考試模擬題-pmp試題五

1.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichoftheargumentsshouldthecontractorusetorefusetheprojectmanager’s承包商安裝產(chǎn)品并接收付款。項目經(jīng)理發(fā)現(xiàn)安裝有缺陷，并要求承包商免費完成修理。承包應(yīng)使用列哪一論據(jù)，項目理請求？（）合同收尾已批 C.供應(yīng)商的質(zhì)量政策不允許發(fā)生這種情 D.財務(wù)收尾已批Abusinessystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitated B.FocusC.Groupdecisionmaking 業(yè)務(wù)分析員為一個新項目收集需求。相關(guān)方來自不同部門并且需求也各不相同。項目預(yù)算有限只？（）引導式討論 B.焦點小C.群體決策技 D.群體創(chuàng)新技Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.WhichofthefollowingplansshouldtheprojectmanagerreviewProjectmanagement 在質(zhì)量保證審計之后，項目經(jīng)理收到一份正式的變更請求，提出修訂一份部件圖紙。項目經(jīng)理查看下列哪一份計劃？）A.CBD.計Toincreasetrustandimproveinteralrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoascheduling,akeyteammembercannotattendtheactivity.Toavoidthis,whatshouldtheprojectmanagerhave C.Project 而，由于進度，一名關(guān)鍵團隊成員不能參加活動。為避免這個，項目經(jīng)理應(yīng)已經(jīng)哪些內(nèi)容 C.

D.Aprojectmanagernegotiatescontracttermswithanexternalvendorthatwillprovideadditionalresourcestocompleteacriticalprojecttask.Tominimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselect?Cost- C.Fixed-price-incentive- D.Timeand項目經(jīng)理與將提供額源完成關(guān)鍵項目任務(wù)的外部供應(yīng)商協(xié)商合同條款。為了減少項目風險項目經(jīng)理應(yīng)選擇什么合同類型）A.BD.Aprojectteamcompletesaprojecttotransitionfromanolddatabasetoanewdatabase.Regardinglessonslearned,whatshouldtheprojectmanagerdonext?Presenttotheclienttoensure項目團隊完成了一個從舊數(shù)據(jù)庫轉(zhuǎn)變到新數(shù)據(jù)庫的項目。在經(jīng)驗教訓方面，項目經(jīng)理下一步該怎么做？（）在相關(guān)方收尾會議上提交給發(fā)起 Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext? B.Performarisk D.Discusstheissuewith在項目執(zhí)行階段，項目經(jīng)理了解到客戶所在組織可能被另收購。項目經(jīng)理下一步該怎么做？（）查看項目章 B.執(zhí)行風險再評 ImplementaqualityauditConductaqualityauditofthe對照市場標桿評估質(zhì)量保證計 .Dchangesthatwillimpacttheprojectscope.Howshouldtheprojectmanagerrespond?AdvisetheCEOthattheprojectteamwillestimatetheimpactofprojectscopeis在項目啟動大會上，首席執(zhí)行官（CEO）變更將會影響項目范圍。項目經(jīng)理應(yīng)如何響應(yīng)通知CEOWhichtaskhasthecorrectassignmentintheRACI序 1UnitRAICA2IACAR3SystemIRCIA4RACIATask C.Task RACI圖中的分配正確？（序任團隊成員團隊成員團隊成員團隊成員團隊成員1單位測RAICA2集成測IACAR3系統(tǒng)測IRCIA4用戶驗收試RACIA任務(wù) B.任務(wù)C.任務(wù) D.任務(wù)Attheendtestpart4,theprojectmanagerreviewsacontrolchart.WhatdoesthechartQualityisinlinewithQualityhasnotimprovedsincethebeginningoftheQualityisnotinlinewith質(zhì)量符合預(yù) D.質(zhì)量與預(yù)期不Duringaproject’simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.Theprojectmanagershouldincludewhichitemsaspartoftheprojectscope在項目實施期間，多名供應(yīng)商參與項目。項目經(jīng)理與項目相關(guān)方、外部顧問和專家一起開會定？（）需求矩陣、風險登記冊、相關(guān)方登記冊和活動制約因素、進度計劃、假設(shè)和工作基準結(jié)范圍說明、驗收標準、制約因素和可交付成技術(shù)參考、例外情況、可交付成果和范圍基Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissues,theteamstillencountersimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteam 項目團隊安裝一個新的操作系統(tǒng)。實施之前，該團隊在一個較小獨立的網(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，團隊仍然碰到實際問題。然后，問題數(shù)量和嚴重程度？（）轉(zhuǎn)移風 B.減輕風C.接受風 D.規(guī)避風Anewprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans? B.Changemanagement 新項目經(jīng)理接管了一個處于執(zhí)行階段的項目。項目經(jīng)理了解到客戶沒有提供正確的產(chǎn)品需求。項目經(jīng)理應(yīng)采用下面哪一項計劃中的活動？（ ）C

