廣州pmp1905二模專注高效進(jìn)取共贏

1、2-001At the start of a project, a key resource plans to retire. What the project manager should do? A. Revise thework breakdown structure (WBS).B.Work with the sponsor to find a suitable replacement for the key resource. C.Negotiate with the functional manager to obtain to obtain an equal resource.

2、D.Update the risk register.在項(xiàng)目開(kāi)始時(shí)，一名關(guān)鍵計(jì)劃退休。項(xiàng)目經(jīng)理應(yīng)該怎么做？A. 修訂工作分解結(jié)構(gòu)（WBS）。B. 與項(xiàng)目發(fā)起人合作，找到適合的替代C. 與職能經(jīng)理協(xié)商獲得一名同等相當(dāng)D. 更新風(fēng)險(xiǎn)登記冊(cè)。遇風(fēng)險(xiǎn)，先查冊(cè)參考：D： 實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)：輸出：項(xiàng)目文件更新。一名關(guān)鍵風(fēng)險(xiǎn)，應(yīng)首先更新風(fēng)險(xiǎn)登記冊(cè)。計(jì)劃退休(還未退休)是新識(shí)別的風(fēng)險(xiǎn)厭惡者效用函數(shù)的導(dǎo)數(shù)小于零效用風(fēng)險(xiǎn)中立者風(fēng)險(xiǎn)追求者效用隨貨風(fēng)險(xiǎn)登記冊(cè)幣的增加，但增加率遞增。效用函數(shù)的導(dǎo)數(shù)大大風(fēng)險(xiǎn)于零。增加導(dǎo)致的效用增加大于損失導(dǎo)致的效用減少，因此更傾向于以求得高。貨幣房子小風(fēng)險(xiǎn)塌樓墻體門(mén)窗應(yīng)急儲(chǔ)備

3、頂梁頂蓋墻磚門(mén)窗戶天窗During a projects execution phase, the project manager realizes that a stakeholder is consistently late inresponding to sensitives. What should the project manager do?A. Log it in the risk register as a communication issue.B. Refer to the Control Communications process for an alternative

4、form of communication.C. Revise the communication channel being used in the communications management plan.D. Ask the project sponsor to address the issue with the stakeholder.項(xiàng)目相關(guān)方一直延遲答復(fù)敏感性電子郵件。項(xiàng)目經(jīng)理應(yīng)該怎么做？在風(fēng)險(xiǎn)登記冊(cè)中。在項(xiàng)目執(zhí)行階段，項(xiàng)目經(jīng)理A.將其作為一個(gè)問(wèn)題B.參閱監(jiān)督過(guò)程，獲得替代方式。C.修訂管理計(jì)劃中使用的D.請(qǐng)求項(xiàng)目發(fā)起人解決該項(xiàng)目相關(guān)方的問(wèn)題。參考：B：可能影響技術(shù)選擇的因素

5、包括信息的敏感性和性。題目中說(shuō)到敏感性電子郵件，說(shuō)明需要采取相應(yīng)的安全措施，并在此基礎(chǔ)上選擇最合適的方式。項(xiàng)目經(jīng)理進(jìn)行修訂，之后相關(guān)方一直延遲，首先要調(diào)整方式，如管理計(jì)劃中沒(méi)有合適的替代將其在風(fēng)險(xiǎn)登記冊(cè)中。10.1.3管理計(jì)劃管理：輸出項(xiàng)目管理子計(jì)劃之一描述將如何，結(jié)構(gòu)化、執(zhí)行與監(jiān)督項(xiàng)目， 以提高的有效性包括如下信息：相關(guān)方需求ØØ需要的信息，包括語(yǔ)言、傳遞信息的技術(shù)或方法ØØ格式、內(nèi)容、詳細(xì)程度等上報(bào)步驟隨項(xiàng)目進(jìn)展，對(duì) 更新和優(yōu)化的方法管理計(jì)劃進(jìn)行ØØ Ø發(fā)布信息的發(fā)布信息及告知收悉或做出回應(yīng)（如適用）的時(shí)

6、限和頻率通用術(shù)語(yǔ)表項(xiàng)目信息流向圖、工作流程、報(bào)告、會(huì)議計(jì)劃等制約因素項(xiàng)目狀態(tài)會(huì)議、項(xiàng)目團(tuán)隊(duì)會(huì)議、網(wǎng)絡(luò)會(huì)議和電子郵件等的指南和模板ØØ負(fù)責(zé)相關(guān)信息的Ø ØØØØ負(fù)責(zé)信息發(fā)布的將要接收信息的或群體，包括他們的需要、需求和期望When the project starts, the project sponsor notifies the project manager that the cost control must be givenpriority. During the planning period, the proj

7、ect manager determines that parts manufactured by external suppliers are clearly required and unlikely to change. What type of contract should the project manager use for the supplier? AFixed Price Incentive Fee Contract （FPIF）BCost Plus Incentive Fee Contract（CPIF）CTime and Material Contract（T&

