考試模擬題-綜合四

模擬試題Budgetsarebeingreducedbycompanymanagementthereforeadecisionmustbemadeonhowtoreducethebudgetofacritical,ongoingproject.TheprojectmanagershoulddowhichofthefollowingSubmitanupdatedschedulethatreducescost,andreducesthescopeoffinalDismisssomeoftheassignedresourcesandlengthentheprojectEliminatethemanagementreservetokeeptheUseasensitivityysistoevaluatethevarious應(yīng)該怎么做？（）Asoftwarecompanydevelopsanewapplicationforitscurrentcomputersystem.Duringthepilotphasereview,manyusersidentifydifferentissueswiththeapplication.Thetechnicalmanagercollectsand sthesecomplaintstodeterminewherethegreatestopportunityforimprovementtotheapplicationwouldbefound.WhatshouldthetechnicalmanagerusetointerpretthedataAffinity B.ForcefieldC.Pareto 技術(shù)經(jīng)理應(yīng)使用什么來解釋收集的數(shù)據(jù)？（親和 B.力場(chǎng)分 D.核對(duì)WhatbenefitdoestheMonitoringandControllingprocessprovidetotheItidentifiesvariancesbyobservingandmeasuringprojectItidentifiesinputstothechangecontrolboard(CCB)byobservingandmeasuringprojectItupdatestheprocessimprovementplanbyobservingandmeasuringprojectItupdatestheprojectmanagementplanbyobservingandmeasuringproject3.過程將向項(xiàng)目提供什么好處？（Aprojectmanagerisassignedtoanexistingprojectandneedstounderstandtheprojectdeliverables.Theprojectmanagershouldrefertowhichofthefollowing?ProjectProjectrequirementsProjectscopeProject一份文件？（）項(xiàng)目章 B.項(xiàng)目需求規(guī)C.項(xiàng)目范圍說明 D.項(xiàng)目進(jìn)度Aprojectinvolvingmultiplecontractorsiscompleted.Whenclosingtheproject,whatshouldtheprojectmanagerdo?UpdateprojectInitiateplansforfutureprocurementReassigncontractorresourcestoanotherEnsureallprojectationis一個(gè)涉及多個(gè)承包商的項(xiàng)目完成了。項(xiàng)目收尾時(shí)，項(xiàng)目經(jīng)理應(yīng)該怎么做？（Aprojectmanagergathersthefirstroundofrequirementsinagroupmeetingwithkeystakeholders.Oneofthestakeholderscontrolstheconversationandtheprojectmanagerfearsthatnotallrequirementsarefullyidentified.Toensuretherequirementsarefullyandaccura edinanon-biasedmanner,themanagershoulddowhichoftheHoldasecondmeetingthatexcludesthevocalProvideananonymouscommunicationchannelforallstakeholderstoprovidethepotential pleterequirementsintheriskAllowtheintegratedchangecontrolprocesstocapturefuturerequirement掌控了，項(xiàng)目經(jīng)理擔(dān)心未充分識(shí)別所有需求。若要確保需求通過一種公正方式充分準(zhǔn)確記錄，項(xiàng)目經(jīng)理應(yīng)該采取下列哪一項(xiàng)措施？（）Aprojectmanagerisassignedtoaprojectwitharapidlychangingenvironment.Therequirementsscopeisdifficulttodefineinadvance.WhichofthefollowingprojectlifecyclemodelsshouldassisttheprojectmanagertodefineincrementalimprovementsanddeliverbestvaluetoIterativeandincrementallifeAdaptivelifePredictivelife命周期模型應(yīng)協(xié)助項(xiàng)目經(jīng)理定義較小的增量改進(jìn)，并為相關(guān)方提供最大價(jià)值？（） B.適應(yīng)型生命用 Aprojectmanagercompletesthedevelopmentofasoftwareprojectonemonthaheadofschedule.Anextramodule,originallyoutofscope,nowcouldbeincluded,andtheprojectcouldstillmeetthedeliverydeadline.WhatshouldtheprojectmanagerdoAMovetotheclosingphaseandsavemoneyforInmateachangerequesttothechangecontrolboardSeekadecisionfromtheprojectDelivertheextra項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？（Acompanywantstoimplementamajorchangetoitsworkingproceduresandoutsourcesvendorstodeliverthischange.Theprojectmanagerandinternalstakeholdersdefineaprocurementmanagementplan.Requestforproposals(RFPs)arecirculatedandvariousvendorsrespond.Theprojectteamshortliststwovendors,butisconcernedthattheirproposedcostsexceedprojectWhatshouldtheprojectmanagerdotocompletetheprocurementAsktheprojectsponsortoprovideadditionalSelectathird-partyadvisortoevaluatetheprojectandprovidecostConductamake-or- ysistoevaluatethebestAskthevendorstonegotiatethepriceorrisklosingthe部相關(guān)方制定了一份采購(gòu)管理計(jì)劃。