PMP考試官方樣題

樣題二

注意事項(xiàng)PMP課堂模擬題是團(tuán)隊(duì)針對PMP知識(shí)點(diǎn)提煉出來。本套模擬題共有200道單項(xiàng)選擇題，測試時(shí)間為3個(gè)小時(shí)，閉卷答題！正確率要求答對140題（70%）或以上。（正式考試為4個(gè)小時(shí)）本套模擬題盡可能地覆蓋PMP考試的題型，請學(xué)員們集中精力在4個(gè)小時(shí)內(nèi)完成，達(dá)到全真的模擬效果模擬考試過程中，調(diào)整思維，揣摩考題的意圖；考試結(jié)束后，認(rèn)真總結(jié)。解題策略：TKSC策略T（topic）真正讀懂題目K（key）迅速抓住考點(diǎn)S（source）準(zhǔn)確找到出處C（choice）果斷做出選擇PMP課堂模擬題，版權(quán)歸清暉所有，未經(jīng)清暉許可，不得復(fù)制或抄襲。對試題或參考答案如有疑問：?把試題整理好發(fā)給您的教務(wù)班主任，班主任會(huì)把您的疑問轉(zhuǎn)給講師為您解答。?清暉傅老師解答：E-mail：QQ：1.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectmanager'srequest?contractualclosurewasapprovedinstallationwasimproperlyperformedbytheprojectteamcontractor'squalitypolicydoesnotallowforthissituationfinancialclosurewasapproved承包商安裝最新產(chǎn)品并接收付款。項(xiàng)目經(jīng)理發(fā)現(xiàn)安裝有缺陷，并要求承包商免費(fèi)完成修理。承包商應(yīng)使用下列哪一個(gè)論據(jù)，拒絕項(xiàng)目經(jīng)理的請求？合同收尾已批準(zhǔn)項(xiàng)目團(tuán)隊(duì)執(zhí)行的安裝不當(dāng)供應(yīng)商的質(zhì)量政策不允許發(fā)生這種情況財(cái)務(wù)收尾已批準(zhǔn)Abusinessanalystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitatedworkshopsFocusgroupsGroupdecisionmakingtechniquesGroupcreativitytechniques業(yè)務(wù)分析員為一個(gè)新項(xiàng)目收集需求。干系人來自不同部門并且需求也各不相同。項(xiàng)目預(yù)算有限只能交付一半需求。為確保應(yīng)包含那些需求，業(yè)務(wù)分析員應(yīng)使用下列哪一項(xiàng)？引導(dǎo)式討論會(huì)焦點(diǎn)小組群體決策技術(shù)群體創(chuàng)新技術(shù)Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.whichofthefollowingplansshouldtheprojectmanagerreviewfirst?ProjectmanagementplanB.ChangemanagementplanC.D.QualitymanagementplanB.ChangemanagementplanC.D.QualitymanagementplanConfigurationmanagementplan在質(zhì)量保證審計(jì)之后，項(xiàng)目經(jīng)理收到一份正式的變更請求，提出修訂一封部件圖紙。項(xiàng)目經(jīng)理先查看下列那一份計(jì)劃？項(xiàng)目管理計(jì)劃變更管理計(jì)劃配置管理計(jì)劃質(zhì)量管理計(jì)劃Toincreasetrustandimproveinterpersonalrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoaschedulingconflict,akeyteammembercannotattendtheactivity.Toavoidthisconflict,whatshouldtheprojectmanagerhavereviewed?ProjectstaffassignmentResourcecalendarProjectscheduleProjectorganizationchart為提高信任度和改善人際關(guān)系，一個(gè)虛擬團(tuán)隊(duì)的項(xiàng)目經(jīng)理安排了一次非現(xiàn)場團(tuán)隊(duì)的建設(shè)活動(dòng)。然而，由于進(jìn)度沖突，一名關(guān)鍵團(tuán)隊(duì)成員不能參加活動(dòng)。為避免這個(gè)沖突，項(xiàng)目經(jīng)理應(yīng)已經(jīng)審查那些內(nèi)容？項(xiàng)目人員配備資源日歷項(xiàng)目進(jìn)度項(xiàng)目組織圖Aprojectmanagernegotiatescontracttermswithanexternalvendorthatwillprovideadditionalresourcestocompleteacriticalprojecttask.Tominimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselect?Cost-reimbursableFirm-fixed-priceFixed-price-incentive-feeTimeandmaterial項(xiàng)目經(jīng)理與將提供額外資源完成關(guān)鍵項(xiàng)目任務(wù)的外部供應(yīng)商協(xié)商合同條款。為了減少項(xiàng)目風(fēng)險(xiǎn)，項(xiàng)目經(jīng)理應(yīng)選擇什么合同類型？成本補(bǔ)償合同固定總價(jià)合同總價(jià)加激勵(lì)費(fèi)用合同工料合同Aprojectteamcompletesaprojecttotransitionfromanolddatabasetoanewdatabase.Regardinglessonslearned,whatshouldtheprojectmanagerdonext?PresenttothesponsoratthestakeholdercloseoutmeetingPresenttotheclienttoensureagreementEnsureinformationisstoredinaprojectfileEnsureinformationisstoredinacorporateknowledgebase項(xiàng)目團(tuán)隊(duì)完成了一個(gè)從就數(shù)據(jù)庫轉(zhuǎn)變到新數(shù)據(jù)庫的項(xiàng)目。在經(jīng)驗(yàn)教訓(xùn)方面，項(xiàng)目經(jīng)理下一步該怎么做？