DAbicyclecompanyreleasesanewlineofbasketswithafive-yearwarranty.Thematerialwithstandsextremeweatherconditions.TheproductiswellreceivedbycustomersandisconsideredtopofthelinethedesignisbasicwithnoadditionalfeaturesWhichofthefollowingdescribesthisHighgrade,high B.Lowgrade,lowC.Highgrade,low D.Lowgrade,high品的描述）A.B.C.D.Aprojectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationandsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementof B.PushC.Pull （交互式溝 B.推式溝C.拉式溝 D.發(fā)送-接Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject’sRBStotheorganization’sstandardUsetheexistingproject’sRBStosaveCreateanewRBSusingtheorganization’sstandardUsetheapplicablecategoriesoftheexistingproject’s似現(xiàn)有項目制定RBS。項目經(jīng)理下一步該怎么做？（將現(xiàn)有項目的RBS與組織的標準模板進行對使用組織的標準模板創(chuàng)建一份新的Aprojectmanagerdiscoversthatakeyteammemberwillleavetheorganizationintwoweeks.TheteammemberworksontasksthatareonthecriticalpathWhatshouldtheprojectmanagerdoEvaluatetheimpactoflosingthisVerifyifcanchangetheUpdateworkbreakdownChangetheprojectteam項目經(jīng)理發(fā)現(xiàn)一名關(guān)鍵團隊成員將在兩周內(nèi)離開組織。該名團隊成員正在為處于關(guān)鍵路徑上的任？（）D.更換團隊成Acompany’sasksaprojectmanagertoimplementanewfinancialsystem.WhattechniqueshouldMeetwiththedirectorofinformationtechnologytoconductanDefinerequirementwiththecompany’sfinanceexpertsandbusiness公司總監(jiān)要求項目經(jīng)理實施一個新的財務(wù)系統(tǒng)。項目經(jīng)理應(yīng)使用什么技術(shù)獲得次項目范圍（開展或外購分與總監(jiān)開會開展一項分與公司的財務(wù)專家和企業(yè)所有者定義收集財務(wù)應(yīng)用程序供應(yīng)商的需Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskRecordthechange,reviewandupdatetheprojectmanagement在與資源經(jīng)理協(xié)商之后，項目經(jīng)理制定項目管理計劃。在項目啟動大會上，資源經(jīng)理稱一名資源在項目經(jīng)理下一步該怎么做？（在風險登記冊中添加該資源風記錄該變更，并和更新項目管理計在資源可用性中溝通該延遲，并管理相關(guān)方的參與水不采取其他行動，因為該問題已在項目啟動大會上討論過 amongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdoSolve inadvanceinDelay ,andevaluateifitwillimpacttheprojectinReport tofunctionViewthehumanresourcemanagementplanandtakethecorrective提前并私下解決延遲，評估其是否將會在后期影響項將上報給職能經(jīng)查看人力資源管理計劃并采取糾正措AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare？（DirectcostsfortheIndirectcostsfortheSunkcostsnottakenintoaccountforthis情況，項目發(fā)起人要求項目經(jīng)理停止該項目。在這種情況下，實際成本為？（）項目的直接成項目應(yīng)急儲備的一部項目的間接成該決定不考慮沉沒成Astormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?UsemanagementreservefundstogenerateaDelaytheprojectandwaitformanagement’sUpdatethescheduleandadvisetheprojectMeetwiththeprojectteamtodiscusstheimmediate一場風暴損壞了數(shù)據(jù)中心，導致項目延遲。由于這是一個意外事件，項目經(jīng)理下一步該怎么做？（使用管理儲備金來生成一個權(quán)變措延遲項目，并且等待管理層的指更新進度，并且通知項目發(fā)起與項目團隊開會討論直接的應(yīng)對措AprojectmanagerworksonaUS$3millionproject，whichinvolvestwors.Theprojectmanagercreatesastatementofwork(SOW)foreachrWhichofthefollowingneedsRiskmanagementProjectProcurementmanagementrscope作說明書（SOW）。