分發(fā)了建議邀請(qǐng)書（RFP不同供應(yīng)商提交了答復(fù)。項(xiàng)目團(tuán)應(yīng)該怎么做？（）要求項(xiàng)目發(fā)起人提供額10Aprojectmanagermeetswithtwoteammemberswhomaintainopposingviewpoints.Inthemeeting,theprojectmanageremphasizesareasofagreementandplaysdowndifferences.Whichmanagementtechniqueistheprojectistheprojectmanagerpracticing?采用的是哪種管理技術(shù)？（）面 B.緩C.強(qiáng) D.合Acompanylaunchesanewprojectandtheprojectteamcreatestheprojectscopestatement.Whichofthefollowingshouldbeincludedtoensureaclearandconcisescope?Workbreakdownstructure(WBS)elements,objective,andDeliverables,assumptions,andStakeholders,requirements,andObjectives,timeline,and要的范圍？（）工作分解結(jié)構(gòu)（WBS）要素、目標(biāo)和風(fēng)Duringinstallationofnewsoftware,aprojectmanagerdiscoversthatthetimerequiretoperformaspecificfunctionalityisunacceptabletotheclient.Theprojectmanagercollects10measurementsofthefunctionality’stime:twoareabovethemedian,twoareonthemedian,fivearebelowthemedian,andoneisabovetheproposedlimit.Basedonthesemeasurements,whatcantheprojectmanagerdetermineabouttheTheexpectedlimitneedstobechangedto modatetheumtimetakentocreatetheItiscontrol,as9outof10timesthecreationtimeiswithintheexpectedItisoutofThemedianneedstobe在安裝新軟件期間，項(xiàng)目經(jīng)理發(fā)現(xiàn)執(zhí)行一項(xiàng)特定功能所需的時(shí)間不被客戶接受。項(xiàng)目經(jīng)理10根據(jù)這些測(cè)量值，項(xiàng)目經(jīng)理可以確定出該功能相關(guān)的什么結(jié)果？（）Abuyersellersignacontractstatementofwork.Thesellercompletestheworkasspecifiedinthecontract;however,thebuyerisnotsatisfiedwiththeresults.Whatisthestatusofthe D.Nulland結(jié)果不滿意。合同的狀態(tài)是什么？（）未完 B.放C.完 D.無Aprojectteammemberupdatesthestatusofaprojecttaskandfindsitisbehindschedule.Whatshouldtheprojectmanagerusetoassesstheimpactofthestatusupdatetotheoriginalbaseline?Resource 來評(píng)價(jià)狀態(tài)更新對(duì)原始基準(zhǔn)的影響？（）工作績(jī)效信 B.資源平 D.假設(shè)情景分Whichofthefollowingorganizationaltypesisthemostefficientforexecutingseveralsmallprojectsthatrequiredifferenttechnicalexpertise?Balanced下列哪一個(gè)是執(zhí)行需要不同技術(shù)知識(shí)的多個(gè)小項(xiàng)目最有效的組織類型？（弱矩陣型組 B.項(xiàng)目型組C.平衡矩陣 D.復(fù)合Achangecontrolboard(CCB)approvesseveralchangestoaprojectthatimpactboththescheduleandthebudget.Whichofthefollowingshouldberequired?CorrectiveactionsordefectCorrectiveorreschedulingDefectrepairorredefiningForcedorpreventive的？（）Afterreviewingteammembers’skillprofiles,theprojectmanagerdeterminesspecificrequiredskillsaremissing.Whatshouldtheprojectmanagerdotoaddressthissituation?CreateatrainingplantodeveloptheneededEscalatetheissuetoseniorAdapttheproject’sscopetotheskillsetsoftheteamRequestnewprojectteammemberswiththeprojectsponsor’s該怎么做？（）AnewCEOchangesthecompany’sstrategy.Asaresult,initiativesarere-prioritized.Oneprojectiscompletedbutnotyetclosed.WhatsshouldtheprojectmanagersubmittothebusinessProjectmanagementplanandprojectstatementofword(SOW);historicalPerformancescorecard;requirementsanddeliverableacceptanceDeliverableacceptanceandprojectclosures;projectDeliverableacceptanceandpost-projectreviews;performance還未收尾。項(xiàng)目經(jīng)理應(yīng)該向業(yè)務(wù)單位提交下列哪些文件？（）Duringprojectexecution,theprojectmanageridentifiesthatteam’singbehaviorsometonestobemissed.Toavoidthissituation,whatshouldtheprojectmanagerhaveContactedallteammembers’functionalsupervisorsandrequestedInitiatedateammeetingtoreachconsensusaboutbehavioralgroundSentacommunicationinformingtheteammembersoftheexpectedIncludedsoftskillstrainingonproblem-solvingtechniquesintraining項(xiàng)目經(jīng)理應(yīng)該事先做什么？