8、M） DFirm Fixed Price Contract（FFP）項(xiàng)目開(kāi)始時(shí)，項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理必須優(yōu)先考慮成本。在期間，項(xiàng)目經(jīng)理確定由外部供應(yīng)商制造的部件需求明確，不大可能發(fā)生變化。項(xiàng)目經(jīng)理應(yīng)該對(duì)該供應(yīng)商使用什么合同類型？A. 總價(jià)加激勵(lì)費(fèi)用合同（FPIF）B. 成本加激勵(lì)費(fèi)用合同（CPIF）C. 工料合同（T&M）D. 固定總價(jià)合同（FFP）參考：D：采用總價(jià)合同，買方需要準(zhǔn)確定義擬采購(gòu)的或服務(wù)。雖然可能范圍變更，但范圍變更通常會(huì)導(dǎo)致合同價(jià)格提高。固定總價(jià)合同（FFP）。FFP 是最常用的合同類型。大多數(shù)買方都喜歡這種合同，因?yàn)椴少?gòu)的價(jià)格在一開(kāi)始就確定，并且不改變（除非工作范

9、圍發(fā)生變更）。合同類型12.1.1采購(gòu)管理：輸入6. 組織過(guò)程資產(chǎn)合同協(xié)議類型名稱特點(diǎn)對(duì)買方風(fēng)險(xiǎn)適用條件總價(jià)合同固定總價(jià)(FFP)價(jià)格固定，不容易改變范圍最小范圍很明確總價(jià)加激勵(lì)費(fèi)用(FPIF)有價(jià)格上限，對(duì)實(shí)現(xiàn)既定目標(biāo)給予財(cái)務(wù)?？們r(jià)加價(jià)格調(diào)整(FP-EPA)保護(hù)買方和賣方免受外界不可控情況的影響。條件可能有變化(如通貨膨脹)成本補(bǔ)償合同成本加固定費(fèi)用(CPFF)費(fèi)用固定。最大成本加激勵(lì)費(fèi)用(CPIF)事先商定分?jǐn)偙壤齺?lái)/分擔(dān)節(jié)約/超出目標(biāo)成本部分。成本加費(fèi)用(CPAF)費(fèi)用由買方來(lái)決定。工料合同屬于單價(jià)合同(T&M)兼具成本補(bǔ)償合同和總價(jià)合同的某些特點(diǎn)的混合型合同。固定價(jià)格，談判快P

10、roject progress overruns because of unpredictable project consolidation complexity and resource availability. Tomeet the project deadline, the functional manager requires the project manager to be online without testing. What should the project manager do in advance to avoid this situation?A. Manage

11、 Progress deviationsB. Managing riskC. Identify risksD. Identify quality issues由于不可項(xiàng)目經(jīng)理在的項(xiàng)目整合復(fù)雜性和可用性，導(dǎo)致項(xiàng)目發(fā)生進(jìn)度超支。為了滿足項(xiàng)目期限，職能經(jīng)理要求測(cè)試情況下上線。若要避免這種情況，項(xiàng)目經(jīng)理事先應(yīng)該做什么？A. 管理進(jìn)度偏差B. 管理風(fēng)險(xiǎn)C.識(shí)別風(fēng)險(xiǎn)D.識(shí)別質(zhì)量問(wèn)題參考：C：避免項(xiàng)目在執(zhí)行過(guò)發(fā)生問(wèn)題，需要項(xiàng)目風(fēng)險(xiǎn)管理，首先識(shí)別風(fēng)險(xiǎn)，然后分析和管理風(fēng)險(xiǎn)。A project manager is developing a project team with members from diffe

12、rent departments and have not workedtogether. Now, team members work together and trust one another.What development stage should the team expect to experience?A.Forming B.Performing C.Norming D.Storming項(xiàng)目經(jīng)理正在與不同公司部門(mén)工作的成員一起組建項(xiàng)目團(tuán)隊(duì)?，F(xiàn)在團(tuán)隊(duì)成員一起工作并且彼此信任。團(tuán)隊(duì)預(yù)期將經(jīng)歷下列哪一項(xiàng)組建階段？A.形成階段B.成熟階段C.規(guī)范階段D.震蕩階段參考：C：在規(guī)范階段，團(tuán)

13、隊(duì)成員開(kāi)始協(xié)同工作，并調(diào)整各自的工作習(xí)慣和行為來(lái)支持團(tuán)隊(duì)，團(tuán)隊(duì)成員開(kāi) 始相互信任。團(tuán)隊(duì)發(fā)展階段理論 StagesofTeamDevelopmentM 五階段通常按順序進(jìn)行，也有可能階段逆轉(zhuǎn)，或者階段跳躍 階段的長(zhǎng)短取決于團(tuán)隊(duì)活力、團(tuán)隊(duì)規(guī)模和團(tuán)隊(duì)力Bruce Tuckman1965FormingStormingNormingPerformingAdjourning形成階段解散階段震蕩階段規(guī)范階段成熟階段n 開(kāi)始認(rèn)識(shí)n 開(kāi)始了解項(xiàng)目和職責(zé)n 相互n不開(kāi)誠(chéng)布公n 團(tuán)隊(duì)完成所有工作n團(tuán)隊(duì)成員離開(kāi)項(xiàng)目n 磨合期n 沒(méi)有凝聚力n 相互對(duì)立n 彼此競(jìng)爭(zhēng)n 協(xié)同工作n 相互信任n 集體決策n 共同解決問(wèn)題n