下列哪一項需要SOW的信息？（）風險管理計采購管理計供應(yīng)商范圍說明Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolProjectProjectProject已將項目管理計劃分發(fā)給所有關(guān)鍵相關(guān)方。然而，項目發(fā)起人和客戶有意見，并希望做一些改進。？（）變更控制項目發(fā)起Anunexpectedriskoccursduringaproject.Afteryzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectArrangeaprojectmeetingtodiscussthereasonwhytheriskwasn’tincludedintheriskGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtothe項目期間發(fā)生了意外風險。分析風險之后，項目經(jīng)理發(fā)現(xiàn)為了讓項目成功有必要減輕風險，但是項目經(jīng)理下一步該怎么做？（獲得高級管理層的批準，增加項目安排一次項目團隊會議，討論該風險未包含進風險登記冊的原獲得高級管理層的批準，使用應(yīng)急儲備減輕風與項目團隊安排一次會議，討論推進項目的計Whileestimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantUS$200–InflationallowancefornextyearUS$300–BufferforunforeseencostsWhatshouldtheprojectmanagerdoEstimateUS$5,000withanEstimateUS$5,000andupdatethecost4500-顧問200-下一年的通貨膨脹余300-不可預(yù)成本的緩沖項目經(jīng)理接下來應(yīng)該怎么做？（ D.估算4800AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtoA.6th B.5thC.4th D.3rd項目預(yù)算工期為四天，分配的預(yù)算為4000。項目經(jīng)理按每天1000分配一項資源以按計時間完成工作。在第二天結(jié)束時，所執(zhí)行的工作量預(yù)估金額為1600。如果資源的生產(chǎn)率保相同，項目預(yù)計將于何時完成）Afteridentifyingariskwiththecompany’sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?ChangeordertotheprojectmanagementProcurementmanagementRiskmanagement主承包商協(xié) C.采購管理計 D.風險管理計Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskficationtechniquesshouldbeused? B.ExpertC.Dataquality D.Riskurgency（概率分 B.專家判C.數(shù)據(jù)質(zhì)量評 D.風險緊迫性評Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbeAdvisetheresourcetoworkovertimetocompletebothReviewthehumanresourcemanagementplanandcontactapreferredconsultingArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossible為保證下一次項目交付，兩個項目團隊在相同的時間范圍內(nèi)需要相同的關(guān)鍵資源。項目經(jīng)理首先？（）通知資源加班工作完成兩項活人力資源管理計劃并聯(lián)系一家首選顧問公與兩名團隊安排一次聯(lián)合問題解決會議，確定可能的行Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstouseasensitivityysismodel.Theprojectmanagerisinwhichofthefollowingprocesses? B.PerformtativeriskC.Control D.Performqualitative 項目經(jīng)理確定了哪些風險對項目產(chǎn)生的影響最大，并計劃使用敏感性分析模型。項目經(jīng)理目前處（）識別風 B.實施定量風C.風險控 Duringaproject’sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionality.Whatshouldtheprojectmanagerdonext?AgreetoincludetheUpdatetheprojectmanagementplanaccordingtothenewReviewtheimpactofthechangeandstartthechangemanagementRejectanychangessincetheprojectisintheclosing在項目收尾階段，項目經(jīng)理提交了最后一個項目可交付成果，并運行驗收標準。但是，在驗收項目()同意包含該需按照新的請求更新項目管理計變更影響，并開始變更管理過因為項目處于收尾階段，任何變Duringtheproject’sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.Thenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryschedule.Whatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementUpdatetheriskmanagementAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheConductarisk（）按照溝通管理計劃通知相關(guān)方范圍變更新風險管理計調(diào)整項目管理計劃、進度和優(yōu)先級控制的影執(zhí)行風險再評Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintheDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthis B.ReportC.Control D.Control當與客戶合作核實可交付成果時，客戶通知項目經(jīng)理多項必須的數(shù)據(jù)字段缺失?？