（）Aprojectmanagerworksonaprojecttodevelopstrongermaterials.Todeterminecombinationofingredientswillproduceastrongmaterialatareasonablecost,whatshouldtheprojectmanagerconsider?QualityDelphi 更強(qiáng)的材料，項(xiàng)目經(jīng)理應(yīng)該考慮哪一項(xiàng)？（）品質(zhì) B.標(biāo)桿對(duì)C.德爾菲技 D.實(shí)驗(yàn)設(shè)Duringprojectimplementation,astakeholderindicatesthatsomedeliverablesdonotcomplywithspecifications.Theprojectmanagerstatesthesespecificationswerediscussedinprojectmeetings,andtheagreed eswerecommunicatedandedinpublishedreports,meetings,andtheagreed eswerecommunicatedand edinpublishedreports.Toavoidthis e,whatshouldhavebeendoneintheplanningphase?yzedcommunicationrequirementsinthestakeholdermanagementIncludedthestakeholderinthequalitymanagementplanNoactionisnecessary;thestakeholdershouldhavereviewedthedistributedAddresseddeliverablesandexpectationsatthekick-off在項(xiàng)目實(shí)施期間，一名相關(guān)方某些可交付成果不符合規(guī)范要求。項(xiàng)目經(jīng)理表示這些規(guī)在規(guī)劃階段應(yīng)完成哪一項(xiàng)工作？（）Aprojectmanagerisaskedtoperformacost-benefitysisfortwopotentialprojects.ProjectAcostsUS$1.2billion,withpotentialbenefitsofUS$6billionandfutureoperatingcostsofUS$1.5ProjectBcostsUS$1.4billion,withpotentialbenefitsofUS$7billionandfutureoperatingcostsUS$1Whichprojectshouldtheproject ProjectB;thepotentialbenefitsminusthecoststoimplementaregreaterthanthesamecalculationforprojectA.ProjectA;thecosttoimplementislessthanprojectProjectB;thepotentialbenefitsminustheimplementationandfutureoperatingcostsaregreaterthanthesamecalculationforprojectA.ProjectA;thepotentialbenefitsplusthefutureoperatingcostsarelessthanthesamecalculationforprojectB.項(xiàng)目A成本為$12億，潛在效益為$60億，未來運(yùn)營(yíng)成本為$15億。項(xiàng)目B成本為$14億，潛在效益為$70億，未來運(yùn)營(yíng)成本為$10億。項(xiàng)目經(jīng)理應(yīng)該推薦哪一個(gè)項(xiàng)目組？（）Whattoolshouldtheprojectmanagerusetodemonstratetothecustomerthatthefinalproductmeetsthebusinessneeds?ProjectscopeRequirementstraceabilityProjectmanagement項(xiàng)目經(jīng)理應(yīng)使用什么工具來向客戶證明最終產(chǎn)品需求滿足業(yè)務(wù)需求？（工作分解結(jié) B.項(xiàng)目范圍說明C.需求矩 D.項(xiàng)目管理計(jì)Aprojectsponsorandprojectmanageraredeveloaprojectcharterforanewenergyplant.Thereareseveralplantlocationsunderconsideration,whichcouldinfluenceprojectcosts.Toselectthemostappropriatelocation,whichofthefollowingshouldtheprojectsponsorandmanagerworkonBusinessProjectscopeBusinessProject項(xiàng)目發(fā)起人和項(xiàng)目經(jīng)理正在為新的能源廠制定項(xiàng)目章程。有多個(gè)廠址可供考慮，但可能影響項(xiàng)目成本。要選擇最合適的位置，項(xiàng)目發(fā)起人和項(xiàng)目經(jīng)理應(yīng)該先在下列哪一個(gè)工作？（商業(yè)需 B.項(xiàng)目范圍說明C.商業(yè)論 Aproject’sdeliverablemustcomplywithlegalguidelines.Toensurethesestandardsaremet,theprojectmanagerimplementstrainingfortheprojectteamontheseguidelines.ThecostofthetrainingshouldbeassignedtowhichofthePreventionAppraisalInternalfailureExternalfailure實(shí)施了有關(guān)這些指導(dǎo)方針的培訓(xùn)。培訓(xùn)成本應(yīng)歸到下列哪一項(xiàng)？（）預(yù)防成 B.評(píng)價(jià)成C.內(nèi)部失敗成 D.外部失敗成Concernedaboutthetyofirrelevantproject-relateds,ateammemberbelievesthatdeliverablewillbedelayed,becauseofthetimespentreadingandreplyingtos.Whatshouldtheprojectmanagerdo?AsktheteammembertoworkovertimetocompletetheAsktheprojectteamtochangethecommunicationsmanagementReinforcethetimemanagementplanguidelineswiththeprojectReinforcethecommunicationsmanagementplanguidelineswiththeproject在閱讀和回復(fù)郵件上。