14、相互依靠n 完善階段n 彼此坦誠(chéng)n 高效解決 問(wèn)題Prior to the next meeting, a critical projects sponsor needs to know its high-level risks and major requirements.The sponsor wants to involve the stakeholders to ensure their levels of engagement, and to identify the main constraints based on the current environment.What sho

15、uld the project manager prepare first for the sponsor? A.Stakeholder registerB.Risk breakdown structure (RBS) C.Risk management planD.Stakeholders engagement assessment matrix下一次會(huì)議之前，一名關(guān)鍵項(xiàng)目發(fā)起人需要知道項(xiàng)目的級(jí)風(fēng)險(xiǎn)和主要需求。該項(xiàng)目發(fā)起人希望讓項(xiàng)目相關(guān)方參與，確保他們的參與程度，并根據(jù)當(dāng)前環(huán)境識(shí)別主要制約因素。項(xiàng)目經(jīng)理首先應(yīng)該為發(fā)起人準(zhǔn)備哪一項(xiàng)？A.相關(guān)方登記冊(cè)B.風(fēng)險(xiǎn)分解結(jié)構(gòu)C.風(fēng)險(xiǎn)管理計(jì)劃D.相關(guān)方參與

16、度評(píng)估矩陣參考：D：可以通過(guò)在相關(guān)方參與評(píng)估矩陣中相關(guān)方的當(dāng)前參與程度，比較所有相關(guān)方的當(dāng)前參與程度與計(jì)劃參與程度（為項(xiàng)目所需的），識(shí)別出當(dāng)前參與程度與所需參與程度之間的差距。項(xiàng)目經(jīng)理可以通過(guò)給發(fā)起人提供相關(guān)方參與評(píng)估矩陣來(lái)讓發(fā)起人了解項(xiàng)目相關(guān)方參與程度相關(guān)信息。 數(shù)據(jù)表現(xiàn) 相關(guān)方參與度評(píng)估矩陣 干系人的參與（Stakeholderengagement）對(duì)項(xiàng)目的 應(yīng)該比較所有干系人的當(dāng)前參與程度與計(jì)劃參與程度 參與程度分類： 不了解Unaware 不知道項(xiàng)目及其潛在影響。Resistant 知曉項(xiàng)目和潛在影響， 中立 Neutral變更 知曉項(xiàng)目，既不支持，也不 支持 Supp

17、ortive 知曉項(xiàng)目和潛在影響，會(huì)支持項(xiàng)目工作及其成果Leading 知曉項(xiàng)目和潛在影響，積極參與以確保項(xiàng)目取得相關(guān)方參與評(píng)估矩陣 StakeholdersEngagementAssessmentMatrix C當(dāng)前參與程度（Currentengagement） D所需參與程度（Desiredengagement）低參與程度高項(xiàng)目團(tuán)隊(duì)基于可獲取的信息，確定項(xiàng)目當(dāng)前階段所需要的相關(guān)方參與程度。相關(guān)方不知曉中立支持相關(guān)方1CD相關(guān)方2CD相關(guān)方3DCA property management team advises that their existing office building has

18、 reached its capability. A project managerhas already started acquiring resources for a new project, which will include outsourced providers and a few external contractors.Which of the following should the project manager consider?A. Forming virtual teams working from multiple locationsB. Allowing t

19、eam members to work from remote locations C.Scheduling team members to work in different shifts, hours, or days D.Submitting a request to relocate the project team物業(yè)管理團(tuán)隊(duì)通知他們的現(xiàn)有辦公大樓已經(jīng)達(dá)到其容量。項(xiàng)目經(jīng)理已經(jīng)開(kāi)始為新項(xiàng)目招募，包括外包提供一些外部承包商。項(xiàng)目經(jīng)理應(yīng)考慮下列哪一項(xiàng)？A.組建虛擬團(tuán)隊(duì)，從多個(gè)地點(diǎn)工作團(tuán)隊(duì)成員在地點(diǎn)工作B.C.安排團(tuán)隊(duì)成員在不同班次、時(shí)間或日期工作D.提交一份請(qǐng)求，重新安排項(xiàng)目團(tuán)隊(duì)的工作地點(diǎn)

20、參考：A：虛擬團(tuán)隊(duì)的使用為招募項(xiàng)目團(tuán)隊(duì)成員提供了新的可能性。虛擬團(tuán)隊(duì)可定義為具有共同目標(biāo)、在完成角色任務(wù)的過(guò)網(wǎng)絡(luò)會(huì)議和很少或沒(méi)有時(shí)間面對(duì)面工作的一群人。現(xiàn)代會(huì)議等）使虛擬團(tuán)隊(duì)成為可行。技術(shù)（如電子郵件、會(huì)議、社交、 虛擬團(tuán)隊(duì)VirtualTeams 具有共同目標(biāo)、在完成 適用于：任務(wù)的過(guò)很少或沒(méi)有時(shí)間面對(duì)面工作的一群人。在組織內(nèi)部地處不同地理位置的員工之間組建團(tuán)隊(duì)；為項(xiàng)目團(tuán)隊(duì)增加特殊技能，即使相應(yīng)的將在家辦公的員工納入團(tuán)隊(duì)；不在同一地理區(qū)域；在工作班次、工作小時(shí)或工作日不同的員工之間組建團(tuán)隊(duì)；將行動(dòng)不便者或殘疾人納入團(tuán)隊(duì)；執(zhí)行那些原本會(huì)因差旅費(fèi)用過(guò)被擱置或取消的項(xiàng)目；節(jié)省員工所需