蛻舯硎具@些數(shù)？（）識別標 B.報告績C.控制范 D.控制質(zhì)Ariskidentifiedintheriskregister，isrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%.WhatshouldtheprojectmanagerdoExecutetheresponseplanfortheidentifiedriskinriskmanagementGettogetheralldesignmemberanddiscusstheotherInformthekeystakeholdersthatoneriskimpactstheprojectReduceothertasks’cost,balancethecosttomakesureprojectcostiswithinthe理下一步該怎么做？（）執(zhí)行風險管理計劃中識別的風險應(yīng)對集合設(shè)計團隊討論其他方通知關(guān)鍵相關(guān)方一個項目風險影響到項目預(yù)減少其他任務(wù)的支出15%，平衡并保持在預(yù)算之Duringthecustomer’sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.Theprojectmanager’scompanyconductsarootcauseysisanddiscoversthattheprojectdidnotadequayconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeen B.MonitoringandC. D.）A.C.B.D.Aprojectmanagerworkswiththesalesmanageronarequestforproposal(RFP).Thecustomerisinterestedinanewproductfeaturewhichisstillunderdevelopment.Thesalesmanageraskstheprojectmanagertoincludeintheresponsethatthefeatureisavailable.Whatshouldtheprojectmanagerdo?Respondaccordingtothesalesmanager’sEscalatetheissuetotheprojectAdvisethecustomerthattheproductfeatureisnotRefusetorespondtothe項目經(jīng)理與銷售經(jīng)理一起合作答復建議邀請書（FRP）?？蛻魧σ粋€仍處于開發(fā)階段的新產(chǎn)品非感。售要項經(jīng)答中含供功內(nèi)。經(jīng)應(yīng)么做？（）按照銷售經(jīng)理的建議答 Whilepreparingformonthlystakeholdermeeting,theprojectmanagementavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpacttheAcquireadditionalresourcestoresolvetheDiscusstheissuewiththestakeholdersduringthemonthlyMeetwiththeprojectteamtobrainstormhowtoresolvethe項目經(jīng)理下一步該怎么做？（設(shè)法解決問題，以便不影響進招募額源解決這個問在月度會議上與相關(guān)方討論這個問與項目團隊開會，頭腦風暴討論如何解決這個問Aprojectmanagerworks municationsproject，whichisahighpriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnext?項目經(jīng)理正在管理一個在組織中處于優(yōu)先級的電信項目。定義范圍之后，項目團隊下一步應(yīng)做下？（）創(chuàng)建 B.確定預(yù) D.定義活A(yù)projectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorUpdatetheprojectmanagementplanandsendittoallContinuetothenextphaseandthenreviewtheminorConductindividualmeetingswiththestakeholderswhosuggestedtheminor項目經(jīng)理與所有相關(guān)方安排了一次會議，并批準項目管理計劃以及所有子計劃。在進行細微項目經(jīng)理下一步該怎么做？（以項目管理計劃為基準，然后處理細微變更新項目管理計劃，并將其發(fā)送給所有相關(guān)繼續(xù)下一個階段，然后細微變與建議細微變更的相關(guān)方單獨開 B.C. D.Adjustingleadsand下列哪一項技術(shù)嘗試通過重新安排特定活動的進度以便平衡資源需求 進度壓 B.平C.環(huán) Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan? B.C. D.在相關(guān)方會議之前，項目經(jīng)理應(yīng)使用什么溝通方式獲得相關(guān)方對項目管理計劃的認可？（電子郵 B.交互式溝C.拉式溝 D.推式溝Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,ar’sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext?MeetwiththerandrequestanimmediateIdentifyandevaluatetheprojectedimpactoncostandExecutethecontingencyplantoaddresstheimpactontheproject一名新任命的項目經(jīng)理確定項目符合時間和預(yù)算要求。但是，一名供應(yīng)商的可交付成果將遲。新？