項(xiàng)目經(jīng)理應(yīng)該怎么做？（）Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithinbudget.However,ar’sdeliverableswillbedelayed.WhatshouldthenewprojectmanagerdoConductatativeriskysisandidentifyhowtheriskmustbeMeetwiththerandrequestanimmediateIdentifyandevaluatetheprojectedimpactoncostandExecutethecontingencyplantoaddresstheimpactontheproject延遲。新項(xiàng)目經(jīng)理下一步該怎么做？（）Aprojectmanagerisaskedtorefineprojectestimatesbythesponsor.Theprojectmanageridentifiesaspecificactivityontheprojectmanagementplanthatneedsrefinement.Basedoninitialestimates,themostlikelyactivitydurationistwodays;howeverthebest-casescenarioisonedayandtheworse-casescenarioisfourdays.Usingtheprogramevaluationandreviewtechnique(PERT),whatistheexpectedactivitydurationtheprojectmanagershouldputintotheprojectmanagement2.33 B.1.88C.2.17 A.2.33 B.1.88C.2.17 D.3.23Anewprojectincludesstakeholdersfromvariouscountrieswithdifferentexpectations.shouldtheprojectmanagerdotoensurethatallstakeholderswillbeinformedabouttheprojectDevelopacommunicationsmanagementDevelopaprojectDevelopastakeholderDevelopastakeholdermanagement態(tài)，項(xiàng)目經(jīng)理應(yīng)該怎么做？（）Alocalrisunabletomeetadeliverydate.Theprojectteamdidnotanticipatethisnewthreattothesupplyoftheproduct.ImportingthisproductwillcosttheprojecttwicethepricethatthelocalvendorContingencyProjectbudgetManagementRiskresponse本地供應(yīng)商交付日期。項(xiàng)目團(tuán)隊(duì)沒有預(yù)計(jì)到這個(gè)產(chǎn)品供應(yīng)的新。進(jìn)口該產(chǎn)品將讓項(xiàng)目成本比使用本地供應(yīng)商的花費(fèi)貴兩倍。項(xiàng)目經(jīng)理應(yīng)使用什么來為這項(xiàng)工作提供？（）應(yīng)急儲(chǔ) B.項(xiàng)目預(yù)算儲(chǔ)C.管理儲(chǔ) D.風(fēng)險(xiǎn)應(yīng)對(duì)儲(chǔ)Duetoaninter albetweentwoteammembers,teammoraleandproductivityarenegativelyaffected.Whatmanagementtechniqueshouldtheprojectmanagerusetoresolvetheimmediay?么管理技術(shù)來立即解決？() Aprojectiscancellednearitscompletion.Priortoreleasingtheteam,theprojectmanagershouldensurethatwhichofthefollowingareaddressed?CompletionofperformancereviewsandpaymenttoNotificationofsponsorsandupdatingoftheprojectmanagementplanand Executionoflessonslearnedandcelebrationoftheteam’sRetentionoftheintermediate-phaseproductandhandlingofadministrative Aprojectmanagerperformsacostestimateusinghistoricaldataandstatisticalestimationmethods.Whichofthefollowingestimationmethodsisbeingapplied? 三點(diǎn)估 B.類比估C.參數(shù)估 D.PERT平均Aprojectmanagerisassignedaprojectwithademandingclient.Theprojectisdynamicandrequiresconstantimprovementsandclientfeedback.WhichofthefollowingapproachesshouldtheprojectmanageradoptforthisExtremeprojectmanagementapproachesshouldtheprojectmanageradoptforthisAgileprojectmanagementapproach,asitisfastandTraditionalprojectmanagementapproach,asitissimpleandLeansix-sigmamanagementapproach,asitfitstheproject饋。項(xiàng)目經(jīng)理應(yīng)為該項(xiàng)目采取下列哪一個(gè)方法？（）Theprojectmanagerplansastrategicprojectwithasimilartoapreviouslycompletedproject.Thecurrentprojectusesexperiencedstaffprovidedbyabusinesspartner.Theprojectmanagermustdecidehowtopreparecostestimates.Whatshouldtheprojectmanagerdofirst?UseavendorbidRefertotheprocurementmanagementUseexpertjudgmentwithsupportoftheorganization’sknowledgeRefertothelessonslearnedfromtheprevious項(xiàng)目經(jīng)理正在規(guī)劃一個(gè)與之前已完成項(xiàng)目的范圍類似的項(xiàng)目。