21、的辦公室和所有實(shí)物設(shè)備的開(kāi)支。虛擬團(tuán)隊(duì)中，變得尤為重要During a projects execution phase, a new project manager joins the team. The project manager learns that keystakeholders have verified and accepted some deliverables, but there are some ongoing negotiations regarding acceptance criteria of other deliverables.To what should

22、 the project manager refer to obtain stakeholders accept the other deliverables?A. Change management planB. Quality management plan C.Performance metrics D.Requirements traceability matrix在項(xiàng)目執(zhí)行階段，一名加入團(tuán)隊(duì)。項(xiàng)目經(jīng)理得知關(guān)鍵相關(guān)方已經(jīng)確認(rèn)和接受一些可交付成果，但還存在關(guān)于其它可交付成果驗(yàn)收標(biāo)準(zhǔn)的協(xié)商。若要獲得項(xiàng)目相關(guān)A.變更管理計(jì)劃B.質(zhì)量管理計(jì)劃C.績(jī)效測(cè)量指標(biāo)D.需求跟蹤矩陣其它可交付成果的驗(yàn)收

23、，項(xiàng)目經(jīng)理應(yīng)參閱哪一份文件？參考：B：可交付成果驗(yàn)收標(biāo)準(zhǔn)即項(xiàng)目的質(zhì)量要求，應(yīng)參考質(zhì)量管理計(jì)劃。When a project manager informs the sponsor that the project is behind schedule, the sponsor insists that scopemust be reduced to meet the deadline. The project manager believes that the project should be delivered later with full scope.What should the p

24、roject manager do next? A.Accept the project sponsors demands.B. Ask the project team for a solution.C. Maintain the original scope, but deliver later than planned.D. Ask key stakeholders to make the final decision.當(dāng)項(xiàng)目經(jīng)理通知項(xiàng)目發(fā)起人項(xiàng)目落后于進(jìn)度計(jì)劃時(shí)，項(xiàng)目發(fā)起人堅(jiān)持消減范圍以滿足項(xiàng)目期限。項(xiàng)目經(jīng)理不同意，認(rèn)為項(xiàng)目應(yīng)延遲交付全部范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做？A. 接受項(xiàng)目發(fā)起人的

25、要求。B. 要求項(xiàng)目團(tuán)隊(duì)提供解決方案。C. 保持原始范圍，但比計(jì)劃晚交付。 D.要求關(guān)鍵項(xiàng)目相關(guān)方做出最終決策。參考：D：消減范圍即變更項(xiàng)目范圍基準(zhǔn)，需要 CCB 批準(zhǔn)。范圍與范圍變更范圍范圍根據(jù)范圍基線測(cè)量可交付成果，確保項(xiàng)目保持在軌道上。即： 從項(xiàng)目管理計(jì)劃清晰定義范圍 對(duì)照需求跟蹤矩陣確認(rèn)范圍 運(yùn)用偏差分析技術(shù)，對(duì)照范圍基線測(cè)量項(xiàng)目績(jī)效，決定是否需要預(yù)防或糾正措施 確定范圍變更對(duì)時(shí)間、預(yù)算、質(zhì)量和配置方面的影響管理范圍變更提出變更請(qǐng)求：；評(píng)估影響；交由客戶/組織/CCB評(píng)估；批準(zhǔn)或拒絕。對(duì)引起變更的因素施加影響；變更造成的后果。范圍變更的來(lái)源一個(gè)外部；最初制定范圍時(shí)(包括范圍和項(xiàng)目范圍)

26、存在的一個(gè)或漏洞；一項(xiàng)增值變更。范圍變更請(qǐng)求的形式：必須是正式的(Formal)A construction company has been engaged by a consortium of investors to build a block of apartments. Theconstruction company plans to subcontract some of the work; however, they are very concerned about the profitability of the venture due to falling market va

27、lues of property.What is the best type of contract for the project manager to agree to with the subcontractors? A.Cost-plus-fixed-feeB.Time and materialC.Fixed-price with economic price adjustment D.Cost-plus-incentive-fee施工公司已經(jīng)被一個(gè)投資者體聘請(qǐng)來(lái)建設(shè)一幢公寓樓。施工公司計(jì)劃將某些工作分包出去；但是，由于房地產(chǎn)市場(chǎng)價(jià)值下跌，他們十分關(guān)心企業(yè)的A.成本加固定費(fèi)用合同B.工