（）實施一次定量風險分析，并確定必須如何解決該風與供應(yīng)商開會，并要求立即解確定并評估對項目成本和進度的影執(zhí)行應(yīng)急計劃解決對項目進度的影Whiledeveloaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers’expectationswitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdoPerformastakeholderEvaluatetheEscalatetotheproject在為一個內(nèi)部項目制定項目章程時，項目經(jīng)理一些職能經(jīng)理的期望與另一些職能經(jīng)理的期望能目響。項目經(jīng)理下一步該怎么做？（制定溝通管理計 B.執(zhí)行相關(guān)方分C.評估風 Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.ndaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerEnsurethesuccessoffutureEnsurethefuturecooperationwiththe）A.C..Oneprojectneedstopurchaseonemerchandisefromoner,butthisrisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedr.Whatshouldtheprojectmanagerdonext?InformthecustomerwiththechangerequestandgettheapprovalofthechangeEvaluatetheimpactonprojectbudgetorcontingencyreserveonRequireprocurementdeparttocancelthepurchaseorderwithold一個項目取決于一個從供應(yīng)商采購的一件商品。但是，該供應(yīng)商庫存里沒有這件商品。項目經(jīng)理計？（）按照新供應(yīng)商采購訂單的交付周期更新進度計立即向客戶通知該變更并請求批評估對預(yù)算或進度應(yīng)急儲備的影要求采購部門取消原始供應(yīng)商的合Duringtheselectionofarforacomplexproject,theprojectmanagerwantstoensurethepotentialrshaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialrsfromaprequalifiedlistReviewthers’AskathirdpartytoselecttherthatbestfitstheAskthesponsorforfeedbackontheprospectiveInvitetherstoabidder在為一個復雜項目選擇供應(yīng)商期間，項目經(jīng)理希望確保潛在供應(yīng)商能明確了解需求。項目經(jīng)理在資格預(yù)審中確了三名在供應(yīng)。項目理一步該怎做？（）審核所有潛在供應(yīng)商的讓第選擇一家最符合要求的供應(yīng)尋求發(fā)起人對潛在供應(yīng)商的反邀請所有潛在供應(yīng)商參加投標會Concernedthataprojectwillmissacriticaltone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactCrashingimpactCostimpact因為擔心項目將延誤一個關(guān)鍵里程碑，客戶堅持同時實施階段工作以便節(jié)約時間。批準這個變之前，項目經(jīng)理應(yīng)開展下列哪一項工作）A.BDDuringateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?項目經(jīng)理在團隊會議上收集項目章程信息。下列哪一項應(yīng)包含進項目章程假設(shè)和制約因素、次風險以及相關(guān)方項目目的、預(yù)算匯總和項目管理計范圍基準、團隊構(gòu)成和開支限假設(shè)和制約因素、工作分解結(jié)構(gòu)和預(yù)算匯Acompanyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudget.Toaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerSoftware C.Humanresources D.Project B.經(jīng)C.人力資源經(jīng) D.項目發(fā)起AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.Theseniorexecutivefortheprojectleavesthecompanyandanewseniorexecutiveisidentified.WhatshouldtheprojectmanagerdoUpdatetheprojectUpdatetheriskUpdatetheriskmanagement命了新的高級主管。項目經(jīng)理下一步該怎么做？（）更新項目章 C.更新風險登記 Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.Theprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentified.Whatapproachshouldtheprojectmanagertaketogathertherequiredinformation？（）ConsultthelessonslearnedfromthepreviousConsulttheprojectcharterfromthepreviousStarttopreparea ysisfromObtaintheprojectmanagementplanfromtheprevious項目經(jīng)理被任命管理一個新項目。項目發(fā)起人已經(jīng)起草完項目章程的第一稿。項目發(fā)起人通知項目經(jīng)理在之前一個類似項目中某些關(guān)鍵相關(guān)方被遺漏了。