當(dāng)前的項(xiàng)目使用業(yè)務(wù)合（Threeprojecttasksrequireserviceswhichthecompanycannotprovide.Toresolvethisissue,whatshouldtheprojectmanagerdo?RefertotheprocurementmanagementInitiateaprojectchangerequesttousedifferentAskthefunctionalmanager mendUpdatetheprojectscheduleaccordingtoavailable Aprojectmanagerdevelopsagraphthatdepictsearnedvaluemanagement(EVM)usingcostperformanceindex(CPI)andscheduleperformanceindex(SPI)measuresonachart.Theprojectmanagementoffice(PMO)hasguidelinesstatingthatanyprojectcostorschedulevarianceexceeding10percentmustbetheoffice.WhatshouldtheprojectmanagerTheprojecthasascheduledelayandcostTheprojecthasacostoverrunTheprojecthasascheduledelayTherearenoissueswith差超過10%，必須上報(bào)到項(xiàng)目管理。項(xiàng)目經(jīng)理應(yīng)上報(bào)什么內(nèi)容？（）A.項(xiàng)目進(jìn)度延遲且成本超支 Whileworkingonanapprovedchangerequest,theprojectteamaddsafunctionalitythatispartoftheapprovedchangerequest.Theprojectmanagerbelievesthefunctionalitywillbebeneficial.Tomanagethisadditionalchange,whatshouldtheprojectmanagerdonext?SubmitanewchangerequestforPerformstakeholdertheadditionalfunctionalityaspartoftheoriginalchangeConsultwiththeproject若要管理這個(gè)額外的變更，項(xiàng)目經(jīng)理下一步應(yīng)該做什么？（Aprojectmanagerstartsaprojecttobuildanewfacility.Theclientstatesthatiftheprojectbaselineismodified,theprojectmanagermustgothroughseverallevelsofapproval.Torecordtheapprovallevels,theprojectmanagershoulddevelopwhichofthefollowing?ChangecontrolIssueStakeholdermanagementStakeholder級(jí)。為了記錄這些環(huán)節(jié)，項(xiàng)目經(jīng)理應(yīng)制定下列哪一項(xiàng)？（）變更控制程 B.問題日C.相關(guān)方管理計(jì) D.相關(guān)方登記Duringamultimilliondollarprojecttheprojectteamencountersahighfailurerateofintermediatedeliverableswhichcausesthecompany’smanagementtobeconcerned.Whichtoolshouldtheprojectmanagerusetoidentifytherootcauseofthisissue?FishboneScatter 魚骨 B.直方C.散點(diǎn) D.流程AprojectmanagercompletesthreemonthsofworkwithavarianceofUS$-3,000.ThevalueysisshowswhichoftheFavorable;theprojectisperformingmoreefficientlythanUnfavorable;theprojectisperforminglessefficientlythanFavorable;theprojectisaheadofUnfavorable;theprojectisbehind項(xiàng)目經(jīng)理完成三個(gè)月的工作，成本偏差為$-3000。掙值分析顯示下列哪一項(xiàng)？（Duringacompany’srelocationtoanewdatacenter,aprojectteammemberdiscoversthatthenewdatacenter’spowersupplywillnotbesufficient.Tosupportforecastedgrowthoverthenextthreeyears,additionalresourcescostingUS$480,000willberequired.Astheprojectmanagerhadpreviouslyidentifiedthisasarisk,whattoolshouldhavebeenusedtodetermineifthecontingencybudgetwouldadequaycoverthecosts?StatusReserveRisk在未來三年內(nèi)的預(yù)測(cè)增長(zhǎng)，將需要S$48萬的額源。由于項(xiàng)目經(jīng)理之前已將此識(shí)別為一個(gè)風(fēng)險(xiǎn)，應(yīng)使用什么工具來確定應(yīng)急儲(chǔ)備足以涵蓋成本？（）狀態(tài)會(huì) B.儲(chǔ)備分C.風(fēng)險(xiǎn)再評(píng) D.技術(shù)績(jī)效測(cè)Afterreviewingateatplan,aprojectmanagerdeterminesthatthebudgetisinadequatetoexecutetheplan.Whatwillhelptobalancethecostconstraintandthequalitygoals?RiskFishbonePrioritizationControl約因素和質(zhì)量目標(biāo)？（）風(fēng)險(xiǎn)登

Duringaproject,theprojectmanagerisinformedofnewrequirementsthatneedtobedelivered.Theprojectmanageralsolearnsthattworesourceswillberemovedfromtheproject,whichwillimpacttheschedule.Toevaluatetheimpactofchangeandriskstotheproject’sexecution,whatshouldtheprojectProjectmanagementChangemanagement在項(xiàng)目期間，項(xiàng)目經(jīng)理收到需要交付新需求，項(xiàng)目經(jīng)理還了解到兩名資源將從項(xiàng)目離開，從而影響到進(jìn)度。為了評(píng)價(jià)這些變更和風(fēng)險(xiǎn)對(duì)項(xiàng)目執(zhí)行的影響，項(xiàng)目經(jīng)理應(yīng)查閱哪一份文件？（）項(xiàng)目管理計(jì) B.工作分解結(jié)C.資源進(jìn)度計(jì) D.變更管理計(jì)Duringprojectimplementation,severaldefectsarefoundwhichcreatesariskforthecompletionofthenexttoneHowever,thecontingencyreserveremainsunaffected.Someteammembersbelieveiftheprimaryissueisidentifiedandresolved,themajorityofthedefectswillbefixed.WhichofthefollowingtoolsshouldtheprojectmanageruseCauseandeffectScatter用下列哪一項(xiàng)工具？（