28、料合同性。項(xiàng)目經(jīng)理與分包商簽訂的最佳合同類型是什么合同？C.總價(jià)加價(jià)格調(diào)整合同D.成本加激勵(lì)費(fèi)用合同參考：C：實(shí)施公司是買方，市場(chǎng)價(jià)格波動(dòng)，考慮價(jià)格因子調(diào)整，因此這里選擇C，總價(jià)加價(jià)格調(diào)整合同12.1.1采購(gòu)管理：輸入6. 組織過(guò)程資產(chǎn)合同協(xié)議類型名稱特點(diǎn)對(duì)買方風(fēng)險(xiǎn)適用條件總價(jià)合同固定總價(jià)(FFP)價(jià)格固定，不容易改變范圍最小范圍很明確總價(jià)加激勵(lì)費(fèi)用(FPIF)有價(jià)格上限，對(duì)實(shí)現(xiàn)既定目標(biāo)給予財(cái)務(wù)?？們r(jià)加價(jià)格調(diào)整(FP-EPA)保護(hù)買方和賣方免受外界不可控情況的影響。條件可能有變化(如通貨膨脹)成本補(bǔ)償合同成本加固定費(fèi)用(CPFF)費(fèi)用固定。最大成本加激勵(lì)費(fèi)用(CPIF)事先商定分?jǐn)偙壤齺?lái)/分擔(dān)

29、節(jié)約/超出目標(biāo)成本部分。成本加費(fèi)用(CPAF)費(fèi)用由買方來(lái)決定。工料合同屬于單價(jià)合同(T&M)兼具成本補(bǔ)償合同和總價(jià)合同的某些特點(diǎn)的混合型合同。固定價(jià)格，談判快A project team member fails to complete timesheets in accordance with the communication management plan. Theteam member has no valid reason for this. What should the project manager do?A. Escalate it to the sponsor.B

30、. Evaluate the impact on the project schedule.C. Remind the team member of the need to follow correct procedure.D. Delegate another team member to complete the timesheets.一名項(xiàng)目團(tuán)隊(duì)成員未能按照么做？A. 將問(wèn)題上報(bào)給發(fā)起人。B. 評(píng)估對(duì)項(xiàng)目進(jìn)度計(jì)劃的影響。管理計(jì)劃完成時(shí)間表。該團(tuán)隊(duì)成員沒(méi)有這么做的正當(dāng)理由。項(xiàng)目經(jīng)理應(yīng)該怎C.提醒該團(tuán)隊(duì)成員需要遵循正確的程序。D.委派另一名團(tuán)隊(duì)成員完成時(shí)間表。參考：B：發(fā)現(xiàn)問(wèn)題首先評(píng)估影響。

31、The customer approved the final product, and the project manager received reports from all departments. Whatshould the project manager do next?A. Review the communications management plan, and share the final project report.B. Conduct the Close Procurements process, and document lessons learned.C. S

32、chedule an end-of-project review meeting, and release the resources.D. Schedule a meeting with all team members to celebrate the projects success.客戶批準(zhǔn)了最終，項(xiàng)目經(jīng)理收到所有部門(mén)的報(bào)告。項(xiàng)目經(jīng)理應(yīng)該怎么做？A.查看管理計(jì)劃，并共享最終項(xiàng)目報(bào)告。B.執(zhí)行結(jié)束采購(gòu)過(guò)程，并經(jīng)驗(yàn)教訓(xùn)。C.安排一次項(xiàng)目結(jié)束會(huì)議，并解散。經(jīng)驗(yàn)總結(jié)報(bào)告D.安排一次所有團(tuán)隊(duì)成員參加的會(huì)議，慶祝項(xiàng)目。參考：D：指南- 最終可交付成果已經(jīng)移交給客戶，并且收集了項(xiàng)目文檔

33、，慶功會(huì)之后再解散團(tuán)隊(duì)。4.7.2 結(jié)束項(xiàng)目或階段：T&T用于開(kāi)展行政收尾活動(dòng)（administrativeclosureactivities）由相關(guān)確保項(xiàng)目或階段收尾符合使用標(biāo)準(zhǔn) 數(shù)據(jù)分析可用于項(xiàng)目收尾的分析技術(shù)有回歸分析趨勢(shì)分析 會(huì)議參與者：團(tuán)隊(duì)成員、參加項(xiàng)目或受項(xiàng)目影響的干系人會(huì)議類型：收尾報(bào)告會(huì)、客戶總結(jié)會(huì)、經(jīng)驗(yàn)教訓(xùn)總結(jié)會(huì)，以及慶祝會(huì)。A project manager is working on a project involving multiple stakeholders in a dynamic environment. As

34、 a result,stakeholders interest levels are inconsistent.What should the project manager do to understand stakeholders interests? A.Perform a communication requirements analysis.B.Implement a mandatory, weekly stakeholder meeting. C.Update the stakeholder register.D.Use the pull communication method.