項目發(fā)起人要求項目經(jīng)理確保所有項目相關(guān)（）查詢之前項目的經(jīng)驗教 Afterconfirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdiscoversthattheresourceswillnotsufficientlymeettheprojectschedule.Theprojectmanagermeetswithafunctionalmanagerwhoagreestomakeadditionalresourcesavailableforthedurationoftheproject.Whattoolortechniquedoestheprojectmanager B. D.Co-確認人力資源可用性并獲得執(zhí)行項目任務(wù)的團隊后，項目經(jīng)理發(fā)現(xiàn)資源不足以滿足項目進度計劃，項）談 B.招C.預(yù)分 D.集中辦Asaresultoffinancialissues,sellerawillbelateindeliveringacriticalproduct.Accordingtothecontingencyplan,sellerBisanapprovedvendorandcoulddeliverasimilarproduct.WhatshouldtheprojectmanagerdoSubmitachangerequesttothechangecontrolHoldabiddermeetingwithpotentialReviewbusinesscasetoensurethereturnonSubmitachangerequesttoprocurement批準賣方，可以提供類似產(chǎn)品。項目經(jīng)理下一步該怎么做？（）向變更控制提交一項變更請 Whichoneofthefollowingtechniquescouldbeusedtomeasurethecomplianceofaprojecttotheorganizationalpoliciesandprocedures? B.C.Root D.Quality標桿對 B.德爾菲技C.根本原因分 D.質(zhì)量審Whileevaluatingaproject,theprojectteamidentifiesseveralrisks,mostofwhichhavemitigationplans.However,oneprobableriskcannotbereduced.Whatshouldtheprojectmanagerdo?EscalatetheissuetoseniorAskforadditionalUsethemanagement在評估一個項目時，項目團隊識別到多個風險，其中大部分風險都具有風險減輕計劃。然而，一個？（）將問題上報給高級管理 B.要求額C.使用管理儲 D.實施應(yīng)急儲Duringaninternalprojectteammeeting,theschedulingassistantsharesinformationthattheprojectmanagerdoesnotwantsharedwiththeotherteammembers.Theprojectmanagerimmediayaskstheassistanttostopdiscussingthistopicandtomeetprivayaftertheteammeetinghasconcluded.Theprojectmanageruseswhattapeofmanagement? C. D.在一次內(nèi)部項目團隊會議中，進度安排助理了項目經(jīng)理不希望與其他團隊成員的信息型？（）緩解/包 B.合作/解決問C.強迫/命 D.撤退/回Attheendofaproject,acustomerinquiriesaboutamissingitem.Toensureallitemsarecompleted,whatshouldtheteamhavereferenced? B.Project D.Projectmanagement在項目結(jié)束時，一名客戶詢問一個缺失項的情況。為確保所有各項工作均已完成，團隊應(yīng)參考什么文件？（）工作分解結(jié) B.項目范C.活動 D.項目管理計劃Midaythroughaproject’sexecution,acustomerrequestsadditionalfunctionalitythatwillbecriticalfromabusiness.Whichofthefollowingsubsidiariesoftheprojectmanagementplanwillbeprimarilyimpacted? B.ScopemanagementC.Riskmanagement 項目管理計劃附件）A.CBDAprojectmanagermustprovideperformancedatatotheprojectsponsor.Toensureconsistencywithpreviousstatusreports,theprojectmanagerverifiesthequalityoftheinformation.Whattechniquedoestheprojectmanageruse? B.VarianceC.Information D.Checklist項目經(jīng)理必須向項目發(fā)起人提供績效數(shù)據(jù)。為確保之前的狀態(tài)報告保持一致，項目經(jīng)理核實信質(zhì)量。項目經(jīng)理使用的是什么技術(shù)？）A.C.B.D.Duetoanorganizationalchange,somefunctionalhumanresourceswillnolongerbeavailableworkontheproject.Theorganizationlacksinternalresourcetofillthevacancies.Whatshouldtheprojectmanagerdotoaddressthisresourceissue?RedistributetheworkloadacrosstheremainingfunctionalAssessexternalRescheduletheEscalatethishumanresourceissuetotheproject由于組織變更，有些職能人力資源不再可能為項目工作。該組織缺乏內(nèi)部資源來填補空缺若要解？