在干系人收尾會(huì)議上提交給發(fā)起人提交給客戶確保協(xié)議確保信息儲(chǔ)存在一份項(xiàng)目文件中確保信息儲(chǔ)存在公司知識(shí)庫中Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer'sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext?RevisittheprojectcharterPerformariskreassessmentAskfortheprojectsponsor'sguidanceDiscusstheissuewithstakeholders在項(xiàng)目執(zhí)行階段，項(xiàng)目經(jīng)理了解到客戶所在組織可能被另一個(gè)組織收購。項(xiàng)目經(jīng)理下一步該怎么做？查看項(xiàng)目章程執(zhí)行風(fēng)險(xiǎn)再評估尋求項(xiàng)目發(fā)起人的知道與干系人討論這個(gè)問題Howshouldtheeffectivenessofaproject'squalitycontrolactivitiesbedetermined?EvaluatethequalityassuranceplanagainstmarketbenchmarksImplementaqualityauditstrategyConductaqualityauditofthedeliverablesEvaluatethecostofquality應(yīng)如何確定項(xiàng)目質(zhì)量控制活動(dòng)的有效性？對照市場標(biāo)桿評估質(zhì)量保證計(jì)劃實(shí)施質(zhì)量審計(jì)策略對可交付成果實(shí)施質(zhì)量審計(jì)評估質(zhì)量成本Ataprojectkick-offmeeting,thechiefexecutiveofficer(CEO)requestschangesthatwillimpacttheprojectscope.Howshouldtheprojectmanagerrespond?AdvisetheceothattheprojectteamwillestimatetheimpactofthechangerequestInformtheCEOthatthescopecannotimplementthechangebecausetheprojectscopeisfinalizedAcceptthechangesaccordingtoCEO'srequestConsidertheCEO'schangeduringtheprojectexecutionphase-在項(xiàng)目啟動(dòng)大會(huì)上，首席執(zhí)行官(CEO)提出的變更將會(huì)影響項(xiàng)目范圍。項(xiàng)目經(jīng)理應(yīng)如何響應(yīng)。通知CEO項(xiàng)目團(tuán)隊(duì)將調(diào)查所建議變更的影響通知CEO,范圍已最終確定，無法變更按CEO請求，接受變更在項(xiàng)目實(shí)施階段考慮CEO的變更10.WhichtaskhasthecorrectassignmentintheRACIchart?序TaskTeammember#1Teammember#2Teammember#3Teammember#4Teammember#51UnittestRAICA2IntegrationtestIACAR3SystemtestIRCIA4UseracceptancetestRACIAA.Task1Task2Task3Task410.那一個(gè)任務(wù)在RACI圖中的分配正確?序任務(wù)團(tuán)隊(duì)成員#1團(tuán)隊(duì)成員#2團(tuán)隊(duì)成員#3團(tuán)隊(duì)成員#4團(tuán)隊(duì)成員#51單位測試RAICA2集成測試IACAR3系統(tǒng)測試IRCIA4用戶驗(yàn)收測試RACIA任務(wù)1任務(wù)2任務(wù)3任務(wù)4Attheendtestpart4,theprojectmanagerreviewsacontrolchart.Whatdoesthechartindicate?QualityisinlinewithexpectationsQualityexpectationsarenotachievableQualityhasnotimprovedsincethebeginningofthetestsQualityisnotinlinewithexpectations在測試零件4結(jié)束時(shí)，項(xiàng)目經(jīng)理查看了控制圖。這個(gè)控制圖會(huì)說明說明？質(zhì)量符合預(yù)期質(zhì)量預(yù)期不可實(shí)現(xiàn)自從測試開始起，質(zhì)量未得到改善質(zhì)量與預(yù)期不符Duringaproject'simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.Theprojectmanagershouldincludewhichitemsaspartoftheprojectscopestatement?Requirementstraceabilitymatrix,riskregister,stakeholderregister,activitylistConstraints,schedule,assumptionsandworkbreakdownstructureScopedescription,acceptancecriteria,constraintsanddeliverableTechnicalreference,exceptions,deliverableandscopebaseline在項(xiàng)目實(shí)施期間，多名供應(yīng)商參與項(xiàng)目。項(xiàng)目經(jīng)理與項(xiàng)目干系人、外部顧問和主題專家一起開會(huì)定義項(xiàng)目范圍。項(xiàng)目經(jīng)理應(yīng)該將那些項(xiàng)內(nèi)容包含作為項(xiàng)目范圍說明書的組成部分？需求跟蹤矩陣、風(fēng)險(xiǎn)登記冊、干系人登記冊和活動(dòng)清單制約因素、進(jìn)度計(jì)劃、假設(shè)和工作基準(zhǔn)結(jié)構(gòu)范圍說明、驗(yàn)收標(biāo)準(zhǔn)、制約因素和可交付成果技術(shù)參考、例外情況、可交付成果和范圍基準(zhǔn)Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissues,theteamstillencountersimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteamuse?TransferringriskMitigatingriskAcceptingriskAvoidingrisk項(xiàng)目團(tuán)隊(duì)安裝一個(gè)新的操作系統(tǒng)。實(shí)施之前，該團(tuán)隊(duì)在一個(gè)較小獨(dú)立的網(wǎng)絡(luò)中測試該系統(tǒng)，并發(fā)現(xiàn)一些問題。發(fā)現(xiàn)這些問題的解決方案之后，團(tuán)隊(duì)仍然碰到實(shí)際問題。然后，問題數(shù)量和嚴(yán)重程度大大降低。