PMP認(rèn)證考試練習(xí)題（十八）（中英文）

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1. If a risk event has a chance of occurring 15 times out of 45 times, based on experiences with like events, what is the probability that the event will occur on the next project?
90%
45%
15%
33%

如果一個風(fēng)險事件的發(fā)生機(jī)會是45次中出現(xiàn)15次, 基于類似事件的經(jīng)驗, 在下個項目上,這個風(fēng)險事件發(fā)生的概率是多少?
a. 90%
b. 45%
c. 15%
d. 33%

2. During which phase of a project is the level of uncertainty the greatest?
Design
Development/Execution
Conceptual
Phase-out

在項目的哪一階段, 不確定性程度最大?
a. 設(shè)計
b. 開發(fā)/實(shí)行
c. 構(gòu)思立項
d. 結(jié)束

3. The expected value of a risk event is calculated by multiplying the .
Likelihood of the event by the consequence of its occurrence
Likelihood of the event by the number of risk events
The number of risk events by the consequences of their occurrence
The likelihood of the greatest risk event by the consequence of the smallest risk event

計算風(fēng)險事件的期望值是通過乘上什么
a. 事件發(fā)生的可能性乘以事件發(fā)生的結(jié)果
b. 事件發(fā)生的可能性乘以風(fēng)險事件發(fā)生次數(shù)
c. 風(fēng)險事件發(fā)生次數(shù)乘以事件發(fā)生的結(jié)果
d. 最大風(fēng)險的事件發(fā)生可能性乘以最小風(fēng)險的事件的發(fā)生的結(jié)果

4. Which of the following is not an external, unpredictable risk?
Changes in government regulations
Natural disasters
Vandalism
Inflation

下面哪一事項不是一個外部的不可預(yù)測的風(fēng)險?
a. 政府管制的變化
b. 自然災(zāi)禍
c. 有意的破壞
d. 通貨膨脹

5. The techniques and methods used to reduce or control risk are part of which of the following mechanisms:
Risk assessment
Risk response planning
Lessons learned
Risk analysis

用來減少或者控制風(fēng)險的技術(shù)和方法是下列哪一機(jī)制的一部份:
a. 風(fēng)險評估
b. 風(fēng)險應(yīng)變規(guī)劃
c. 經(jīng)驗教訓(xùn)學(xué)習(xí)
d. 風(fēng)險分析

6. A project manager sends the electrical engineer an e-mail message asking her to prepare a detailed technical report per some instructions given in the e-mail. A week later, the electrical engineer’s department manager visits the project manager to complain that his engineer had spent 45 hours preparing the 80-page report. The project manager indicates that he thought the report would be only 4 pages long. The problem here is one of:
Lack of feedback
Too many instructions
Too much communication
Lack of trust

A 項目經(jīng)理發(fā)送給電子工程師一個電子郵件信息, 要求她準(zhǔn)備一份詳細(xì)的技術(shù)報告, 并在電子郵件中附注了某些說明. 一周后，電子工程師所在部門的經(jīng)理拜訪項目經(jīng)理以抱怨道: 該電子工程師已經(jīng)花費(fèi)了45 小時做出80頁的報告. 項目經(jīng)理指出:他認(rèn)為報告只需要有 4 頁長. 這里的問題是:
a. 缺乏反饋
b. 指令太多
c. 溝通太多
d. 缺乏信任

7. A line manager possesses information, which the project team needs, but withholds the information. This is a type of:
Confrontation
Information filtering
Region of influence
Communication power base

產(chǎn)品經(jīng)理有項目團(tuán)隊所需要的信息, 但是隱瞞住該信息. 這是一種:
a. 正面對抗
b. 信息過濾
c. 影響區(qū)域
d. 基本溝通力