（）在剩余的職能資源中重新分配工作評估外部資重新制定項目進度計將這個人力資源問題上報給項目發(fā)起B(yǎng)eforethebidorproposalsubmittals,acompanymeetswithallprospective wantstoensurethatallprospectivesellershaveaclearandcommonunderstandingontheprocess.ThecompanyisinwhichofthefollowingprocurementmanagementConduct B.PlanC.Control D.Close提交標書或之前，一家公司與所有潛在賣方開會。公司希望確保所有潛在賣方對采購流程？（）實施采 B.計劃采C.控制采 D.結(jié)束采Aftercompletingthedefinescopeprocess,whichtechniqueshouldtheprojectmanagerusetogenerate C.Earnedvalue D.Establishaben分 B.緊前關(guān)鍵繪圖C.掙值管 D.確立基Ataprojectstatusmeeting,thevendorreportsthattheywillmissthedeadlinetoreleasesoftware,whichwillberequiredfortheprojecttomoveforward.Whatshouldtheprojectmanagerdofirst?UpdatetheprojectmanagementNegotiateanewreleasedatewiththePerformthechangecontrolIssueachangerequestfor在狀態(tài)會上，供應(yīng)商報告他們將會延誤軟件發(fā)布期限，而發(fā)布軟件是項目繼續(xù)推進的一個必要條？（）更新項目管理計 Awebdevelopmentfirmdeliversaproducttotheclientontimeand20%overtheoriginalbudget.Theclientiscurrentlysolicitingbidsforanewwebproject.Whatshouldthewebdevelopmentfirm’sprojectmanagerdoduringtheclosurephasetoenhancecustomerrelations?RequestrequirementsforthenewwebConductastakeholderMeetwiththeclienttoreviewlessonsImplementcorrectiveactionsofthebudget一家網(wǎng)絡(luò)開發(fā)公司按時向客戶交付產(chǎn)品，但超出原始預(yù)算20%?？蛻裟壳罢跒橐粋€新網(wǎng)絡(luò)項？（）索取新網(wǎng)絡(luò)項目的需 B.進行相關(guān)方分 Theprojectmanagerbeginstoclosearcontract.Inordertoensurethecorrectacceptanceofthecontract,whichofthefollowingcompletingsequenceshouldtheprojectmanagerfollow?Closecontract,verifycompletedwork,closefinancialClosefinancialwork,closecontact,verifycompleted核實已完成的工作、財務(wù)收尾、合同合同收尾、核實已完成的工作、財務(wù)財務(wù)收尾、合同收尾、核實已完成的核實已完成的工作、合同收尾、財務(wù)Duetoabudgetreduction,aprojectisterminatedintheimplementationphase.Theprojectmanagerisaskedtoformallyclosetheproject.Whatshouldtheprojectmanagerdonext?UpdatethechangemanagementplanaspartofprojectDraftlessonslearnedwiththeteamandaddtothehistoricalRequestanincreaseinthebudgetsothattheprojectcanContinuetomanageproject下一步應(yīng)該怎么做？（）更新變更管理計劃，作為項目收尾的組成部與團隊起草經(jīng)驗教訓，并添加到歷史數(shù)據(jù)請求增加預(yù)算，讓項目繼繼續(xù)管理項目溝Adivisionofacorporationundertakesaone-yearintegrationproject.Attheendofthesecondmonth,theprojectstatusreportshowstheprojectisprogressingaccordingtoplan.Thecorporateofficeannouncesthisdivisionwillbesoldinthreemonths.WhatshouldtheprojectmanagerdoCommunicatewiththeprojectsponsorandthekeystakeholderstovalidateiftheprojectisstillSuspendtheprojectimmedia Canceltheproject yasthereisnoneedforintegrationwiththecorporation’sContinuewiththeprojectuntilthedivision’ssaleis公司的一個子公司承接了一個為期一年的集成項目。在第二個月底，項目狀態(tài)報告顯示項目按計劃進展。司宣布該公司將三個月出。項目經(jīng)接下來該怎么？（）與項目發(fā)起人和關(guān)鍵相關(guān)方溝通，核實項目是否仍然立即終止項目，等待子公司出立即取消該項目，因為不再需要該集成項繼續(xù)進行該項目，直到該部門最后被Beforedeveloaprojectcharter,theprojectmanagerworkswithaconsultantandsubjectexpertstodetermineanyconstraints.WhichofthefollowingtechniquesdidtheprojectmanagerLessons B.HistoricalC.Strategic D.Expert列哪一項技術(shù)？（） B.歷史信C.計 D.專家判Toreportthequalitytestresultsonthedeliverables,whatshouldtheprojectmanagertaketothestakeholdersmeeting? B.UpdatedqualitymanagementC.Processimprovement D.Qualitycontrol為了報告可交付成果上的質(zhì)量測量結(jié)果，項目經(jīng)理應(yīng)該攜帶什么材料參加相關(guān)方會議？