項(xiàng)目團(tuán)隊(duì)使用的是下列哪一項(xiàng)？轉(zhuǎn)移風(fēng)險(xiǎn)減輕風(fēng)險(xiǎn)接受風(fēng)險(xiǎn)規(guī)避風(fēng)險(xiǎn)Anewprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans?ScopemanagementplanChangemanagementplanConfigurationmanagementplanRequirementsmanagementplan新項(xiàng)目經(jīng)理接管了一個(gè)處于執(zhí)行階段的項(xiàng)目。項(xiàng)目經(jīng)理了解到客戶沒有提供正確的產(chǎn)品需求。項(xiàng)目經(jīng)理應(yīng)采用下面哪一項(xiàng)計(jì)劃中的活動(dòng)？范圍管理計(jì)劃變更管理計(jì)劃配置管理計(jì)劃需求管理計(jì)劃Abicyclecompanyreleasesanewlineofbasketswithafive-yearwarranty.Thematerialwithstandsextremeweatherconditions.TheproductiswellreceivedbycustomersandisconsideredtopofthelinethedesignisbasicwithnoadditionalfeaturesWhichofthefollowingdescribesthisproduct?Highgrade,highqualityLowgrade,lowqualityHighgrade,lowqualityLowgrade,highquality一家自行車公司發(fā)布了一款擁有五年質(zhì)保期的新車藍(lán)系列。材料能抵御極端天氣條件。產(chǎn)品廣受用戶接受，且視為是系列中的頂級產(chǎn)品。產(chǎn)品只有基本設(shè)計(jì)，無額外功能。下列哪一項(xiàng)是該產(chǎn)品的描述？高檔、高質(zhì)低檔、低質(zhì)高檔、低質(zhì)低檔、高質(zhì)Aprojectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationanddocumentsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementofproject?InteractivecommunicationPushcommunicationPullcommunicationSend-receive一個(gè)項(xiàng)目包含多名干系人，50名團(tuán)隊(duì)成員，多個(gè)工作現(xiàn)場，以及干系人和團(tuán)隊(duì)成員可能需要在項(xiàng)目過程中任何時(shí)間查看的大量信息文件。若要解決項(xiàng)目的信息需求，項(xiàng)目經(jīng)理應(yīng)使用哪一個(gè)溝通方式？交互式溝通推式溝通拉式溝通發(fā)送-接收Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject'sRBStotheorganization'sstandardtemplateUsetheexistingproject'sRBStosavetimeCreateanewRBSusingtheorganization'sstandardtemplateUsetheapplicablecategoriesoftheexistingproject'sRBS項(xiàng)目經(jīng)理希望為一個(gè)新項(xiàng)目制定資源分解結(jié)構(gòu)(RBS)。一名團(tuán)隊(duì)成員稱該團(tuán)隊(duì)已經(jīng)為一個(gè)類似現(xiàn)有項(xiàng)目制定了RBS.項(xiàng)目經(jīng)理下一步該怎么做？將現(xiàn)有項(xiàng)目的RBS與組織的標(biāo)準(zhǔn)模板進(jìn)行對比使用現(xiàn)有項(xiàng)目的RBS節(jié)約時(shí)間使用組織的標(biāo)準(zhǔn)模板創(chuàng)建一份新的RBS使用現(xiàn)有項(xiàng)目RBS的適用類別Aprojectmanagerdiscoversthatakeyteammemberwillleavetheorganizationintwoweeks.TheteammemberworksontasksthatareonthecriticalpathWhatshouldtheprojectmanagerdofirst?EvaluatetheimpactoflosingthismemberVerifyifcanchangethescopeUpdateworkbreakdownstructureChangetheprojectteammember項(xiàng)目經(jīng)理發(fā)現(xiàn)一名關(guān)鍵團(tuán)隊(duì)成員將在兩周內(nèi)離開組織。該名團(tuán)隊(duì)成員正在為處于關(guān)鍵路徑上的任務(wù)工作。項(xiàng)目經(jīng)理首先應(yīng)該做什么確定該名團(tuán)隊(duì)成員的影響核實(shí)是否能夠變更范圍更新工作分解結(jié)構(gòu)更換團(tuán)隊(duì)成員Acompany'spresidentasksaprojectmanagertoimplementanewfinancialsystem.Whattechniqueshouldtheprojectmanagerusetoobtainahigh-levelprojectscope?Performamake-or-buyanalysisMeetwiththedirectorofinformationtechnologytoconductananalysisDefinerequirementwiththecompany'sfinanceexpertsandbusinessownersCollectrequirementsfromfinancialapplicationvendors公司總監(jiān)要求項(xiàng)目經(jīng)理實(shí)施一個(gè)新的財(cái)務(wù)系統(tǒng)。項(xiàng)目經(jīng)理應(yīng)使用什么技術(shù)獲得高層次項(xiàng)目范圍？開展自制或外購分析與信息技術(shù)總監(jiān)開會(huì)開展一項(xiàng)分析與公司的財(cái)務(wù)專家和企業(yè)所有者定義需求收集財(cái)務(wù)應(yīng)用程序供應(yīng)商的需求Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskregisterRecordthechange,reviewandupdatetheprojectmanagementplanCommunicatetheresourceavailabilitydelayandmanagethestakeholderparticipationlevelsDonottakeanyaction,sincetheissuehasbeendiscussedinthekickoffmeeting在于資源經(jīng)理協(xié)商之后，項(xiàng)目經(jīng)理制定項(xiàng)目管理計(jì)劃。