Theprojectsponsorandstakeholderswanttostartaprojectimmedia y.Inpreviousmeetings,theobjectivesandrequirementswerediscussed.However,theprojectmanagerbelievestheretaskspendingbeforetheprojectcanTostarttheprojecttheprojectmanagerneedswhichoftheApprovedprojectmanagementApprovedprojectEstimationofprojectDefinedstatementof為了開始項(xiàng)目，項(xiàng)目經(jīng)理需要下列哪一項(xiàng)？（項(xiàng)目估ProjectLengthBudgetatCompletionActualCostforWorkPerformedActualCost BudgetedCostforWorkScheduledPlannedvalueWhatdoesthedataindicate utaproject’srateofBothbudgetandscheduleareaheadof plishedtodateisonBudgetrevisionsarenecessarytobringtheforecastin plishedtodateisslowerthanplanned.項(xiàng)目工期（月完工預(yù)期20,000元已完工作實(shí)際成本8,000實(shí)際成本已完工作預(yù)算成本7,500掙值計(jì)劃工作預(yù)算成本8,500計(jì)劃價(jià)值這個(gè)數(shù)據(jù)表明了什么項(xiàng)目進(jìn)展速度？（Aprojectmanagerhasgainedcommitmentandacceptanceforaprojectfromtheprojectsponsor.Thisisanoutputofwhichofthefollowing?ProjectmanagementBusinessStakeholdermanagementProject項(xiàng)目經(jīng)理已經(jīng)獲得項(xiàng)目發(fā)起人對(duì)項(xiàng)目的承諾和驗(yàn)收。這屬于下列哪一項(xiàng)的輸出？（項(xiàng)目管理計(jì) B.商業(yè)論C.相關(guān)方管理計(jì) D.項(xiàng)目章Aprojectmanagerisassignedtoaprojecttoreplaceanoutdatedsystem.Duringinstallation,theequipmentisdamagedandrequirestechnicalresourcestorepairit.WhatmustbeupdatedtocommunicatethisoccurrencewiththeIssueStatusIncidentmanagementResourceallocation修理。必須更新哪一份文件將這種情況與相關(guān)方溝通？（）問題日 B.狀態(tài)報(bào)C.時(shí)間管理計(jì) D.資源分配矩Inaweakmatrixorganization,aprojectmanagerexperiencesdifficultiesworkingwithafunctionalmanagerwhoisalsoaprojectteammember.Thisteammemberisresponsibleforprojecttaskswhichhavenotbeencompletedinaccordancewiththeschedule.Theissuehasdiscussedwiththeteammemberonmorethanonoccasionwithnoimprovement.WhatshouldtheprojectmanagerdoEscalatetheissuetothehumanresourcesdepartmentforCommunicatetheissuetotheprojectsponsorandrequestsupportforScheduleateammeetingtodiscussthestatusandUpdatetheriskregisterand隊(duì)成員討論過，但仍無任何改進(jìn)。項(xiàng)目經(jīng)理下一步該怎么做？（）Midwaythroughtheproject,theprojectmanagerrealizesthesewillnotbeenoughtimetocompletealldeliverables.Whatshouldtheprojecttheprojectmanagerdonext?AssesstheissuesthatcausedthecurrentProvidethecustomerwithalternativesforprojectPresentacauseand ysistotheScheduleameetingwiththe么做？（）Aportionofaproject’ssolutionisestimatedtocostUS$75,000,andmaybeoutsourcedtoasubcontractor.Beforemakingadecisiontooutsource,whattypeofysisshouldbeperformed?EarnedmonetaryMake-or-ExpertProposalevaluation決定之前，應(yīng)執(zhí)行哪種分析類型？（）掙得的貨幣價(jià) B.或外購(gòu)分C.專家判 D.評(píng)價(jià)技Acompanyconductsitsfinalinspectionofaproductmanagerdeliveredbyar.Theprojectlearnsthatownershipofthedeliverableswillnotbetransferredtothecompanyuntiltherreplacesadefectivepart.DetermineifthedefectivepartcanbeReviewthestakeholdermanagementReviewqualitycontrol 目經(jīng)理下一步該怎么做？（確定缺陷零件是否可修 C.相關(guān)方管理計(jì) D.質(zhì)量控制測(cè)Duringaproject’sexecution,theprogrammanageradvisestheprojectmanagerthattheprojectwillbecancelled.Whatshouldtheprojectmanagerdonext?ReassigntheresourcestootherContinuethephasetoMeetwiththeprojectsponsorandtheprogramCreateachangerequestforthedelivery在項(xiàng)目執(zhí)行期間，項(xiàng)目集經(jīng)理通知項(xiàng)目經(jīng)理項(xiàng)目將被取消。項(xiàng)目經(jīng)理下一步該怎么做？