35、項(xiàng)目經(jīng)理正在開(kāi)展一個(gè)涉及動(dòng)態(tài)環(huán)境中多名項(xiàng)目相關(guān)方的項(xiàng)目。結(jié)果，項(xiàng)目相關(guān)方的利益水平不一致。若要了解項(xiàng)目相關(guān)方的利益，項(xiàng)目經(jīng)理應(yīng)該怎么做？A.執(zhí)行需求分析。B.召開(kāi)強(qiáng)制性、每周一次的項(xiàng)目相關(guān)方會(huì)議。C.更新相關(guān)方登記冊(cè)。D.使用拉式方法。參考：C：相關(guān)方登記冊(cè)是識(shí)別相關(guān)方過(guò)程的主要輸出，用于已識(shí)別的相關(guān)方的所有詳細(xì)信息，包括評(píng)估信息。主要需求、主要期望、對(duì)項(xiàng)目的潛在影響、與生命周期的哪個(gè)階段最密切相關(guān)。應(yīng)定期查看并更新相關(guān)方登記冊(cè)，因?yàn)樵谡麄€(gè)項(xiàng)目生命周期中相關(guān)方可能發(fā)生變化，也可能識(shí)別出新的相關(guān)方。13.1.3 識(shí)別干系人：輸出 相關(guān)方登記冊(cè)相光方登記冊(cè)用于已識(shí)別相關(guān)方的信息，包

36、括但不限于：姓名、組織職位、地點(diǎn)、評(píng)估信息方式，以及在項(xiàng)目中扮演的主要需求、主要期望、影響項(xiàng)目成果的潛力、最能影響或沖擊的階段相關(guān)方分類內(nèi)部或外部，作用、影響、權(quán)力或利益，、下級(jí)、或橫向應(yīng)定期查看并更新干系人登記冊(cè)，因?yàn)樵谡麄€(gè)項(xiàng)目生命周期中干系人可能發(fā)生變化，也可能識(shí)別出新的干系人示例：相關(guān)方登記冊(cè)相關(guān)方登記冊(cè)項(xiàng)目名稱項(xiàng)目編號(hào)序號(hào)職務(wù)部門(mén)/ 管理信息合同信息影響主要需求主要期望影響(1- 5)項(xiàng)目中的項(xiàng)目中的職責(zé)分類123The sponsor of a software development project casually informs the project manager comm

37、unications product willsoon be implemented across the organization. What should the project manager do? A.Update the communications management plan.B. Inform the stakeholders about the new product.C. Instruct the project team to send project updates through the new product.D. Wait to receive formal

38、notification.軟件開(kāi)發(fā)項(xiàng)目的發(fā)起人很隨意地通知項(xiàng)目經(jīng)理，一個(gè)新將很快在整個(gè)組織實(shí)施。項(xiàng)目經(jīng)理應(yīng)該怎么做？A.更新管理計(jì)劃。B.向項(xiàng)目相關(guān)方通知新C.指示項(xiàng)目團(tuán)隊(duì)在新 D.等待接收正式通知。過(guò)項(xiàng)目更新信息。參考：D：更新項(xiàng)目管理計(jì)劃需要走整體變更流程，最好等待收到正式。范圍與范圍變更范圍范圍根據(jù)范圍基線測(cè)量可交付成果，確保項(xiàng)目保持在軌道上。即： 從項(xiàng)目管理計(jì)劃清晰定義范圍 對(duì)照需求跟蹤矩陣確認(rèn)范圍 運(yùn)用偏差分析技術(shù)，對(duì)照范圍基線測(cè)量項(xiàng)目績(jī)效，決定是否需要預(yù)防或糾正措施 確定范圍變更對(duì)時(shí)間、預(yù)算、質(zhì)量和配置方面的影響管理范圍變更提出變更請(qǐng)求：；評(píng)估影響；交由客戶/組織/CCB評(píng)估；批準(zhǔn)

39、或拒絕。對(duì)引起變更的因素施加影響；變更造成的后果。范圍變更的來(lái)源一個(gè)外部；最初制定范圍時(shí)(包括范圍和項(xiàng)目范圍)存在的一個(gè)或漏洞；一項(xiàng)增值變更。范圍變更請(qǐng)求的形式：必須是正式的(Formal)During the final testing phase, a new project manager requests assistance from subject matter experts (SMEs) toresolve an urgent yield issue with the project. What should be used? A.Expert judgmentB. Ishik

40、awa diagramC. Quality management planD. Control chart在最終測(cè)試階段，A.B.C. 質(zhì)量管理計(jì)劃請(qǐng)求主題（SME）協(xié)助解決的一個(gè)緊急產(chǎn)量問(wèn)題。應(yīng)使用哪一項(xiàng)？圖D.參考：A：請(qǐng)求主題（SME）協(xié)助解決問(wèn)題屬于。4.1.2 制定項(xiàng)目章程：工具與技術(shù)（ExpertJudgment）1.用于評(píng)估制定項(xiàng)目章程的輸入可用于本過(guò)程的所有技術(shù)和管理細(xì)節(jié)具有專業(yè)知識(shí)或受過(guò)專業(yè)培訓(xùn)的任何小組或個(gè)人，都可以提供來(lái)源組織內(nèi)的其他部門(mén)顧問(wèn)干系人，包括客戶或發(fā)起人專業(yè)與技術(shù)行業(yè)團(tuán)體主題PMO（Subjectmatterexperts,SME）In a construct

41、ion project, subject matter experts (SMEs) have differing opinions about how to identify potentialproject risks regarding construction materials. To identify the risks, the project manager shouldSMEs use which of the following? A.Delphi technique B.BrainstormingC.InterviewingD.Root cause analysismen