在項(xiàng)目啟動(dòng)大會(huì)上，資源經(jīng)理稱一名資源在進(jìn)度計(jì)劃后期才可用。項(xiàng)目經(jīng)理下一步該怎么做？在風(fēng)險(xiǎn)登記冊中添加該資源風(fēng)險(xiǎn)記錄該變更，并審查和更新項(xiàng)目管理計(jì)劃在資源可用性中溝通該延遲，并管理干系人的參與水平不采取其他行動(dòng)，因?yàn)樵搯栴}已在項(xiàng)目啟動(dòng)大會(huì)上討論過了Theconflictamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdonext?SolvetheconflictinadvanceinprivateDelaytheconflict,andevaluateifitwillimpacttheprojectinfutureReporttheconflicttofunctionmanagerViewthehumanresourcemanagementplanandtakethecorrectiveaction一些團(tuán)隊(duì)成員的內(nèi)部沖突可能延遲項(xiàng)目，項(xiàng)目經(jīng)理下一步該怎么做？提前并私下解決沖突延遲沖突，評估其是否將會(huì)在后期影響項(xiàng)目將沖突上報(bào)給職能經(jīng)理查看人力資源管理計(jì)劃并采取糾正措施AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare:DirectcostsfortheprojectPartoftheproject'scontingencyreserveIndirectcostsfortheprojectSunkcostsnottakenintoaccountforthisdecision項(xiàng)目接近完工，但另需120,000美元來完成該項(xiàng)目。雖然該項(xiàng)目已經(jīng)花費(fèi)100萬美元，處于各種情況，項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理停止該項(xiàng)目。在這種情況下，實(shí)際成本為：項(xiàng)目的直接成本項(xiàng)目應(yīng)急儲(chǔ)備的一部分項(xiàng)目的間接成本該決定不考慮沉沒成本Astormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?UsemanagementreservefundstogenerateaworkaroundDelaytheprojectandwaitformanagement'sdirectionsUpdatethescheduleandadvisetheprojectsponsorMeetwiththeprojectteamtodiscusstheimmediateresponse一場風(fēng)暴損壞了數(shù)據(jù)中心，導(dǎo)致項(xiàng)目延遲。由于這是一個(gè)意外事件，項(xiàng)目經(jīng)理下一步該怎么做？使用管理儲(chǔ)備金來生成一個(gè)權(quán)變措施延遲項(xiàng)目，并且等待管理層的只是更新進(jìn)度，并且通知項(xiàng)目發(fā)起人與項(xiàng)目團(tuán)隊(duì)開會(huì)討論直接的應(yīng)對措施AprojectmanagerworksonaUS$3millionprojectwhichinvolvestwosuppliers.Theprojectmanagercreatesastatementofwork(SOW)foreachsupplierWhichofthefollowingneedsSOW?RiskmanagementplanProjectcharterProcurementmanagementplanSupplierscopestatement項(xiàng)目經(jīng)理正在管理價(jià)值300萬美元，涉及兩個(gè)供應(yīng)商的項(xiàng)目。項(xiàng)目經(jīng)理為每名供應(yīng)商創(chuàng)建了一份工作說明書(SOW).下列哪一項(xiàng)需要SOW的信息風(fēng)險(xiǎn)管理計(jì)劃項(xiàng)目章程采購管理計(jì)劃供應(yīng)商范圍說明書Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolboardProjectsponsorProjectmanagerProjectteam已將項(xiàng)目管理計(jì)劃分發(fā)給所有關(guān)鍵干系人。然而，項(xiàng)目發(fā)起人和客戶有意見，并希望做一些改進(jìn)。誰應(yīng)負(fù)責(zé)收取該反饋并采取適當(dāng)?shù)男袆?dòng)？變更控制委員會(huì)項(xiàng)目發(fā)起人項(xiàng)目經(jīng)理項(xiàng)目團(tuán)隊(duì)Anunexpectedriskoccursduringaproject.Afteranalyzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectbudgetArrangeaprojectmeetingtodiscussthereasonwhytheriskwa'sntincludedintheriskregisterGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheriskArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtotheplan項(xiàng)目期間發(fā)生了意外風(fēng)險(xiǎn)。分析風(fēng)險(xiǎn)之后，項(xiàng)目經(jīng)理發(fā)現(xiàn)為了讓項(xiàng)目成功有必要減輕風(fēng)險(xiǎn)，但是會(huì)增加項(xiàng)目成本。項(xiàng)目經(jīng)理下一步該怎么做？獲得高級管理層的批準(zhǔn)，增加項(xiàng)目資金安排一次經(jīng)濟(jì)項(xiàng)目團(tuán)隊(duì)會(huì)議，討論該風(fēng)險(xiǎn)未包含進(jìn)風(fēng)險(xiǎn)登記冊的原因獲得高級管理層的批準(zhǔn)，使用應(yīng)急儲(chǔ)備減輕風(fēng)險(xiǎn)與項(xiàng)目團(tuán)隊(duì)安排一次會(huì)議，討論推進(jìn)項(xiàng)目的計(jì)劃Whileestimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantfeeUS$200-InflationallowancefornextyearUS$300-BufferforunforeseencostsWhatshouldtheprojectmanagerdonext?EstimateUS$4,700EstimateUS$5,000withanexplanationEstimateUS$5,000andupdatethecostbaselineEstimateUS$4,800估算一項(xiàng)活動(dòng)成本時(shí)，團(tuán)隊(duì)成員估算下一年要花費(fèi)5000美元聘用一名顧問，劃分如下4500美元-顧問費(fèi)200美元-下一年的通貨膨脹余量300美元-不可預(yù)見成本的緩沖項(xiàng)目經(jīng)理接下來應(yīng)該怎么做？