（Aprojectmanagercalculatesthataproject’sscheduleperformanceindex(SPI)is.95anditsperformanceindex(CPI)is1.04.WhichofthefollowingindicatesthestatusoftheBehindscheduleandunderAheadofscheduleandoverBehindscheduleandoverAheadofscheduleandunder說明了項(xiàng)目狀態(tài)？（）于進(jìn)度，但低于預(yù) B.提前于進(jìn)度，但超出預(yù) D.提前于進(jìn)度，并低于預(yù)Duringthenewproductdevelopmentproject,the ernmentissuesnewregulationswhichincreasetheimporttaxesforparts.Whatshouldtheprojectmanagerdonext?PresentachangerequesttothechangecontrolAskthesponsorhowthisissueshouldbeEvaluatetheriskUsethecontingency么做？（）向變更控制提交變更請(qǐng)Whatshouldtheteamconsidertobemostimportantwhilecreatingtheprobabilityandimpactmatrixtosupporttheprojectriskysis?ProjectscopeandprojectScheduleandbudgetcontingenciesandPossibleeffectontheobjectivesoftheInteractionsthatwilloccuronthe當(dāng)創(chuàng)建概率和影響矩陣來支持項(xiàng)目風(fēng)險(xiǎn)分析時(shí)，項(xiàng)目團(tuán)隊(duì)認(rèn)為最重要的是什么？（Aglobalprojecthasteasinmultiplelocationsthatdonothavevisibilitytotheoverallprojectmanagementplan,includingtoneandprojectexpectations.Duringtheproject,theprojectmanagerrealizesthatthisisamistakeandallinformationshouldbesharedwithallprojectteamsregardlessoflocation.WhenshouldtheprojectmanagerhavesharedtheinformationwiththeprojectDuringprojectteamAttheprojectinitiationDuringeachstatusreviewAttheprojectkick-off一個(gè)全球性項(xiàng)目擁有分布多個(gè)地點(diǎn)的項(xiàng)目團(tuán)隊(duì)，對(duì)整個(gè)項(xiàng)目管理計(jì)劃沒有可加性，包括里無論所在位置在哪。項(xiàng)目經(jīng)理應(yīng)在何時(shí)與項(xiàng)目團(tuán)隊(duì)共享信息？（）在項(xiàng)目團(tuán)隊(duì)發(fā)展期 B.在項(xiàng)目啟動(dòng)階C.在每次狀態(tài)會(huì) D.在項(xiàng)目啟動(dòng)大會(huì)Aprojectmanagerasksthehumanresourcedepartmenttoorganizeateamworksessiontodevelopaprojectteam.Whichofthefollowingisanexpectedoutputofthisprocess?HumanresourcemanagementProjectSocialstyles將是下列哪一項(xiàng)？（）

Acompany’sprojectAisonscheduleandwithinbudget.ThegeneralmanagerwantstonewbusinessopportunitiesandrequeststheinitiationofprojectB.TodeliverprojectBontime,amajorityofprojectA’sresourcesmustbetransferredtoprojectB.WhatshouldtheprojectmanagerdoInformthegeneralmanagerthatprojectAisalreadymandatedbythecharterandhasDiscusswiththeheadofthesteeringcommitteetheimpactonprojectAandrequestaContinueworkingonprojectAwithminimumreamsizeandbeginprojectContacttheprojectsponsorsanddiscusstheBBA的大部分資源必須轉(zhuǎn)移到項(xiàng)目B。項(xiàng)目經(jīng)理下一步該怎么做？（Midwaythroughimplementationofaconstructionproject,arfailstodelivercementandjeopardizestheprojectschedule.Theconstructionteamleaderaskstheprojectmanagertoimplementacontingencyplan.WhatactionshouldtheprojectmanagerInformprojectstakeholdersoftheriskImplementaRefertotheriskBrainstormwiththe要求項(xiàng)目經(jīng)理實(shí)施應(yīng)急計(jì)劃。項(xiàng)目經(jīng)理應(yīng)該采取什么措施？（）A.通知項(xiàng)目相關(guān)方發(fā)生該風(fēng)險(xiǎn)。 Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbeAdvisetheresourcetoworkovertimetocompletebothReviewthehumanresourcemanagementplanandcontactapreferredconsultingArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossible理首先應(yīng)該做什么？（）63.Theprojectmanagermustcreatetheprojectmanagementplan.Theprojectscopeistodevelopaproductthatissimilartoanexistingproductinthemarket.Theprojectworkedonthistypeofproductinanothercompany.WhatshouldtheprojectmanagerdoBegindevelotimeandcostplanningactivitiesfortheIdentifydatafromthepreviousprojectandbegintimeandcostplanning ingtherequirementsbeforetimeandcostplanningactivities,baseduponPreparerequirements ationandtimeandcostplanningactivitiesinparallel,basedupon項(xiàng)目經(jīng)理曾在另一家公司從事過這類產(chǎn)品的開發(fā)工作。項(xiàng)目經(jīng)理下一步該怎么做？