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，班主任會把您的疑問轉(zhuǎn)給講師為您解答。?清暉傅老師解答：E-mail：QQ：249286414.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectmanagersrequest?A.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？A.合同收尾已批準(zhǔn)B.項(xiàng)目團(tuán)隊(duì)執(zhí)行的安裝不當(dāng)C.供應(yīng)商的質(zhì)量政策不允許發(fā)生這種情況D.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)？A.引導(dǎo)式討論會B.焦點(diǎn)小組C.群體決策技術(shù)D.群體創(chuàng)新技術(shù).Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.whichofthefollowingplansshouldtheprojectmanagerreviewfirst?ProjectmanagementplanChangemanagementplanConfigurationmanagementplanQualitymanagementplan.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？A.項(xiàng)目管理計(jì)劃B.變更管理計(jì)劃C.配置管理計(jì)劃D.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。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。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？A.項(xiàng)目人員配備B.資源日歷C.項(xiàng)目進(jìn)度D.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？A.成本補(bǔ)償合同B.固定總價(jià)合同C.總價(jià)加激勵(lì)費(fèi)用合同D.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？A.在干系人收尾會議上提交給發(fā)起人B.提交給客戶確保協(xié)議C.確保信息儲存在一份項(xiàng)目文件中D.確保信息儲存在公司知識庫中.Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext?RevisittheprojectcharterPerformariskreassessmentAskfortheprojectsponsor,sguidanceDiscusstheissuewithstakeholders7.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？A.查看項(xiàng)目章程B.執(zhí)行風(fēng)險(xiǎn)再評估C.尋求項(xiàng)目發(fā)起人的知道D.與干系人討論這個(gè)問題8.Howshouldtheeffectivenessofaproject’squalitycontrolactivitiesbedetermined?EvaluatethequalityassuranceplanagainstmarketbenchmarksImplementaqualityauditstrategyConductaqualityauditofthedeliverablesEvaluatethecostofquality.應(yīng)如何確定項(xiàng)目質(zhì)量控制活動的有效性？A.對照市場標(biāo)桿評估質(zhì)量保證計(jì)劃B.實(shí)施質(zhì)量審計(jì)策略C.對可交付成果實(shí)施質(zhì)量審計(jì)D.評估質(zhì)量成本.Ataprojectkick-offmeeting,thechiefexecutiveofficer(CEO)requestschangesthatwillimpacttheprojectscope.Howshouldtheprojectmanagerrespond?AdvisetheceothattheprojectteamwillestimatetheimpactofthechangerequestInformtheCEOthatthescopecannotimplementthechangebecausetheprojectscopeisfinalizedAcceptthechangesaccordingtoCEOsrequestConsidertheCEO,schangeduringtheprojectexecutionphase-9.在項(xiàng)目啟動大會上，首席執(zhí)行官(CEO)提出的變更將會影響項(xiàng)目范圍。項(xiàng)目經(jīng)理應(yīng)如何響應(yīng)。A.通知CEO項(xiàng)目團(tuán)隊(duì)將調(diào)查所建議變更的影響B(tài).通知CEO,范圍已最終確定，無法變更C.按CEO請求，接受變更D.在項(xiàng)目實(shí)施階段考慮CEO的變更10.WhichtaskhasthecorrectassignmentintheRACIchart?序TaskTeammember#1Teammember#2Teammember#3Teammember#4Teammember#51UnittestRAICA2IntegrationtestIACAR3SystemtestIRCIA4UseracceptancetestRACIATask1Task2

C.Task3D.Task410.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RACIAA.任務(wù)1B.任務(wù)2C.任務(wù)3D.任務(wù)411.Attheendtestpart4,theprojectmanagerreviewsacontrolchart.Whatdoesthechart11.Attheendtestpart4,theprojectmanagerreviewsacontrolchart.WhatdoesthechartB.C.B.C.D.11.QualityexpectationsarenotachievableQualityhasnotimprovedsincethebeginningofthetestsQualityisnotinlinewithexpectations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)控制圖會說明說明？B.質(zhì)量預(yù)期不可實(shí)現(xiàn)C.自從測試開始起，質(zhì)量未得到改善D.質(zhì)量與預(yù)期不符12.Duringaproject'simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.Theprojectmanagershouldincludewhichitemsaspartoftheprojectscopestatement?Requirementstraceabilitymatrix,riskregister,stakeholderregister,activitylistConstraints,schedule,assumptionsandworkbreakdownstructureScopedescription,acceptancecriteria,constraintsanddeliverableTechnicalreference,exceptions,deliverableandscopebaseline12.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？A.需求跟蹤矩陣、風(fēng)險(xiǎn)登記冊、干系人登記冊和活動清單B.制約因素、進(jìn)度計(jì)劃、假設(shè)和工作基準(zhǔn)結(jié)構(gòu)C.范圍說明、驗(yàn)收標(biāo)準(zhǔn)、制約因素和可交付成果D.技術(shù)參考、例外情況、可交付成果和范圍基準(zhǔn)13.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)？A.轉(zhuǎn)移風(fēng)險(xiǎn)B.減輕風(fēng)險(xiǎn)C.接受風(fēng)險(xiǎn)D.