估算4700美元估算5000美元，并附加說明估算5000美元，并更新成本基準(zhǔn)估算4800美元AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtobecompleted?6thday5thday4thday3rdday項(xiàng)目預(yù)算工期為四天，分配的預(yù)算為4000美元。項(xiàng)目經(jīng)理按每天1000美元分配一項(xiàng)資源以按計(jì)劃時(shí)間完成工作。在第二天結(jié)束時(shí)，所執(zhí)行的工作量預(yù)估金額為1600美元。如果資源的生產(chǎn)率保持相同，項(xiàng)目預(yù)計(jì)將于何時(shí)完成？第6天第5天第4天第3天Afteridentifyingariskwiththecompany'sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractoragreementChangeordertotheprojectmanagementplanProcurementmanagementplanRiskmanagementplan識(shí)別到使用公司合同工作說明書（SOW）標(biāo)準(zhǔn)模板存在風(fēng)險(xiǎn)之后，指導(dǎo)委員會(huì)決定為所有項(xiàng)目合同使用一種特殊SOW目標(biāo)。委員會(huì)應(yīng)在下列那一項(xiàng)保持特殊SOW模板？主承包商協(xié)議對項(xiàng)目管理計(jì)劃的變更單采購管理計(jì)劃風(fēng)險(xiǎn)管理計(jì)劃30.Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskquantificationtechniquesshouldbeused?ProbabilitydistributionsExpertjudgmentDataqualityassessmentRiskurgencyassessment在每周項(xiàng)目審查會(huì)議上，項(xiàng)目經(jīng)理討論了不同類型的項(xiàng)目風(fēng)險(xiǎn)。應(yīng)使用下列那一項(xiàng)風(fēng)險(xiǎn)量化工具？概率分布專家判斷數(shù)據(jù)質(zhì)量評估風(fēng)險(xiǎn)緊迫性評估Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbedelayedAdvisetheresourcetoworkovertimetocompletebothactivitiesReviewthehumanresourcemanagementplanandcontactapreferredconsultingfirmArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossibleactions為保證下一次項(xiàng)目交付，兩個(gè)項(xiàng)目團(tuán)隊(duì)在相同的時(shí)間范圍內(nèi)需要相同的關(guān)鍵資源。項(xiàng)目經(jīng)理首先應(yīng)該做什么？通知客戶將延遲交付通知資源加班工作完成兩項(xiàng)活動(dòng)審查人力資源管理計(jì)劃并聯(lián)系一家首選顧問公司與兩名團(tuán)隊(duì)領(lǐng)導(dǎo)安排一次聯(lián)合問題解決會(huì)議，確定可能的行動(dòng)Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstouseasensitivityanalysismodel.Theprojectmanagerisinwhichofthefollowingprocesses?

IdentifyrisksB.PerformquantitativeriskanalysisB.C.ControlrisksC.ControlrisksD.PerformqualitativeriskanalysisD.項(xiàng)目經(jīng)理確定了哪些風(fēng)險(xiǎn)對項(xiàng)目產(chǎn)生的影響最大，并計(jì)劃使用敏感性分析模型。項(xiàng)目經(jīng)理目前處于下列哪一個(gè)過程？識(shí)別風(fēng)險(xiǎn)實(shí)施定量風(fēng)險(xiǎn)風(fēng)險(xiǎn)控制實(shí)施定性風(fēng)險(xiǎn)分析Duringaproject'sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionalityWhatshouldtheprojectmanagerdonext?AgreetoincludetherequirementUpdatetheprojectmanagementplanaccordingtothenewrequestReviewtheimpactofthechangeandstartthechangemanagementprocessRejectanychangessincetheprojectisintheclosingphase在項(xiàng)目收尾階段，項(xiàng)目經(jīng)理提交了最后一個(gè)項(xiàng)目可交付成果，并運(yùn)行驗(yàn)收標(biāo)準(zhǔn)。但是，在驗(yàn)收項(xiàng)目之前，客戶希望增加額外功能。同意包含該需求按照新的請求更新項(xiàng)目管理計(jì)劃審查變更影響，并開始變更管理過程因?yàn)轫?xiàng)目處于收尾階段，拒絕任何變更Duringtheproject'sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.ThenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryscheduleWhatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementplanUpdatetheriskmanagementplanAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheimpactConductariskreassessment在項(xiàng)目執(zhí)行階段，一名關(guān)鍵主管報(bào)告將把項(xiàng)目的一部分外包給一名新的外部供應(yīng)商開發(fā)。這名新供應(yīng)商提供了他們的額外需求，導(dǎo)致交付進(jìn)度可能發(fā)生延遲。