接实施变更会导致基准失控。","C":"一概拒绝会忽视合理变更需求，也不符合流程。","D":"搁置不处理会使问题累积并损害相关方参与。"},"id":"pmp-03-007","options":["直接实施变更以满足相关方要求","提出并记录变更请求，评估影响后提交变更控制委员会（CCB）审批","拒绝变更以保持基准不变","通知团队按原计划继续，暂不处理"],"source":"chapter","stem":"项目执行中相关方提出一项可能影响基准的变更，项目经理首先应当？","subject":"PMP 项目管理","type":"single"},{"analysis":"赶工（Crashing）通过增加资源（加班、增人、加急采购）压缩关键路径工期，通常增加成本；快速跟进（Fast Tracking）把原本顺序进行的工作改为并行，可缩短工期但增加返工与协调风险。","answer":"B","chapter":"PMP·范围进度成本","difficulty":2,"explain":{"A":"增加资源缩短工期是赶工的定义，快速跟进是并行实施。","C":"两类技术均用于缩短关键路径上的工期。","D":"两种方法都会带来成本增加或风险上升，不存在「无代价压缩」。"},"id":"pmp-04-007","options":["快速跟进通过增加资源缩短工期，通常增加成本","赶工通过增加资源缩短关键路径上的工期，可能增加成本；快速跟进通过并行实施增加返工风险","两者都不改变关键路径","两者都能在不增加任何风险的情况下缩短工期"],"source":"chapter","stem":"关于「赶工」与「快速跟进」两种进度压缩技术，说法正确的是？","subject":"PMP 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