42、d that the在一個(gè)施工項(xiàng)目中，主題（SME）對(duì)如何識(shí)別材料方面的潛在項(xiàng)目風(fēng)險(xiǎn)持有不同意見(jiàn)。若要識(shí)別風(fēng)險(xiǎn)，項(xiàng)目經(jīng)理應(yīng)建議 SME 使用下列哪一項(xiàng)？技術(shù)A.B.頭腦風(fēng)暴法C.訪談D.根本參考分析：A：可用于風(fēng)險(xiǎn)識(shí)別的信息收集技術(shù)包括技術(shù)，技術(shù)是組織達(dá)成一致意見(jiàn)的法。項(xiàng)目風(fēng)險(xiǎn)參與其中。組織者使用問(wèn)卷就重要的項(xiàng)目風(fēng)險(xiǎn)征詢意見(jiàn)，然后對(duì)的答卷進(jìn)行歸技術(shù)有助于納，并把結(jié)果反饋給做進(jìn)一步評(píng)論。這個(gè)過(guò)程反復(fù)幾輪后，就可能達(dá)成一致意見(jiàn)。減輕數(shù)據(jù)的偏倚，防止任何個(gè)人對(duì)結(jié)果產(chǎn)生不恰當(dāng)?shù)挠绊?。During a risk management meeting, a team member identifies t

43、hat a critical supplier will likely go out of business. Lossof this supplier will prevent delivery of the den product. The team reviews and updates the critical component specifications necessary to quality an alternative supplier.What risk response strategy is being used? A.AvoidB.Transfer C.Mitiga

44、te D.Accept在風(fēng)險(xiǎn)管理會(huì)議期間，一名團(tuán)隊(duì)成員識(shí)別到一個(gè)關(guān)鍵供應(yīng)商將可能停業(yè)。失去這個(gè)供應(yīng)商將無(wú)法交付最終。團(tuán)隊(duì)A.回避B.轉(zhuǎn)移C.減輕D.接收參考并更新必要的關(guān)鍵組件規(guī)格，用于評(píng)估替代供應(yīng)商是否符合資格。這使用的是什么風(fēng)險(xiǎn)應(yīng)對(duì)策略？：C：出處：1. 減輕措施包括采用較簡(jiǎn)單的流程，進(jìn)行次測(cè)試，或者選用更可靠的賣方；2. 若直接更換合規(guī)供應(yīng)商，則應(yīng)選擇C，注意區(qū)分減輕&避免。 威脅（消極風(fēng)險(xiǎn)）應(yīng)對(duì)策略 1/2上報(bào)Escalate不在項(xiàng)目范圍內(nèi)，或應(yīng)對(duì)措施超出權(quán)限。規(guī)避Avoidance采取行動(dòng)消除威脅，或避免威脅的影響。措施：消除威脅的；如改變計(jì)劃

45、；改變策略；縮小范圍，等， 如：縮小范圍，回避高風(fēng)險(xiǎn)活動(dòng)。增加或延長(zhǎng)工期。采用熟悉的方法。盡量不用不熟悉的分包商。轉(zhuǎn)移Transference將后果連同應(yīng)對(duì)的責(zé)任轉(zhuǎn)移給第承擔(dān)。（不是消除風(fēng)險(xiǎn)）措施：采取行動(dòng)，如：在財(cái)務(wù)風(fēng)險(xiǎn)上方法有：保險(xiǎn)，履約保，擔(dān)保書(shū)，保合同本身可以將詳細(xì)、明確的責(zé)任轉(zhuǎn)移給第。 威脅（消極風(fēng)險(xiǎn)）應(yīng)對(duì)策略 2/2減輕Mitigation采取措施降低威脅發(fā)生的概率和/或影響（到可接受的臨界點(diǎn)）及早采取措施比事后努力彌補(bǔ)要有效得多。措施：簡(jiǎn)單的流程的檢測(cè)選擇更可靠的賣方。原型開(kāi)發(fā)接受Accept承認(rèn)威脅存在，但不主動(dòng)采取措施。用于低優(yōu)先級(jí)或無(wú)有效措施?？梢允腔蛑鲃?dòng)的

46、。地接受不主動(dòng)采取措施，只需定期； 最常見(jiàn)的主動(dòng)接受策略是建立應(yīng)急儲(chǔ)備，安排一定的時(shí)間、資金或資源來(lái)應(yīng)對(duì)威脅。A project requiring detailed information exchanges among technical departments has teams situated in differentlocations. Some team members are inexperienced with the proposed communication system. What should the project manager use to address t

47、his?munications management plan munication skillsC.Project communication channelsmunication technology一個(gè)項(xiàng)目需要在技術(shù)部門(mén)之間進(jìn)行詳細(xì)信息交流，項(xiàng)目團(tuán)隊(duì)位于不同位置。一些團(tuán)隊(duì)成員對(duì)提議的統(tǒng)沒(méi)有經(jīng)驗(yàn)。項(xiàng)目經(jīng)理應(yīng)該使用什么來(lái)解決這個(gè)問(wèn)題？系管理計(jì)劃技能A.B.C.項(xiàng)目D.技術(shù)參考：D：從簡(jiǎn)短的談話到冗長(zhǎng)的會(huì)議，從簡(jiǎn)單的文件到可的廣泛資料（如進(jìn)度計(jì)劃、數(shù)據(jù)庫(kù)和），都是項(xiàng)目團(tuán)隊(duì)可以使用的技術(shù)。需要確認(rèn)團(tuán)隊(duì)將面對(duì)面工作或在虛擬環(huán)境下工作，成員將處于一個(gè)或多個(gè)時(shí)區(qū)，他們是否使用多種語(yǔ)言，以及是否存在影響