項(xiàng)目經(jīng)理下一步該怎么做？按照溝通管理計(jì)劃通知干系人范圍變更更新風(fēng)險(xiǎn)管理計(jì)劃調(diào)整項(xiàng)目管理計(jì)劃、進(jìn)度和優(yōu)先級控制的影響執(zhí)行風(fēng)險(xiǎn)再評估Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintherequirementsDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthiserror?IdentifybenchmarkReportperformanceControlscopeControlquality當(dāng)與客戶合作核實(shí)可交付成果時(shí)，客戶通知項(xiàng)目經(jīng)理多項(xiàng)必須的數(shù)據(jù)字段趨勢?？蛻舯硎具@些數(shù)據(jù)字段已包含在需求當(dāng)中。項(xiàng)目團(tuán)隊(duì)?wèi)?yīng)該在以下哪一個(gè)過程中發(fā)現(xiàn)這個(gè)錯(cuò)誤？識(shí)別標(biāo)桿報(bào)告績效控制范圍控制質(zhì)量Ariskidentifiedintheriskregisterisrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%Whatshouldtheprojectmanagerdonext?ExecutetheresponseplanfortheidentifiedriskinriskmanagementplanGettogetheralldesignmemberanddiscusstheothersolutionInformthekeystakeholdersthatoneriskimpactstheprojectbudgetReduceothertasks'cost,balancethecosttomakesureprojectcostiswithinthebudget設(shè)計(jì)團(tuán)隊(duì)意識(shí)到了在風(fēng)險(xiǎn)登記冊中已識(shí)別的一個(gè)風(fēng)險(xiǎn)。結(jié)果，項(xiàng)目支出將增加15%。項(xiàng)目經(jīng)理下一步該怎么做？執(zhí)行風(fēng)險(xiǎn)管理計(jì)劃中識(shí)別的風(fēng)險(xiǎn)應(yīng)對措施集合設(shè)計(jì)團(tuán)隊(duì)討論其他方案通知關(guān)鍵干系人一個(gè)項(xiàng)目風(fēng)險(xiǎn)影響到項(xiàng)目預(yù)算減少其他任務(wù)的支出15%,平衡并保持在預(yù)算之內(nèi)Duringthecustomer'sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.Theprojectmanager'scompanyconductsarootcauseanalysisanddiscoversthattheprojectdidnotadequatelyconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeencompleted?InitiatingMonitoringandcontrollingPlanningExecuting在客戶最終驗(yàn)收可交付成果期間，項(xiàng)目經(jīng)理遭遇到其他地方團(tuán)隊(duì)的反對意見。項(xiàng)目經(jīng)理所在公司開展了一次根本原因分析，發(fā)現(xiàn)項(xiàng)目并未充分考慮項(xiàng)目的環(huán)境因素。這本應(yīng)該在下列那一個(gè)過程中完成？啟動(dòng)監(jiān)控規(guī)劃執(zhí)行Aprojectmanagerworkswiththesalesmanageronarequestforproposal(RFP).Thecustomerisinterestedinanewproductfeaturewhichisstillunderdevelopment.ThesalesmanageraskstheprojectmanagertoincludeintheresponsethatthefeatureisavailableWhatshouldtheprojectmanagerdo?Respondaccordingtothesalesmanager'ssuggestionEscalatetheissuetotheprojectsponsorAdvisethecustomerthattheproductfeatureisnotavailableRefusetorespondtotheRFP項(xiàng)目經(jīng)理與銷售經(jīng)理一起合作答復(fù)建議邀請書(FRP)。客戶對一個(gè)仍處于開發(fā)階段的新產(chǎn)品功能非常感興趣。銷售經(jīng)理要求項(xiàng)目經(jīng)理在答復(fù)中包含可提供該功能的內(nèi)容項(xiàng)目經(jīng)理應(yīng)該怎么做？按照銷售經(jīng)理的建議答復(fù)將該問題上報(bào)給項(xiàng)目發(fā)起人同時(shí)客戶無法提供該產(chǎn)品功能拒絕答復(fù)該RFPWhilepreparingformonthlystakeholdermeeting,theprojectmanagementidentifiesaresourceavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpactthescheduleAcquireadditionalresourcestoresolvetheissueDiscusstheissuewiththestakeholdersduringthemonthlymeetingMeetwiththeprojectteamtobrainstormhowtoresolvetheissue在準(zhǔn)備每月干系人會(huì)議時(shí)，項(xiàng)目經(jīng)理識(shí)別到一個(gè)可能影響項(xiàng)目進(jìn)度的資源可用性問題。項(xiàng)目經(jīng)理認(rèn)為如果問題能在幾周內(nèi)解決，則不會(huì)影響到進(jìn)度。項(xiàng)目經(jīng)理下一步該怎么做？設(shè)法解決問題，以便不影響進(jìn)度招募額外資源解決這個(gè)問題在月度會(huì)議上與干系人討論這個(gè)問題與項(xiàng)目團(tuán)隊(duì)開會(huì)，頭腦風(fēng)暴討論如何解決這個(gè)問題Aprojectmanagerworksonatelecommunicationsprojectwhichisahighpriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnext?CreateWBSDeterminebudgetDevelophumanresourcemanagementplanDefineactivities項(xiàng)目經(jīng)理正在管理一個(gè)在組織中處于優(yōu)先級的電信項(xiàng)目。