（工作績效報 B.更新的計C.過程改進計 D.質(zhì)量控制衡Aprojectmanagerassignsanactivitytoateammember.Theteammemberperformstheactivityastheunderstood.However,theresultsdonotmeettheprojectmanager’sexpectationsToavoidthissituation,whattoolshouldhavebeenused? C.Encodeand D.Push項目經(jīng)理將一項活動分配給團隊成員。團隊成員按其理解執(zhí)行活動。但是，執(zhí)行結(jié)果未能滿足項目？（）交互式溝 B.積極C.編碼和 D.推式溝通 pleted.Whatshouldtheprojectmanagerdotoclosetheproject?PreparethechangemanagementPrepareformalationindicatingwhytheprojectUpdatethebenefitsrealizationReassigntheteam由于不可避免的情況，項目在完工前終止。收尾項目時，項目經(jīng)理應(yīng)該做什么 準備變更管理文 AUS$150,000projectrequiresthecompletionofthefollowingtasks:Task1startstodayandhasanestimateddurationof2daysTask2cannotstartuntiltask1isfinishedandhasanestimateddurationof8daysTask3cannotstartuntiltask1 Task4cannotstartuntiltask2isfinishedandhasanestimateddurationof8daysTask5cannotstartuntiltask4isfinishedandhasanestimateddurationof1dayWhatisthedurationofthecriticalA.15 B.17C.19 D.23一個價值150,000的項目要求完成以下任務(wù)：2183144428A.15 C.19 D.23Duetoscopecreep,projectteammembersmustworklonghours,whichresultsinlowmorale.Afterateammemberresigns,otherteammembersmustpostponevacationstomaintaintheprojectscheduleAtthenextprojectreviewboardmeeting,theprojectmanagershoulddowhichofthefollowing?UsethehumanresourcemanagementplantorequestadditionalProposeachangeinscopetoreducetheteam’s mendtheteammembersforan列哪一項措施？（）使用人力資源管理計劃請求額外的資使用項目管理信息系統(tǒng)請求延長項目提出一項范圍變更，減少團隊的工作表明項目能按進度完成，并建議團隊成Inaprojectclosurereport,aprojectteamdiscoversrisks,whichwerenotidentifiedduringtheprojectlifecycle.Theprojectteam mendsperformingariskreassessmentforfutureprojects.Inwhichofthefollowingshouldthis mendationbeed?ProjectRiskregister執(zhí)行風險再評估。這項建議應(yīng)該記錄在下列哪一項中？（）組織過程資產(chǎn)更 B.項目報C.歷史信 D.風險登記冊更Apotentialclientsubmitsamultiyearproject’srequestforproposaltotheprojectmanager.presentingany s,theprojectmanagerspeakswiththeclientanddiscussestheinformationreceived.Next,theprojectmanagerdiscussestheinformationinternally.Theprojectmanagerisngwhichofthefollowing?Developtheproject B.Definethehigh-levelC.Identifythehigh-level D.Performakeystakeholder一個潛在客戶向項目經(jīng)理提交了一個為期多年的項目建議邀請書。在提交任何文件之前，項目經(jīng)理？（）制定項目章 B.定義次范C.識別次風 Duringtheexecutionphase,anewcontractortakesoveraprojectdeliverable.Theremainingprojectdeliverablesarenotaffectedbythecontractorchange.Duringthekick- Discussthecost B.ReviewthescopeC.Identifytheteam’srolesand D.Outlinetheroleoftheproject影響。在與新承包商團隊召開項目啟動大會期間，項目經(jīng)理首先應(yīng)解決什么問題？（）討論成本基 B.范圍基 hangerequestisapproved.Thischangeimpactstheprojectcostandschedule.Whatshouldtheprojectmanagerdo?Changethe B.ChangetheriskC.Changetheworkbreakdown D.Changetheresource理應(yīng)該怎么做？（）變更基 B.變更風險登記 D.變更資源計Duringprojectplanning,theprojectteamcollectscostestimates,thedelivery specificengineeringdurations.Tocalculateadistributionofpos