（）Abuyerandasellerenteredintoacost-plus-percentage-of-costcontract.Basedontheproject’sdefinedscope,thecontracthadanestimatedcostofUS$140,000andagreed-toprofitof10percentofthecost.However,theprojectwasnotasuccess,andtheproject’sactualcostwasUS$150,000.Whatisthetotalreimbursementtotheseller?A.US$US$US$US$那么給賣方的補(bǔ)償總額是多少？（A.165,000B.150,000C.154,000D.140,000Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissuestheteamstillencountersimplementationissuesaregreatlyreduced.WhichofthefollowingdoestheprojectteamMitigatingAcceptingAvoiding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) B.減輕風(fēng)C.接受風(fēng) D.避免風(fēng)Inafunctionalorganizationalstructure,aprojectwithacriticalcompletiondatefallsbehindschedule,butaccordingtotheearnedvalueysis,itisstillunderbudget.Todelivertheprojectontime,theprojectmanagersuggestsaddingfiveskilledresources.WhatshouldtheprojectmanagerdoUpdatethehumanresourcemanagementplanandtheschedulePresentthechangerequesttothechangecontrolboardforPresentthechangerequesttotheprojectsponsorforAddadditionalresourcesastherearesufficientfunds該怎么辦？（）Aprojectteamcompletesaproject’sdeliverables.Tofacilitateprojectclosure,ownershipofthedeliverablesshouldbetransferredtowhichofthefollowing?ProjectmanagementofficeAssignedprojectProject一項(xiàng)？（）項(xiàng)目管理 B.被任命的項(xiàng)目相關(guān)C.組織過程資 D.項(xiàng)目發(fā)起Anewindustrystandardimpact’sexecution.Theprojectmanagerdiscussestheimpactwiththeprojectsponsor.WhattypeofinfluencedoesthisChangeRiskEnterpriseenvironmental了哪種影響類型？（）組織

Duringtheselectionofacomplexproject,theprojectmanagerwantstoensurethatthepotentialrshaveaclearunderstandingofrequirements.Theprojectmanageridentifiesthreepotentialrsfromaprequalifiedlist.Whatshouldtheprojectmanagerdonext?Reviewthers’AskathirdpartytoselecttherthatbestfitstheAskthesponsorforfeedbackontheprospectiveInvitetherstoabidder從資格預(yù)審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？（）讓第選擇最適合需求的供應(yīng)Anewproductdevelopmentprojectisonschedule.Attheendoftheexecutionphase,anewlawisissuedthatchangestheproduct’squalitystandards.CommunicatethechangestotheUpdatetheproject’sscopemanagementNegotiateformorefundingtokeeptheprojectonCompleteandsubmitthechangerequest標(biāo)準(zhǔn)，項(xiàng)目經(jīng)理首先應(yīng)該做什么？（）Duringaproject’sconstructionphase,theprojectsponsordecidestomakeamajormodificationtotheinteriordesign.Whatshouldtheprojectmanagerreviewfirst?ScopeScopemanagementChangemanagementConfigurationmanagement在項(xiàng)目施工階段，項(xiàng)目發(fā)起人決定對(duì)內(nèi)部設(shè)計(jì)進(jìn)行重大修改。項(xiàng)目經(jīng)理首先應(yīng)該哪一項(xiàng)？（）范圍基 B.范圍管理計(jì) D.配置管理計(jì)ThedeliveryofaninventorymanagementsystemisoutsourcedunderaUS$4millioncontract.Duringthesystemdeployment,developersfindthetestprotocolsdonotmeetqualityrequirements.Additionaltimeandfundingisrequestedtocompletetesting.WhichofthefollowingwouldcontaintheprocessestoevaluaterequestsforadditionaltestingfundingofRiskmanagementResourcemanagementChangemanagementQualitymanagement一個(gè)庫存管理系統(tǒng)的交付按價(jià)值$400萬的合同分包。在系統(tǒng)部署期間，開發(fā)商發(fā)現(xiàn)測(cè)供$20,000的過程？（）風(fēng)險(xiǎn)管理計(jì) B.資源管理計(jì)C.變更管理計(jì) D.質(zhì)量管理計(jì)Aprojectwillcloseontimeandwithinbudget.Whichofthefollowingresourcesconfirmthatprojectcompletionsmet?TechnicalleadandprojectCustomerandportfolioProjectmanagerandbusinessProjectmanagerandproject一個(gè)項(xiàng)目將按時(shí)按預(yù)算收尾。下列哪一項(xiàng)資源將確認(rèn)項(xiàng)目滿足完工條件？(Astheprojectnearscompletion,thecustomervoicesconcernswiththequalityoftheprodu