定義范圍之后，項(xiàng)目團(tuán)隊(duì)下一步應(yīng)從下列那一個(gè)過程？創(chuàng)建WBS確定預(yù)算制定人力資源管理計(jì)劃定義活動(dòng)Aprojectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorchangesUpdatetheprojectmanagementplanandsendittoallstakeholdersContinuetothenextphaseandthenreviewtheminorchangesConductindividualmeetingswiththestakeholderswhosuggestedtheminorchanges項(xiàng)目經(jīng)理與所有干系人安排了一次會(huì)議，審查并批準(zhǔn)項(xiàng)目管理計(jì)劃以及所有子計(jì)劃。在進(jìn)行細(xì)微變更之后，獲得批準(zhǔn)繼續(xù)進(jìn)行下一個(gè)階段。項(xiàng)目經(jīng)理下一步該怎么做？以項(xiàng)目管理計(jì)劃為基準(zhǔn)，然后處理細(xì)微變更B.更新項(xiàng)目管理計(jì)劃，并將其發(fā)送給所有干系人C.繼續(xù)下一個(gè)階段，然后審查細(xì)微變更D.與建議細(xì)微變更的干系人單獨(dú)開會(huì)B.更新項(xiàng)目管理計(jì)劃，并將其發(fā)送給所有干系人C.繼續(xù)下一個(gè)階段，然后審查細(xì)微變更D.與建議細(xì)微變更的干系人單獨(dú)開會(huì)Whichofthefollowingtechniquesattemptstobalanceresourcerequirementsbyreschedulingspecificactivities?SchedulingcompressionLevelingSmoothingAdjustingleadsandlags下列哪一項(xiàng)技術(shù)嘗試通過重新安排特定活動(dòng)的進(jìn)度以便平衡資源需求？進(jìn)度壓縮平衡環(huán)節(jié)調(diào)整時(shí)間提前量和滯后量Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan?EmailInteractivePullpush在干系人會(huì)議之前，項(xiàng)目經(jīng)理應(yīng)使用什么溝通方式獲得干系人對項(xiàng)目管理計(jì)劃的認(rèn)可？電子郵件交互式溝通拉式溝通推式溝通Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,asupplier'sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext?ConductaquantitativeriskanalysisandidentifyhowtheriskmustbeaddressedMeetwiththesupplierandrequestanimmediateresolutionIdentifyandevaluatetheprojectedimpactoncostandscheduleExecutethecontingencyplantoaddresstheimpactontheprojectschedule一名新任命的項(xiàng)目經(jīng)理確定項(xiàng)目符合時(shí)間和預(yù)算要求。但是，一名供應(yīng)商的可交付成果將延遲。新項(xiàng)目經(jīng)理下一步該怎么做？實(shí)施一次定量風(fēng)險(xiǎn)分析，并確定必須如何解決該風(fēng)險(xiǎn)與供應(yīng)商開會(huì)，并要求立即解決確定并評估對項(xiàng)目成本和進(jìn)度的影響執(zhí)行應(yīng)急計(jì)劃解決對項(xiàng)目進(jìn)度的影響Whiledevelopingaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers'expectationsconflictwitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdonext?DevelopacommunicationsmanagementplanPerformastakeholderanalysisEvaluatetherisksEscalatetotheprojectsponsor在為一個(gè)內(nèi)部項(xiàng)目制定項(xiàng)目章程時(shí)，項(xiàng)目經(jīng)理意識(shí)到一些職能經(jīng)理的期望與另一些職能經(jīng)理的期望相沖突，可能對項(xiàng)目產(chǎn)生負(fù)面影響。項(xiàng)目經(jīng)理下一步該怎么做？制定溝通管理計(jì)劃執(zhí)行干系人分析評估風(fēng)險(xiǎn)上報(bào)給項(xiàng)目發(fā)起人Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.TheagendaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerdo?EnsurethesuccessoffutureprojectEnsurethefuturecooperationwiththecustomerEvaluateprojectperformanceUpdatetheresponsibilityassignmentmatrix項(xiàng)目經(jīng)理與客戶召開項(xiàng)目收尾會(huì)議。議程包括搜集客戶的反饋并評估他們的滿意度。這個(gè)信息可以讓項(xiàng)目經(jīng)理進(jìn)行下列那一項(xiàng)工作？確保未來項(xiàng)目的成功確保與該客戶的未來合作評估項(xiàng)目績效更新責(zé)任分配矩陣47.Oneprojectneedstopurchaseonemerchandisefromonesupplier,butthissupplierisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedsupplier.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewsupplierInformthecustomerwiththechangerequestandgettheapprovalofthechangerequestEvaluatetheimpactonprojectbudgetorcontingencyreserveonscheduleRequireprocurementdeparttocancelthepurchaseorderwitholdsupplier一個(gè)項(xiàng)目取決于一個(gè)從供應(yīng)商采購的一件商品。但是，該供應(yīng)商庫存里沒有這件上鋪。項(xiàng)目經(jīng)理計(jì)劃從另一個(gè)合格供應(yīng)商處獲得采購訂單。