規(guī)避風(fēng)險(xiǎn).Anewprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans?A.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？A.范圍管理計(jì)劃B.變更管理計(jì)劃C.配置管理計(jì)劃D.需求管理計(jì)劃.Abicyclecompanyreleasesanewlineofbasketswithafive-yearwarrantyThematerialwithstandsextremeweatherconditions.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？A.高檔、高質(zhì)B.低檔、低質(zhì)C.高檔、低質(zhì)D.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？A.交互式溝通B.推式溝通C.拉式溝通D.發(fā)送-接收.Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject'sRBStotheorganizationsstandardtemplateUsetheexistingproject'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YRBS.項(xiàng)目經(jīng)理下一步該怎么做？A.將現(xiàn)有項(xiàng)目的RBS與組織的標(biāo)準(zhǔn)模板進(jìn)行對比B.使用現(xiàn)有項(xiàng)目的RBS節(jié)約時(shí)間C.使用組織的標(biāo)準(zhǔn)模板創(chuàng)建一份新的RBSD.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A.確定該名團(tuán)隊(duì)成員的影響B(tài).核實(shí)是否能夠變更范圍C.更新工作分解結(jié)構(gòu)D.更換團(tuán)隊(duì)成員.Acompany'spresidentasksaprojectmanagertoimplementanewfinancialsystem.Whattechniqueshouldtheprojectmanagerusetoobtainahigh-levelprojectscope?A.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？A.開展自制或外購分析B.與信息技術(shù)總監(jiān)開會開展一項(xiàng)分析C.與公司的財(cái)務(wù)專家和企業(yè)所有者定義需求D.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)目啟動大會上，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？A.在風(fēng)險(xiǎn)登記冊中添加該資源風(fēng)險(xiǎn)B.記錄該變更，并審查和更新項(xiàng)目管理計(jì)劃C.在資源可用性中溝通該延遲，并管理干系人的參與水平D.不采取其他行動，因?yàn)樵搯栴}已在項(xiàng)目啟動大會上討論過了.Theconflictamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdonext?SolvetheconflictinadvanceinprivateDelaytheconflict,andevaluateifitwillimpacttheprojectinfutureReporttheconflicttofunctionmanagerViewthehumanresourcemanagementplanandtakethecorrectiveaction21.一些團(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？A.提前并私下解決沖突B.延遲沖突，評估其是否將會在后期影響項(xiàng)目C.將沖突上報(bào)給職能經(jīng)理D.查看人力資源管理計(jì)劃并采取糾正措施22.AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare:DirectcostsfortheprojectPartoftheproject'scontingencyreserveIndirectcostsfortheprojectSunkcostsnottakenintoaccountforthisdecision22.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：A.項(xiàng)目的直接成本B.項(xiàng)目應(yīng)急儲備的一部分C.項(xiàng)目的間接成本D.該決定不考慮沉沒成本23.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？A.使用管理儲備金來生成一個(gè)權(quán)變措施B.延遲項(xiàng)目，并且等待管理層的只是C.更新進(jìn)度，并且通知項(xiàng)目發(fā)起人D.與項(xiàng)目團(tuán)隊(duì)開會討論直接的應(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A.風(fēng)險(xiǎn)管理計(jì)劃B.項(xiàng)目章程C.采購管理計(jì)劃D.供應(yīng)商范圍說明書.Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolboardProjectsponsorProjectmanagerProjectteam25.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?A.變更控制委員會B.項(xiàng)目發(fā)起人C.項(xiàng)目經(jīng)理D.項(xiàng)目團(tuán)隊(duì)26.Anunexpectedriskoccursduringaproject.Afteranalyzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectbudgetArrangeaprojectmeetingtodiscussthereasonwhytheriskwasntincludedintheriskregisterGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheriskArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtotheplan.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)，但是會增加項(xiàng)目成本。項(xiàng)目經(jīng)理下一步該怎么做？A.獲得高級管理層的批準(zhǔn)，增加項(xiàng)目資金B(yǎng).安排一次經(jīng)濟(jì)項(xiàng)目團(tuán)隊(duì)會議，討論該風(fēng)險(xiǎn)未包含進(jìn)風(fēng)險(xiǎn)登記冊的原因C.獲得高級管理層的批準(zhǔn)，使用應(yīng)急儲備減輕風(fēng)險(xiǎn)D.與項(xiàng)目團(tuán)隊(duì)安排一次會議，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$4,80027.估算一項(xiàng)活動成本時(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？A.估算4700美元B.估算5000美元，并附加說明C.估算5000美元，并更新成本基準(zhǔn)D.估算4800美元28.AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtobecompleted?6thday5thday4thday3rdday28.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？A.第6天第5天第4天第3天29.Afteridentifyingariskwiththecompany'sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractoragreementChangeordertotheprojectmanagementplanProcurementmanagementplanRiskmanagementplan29.識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)委員會決定為所有項(xiàng)目合同使用一種特殊SOW目標(biāo)。