pgmp模拟测试题一_在线真题试卷与模拟练习_pgmp模拟测试题一_考试宝

更新时间：试题数量：购买人数：提供作者：

有效期：个月

章节介绍：共有个章节

收藏

我的练习

我的错题
(0道)

我的收藏
(0道)

我的斩题
(0道)

我的笔记
(0道)

专项练习

顺序练习 0 / 0

随机练习 自定义设置练习量

题型乱序 按导入顺序练习

模拟考试 仿真模拟

题型练习 按题型分类练习

易错题 精选高频易错题

学习资料 考试学习相关信息

搜索

题库预览

One of the key responsibilities of any program manager is to correctly manage programbenefits. In order to do this, it is highly recommended that they identify metrics which will helpthe management of benefit during the life of the program. Benefits management has a life cyclewith phases which run in parallel to program life cycle phases, with a close relationship betweenthe two. During which phase should benefits metrics be defined and recorded?任何项目集管理者的主要职责之一是正确管理项目集收益。为此，强烈建议他们识别有助于在项日集生命周期内管理收益的指标,收益管理有一个生命周期，其阶段与项目集生命周期阶段并行运行，两者之间关系密切。应在哪个阶段定义和记录收益指标?

In your program, one key stakeholder is very active, participates in all planned meetings.provides needed inputs on time, and with high quality data. The involvement of this stakeholderis very important for the success of the program. Everything looks perfect, except the fact that heis very negative with regard to the program itself. From the beginning this stakeholder has beenagainst the program. You discussed this fact with your program sponsor, but her reaction is moreor less: Don't worry about his attitude, he is known to be that way, there is nothing we can doabout it. Also, his involvement in the program is a must.What is the immediate action you shouldtake? 在您的项目集里面，一个关键的干系人非常活跃，参与所有项目集的会议，按时提供所需的输入，并提供高质量的数据。该干系人的参与对于该项目集的成功非常重要。一切看起来都很完美，除了他对项目集本身非常消极这一事实。从一开始，这个干系人就反对该项目集。你和你的项目集发起人讨论了这一事实，但她的反应或多或少是:不要担心他的态度，众所周知，他就是那样的一个人，我们对此无能为力。此外，他参与该项目集是必须的。”您应该立即采取什么行动?

Your company is a major player in the field of telecommunications. Your company has embarked ona major reorganization, and has decided to manage this initiatives as a program. The program isstructured with three project managers and a PMO with four experts. The program is progressingwell, but for some reason, the program manager has left the company. Because of your experiencein similar programs in the past, management has selected you as the new program manager. Youwill start working Monday morning to take over the program. You have a lot of experience in thefield of telecommunications and in managing restructuring programs, but you lack of a lot ofinformation about this specific program. You know what benefits the program is supposed togenerate, and you also know that metrics have been defined for each of the planned benefits. Whatis NOT on appropriate tool to monitor those metrics and take corrective actions if necessary? 贵公司是电信领域的主要参与者。贵公司已开始进行重大重组，并决定将此动议作为一个项目集进行管理。该项目集由三名项目经理和一个由四名专家组成的PMO组成。该项目集进展顺利，但由于某种原因，原项目集经理已离开公司。由于您过去在类似项目集里的经验，管理层已选择您作为新的项目集经理。您将在周一早上开始工作以接管该项目集。您在电信领域和管理重组项目集方面拥有丰富的经验，但缺乏有关此特定项目集的大量信息。您知道该项目集应该产生什么收益，并且您还知道已经为项目集的每个收益定义了指标。什么不是在必要时采取纠正措施来监控这些指标的合适工具?

You are the program manager of program X. Your program has been running for two years. Allbenefits have been realized except one, but you believe that the conditions are met to close theprogram. You prepare a presentation to the next board meeting in order to obtain theiragreement. What is the best convincing argument you should use? 您是项目集X的项目集经理。您的项目集已经运行了两年。除一项收益外，所有收益都已实现，但您认为已满足关闭该项目集的条件。您在准备向下一次董事会会议汇报以获得他们同意的演示文稿。您应该使用的最具说服力的论点是什么?

You are a program manager within a humanitarian organization. This program targets to expand itsactivities to new geographical regions. One of your project managers made the suggestion ofincluding a local small airline company in the program to optimize freight in his sub region. Thisinitiative could result in adding one more project to the existing program. The govemance boardrejected initiating the new project. What is the most probable cause of the board's refusal? 您是人道主义组织的项目集经理。该项目集旨在将其活动扩展到新的地理区域。您的一位项目经理建议将当地的一家小型航空公司纳入该项目集，以优化其下所辖区域的运费。这一举措可能导致在现有项目集里再增加一个项目。治理委员会拒绝启动该新项目。该治理委员会做出该拒绝的最可能原因是什么?