48、的其他環(huán)境因素。信息的形式正式的非正式的口頭方式，報(bào)告，匯報(bào)， 談判，會(huì)議談話，打招呼方式合同，報(bào)告，會(huì)議紀(jì)要，報(bào)表， 備忘錄，筆記，便條非語(yǔ)言手語(yǔ)，信號(hào)燈，音樂(lè)表情，聲調(diào)，擁抱， 握手，傳真，面對(duì)面，快遞方式比較方式特點(diǎn)適用場(chǎng)景正式適合保存、內(nèi)容不走樣、有格式要求根據(jù)合同進(jìn)行的：終止與某供應(yīng)商的合作正式口頭速度快，不易保存，需要很多條件項(xiàng)目啟動(dòng)會(huì)非正式口頭效率高某個(gè)團(tuán)隊(duì)成員表現(xiàn)不太好非正式適合保存，格式?jīng)]有要求團(tuán)隊(duì)成員的筆記、便條、即時(shí)貼可以采用不同的表達(dá)方式，正式或非正式，取決于具體的實(shí)例。形式Communication Type情 景類型更新項(xiàng)目計(jì)劃正式向管理層報(bào)告正式口頭試圖解決一個(gè)復(fù)

49、雜的問(wèn)題正式交談非正式合同變更正式通知某個(gè)團(tuán)隊(duì)成員其不良表現(xiàn)（首次）非正式口頭通知某個(gè)團(tuán)隊(duì)成員其不良表現(xiàn)（第2次）正式安排會(huì)議非正式闡明某個(gè)工作包正式申請(qǐng)額外的非正式口頭試圖發(fā)現(xiàn)問(wèn)題的根本非正式口頭發(fā)郵件以獲得問(wèn)題的澄清或說(shuō)明非正式舉辦里程碑聚會(huì)非正式口頭安排投標(biāo)者大會(huì)正式口頭While reviewing a graphic representation of a projects progress, the project manager sees a parameter thatperiodically crosses upper and lower baseline figures.

50、What is the project manager reviewing? A.Control chartB. Run chartC. Pareto diagramD. Scatter diagram在查看項(xiàng)目進(jìn)度的圖表表示時(shí)，項(xiàng)目經(jīng)理看到一個(gè)周期性哪一項(xiàng)？上下基準(zhǔn)數(shù)字的參數(shù)。項(xiàng)目經(jīng)理正在查看圖A.B.趨勢(shì)圖C.帕累托圖D.散點(diǎn)圖參考：A圖是按時(shí)間順序展示過(guò)程數(shù)據(jù)，并將這些數(shù)據(jù)與既定的：界限相比較的一種圖形。圖有一條中心線，有助于觀察圖中的數(shù)據(jù)點(diǎn)向兩邊界限偏移的趨勢(shì)。七點(diǎn)原則與失控七點(diǎn)原則單邊連續(xù)七點(diǎn)特殊七點(diǎn)原則七點(diǎn)連續(xù)單調(diào)上升或下降規(guī)格上限上限均值下限規(guī)格下限超出線In a constru

51、ction project, the project manager identifies certain risks in the chart. How much additional fundsshould the project manager request if all three risks occur? A.130, 00 dollarsB. 5, 00 dollarC. 5, 00 dollarsD. 5, 00 dollars在一個(gè)施工項(xiàng)目中，項(xiàng)目經(jīng)理識(shí)別到圖表中的某些風(fēng)險(xiǎn)。如果所有三個(gè)風(fēng)險(xiǎn)全部發(fā)生，項(xiàng)目經(jīng)理應(yīng)請(qǐng)求多少額A.130,00 B.375,00 C.275,00 D

52、.175,00金？參考：D：80000*25%-100000*10%*5%=17500決策定義決策節(jié)點(diǎn)機(jī)會(huì)節(jié)點(diǎn)凈路徑價(jià)值輸入：每個(gè)方案的成本輸出：作出的決策輸入：情景概率,發(fā)生后的輸出：預(yù)期貨幣值 EMV計(jì)算：沿每條路徑把收入減去成本決策待定EMV=0.6×8000+0.4×(-3000)=3600萬(wàn)強(qiáng)需求(200008000萬(wàn)考慮需求情況下建造新廠的EVM60%)2000012000 8000-3000萬(wàn)40%900012000 -300060%7000萬(wàn)120005000 7000決策的EVM=4600萬(wàn)(取較大值)40%考慮需求情況下升級(jí)舊廠的EVM1000萬(wàn)60005000 1000擴(kuò)建舊廠(投資5000萬(wàn))新建或擴(kuò)建建造新廠(投資12000萬(wàn))EMV=0.6×7000+0.4×