委員會應(yīng)在下列那一項(xiàng)保持特殊SOW模板？A.主承包商協(xié)議B.對項(xiàng)目管理計(jì)劃的變更單C.采購管理計(jì)劃D.風(fēng)險(xiǎn)管理計(jì)劃30.Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskquantificationtechniquesshouldbeused?ProbabilitydistributionsExpertjudgmentDataqualityassessmentRiskurgencyassessment.在每周項(xiàng)目審查會議上，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？A.概率分布B.專家判斷C.數(shù)據(jù)質(zhì)量評估D.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？A.通知客戶將延遲交付B.通知資源加班工作完成兩項(xiàng)活動C.審查人力資源管理計(jì)劃并聯(lián)系一家首選顧問公司D.與兩名團(tuán)隊(duì)領(lǐng)導(dǎo)安排一次聯(lián)合問題解決會議，確定可能的行動.Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstouseasensitivityanalysismodel.Theprojectmanagerisinwhichofthe followingprocesses?IdentifyrisksPerformquantitative risk analysisControlrisksPerformqualitativerisk analysis.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？A.識別風(fēng)險(xiǎn)B.實(shí)施定量風(fēng)險(xiǎn)C.風(fēng)險(xiǎn)控制D.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。A.同意包含該需求B.按照新的請求更新項(xiàng)目管理計(jì)劃C.審查變更影響，并開始變更管理過程D.因?yàn)轫?xiàng)目處于收尾階段，拒絕任何變更.Duringtheproject'sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.ThenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryscheduleWhatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementplanUpdatetheriskmanagementplanAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheimpactConductariskreassessment34.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？A.按照溝通管理計(jì)劃通知干系人范圍變更B.更新風(fēng)險(xiǎn)管理計(jì)劃C.調(diào)整項(xiàng)目管理計(jì)劃、進(jìn)度和優(yōu)先級控制的影響D.執(zhí)行風(fēng)險(xiǎn)再評估35.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？A.識別標(biāo)桿B.報(bào)告績效C.控制范圍D.控制質(zhì)量.Ariskidentifiedintheriskregisterisrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%Whatshouldtheprojectmanagerdonext?ExecutetheresponseplanfortheidentifiedriskinriskmanagementplanGettogetheralldesignmemberanddiscusstheothersolutionInformthekeystakeholdersthatoneriskimpactstheprojectbudgetReduceothertasks'cost,balancethecosttomakesureprojectcostiswithinthebudget.設(shè)計(jì)團(tuán)隊(duì)意識到了在風(fēng)險(xiǎn)登記冊中已識別的一個(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？A.執(zhí)行風(fēng)險(xiǎn)管理計(jì)劃中識別的風(fēng)險(xiǎn)應(yīng)對措施B.集合設(shè)計(jì)團(tuán)隊(duì)討論其他方案C.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D.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.TheprojectmanagerscompanyconductsarootcauseanalysisanddiscoversthattheprojectdidnotadequatelyconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeencompleted?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？A.啟動B.監(jiān)控C.規(guī)劃D.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）?？蛻魧σ粋€(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？A.按照銷售經(jīng)理的建議答復(fù)B.將該問題上報(bào)給項(xiàng)目發(fā)起人C.同時(shí)客戶無法提供該產(chǎn)品功能D.拒絕答復(fù)該RFP.Whilepreparingformonthlystakeholdermeeting,theprojectmanagementidentifiesaresourceavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpactthescheduleAcquireadditionalresourcestoresolvetheissueDiscusstheissuewiththestakeholdersduringthemonthlymeetingMeetwiththeprojectteamtobrainstormhowtoresolvetheissue.在準(zhǔn)備每月干系人會議時(shí)，項(xiàng)目經(jīng)理識別到一個(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，則不會影響到進(jìn)度。項(xiàng)目經(jīng)理下一步該怎么做？A.設(shè)法解決問題，以便不影響進(jìn)度B.招募額外資源解決這個(gè)問題C.在月度會議上與干系人討論這個(gè)問題D.與項(xiàng)目團(tuán)隊(duì)開會，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？A.創(chuàng)建WBSB.確定預(yù)算C.制定人力資源管理計(jì)劃D.定義活動.Aprojectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorchangesUpdatetheprojectmanagementplanandsendittoallstakeholdersContinuetothenextphaseandthenreviewtheminorchangesConductindividualmeetingswiththestakeholderswhosuggestedtheminorchanges.項(xiàng)目經(jīng)理與所有干系人安排了一次會議，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？A.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.Whichofthefollowingtechniquesattemptstobalanceresourcerequirementsbyreschedulingspecificactivities?SchedulingcompressionLevelingSmoothingAdjustingleadsandlags42.