You are in charge of developing the program stakeholder engagement plan for your company'sprogram XYZ. As of today, only a few stakeholders have been identified, but you know that manymore are still to be identified, including approximately ten subcontractors who will be involved in theexecution of the program. You have previously worked on another program where the managementof stakeholders was poorly performed, and you do not want to see this happen again. in order todevelop the best stakeholder engagement plan for your program, you want to select the mostappropriate tool. Among the following options, which one is the tool most recommended for thedevelopment of the stakeholder engagement plan? 您负青为贵公司的项日集 XYZ 制定项日集干系人参与计划。截至今天，您只识别出了少数干系人但您知道还有更多的干系人有待识别，包括大约十个将参与该项目集执行的分包商。您以前曾参与过另一个项目集，其中对干系人的管理执行不佳，并且您不希望看到这种情况再次发生。为了为您的项目集制定最佳的干系人参与计划，您需要选择最合适的工具。在以下选项中，哪一个是推荐用于制定干系人参与计划的最佳工具?

One of the program's component must be outscouring to deliver the benefits. As the programManager, how to monitor the program progress?该项目集的组件之一必须通过外包才能带来收益。作为项目集经理,如何监控项目集进度?

Your program is made up of six projects: A, B, C, X, Y, 2. Project Y is the most important, projectX delivers essential outcomes to project Y while project Z is of secondary importance. There is a fluepidemic in project team X and the project leader informs you that next the deliverables wil bedelayed by 2 weeks. What is the lMMEDlATE action you should take? 您的项目集由六个项目组成:A，B，C，X，Y，2。项目Y是最重要的项目，X本质上为项目Y提供了成果，而项目Z则处于次要地位，项目团队X中出现流感疫情，项目负责人通知您接下来的可交付物将延迟 2周。您应该立即采取什么行动?

Appropriate governance is a necessary ingredient in program management. Without propergoverance, it is highly probable that the program wil fail. Would you like to sal across the AtlanticOcean without a skilled skipper and without adequate assistance in the case of difficulties? Programgovernance may have various meanings and interpretations, but it coversseveral aspects accepted by the majority of program management experts. What is the bestdefinition of proqram governance? 适当的治理是项目集管理的必要组成部分。如果没有适当的治理，该项目集极有可能失败。您想在没有熟练船长的情况下航行穿越大西洋，并且在遇到困难时没有足够的帮助吗?项目集治理可能有多种含义和解释，但它涵盖了大多数项目集管理专家所能接受的几个方面。项目集治理的最佳定义是什么?

You are managing a program that is going wel. The customer would like you to launch a newproject for an additional feature requested by one of their overseas affiliates. This feature is onextension to the core product of the program but the customer has estimated the additional costand is ready to pay for it. The analysis you have made with the program team indicates that it isbetter to keep this feature in the existing component project A, according to the followingoptions, what will be the MOST appropriate way to handle this situation? 您正在管理一个进展顺利的项目集。客户希望您针对其海外某关联公司所请求的附加特性启动一个新项目。此特性已是对该项日集的核心产品的扩展，但客户已估算出额外费用并准备为此付费。您与项目集团队所做的分析表明，最好将此特性保留在现有组件项目 A中，以下选项中，处理这种情况的最合适方法是什么?

Program are undertaken to contribute to a company's strategic objectives, and to generatebenefits. in many situations, a well managed program helps to obtain benefits and a level ofcontrol that are not available when projects are managed individually. Assume you manage aprogram for which benefits have been identified and recorded in the benefits register. Now it istime to develop the benefits realization plan which will quide benefits realization. Which answeris TRUE regarding the benefits realization plan? 项日集旨在为公司的战略目标做出贡献，并产生收益。在许多情况下，管理良好的项目集有助于获得单独管理项目时无法获得的收益和控制级别。假设您管理一个收益已识别并在收益登记册中已记录的项目集。现在是制定用于指导收益实现的收益实现计划的时候。关于收益实现计划，下面哪个选项是正确的?

Which tool sharpens risk definition and allows groups of the risks by cause? 哪种工具可以明确风险定义并允许按原因对风险进行分组?

A tool is involved constructing potential outcomes based on known facts, other risks, and current plans. This tool is? 某工具涉及根据已知事实、其他风险和当前计划建设潜在成果。这个工具是?

As a program manager in your company, you know that benefits management is a key ingredient ofyour program success. Even before your program was initiated, a group of executives from yourcompany met several times in order to identify the key benefits that your program could produce.Following those discussions, a list of identified benefits was established and recorded in a programdocument. During the life cycle of the program, you will use this preliminary list of expected benefitsas the basis for benefits management. During the programlife cvcle. what is the FlRST document that contains this preliminary list of expected benefits? 作为贵公司的项目集经理，您知道收益管理是项目集成功的关键因素。甚至在您的项目集启动之前，您公司的一组高管就已开了几次会，以确定您的项目集可以产生的主要收益。在这些讨论之后确定了一份已识别的收益清单，并记录在一份项目集文件中。在项目集的生命周期中，您将使用此预期收益的初步清单作为收益管理的基础，在项目集生命周期中，包含此预期收益初步清单的第一份文件是什么?

You are managing a program that has about thirty stakeholders, six of whom are identified askey stakeholders’ because you need their deep involvement for the success of the program. Youare developing the stakeholder engagement plan, and you want to make sure that keystakeholders remain engaged during the whole length of the program. In order to avoid apotential crisis, you want to be able to measure their attendance at meeting, measureparticipation trends and identify root causes of non-participation. What is the BEST action youshould take? 您正在管理一个拥有大约 30 个干系人的项目集，其中6个根系人被确定为“关键干系人”，因为您需要他们的深度参与才能使项目集取得成功。你正在制定干系人参与计划，并且您希望确保干系人在整个项目集期间保持参与。为了避免潜在的危机，您希望能够衡量他们参加会议、衡量参与会议的趋势并确定不参与会议的根本原因。您应该采取的最佳行动是什么?

Program planning activities mainly occur during the program definition phase. But actuallyplanning activities occur during each phase of the program life cycle; for instance each phasemust be correctly planned before being executed. Also, planning(or re-planning) activities shouldbe performed at key milestones of the program, such as gate reviews. Because of the extendedduration of the majority of programs, there are additional milestones where plans should berevisited and updated to ensure onging usefuiness. in which situation is it MANDATORY to updatethe program plans? 项目集规划活动主要发生在项目集定义阶段。但实际上，规划活动发生在项目集生命周期的每个阶段;例如，每个阶段在执行之前都必须正确规划。此外，项目集(或重新规划)活动应以项目集的关键里程碑来执行，例如关口审查。由于大多数项目集的持续时间延长，因此还有其他里程，应重新审视和更新项目集以确保其有用性。在什么情况下必须更新项目集计划?

Program planning activities mainly occur during the program definition phase. in reality,planning activities occur during each phase of the program life cycle; for instance each phasemust be correctly planned before being executed. Also, planning(or re-planning) activities shouldbe performed at key milestones of the proaram, such as aate reviews, Because of the extendedduration of the majority of programs, there are additional milestones where plans should berevisited and updated to ensure ongoing usefulness. This may NOT happen: 项目集规划活动主要发生在项目集定义阶段。实际上，规划活动发生在项目集生命周期的每个阶段:例如，每个阶段在执行之前都必须正确规划。此外，规划(或重新规划)活动应以项目集关键里程碑来执行，例如关口审查。由于大多数项目集的持续时间较长，因此还有其他里程碑，应重新审视和更新项目集以确保其持续有用性。这可能不会发生:

You are managing a program which is composed of three projects. You have weeklycheckpoint meetings with your project managers. With the help of the PMO, you havestandardized their reporting format which makes the meetings more effective. Before thecheckpoint meeting, you ask each project manager to provide you with the status of keyelements you have identified. The PMO then combines the information coming from the projectsand from the program itself. What is the MOST appropriate list of artifacts you will generatewhen monitoring and controlling the performance of your program? 您正在管理一个由三个项目组成的项目集。您每周都会与项目经理举行检查点会议。在PMO的帮助下，您已经标准化了他们的报告格式，从而使会议更加有效。在检查点会议之前，您要求每个项目经理向您提供已识别关键元素的状态。然后，PMO 将来自项目层级和项目集本身的信息组合在一起。在监控项目集绩效时，将生成的最合适的工件列表是什么?

You are in charge of a program for removing the waste produced in summer by the visitors toyour city. The overall cost is 1M$. Last year you had to remove the waste from June 1st throughAugust 31st. However, the tourist office extrapolates from current bookings that visitors will onlycome from July 1st through July 30th, with a 95% possibility. What is the expected cost variance? 你负责一个项目集，以清除访问你所在城市的游客在夏季所产生的废物。总成本为100万美元。去年，你不得不从6月1日到8月31日来清除这些垃圾。然而，市旅游局从目前的预订情况推断，游客今年只会在7月1日到7月30日这一时间段来本市旅游，以95%的可能性。预计成本差异是多少?

You are managing a program which is well underway. The four component projects: A, B, Cand D are creating the required deliverables. The stakeholders at project level are well engagedand consistently participated in the various projects' checkpoint meetings. For some reason, yourealize that at the program level, some key stakeholders seem not to attend the checkpointmeetings although they are aware that their participation is required. Stakeholders have receiveda calendar of the check point meetings, but sometimes you have massive attendance, and onother occasions, very few stakeholders attend. You have the feeling that they do not attend on aregular basis, but you really have no proof of that. You are concerned about that situation whichputs the program at risk. What did you overlook? 您正在管理一个正在进行中的项目集。四个组件项目A、B、C和D 正在创建所需的可交付物。组件项目这一级干系人积极参与并始终如一地参与各个组件项目的检查点会议。出于某种原因，您意识到在项目集级别，一些关键干系人似乎没有参加检查点会议，尽管他们知道需要他们的参与。干系人已经收到了检查点会议的日历，但有时您有大量的会议出席者，而在其他情况下，很少有干系人参加。你觉得他们是不定期参加，但您真的没有证据能证明这一点。您担心这种情况会使项目集处于危险之中。您忽略了什么?