項(xiàng)目經(jīng)理下一步該怎么做？按照新供應(yīng)商采購訂單的交付周期更新進(jìn)度計(jì)劃立即向客戶通知該變更并請求批準(zhǔn)評估對預(yù)算或進(jìn)度應(yīng)急儲(chǔ)備的影響要求采購部門取消原始供應(yīng)商的合同Duringtheselectionofasupplierforacomplexproject,theprojectmanagerwantstoensurethepotentialsuppliershaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialsuppliersfromaprequalifiedlistReviewthesuppliers'proposalsAskathirdpartytoselectthesupplierthatbestfitstherequirementsAskthesponsorforfeedbackontheprospectivesuppliersInvitethesupplierstoabidderconference在為一個(gè)復(fù)雜項(xiàng)目選擇供應(yīng)商期間，項(xiàng)目經(jīng)理希望確保潛在供應(yīng)商能明確了解需求。項(xiàng)目經(jīng)理在資格預(yù)審名單中確定了三名潛在供應(yīng)商。項(xiàng)目經(jīng)理下一步該怎么做？審核所有潛在供應(yīng)商的建議書B.讓第三方選擇一家最符合要求的供應(yīng)商C.尋求發(fā)起人對潛在供應(yīng)商的反饋D.邀請所有潛在供應(yīng)商參加投標(biāo)會(huì)議Concernedthataprojectwillmissacriticalmilestone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactanalysisCrashingimpactanalysisDependencyandrequirementsanalysisCostimpactanalysis因?yàn)閾?dān)心項(xiàng)目將延誤一個(gè)關(guān)鍵里程碑，客戶堅(jiān)持同時(shí)實(shí)施階段工作以便節(jié)約時(shí)間。批準(zhǔn)這個(gè)變更之前，項(xiàng)目經(jīng)理應(yīng)開展下列那一項(xiàng)工作？進(jìn)度影響分析趕工影響分析依賴關(guān)系和需求分析成本影響分析Duringateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?Assumptionsandconstraints,high-levelrisks,andstakeholderlistProjectpurpose,summarybudget,andprojectmanagementplanScopebaseline,teamcomposition,andprojectmanagementplanAssumptionsandconstraints,workbreakdownstructure,andsummarybudget項(xiàng)目經(jīng)理在團(tuán)隊(duì)會(huì)議上收集項(xiàng)目章程信息。下列哪一項(xiàng)應(yīng)包含進(jìn)項(xiàng)目章程假設(shè)和制約因素、高層次風(fēng)險(xiǎn)以及干系人名單項(xiàng)目目的、預(yù)算匯總和項(xiàng)目管理計(jì)劃范圍基準(zhǔn)、團(tuán)隊(duì)構(gòu)成和開支限制假設(shè)和制約因素、工作分解結(jié)構(gòu)和預(yù)算匯總Acompanyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudgetToaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerengage?SoftwarevendorInformationtechnologymanagerHumanresourcesmanagerProjectsponsor一家公司為人力資源部門實(shí)施了新軟件。然而，技術(shù)問題導(dǎo)致進(jìn)度延期并影響項(xiàng)目預(yù)算。為解決這種情況，項(xiàng)目經(jīng)理應(yīng)接洽下列哪一位干系人？軟件供應(yīng)商信息技術(shù)經(jīng)理人力資源經(jīng)理項(xiàng)目發(fā)起人AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.TheseniorexecutivefortheprojectWhatshouldtheprojectmanagerdonext?UpdatetheprojectcharterUpdatethestakeholderregisterUpdatetheriskregisterUpdatetheriskmanagementplan一個(gè)已批準(zhǔn)的戰(zhàn)略計(jì)劃向一個(gè)建筑翻新項(xiàng)目分配了1500萬美元。項(xiàng)目高級主管離開公司，且任命了新的高級主管。項(xiàng)目經(jīng)理下一步該怎么做？更新項(xiàng)目章程更新干系人登記冊更新風(fēng)險(xiǎn)登記冊更新風(fēng)險(xiǎn)管理計(jì)劃Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.TheprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentifiedWhatapproachshouldtheprojectmanagertaketogathertherequiredinformationConsultthelessonslearnedfromthepreviousprojectConsulttheprojectcharterfromthepreviousprojectStarttoprepareastakeholderanalysisfromscratchObtaintheprojectmanagementplanfromthepreviousproject項(xiàng)目經(jīng)理被任命管理一個(gè)新項(xiàng)目。項(xiàng)目發(fā)起人已經(jīng)起草完項(xiàng)目章程的第一稿。項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理在之前一個(gè)類似項(xiàng)目中某些關(guān)鍵干系人被遺漏了。項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理確保所有項(xiàng)目干系人均已識(shí)別。若要收集必要信息，項(xiàng)目經(jīng)理應(yīng)該采取什么方式？查詢之前項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)查詢之前項(xiàng)目的項(xiàng)目章程開始從頭準(zhǔn)備一份干系人分析獲得之前