下列哪一項(xiàng)技術(shù)嘗試通過重新安排特定活動的進(jìn)度以便平衡資源需求？A.進(jìn)度壓縮B.平衡C.環(huán)節(jié)D.調(diào)整時(shí)間提前量和滯后量43.Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan?A.EmailInteractivePullpush.在干系人會議之前，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？A.電子郵件B.交互式溝通C.拉式溝通D.推式溝通.Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,asupplier'sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext?ConductaquantitativeriskanalysisandidentifyhowtheriskmustbeaddressedMeetwiththesupplierandrequestanimmediateresolutionIdentifyandevaluatetheprojectedimpactoncostandscheduleExecutethecontingencyplantoaddresstheimpactontheprojectschedule44.一名新任命的項(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？A.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)B.與供應(yīng)商開會，并要求立即解決C.確定并評估對項(xiàng)目成本和進(jìn)度的影響D.執(zhí)行應(yīng)急計(jì)劃解決對項(xiàng)目進(jìn)度的影響45.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？A.制定溝通管理計(jì)劃B.執(zhí)行干系人分析C.評估風(fēng)險(xiǎn)D.上報(bào)給項(xiàng)目發(fā)起人.Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.TheagendaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerdo?EnsurethesuccessoffutureprojectEnsurethefuturecooperationwiththecustomerEvaluateprojectperformanceUpdatetheresponsibilityassignmentmatrix46.項(xiàng)目經(jīng)理與客戶召開項(xiàng)目收尾會議。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？A.確保未來項(xiàng)目的成功B.確保與該客戶的未來合作C.評估項(xiàng)目績效D.更新責(zé)任分配矩陣47.Oneprojectneedstopurchaseonemerchandisefromonesupplier,butthissupplierisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedsupplier.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewsupplierInformthecustomerwiththechangerequestangettheapprovalofthechangerequestEvaluatetheimpactonprojectbudgetorcontingencyreserveonscheduleRequireprocurementdeparttocancelthepurchaseorderwitholdsupplier.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？A.按照新供應(yīng)商采購訂單的交付周期更新進(jìn)度計(jì)劃B.立即向客戶通知該變更并請求批準(zhǔn)C.評估對預(yù)算或進(jìn)度應(yīng)急儲備的影響D.要求采購部門取消原始供應(yīng)商的合同.Duringtheselectionofasupplierforacomplexproject,theprojectmanagerwantstoensurethepotentialsuppliershaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialsuppliersfromaprequalifiedlistA.Reviewthesuppliers'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？A.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？A.進(jìn)度影響分析B.趕工影響分析C.依賴關(guān)系和需求分析D.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A.假設(shè)和制約因素、高層次風(fēng)險(xiǎn)以及干系人名單B.項(xiàng)目目的、預(yù)算匯總和項(xiàng)目管理計(jì)劃C.范圍基準(zhǔn)、團(tuán)隊(duì)構(gòu)成和開支限制D.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?SoftwarevendorInformationtechnologymanagerHumanresourcesmanagerProjectsponsor51.一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？A.軟件供應(yīng)商信息技術(shù)經(jīng)理人力資源經(jīng)理D.項(xiàng)目發(fā)起人52.AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.TheseniorexecutivefortheprojectWhatshouldtheprojectmanagerdonext?Update the projectcharterUpdate the stakeholderregisterUpdate the riskregisterUpdate the riskmanagement plan52.一個(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？A.更新項(xiàng)目章程B.更新干系人登記冊C.更新風(fēng)險(xiǎn)登記冊D.更新風(fēng)險(xiǎn)管理計(jì)劃53.Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.TheprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentifiedWhatapproachshouldtheprojectmanagertaketogathertherequiredinformationA.ConsultthelessonslearnedfromthepreviousprojectB.ConsulttheprojectcharterfromthepreviousprojectC.StarttoprepareastakeholderanalysisfromscratchD.Obtaintheprojectmanagementplanfromthepreviousproject.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)目干系人均已識別。若要收集必要信息，項(xiàng)目經(jīng)理應(yīng)該采取什么方式？A.查詢之前項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)B.查詢之前項(xiàng)目的項(xiàng)目章程C.開始從頭準(zhǔn)備一份干系人分析D.獲得之前項(xiàng)目的項(xiàng)目管理計(jì)劃.Afterconfirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdi