模擬題7套7pmp5詳解才聚管理咨詢

市才聚管理咨詢成立于1999年，首家專注致力于推廣國(guó)際項(xiàng)目管理陳燕平博士在成功舉辦了中國(guó)首屆“項(xiàng)目管理國(guó)際研討會(huì)”。2000年3月獲 唯一PMP考試報(bào)2000年10月，邀請(qǐng)了 2009年被 （PMI）和中國(guó)國(guó)家外專局培訓(xùn)中心聯(lián)合授予“PMI引入中國(guó)十2010年1月獲 20106月，才聚成立啟動(dòng)了PMP服務(wù)與實(shí)踐交流平臺(tái)——才聚“PMP博論會(huì)”，“博觀約取.因才而聚”，博論會(huì)是華南地區(qū)最大的PMP會(huì)員機(jī)構(gòu)，通過組織大師講學(xué)、實(shí)戰(zhàn)、行業(yè)、項(xiàng)目管理流程穿越、沙盤演練等活動(dòng)為PMP以及熱愛項(xiàng)目管理的提神家園。2010年12月被中國(guó)國(guó)家外專局培訓(xùn)中心授予中國(guó)國(guó)家外專局培訓(xùn)中心“項(xiàng)目管理2010年推廣工作20006201512月，才聚成功主辦項(xiàng)目管理專業(yè)（PMP）12000PMP，為各行業(yè)企業(yè)提供項(xiàng)目管理企業(yè)內(nèi)訓(xùn)服務(wù)。才聚陳亞洲制作郵箱說明本模擬測(cè)試共有 道單項(xiàng)選擇題，測(cè)試時(shí)間4小時(shí)過程中，完全轉(zhuǎn)變思維，揣摩考題的意圖；考試結(jié)束后，認(rèn)真總結(jié)。1、Whichmustberevisedifanapprovedchangeaffectstheworkbreakdownstructure,scopeand/orschedule?Project Project Beforeexecutingthenextprojecttask,theriskmanagementteamrequiresseveralriskstobemitigated.Theriskownerassurestheprojectmanagerthatthemitigationtaskiscompletedandthenexttaskcanbegin.Theprojectmanagershouldnowhowtodo?Approvedforthenextmission,andtoassesstheresidualAssessmentofresidualrisk,andclosetheriskIntheriskregisterinrenewalriskresults,andtoassesstheresidualWiththestakeholderstoreducethetaskofcarryingoutthereview,and Thenforatechnologicalrestructuringprojectisinthenningphaseformonthsandwithinthattime,thetechnologyhasadvancedsignificantly.Theprojectisscheduledtobeginthismonth,andthescopemanagementnmustbeupdatedtoreflectthechangesinthetechnology.Theprojectmanagermustelaborateonthepotentialchangestotheprojectscopewiththekeystakeholders. Theprojectmanagerunderstandsthatthelevelofuncertainlyfortheprojectwilldowhichofthefollowing?StayatthelevelthatwasanticipatedandnnedInitiallyincreaseandthenAfterproducingthecostperformancebaseline,theprojectmanagerrealizedthattheproject’sestimatedcostismorethanwhatwasanticipatedintheprojectcharter.Whatshouldtheprojectmanagerdonext?mendtheprojectbecancelledasthecostisAdjusttheworkbreakdownstructuretoremovecostlyactivitiesandretaincheaperPresentprojectsponsorwithoptionsforcostSeekadditionalfundingfromtheprojectsponsorand Aspecific,well-defineddeliverablesisbeingdevelopedbyafacilitylocatedinacountry.Managementdecidedtosellthisportiontodifferentorganization.Theprojectmanagerisleftwiththetaskofrecingthecapacityofferedbythatfacilitytothedeliverables.Ifaccordingtothebudgetandriskwillberetainedinthelowerlevels,whatshouldtheprojectmanagerdo?ObtaintheprojectresourcestojointheprojecttodeveloptheSignacontractwithanexternaltodeveloptheEmploythecontractoronatimeandmaterialbasistocompletetheDevelopthedeliverablesandtraintheproject’sresourcecurrentlyallocatedtoothertasks. 有說有具體范圍的就不能使用工料合同。并且C相對(duì)于B項(xiàng)更為具體，具有可 Theprojectmanagerinamatrixorganizationisstaffinganewproject,andidentifiesacriticalresourceintheorganization’sstaffinginventory.Thisresourceiscurrentlyworkingforthefunctionalmanager,andiscommittedtoanotherproject. Whattechniqueshouldtheprojectmanageruse?CTheprojectmanagerisdeveloaprojectn.Onshortnotice,theprojectsponsoraskstheprojectmanagertocreateaninitialroughestimateofproject ingfiscalbudget.Theprojectmanageruseswhichofthefollowingforestimatingtheprojectcost?Bottom-upogousThepreparationoftheprojectscopebaselinecanbestbedescribedasThefunctionalTheprojectAlltheTheprojectA、職能經(jīng)理B、項(xiàng)目團(tuán)隊(duì)的分解以及WBS詞典的描述都是項(xiàng)目團(tuán)隊(duì)完成的。參閱PMBOK·P123、P126、P132。Aprojectmanagerdeterminesthatapieceofsoftwarecanbegiventothequalityassurancegroup15daysaftercodingbegins. Howisthisrepresentedonaproject 不再編程了，所以本題是開始到開始的邏輯關(guān)系，選擇D。Theprojectmanagerdiscoversanunpredictable,high-impactriskhas eafactorintheproject.Selfinterestamongteammembersiskeetheissuefrombeingresolved.Theprojectmanagermustactquicklytorefocustheteamandgettheprojectontrack.Whichofthefollowingtechniquesshouldtheprojectmanagerusetoresolvetheissue?C. CTheactualexpenditureofaprojecttodateisUS$850,000,ofaUS$900,000totalprojectbudget.ThecurrentearnedvalueisUS$750,000.Whatisthestatusoftheproject?US$100,000overUS$50,000underUS$100,000underUS$150,000over 100,000 50,000 解析：A。據(jù)題干，AC=850,000,EV=750,000，那么就當(dāng)前項(xiàng)目來看，其狀態(tài)就是實(shí)際上多花了100,000。Inateammeetingmanydisagreementsarise,andtheprojectmanagerusesconsensustoresolvethe s.Whattechniqueisthisknowledge s.Whattechniqueisthisknown在一次團(tuán)隊(duì)會(huì)議上，許多出現(xiàn)了。項(xiàng)目經(jīng)理采用協(xié)商一致的方式來解決。請(qǐng)問這是一種什么技術(shù)？C一致的方式來解決，這是合作的特點(diǎn)。參閱PMBOK?P283。Theprojectisthemiddleofalong-termprojectwhenamajorerrorisdiscoveredbythedevelopteam.Thiserrorcanbefixedbyimplementingalargechangetothescopeoftheproject.Thischangecouldinfluencebothtimeandbudgetns.Whatshouldtheprojectmanagerdofirst?yzethechangerequestandpresentittothechangecontrolImplementthechangerequestandinformthestakeholdersImplementthechangerequestandpresentittothechangecontrolboardyzethechangerequestandpresentittothesteering CCB，而不是指導(dǎo)，據(jù)此可以排除D。Theprojectmanagerhasinformedthesponsorthattheprojectisontrackwithnodateslippage.TeamChasnotprovidedrequirementstoTeamDandhasmisseddatesrepeatedly.TeamDhastocrashefforttokeeptheprojectonschedule.Theprojectmanagerisawareoftheproblembuthasdonenothingaboutit.WithwhomshouldTeamD’sleaderFIRSTdiscusstheproblem?SponsorProjectmanagerTeamCleaderandprojectProjectmanagerandThesponsoraskstheprojectmanagertoforegotheproject’skick-offmeetingduetothestakeholders’scheduleconstraints.Whichprojectmanagementprocessisbeingneglected?ManagestakeholdernningManageprojectIdentifytheDuringtheprocurementofresourcesforaproject,whattypecontractwillbeusedwhenaprecisestatementofworkcannotbedefinedquickly?Timeand Theprojectmanagerlearnsthatthesubjectmatterexpert(SME)isconsideringleaving.Thisresourcehasadepthofknowledgeonthesubjectthatwouldbeirreceable.TheprojectmanagerdiscussespossibleactionswiththeSME’smanagerwhoremainsforthedurationoftheproject.Whereshouldtheseactionsbe Human RiskRisk B、風(fēng)險(xiǎn)登記冊(cè)Aprojectmanagerhasheldaconferencewithsomeoftheprojectteamaboutatechnicalproblemontheproject.Varioussolutionswereproposedanddiscussed,andafewweresavedforlaterysis.Asaresult,theissueisbetterunderstoodanditsdescriptionhasbeenupdatedintheissuelog.Theprojectschedulehasnotbeenchanged.Duringafollow-upmeetingtomakeafinaldecision,ateammembernotifiestheprojectmanagerthatanotherteammemberexpressedconcernthathewasnotincludedinthemeetings.Anotherteammembermentionsthatheremembersseeingaletterfromoneofthepotentialsellersduringthebidderconferencethatmayshedsomelightonhowtosolvetheissue.Theteamtriestofindtheletterbutnoonerememberswhichsellersentitandtheycannotfinditintheirowne-mailarchives.WhichofthefollowingwoulditbeBESTfortheprojectmanagertodo?InvestigatethequalityoftherecordsmanagementContactallthepotentialsellerstofindoutwhomighthavesenttheDiscoverwhytheissuewasnotclearlydescribedintheissueloginthe Findoutwhytheotherteammemberwasnot項(xiàng)目經(jīng)理和部分團(tuán)隊(duì)成員召開會(huì)議討論了關(guān)于項(xiàng)目的一個(gè)技術(shù)問題。會(huì)議期間很多人提出A、 案?！痹诓少彈l件下，任何信件.郵件以及交談都應(yīng)該存檔，以方便后續(xù)查詢使用。此題關(guān)鍵問題中已經(jīng)有恰當(dāng)?shù)奶幚恚⑶覜]有強(qiáng)調(diào)該問題的重要性。所以選擇A項(xiàng)。Aprojectteamcompletesanassessmentofprojectriskandidentifiesaworkaroundsolutiontoreducethepotentialimpactofoneoftheriskitems.Whichofthefollowingdescribesthisproposedsolution?Duringtheexecutionoftheproject,thecustomerreviewstheprojectstatuswithprojectmanager.Thecustomerrealizesthatexpectedworkwasnotincludedinthestatementofwork.Whatisthenextsteptheprojectmanagementshouldtake?SubmitthechangerequesttothechangecontrolboardforReviewtheprojectschedule modatethenewInvokethechangerequestPerformfasttrackingtoexceedcustomer’s 解析：C。項(xiàng)目執(zhí)行期間，客戶預(yù)期工作未包含在工作說明書中，項(xiàng)目經(jīng)理調(diào)用變更申請(qǐng)Threeweeksintoaconstructionproject,acontractorencountersanundergroundwaterpipewhichwasnotincludedinthecontract.Theyareverballyinstructedbythecustomer’srepresentativetodivertthewaterpipearoundtheconstructionsite.Whatshouldthecontractordonext?DivertthewaterpipeasSubmitachangeyzetheimpactoftheSubmitaProjectriskhavebeenidentified,andhasdevelopedadetailedresponsetothen,thefinalscheduleandcostestimateswerealsocompleted.TheprojectmanagershouldhowtodoImplementationoftheproject,becausealldataareinGetstakeholdersontheprojectnAprojectintheimplementationprocessrequirestheuseofthenewspecificsoftware.Duringtheprojectkick-offmeeting,ateammemberraisedinapreviousprojecttheyhadboughtandusedthefirstversionofthatsoftwareanditcausedalotofproblems.Whatshouldtheprojectmanagerdonext?Exinedthattechnologyhaschangedgreatlysincethetaskproject,soitwillneverarisetheissues.PerformedriskregisterforthepastprojecttoidentifysimilarrisksinthenewReportthepotentialrisk,immediaytotheprojectsponsorsoextrafundingcanbeCloseprojectandcollectlessonslearned,sofutureprojectscanbenefitfromthislessons的一個(gè)項(xiàng)目上，他們并且使用了該軟件工具的其中一版，但該軟件造成了許多問題。項(xiàng)目 解析：B。A在“以后不會(huì)發(fā)生問題”，因?yàn)轱L(fēng)險(xiǎn)具有不確定性；B在有問題就上報(bào)上級(jí)，這與Acustomercallstheprojectmanagerrequestingasmallchangetoenablereportingfunctionality.Theprojectmanageradvisesthedevelopmentteamtoimplementthereportingfeature.Duringthetestingphase,itisdiscoveredthatthereportingfunctionalitydoesnotmeetthecustomer’s WhichofthefollowingshouldtheprojectmanagerhaveAskthedevelopmentteamtoprovidedetailedfeatureDonotimplementthechange,becauseitwastoolateinthetheprojectchangerequestforthesmallchange.InformthedevelopmentteamanddiscussthedetailsofthefeaturewithB 的變更申請(qǐng)就讓其開發(fā)團(tuán)隊(duì)實(shí)施了該報(bào)告，這是變更管理系統(tǒng)流程的做法。要想以后避免Anorganizationaddsanewstrategicproject,whichmustbecompletedbytheendoftheyear.Theprojectiscriticaltothestrategicsuccessofthecustomer.Anideaaboutthescope,budget,andscheduleopinionshavealreadybeendiscussed.Whatshouldbeincludedintheprojectcharter?Summarybudget,namedresources,andfixed-endReviewedrisks,constraintsandexclusions,and tone n, n,and B 解析：C。這是直接考查項(xiàng)目章程的內(nèi)容。參考PMBOK·P72可知，項(xiàng)目章程的內(nèi)容總共12點(diǎn)，比較ABCD四個(gè)選項(xiàng)，可以發(fā)現(xiàn)唯有C最為合適。有關(guān)項(xiàng)目章程的試題，請(qǐng)考生留意英文，項(xiàng)目章Duringthereviewmeetingforaconstructionproject,ateammembermentionsthatthereisastrikeinthecountrywheresomeequipmentwillbeshipped.Aftervalidatingtheinformation,what shouldtheprojectmanagerupdatefirst?Risk RiskmanagementRiskRisk解析：C。選項(xiàng)中的A和D不是中的內(nèi)容，可以首先排除；而風(fēng)險(xiǎn)管理計(jì)劃是一個(gè)指導(dǎo)性文件，它具體指導(dǎo)風(fēng)險(xiǎn)管理過程中的6個(gè)過程如何開展，如何實(shí)施。題干中的“”是一個(gè)Thesteeringcommitteedecidesthatanidentifiedriskshouldbemitigated.Whatshouldtheprojectmanagerdonext?Implementactionfromtherisk RemovetheriskfromtheriskUpdatetherisk 可除導(dǎo) 知C是在風(fēng)險(xiǎn)登記冊(cè)中。同時(shí)風(fēng)管理計(jì)劃是份指導(dǎo)性文，具體指導(dǎo)風(fēng)險(xiǎn)管過程中的各過程如何開展工作的。自從別出風(fēng)險(xiǎn)以，應(yīng)該更新不風(fēng)險(xiǎn)管理計(jì)劃而風(fēng)險(xiǎn)登記冊(cè)已經(jīng)識(shí)別的風(fēng)險(xiǎn)，應(yīng)該著手估并綜合分該項(xiàng)風(fēng)險(xiǎn)的生率和影響，并對(duì)險(xiǎn)進(jìn)行優(yōu)先后擇B能 （評(píng)估題對(duì)照選項(xiàng)，四個(gè)選項(xiàng)中都沒有記錄題這一項(xiàng)，以只能選擇析題（評(píng)估問題），又因?yàn)锳C項(xiàng)于決問題，D項(xiàng)在PBK擇。Theprojectmanagerismakingsuretheappropriatequalitystandardsandoperationdefinitionsareused.Accordingtothestatementabove,whichtoolandtechniquemayprovidesupporttoperformtheprocessChange程序，從而為持續(xù)過程改進(jìn)創(chuàng)造條件，所以選擇APMI主張預(yù)防大于檢所以不可能是B；項(xiàng)C項(xiàng)也不對(duì)；而既然是預(yù)防大于檢查，而核對(duì)表就是具體列出Theprojectmanagerisassignedtoaproject,whichhasalreadystarted,andhasloggedseveralcompletedactivities.Theprojectcharterisnotcompletednorapproved.Theprojectscopestatementisalsonotfinished.Theprogrammanagerwantstheprojectmanagertocreateaworkbreakdownstructure.WhichofthefollowingshouldthenewprojectmanagerdoFinishtheprojectcharterwiththeFinishtheprojectscopeCreatetheworkbreakdownDonothinguntilthecharterisformally Inthemiddleofaproject,ateammembertoinformtheprojectmanager,inviewofthecomplexityoftheprogressoftheprojectscope,seriouslag,estimationofuncertainty.Thefirstthingtheprojectmanagershoulddo?RiskmanagementandimplementationofriskresponseysistodeterminetheoptimalCollectandrecordtheexperiencePerform ysis,ifrequired,cansubmitachangeA、管理風(fēng)險(xiǎn)并實(shí)施風(fēng)險(xiǎn)響應(yīng)活動(dòng)C、收集并記錄經(jīng)驗(yàn)教訓(xùn)A不適合；據(jù)題干信息，此時(shí)項(xiàng)目需類項(xiàng)目時(shí)，吸取經(jīng)驗(yàn)教訓(xùn)，免得重蹈。至于D，提交變更請(qǐng)求那是一定的，“嚴(yán)重滯后的Duringtheprojectexecutiveprocess,thesponsorindicatesthattheprojectmanagermustcreateaprojectmanagementnwiththeleastrisk.Tothebuyer,whichofthefollowingtypesofcontractshowsthatthissituation?CostplusincentivefeeFixedpriceincentivefeeCostplusfixedfeeTimeandmaterialA、成本加費(fèi)用合同C、成本加固定費(fèi)用合同D、工料合同Youhaverecentlybeenassignedtobetheprojectmanagerforaprojectthatisalreadyunderway(thepreviousprojectmanagerhasbeenmovedtoadifferentproject).Asyoubegintolearnabouttheproject,yourealizethataprojectcharterwasneverestablished.Whatshouldyoudo? inabouttheprojectcharternotbeingWaitandseeifaprojectcharterisEstablishaprojectcharteratthepointwhenyouentertheAssumethatitistoolateandcontinuewithoutaprojectA 準(zhǔn)標(biāo)志著項(xiàng)目的正式啟動(dòng)，同時(shí)任命項(xiàng)目經(jīng)理可以在項(xiàng)目活動(dòng)中使用組織資源。沒有項(xiàng)目 isapioneerintheconstructionindustry.The ernmentrecentlyfloatedatenderforsettingupanewairport..Sinceyoudonothavealltherequisiteskillswithinthe,youenterintoajointventurewithaleadingairport tojointlyfortheernmentcontract.ThisisanexampleofB解析：B。四個(gè)選項(xiàng)中，除了D項(xiàng)是消極風(fēng)險(xiǎn)或 策略。據(jù)題干，跟機(jī)場(chǎng)合作投標(biāo)合同，不是轉(zhuǎn)移風(fēng)險(xiǎn)的策略，可以排除D。 ProductXistobeexpandedtosupportonlinecollaborationfor1000users. managerispresentedwithtwooptionsbytheprojectteam.Option1istobuyanindependentmoduleandintegrateitatacostofUS$6000. estimatedprobabilitythatthereisa50%probabilitythatuserswillutilizethefacility.Option2istobuildthecapabilityatacostofUS$10,000. Itisestimatedthatthereisa70%probabilitythatuserswillutilizethefacility.Whichisthemostappropriateoptiontochoose,basedontheexpectedvalue ysis,andwhatisthepayoff,iftheperuserrevenueisUS$15?Option1withapayoffofOption2withapayoffofOption1withpayoffofOption2withpayoffofX1000個(gè)用戶的協(xié)作。項(xiàng)目團(tuán)隊(duì)向項(xiàng)目經(jīng)理提交了兩個(gè)選擇方案：1是并集成獨(dú)立模塊，成本為6,00050%的可能性使用該設(shè)備；方210,00070%的可能性使用該設(shè)備；根據(jù)預(yù)期價(jià)值分15B、方案1，回報(bào)為500Intheprocessofimplementingtheproject,youdiscoveradeliverablehasnotreceived.Theselleritisnotthecontentofthecontract,butyourememberclearlybeforeyoudiscussedthismatter,evenreachedconsensus.Butyoureallyinthecontractdidnotfindtherelatedregulations.Yourbestapproachis:Thedeliverablesmaybedescribedinthespecificationrequirements,andnotintheRequiredtocompletetheSubmitrequestsforcontractchanges,inordertoobtaintheRequirethesellertocompletethe以及對(duì)合同產(chǎn)品、服務(wù)或成果的描述。在把變更付諸實(shí)施前，應(yīng)該以形式正式記錄變更并取得Theprojectwasgoingwellallofasuddentherearewerechangestotheprojectcomingfrommultiplestakeholders.Afterallthechangesweredetermined,theprojectmanagerspenttimewithallthestakeholderstofindoutwhytherewerechangesandtodiscoveranymore.Theprojectworkhasquieteddownwhenateammembercasuallymentionstotheprojectmanagerthattheteammemberaddedfunctionalitytoaproductoftheproject.Donotworrytheysay,“Ididnotimpacttime,costorquality!”Whatshouldaprojectmanagerdofirst?AsktheteammemberhowtheneedforthefunctionalitywasHoldameetingtoreviewtheteammember’scompletedLookforotheraddedAsktheteammemberhowheknowsthereisnotime,costorquality系人討論變更發(fā)生的原因，同時(shí)發(fā)覺是否還存在的變更。當(dāng)一成員突然提到他給產(chǎn)品增加Duringtheprojectseveralnnedrisksoccurred,25%ofthecontingencybudgettobeused,whileonly5%ofthennedwork.Whattechniqueshouldtheprojectmanagerusetoassessiftheremainingcontingencyallowanceisadequatefortherisks?EarnedvalueRiskRisk 應(yīng)急儲(chǔ)備，應(yīng)該在項(xiàng)目成本文件中清楚地列出應(yīng)急儲(chǔ)備。應(yīng)急儲(chǔ)備是需求的一部分。這正Theprojectmanageranddesignteamidentifyariskthattheproductperformancewillbeanticipatedtounmettheexpectationintheproductlifecycle.Whatshouldtheprojectmanagerandteamdonext?Escalatetheproblem DeterminethelikelihoodoftheeventAskmanagementtocontractathirdFocusonworkfinishtheprojecton 解析：B。A項(xiàng)首先排除，因?yàn)橐挥龅絾栴}就上報(bào)，PMI并不提倡；剛一發(fā)現(xiàn)問題就上報(bào)給管理層，讓管理層把這個(gè)帶有問題的舉動(dòng)分包給第，這是逃避責(zé)任，也是職業(yè)道德的做法；D項(xiàng)并沒有解決實(shí)際問題，是對(duì)風(fēng)險(xiǎn)不聞不顧的做法，不值得提倡；唯有B項(xiàng)是積極有效的做法，面對(duì)風(fēng)險(xiǎn)首先要弄明白這Aiswritingaidentifyingthebusinessneedforaprojectandisincludingadescriptionoftheproductcreatedbytheproject.Sheincludesalistofstakeholdersandpre-assignedresources.Whatistheroleofthis ontheproject?Theprojectmanagerfortheprojector AmemberoftheprojectmanagementteamworkingatthedirectionoftheprojectThesponsorortheprojectAmanagerorexecutiveintheorganizationwhoishigherinthecorporatehierarchytheprojectTheprojectsponsorcallstheprojectmanagerandprovidesthemwithinformationaboutanewproject.Theprojectmanageraskstheprojectsponsortoprovideaprojectcharter.However,duetotheirbusyschedule,theprojectsponsorisunabletoprovideaprojectcharter.Whichofthefollowingpathsshouldtheprojectmanagerpursue?Proceedwiththeprojectscopestatementpreparation,ignoringtheabsenceofaPrepareafirstdraftoftheprojectcharterandin ctivelyworkonituntilitissignedoffbytheprojectsponsor.AssembleaprojectteamandbeginworkontheDraftdetailedprojectA解析：B。任何無視項(xiàng)目章程的行為，對(duì)于項(xiàng)目經(jīng)理而言都是性的，排除A；C項(xiàng)是在獲準(zhǔn)項(xiàng)目章程批準(zhǔn)之后，項(xiàng)目經(jīng)理在活動(dòng)中使用組織資源，而組建項(xiàng)目團(tuán)隊(duì)是需要?jiǎng)佑媒M織資源來實(shí)施的；D項(xiàng)也是在獲準(zhǔn)項(xiàng)目章程制定之后，項(xiàng)目經(jīng)理被任命之后才確定組建項(xiàng)目團(tuán)隊(duì)，Aprojectisdueforcompletioninsixmonths.Midwaythroughtheproject,anewtechnologyisintroducedtothemarketce.Theprojectmustincorporatethenewtechnologyanddeliveritontime.Whatis theprojectmanagershouldupdate?Projectmanagement Cost Project6個(gè)月。在項(xiàng)目中途，一項(xiàng)新技術(shù)被引進(jìn)到市場(chǎng)。項(xiàng)目必須包含新技術(shù)，并按B、計(jì)目進(jìn)度關(guān)系不大；而A項(xiàng)內(nèi)容BC項(xiàng)。項(xiàng)目管理計(jì)劃包13個(gè)計(jì)劃3個(gè)基準(zhǔn)。項(xiàng)目必須使Whichofthefollowingdefinesthetotalscopeoftheprojectandrepresentstheworkspecifiedinthecurrentapprovedprojectscopestatement?WorkBreakdownStructureBillofMaterialProject Thedirectorofthebusinessunitsubmitsarequestforanewsoftwareapplication.Theprojectmanagerdeterminestheneedforprojectrequirementsgatheringandscopedevelopment.Whichofthefollowingshouldtheprojectmanagerbeperformed?Createissuelogandperform aproductdescriptionandcreatealistofDraftthecurrentandfutureprocessesanddrafttheworkbreakdownA、創(chuàng)建技術(shù)規(guī)范和需求 B、創(chuàng)建問題日志和執(zhí)行風(fēng)險(xiǎn)分析解析：C。此題實(shí)際上考查收集需求和定義范圍的輸入。題干的是“收集需求和定義范圍”。Acomplexprojectwilldeployin15stores,insixdifferentcities.Theprojectsponsorhopesprojecttostartimmediay.Whatshouldtheprojectmanagerdonext?IdentifyandprioritizecustomerVisitallcitiestoidentifyinitialprojectSelectthecoreprojectteam且貫穿始終，特別是復(fù)雜項(xiàng)目，更要如此?！八谐鞘小辈⒉灰馕吨褪亲约河H臨現(xiàn)場(chǎng)，也可以是采用別的方式“”。Theprojectteamisimplementingaproject.Organizational requiresforperformancereviewfilesandotherprojectreportstobelistedand ed.Whichoneofthefollowingtoolsandtechniquesshouldtheprojectmanageruse?Close解析：APMBOK·P412可知，報(bào)告系統(tǒng)是項(xiàng)目經(jīng)理獲取、和向干系人發(fā)布項(xiàng)目成本、Ifyouareworkingonaprojectwithconstantlychangingscope,whichcontracttypewouldworkbestwhenhiringanoutsidevendortocompleteaportionofthework?CostLumpTimeandFixedAfterreviewingthemonthlyprojectperformancereport,theprojectmanager,whenmonitoring&controllingrisks,identifiestheneedtoimplementacontingencyn.Whatdoestheprojectmanagerneedtodo?Changetheprojectworkbreakdownstructureto modatetheimplementationofthecontingencyn.RaiseachangerequesttotheRe-baselinetheprojectsothatthecontingencyncanbeRaiseanissueandescalatetotheseniorWhatiswronginthisSThedatadatemustbe ybetween ACcannotbehigherthanPVwhenEVisEVcannotbeassessedbeyondthedataPVcannotbeassessedbeyondthedataBEVPV時(shí)，AC不能高于PV。C、出數(shù)據(jù)日期估算EV。來表示。掙值應(yīng)該與已完成的工作內(nèi)容相對(duì)應(yīng)，是該部分已完成工作的經(jīng)批準(zhǔn)的預(yù)算。EV值不得所以圖中所示的EV是錯(cuò)的，不能算出數(shù)據(jù)日期的估算值。Theprojectmanagerreceivesnegativefeedbackfromthecustomersfortheproductqualityattributes.Inordertosolvethisproblem,changesinmanufacturingprocessarerequired.Toevaluatetheeffectivenessofthechanges,whichofthefollowingqualitycontroltoolsshouldtheprojectmanagerfindthemostuseful?DesignofParetoControlCauseandeffect A、實(shí)驗(yàn)設(shè)計(jì)Forthefirsttime,a isconsideringanewproductforglobalrelease.Itshouldbevalidatedwhethertheprojectisworththerequiredinvestment.Whatshouldtheprojectmanager theproject’sobjectivesandbusinessjustificationinaproject mendthattheprojectproceedtheproject’sobjectivesandknowndeliverablesinthe theproject’sbusinessneedand mendafeasibilitydetermineviabilityoftheproject. thehigh-levelproductrequirementsandstakeholderexpectationscope 192.Howmanypotentialcommunicationchannelsdoesaprojecthaveiftherearesix66Asprojectmanager,youwouldliketoshowtherelationshipbetweentwovariablestohelpyourprojectteamunderstandthequalityimpactsbetter.Whichtoolshouldbeused?ScatterRunFishboneParetoA、散點(diǎn)圖B、趨勢(shì)圖C、魚骨圖Theprojectmanagerinitiatesprojectclosurework.Whichofthefollowingtoolsandtechniquesshouldtheprojectmanageruse?Expert項(xiàng)是輸出物，不是工具與技術(shù)；D項(xiàng)要么是輸入物，要么是輸出物，不能作為工具使用。參閱WhichofthefollowingactivitiesshouldtheprojectmanagerperformwhenclosingtheDisposeofmaterials,reviewfinancialpayments,andEvaluateworkorders,completefinancialpayments,andReviewlessonslearned,finalizeworkorders,andevaluateCloseworkorders,disposeofmaterials,andtransfer解析：D。此題采用排除法，A項(xiàng)在結(jié)尾階段不可能還在處置材料和財(cái)務(wù)狀態(tài)；BC在Projectmanageraccordingtotheagreedprojectscoperequiredtheabilitytodeterminetheprojectteammembercandidates.Whatshouldtheprojectmanagerdo?NegotiatewiththefunctionalmanagertodistributetheresourceofNegotiatewiththeidentifiedresourcestojointheEscalatetheresourceneedstotheprojectsponsor Updatetheriskmanagementlogwiththeneed 項(xiàng)目經(jīng)理根據(jù)交付約定項(xiàng)目范圍所需的能力來確定項(xiàng)目團(tuán)隊(duì)成員候選人。項(xiàng)目經(jīng)理應(yīng)該怎么做？B、與確定的資源協(xié)商讓其加入項(xiàng)目。解析：A。注意在PMBOK中，項(xiàng)目組織結(jié)構(gòu)默認(rèn)是矩陣式組織。而在矩陣式組織結(jié)構(gòu)中，項(xiàng)目經(jīng)理沒Akeydeliverable’stimelineisimpactedbyabnormalweather.Facingthissituation,which swouldbeusefulfortheprojectmanager?RiskWorkbreakdownProjectRiskbreakdownA、風(fēng)險(xiǎn)登記冊(cè)C、項(xiàng)目進(jìn)度表Whilemonitoringaprojectprocess,thequalitymanagernotesfourconsecutivepointsareonthesamesideofthemean,noneofwhichisoutsidethecontrollimitation.What’sthestatusforthisprocess?ItisoutItisunderItneedsItneedsC、過程需要減輕D、過程需要 nstohostaregionalconference.Thelastsimilarconferenceisnotsuccessful.Theprojectmanagerappointedtoleadthisconferenceexpectsaflawlessthisconferencewillbeacompletesuccess.Toyzetheproblemsfromthelastconferenceanddeterminestepsforthisconferencetosuccess.Whatthetoolsandmethodsshouldtheprojectmanageruse?IshikawaControlPareto次會(huì)議能夠取得成功。為了分析上次會(huì)議出現(xiàn)的問題以及確定成功舉行本次會(huì)議的步驟，C、控制圖Theprojecthasbeengoingwellwhenoneofthe rsinformsyouthat,astheywarnedyouduringprojectnning,theywilldeliveryourequipmenttwodayslate.Atthesametime,yougetacallfromateammemberinformingyouthatthecriticalpathactivitysheisworkingonwilltakelongertocompetethannned.WhatistheBESTthingtodo?Useacontingencyreserveforthefirst,andfindouthowmuchlatertheactivitywillAskforachangeorderforHavebothreviewedwiththechangecontrolFindoutwhytheactivitywas2天。此時(shí)，一項(xiàng)目排除；C項(xiàng)不是積極主動(dòng)的做法，可以排除；題中顯示有兩個(gè)進(jìn)度風(fēng)險(xiǎn)已經(jīng)發(fā)生，這時(shí)項(xiàng)目經(jīng)理可以動(dòng)用應(yīng)急儲(chǔ)備，同時(shí)對(duì)風(fēng)險(xiǎn)影響進(jìn)行風(fēng)險(xiǎn)評(píng)估，確定是否需要變更。所以選擇A，不是B。Aprojectmanagerhasbeenassignedtoimplementnewserverequipmentintoadatacenter.Throughariskworkshop,thefollowingtworiskshavebeenidentifiedandassessedashighlytoEquipmentisdelayedduetoshortagesofkeyThecustomerhasnotinitiatedpreparationofthedatacenterriskingadelayintheproject。Whatshouldtheprojectmanagerdonext?InitiatetheriskmitigationConductaMonte Addtotherisk Initiaterisk A、啟動(dòng)風(fēng)險(xiǎn)減輕過程B、執(zhí)行蒙特卡洛分析D、啟動(dòng)風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃析。由選項(xiàng)可知，AD項(xiàng)屬于規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)部分的內(nèi)容，從題干可知，此時(shí)還沒到規(guī)劃風(fēng)險(xiǎn)AD；而風(fēng)險(xiǎn)管理計(jì)劃是一個(gè)指導(dǎo)性計(jì)劃，它指導(dǎo)項(xiàng)目團(tuán)隊(duì)成員將如規(guī)劃風(fēng)險(xiǎn)應(yīng)對(duì)以及如何風(fēng)險(xiǎn)，具體執(zhí)行操作的是6個(gè)具體的過程；B項(xiàng)屬于實(shí)施風(fēng)險(xiǎn)定量Duringwhichofthestagesoftheteamdevelopmentdotheteammembersadjusthabitsandbehaviors,andstarttrustingeachother?AconstructionprojecthasaworkpackagethatcouldresultinfatalitiesorlongtermdisabilitieswithlossesofoverUS$2million.Thehashadacleanrecordinthepastandhaswonseveralsafety.Anappropriateriskresponsestrategyisto:PostasignthatdescribesthenumberofinjuriestodateandremindeveryonetobeInsureagainsttheAddclassroomtrainingonsafetyfortheprojectNotdothework2,000,000。B解析：D。關(guān)鍵字“導(dǎo)致事故或永久殘疾，損失的成本將超過2,000,000”說明這是個(gè)非常重大的消極風(fēng)險(xiǎn)。的是消極風(fēng)險(xiǎn)或的應(yīng)對(duì)策略。選項(xiàng)A相當(dāng)于消極接受風(fēng)險(xiǎn)，非B雖然可以將風(fēng)險(xiǎn)成本轉(zhuǎn)移出去，但是沒有減低事故的風(fēng)險(xiǎn)，所以不對(duì)。選項(xiàng)C培訓(xùn)雖然可以降低風(fēng)險(xiǎn)發(fā)生的概率，D回Aprojectisaweekbehindschedulebecauseanengineerisnotfamiliarwithsomeofthetechnology.Theprojectmanagerassignsaseniorresourcetomentortheengineerandsitintheproject n.ThisisanexampleofwhichoftheWorkperformanceExpert Theprojecthasbeengoingrelativelywell,althoughtherehavebeensomeproblemswithresourceavailabilityandtheprojectscopehaschangedmorethanwasexpected.Theprojectisnowcompletingoneofitsphase.Ofalldecisionsthesponsormustconsiderduringanend-of–phasereviewmeeting,theMOSTdifficultis:AuthorizingscopechangeforthenextAuthorizingbudgetincreaseforthenextphasebasedonscopeCancellingtheDecreasingscopetomaintaintheA 經(jīng)理需要以前各階段的收尾信息，確保所有項(xiàng)目工作都已完成，確保項(xiàng)目目標(biāo)已經(jīng)實(shí)現(xiàn)。由于項(xiàng)目范圍是依據(jù)項(xiàng)目管理計(jì)劃來考核的，項(xiàng)目經(jīng)理就需要該文件，確保在項(xiàng)目工作全序，來和記錄提前終止的原因?！薄半A段結(jié)束的評(píng)審會(huì)議”實(shí)際與結(jié)束項(xiàng)目的行政收尾會(huì)C。決策的難易主要取決于決策涉及的干系人。ABD往往僅牽涉部分干系人，這些干Fourmonthsintoa10-monthproject,theprojectmanagerrealizesthattheprojectisbehindscheduleandslippagewillleadtoanoverrunof25%oftheproject’sbudget.Achangerequestiscreated,butwhentheprojectmanagerseeksapproval,theexecutiveisreluctanttodoso.Whatcouldbethereasonforthisexecutive’sreluctance?Lackoftheproject nLackoftherisk nLackofthecommunications nLackofthechange n104個(gè)月時(shí)，項(xiàng)目經(jīng)理項(xiàng)目于進(jìn)度，且進(jìn)度偏移將會(huì)25%。為此項(xiàng)目經(jīng)理創(chuàng)建了變更請(qǐng)求，但當(dāng)項(xiàng)目經(jīng)理尋求變更請(qǐng)求獲得批準(zhǔn)解析：A。題目直接暗示不愿批準(zhǔn)變更，是由于相應(yīng)的計(jì)劃沒有批準(zhǔn)。PMI強(qiáng)調(diào)程序的正確優(yōu)效果好和效率高的方式來集中管理已批準(zhǔn)的變更與基準(zhǔn)BC，因?yàn)轱L(fēng)險(xiǎn)管理計(jì)劃和溝通管理計(jì)劃都不涉及變更原則或如何變更。AD變更管理計(jì)通過核查項(xiàng)目管理計(jì)劃，可以明確到底是哪一個(gè)環(huán)節(jié)出了問題。因此本題選A。Theprojectarewelldefined,however,theperformingorganizationdoesnothavetheresourcetodeveloptheprojectandwantstouseaproviderforallmanagementservicestocooperateinthedevelopmentofthisproject.Whatshouldusethetypeofcontracttheprojectmanagersuggests?FirmfixedpriceTimeandmaterialCostplusincentivefeeFixedpriceincentivefeeDuringtheexecutionphase,marketinginformsthesponsorthatfocusgroupsgivetheproductmixedreviewsandaminorchangeisrequired.Thesponsorinstructstheprojectmanagertoincorporatethechange,becauseitwillnotchangethescopeorbudget.Whatshouldtheprojectmanagerdonext?therequestedAssignresponsibilityforimplementingtheCommunicatethechangetotheaffectedConvenetheteamtoevaluatetheimpactofthe 律/合同，但所有的變更請(qǐng)求必須是正式的，必須被記錄。據(jù)此結(jié)合題干A。此題有迷惑性的是C項(xiàng)，應(yīng)該是先A后C。Duetosignificantcostoverruns,thesteeringcommitteedecidestoterminatetheproject.Thekeystakeholdersdon’tagreewiththisdecision.Becausetheybelievetherealvalueoftheprojectgoalcan’tbemeasuredintermsofmoney.Thesteeringcommittee’schairmanarrangestheprojectmanagerpreparealessonslearnedpresentationforajointmeetingofthekeystakeholders,sponsor,andthesteeringcommittee.Thechairexpectstheactivitiestoeasethetensionamongthedepartments.Theprojectmanagermusttraveltoheadquarterstodothisreport.Whatshouldtheprojectmanagerupdate?ProjectscopeRisk 項(xiàng)目指導(dǎo)因重大成本超支而終止項(xiàng)目。利害關(guān)系者不贊同該決定。因?yàn)樗麄円詾轫?xiàng)目目標(biāo)的真實(shí)價(jià)值無法以金錢來衡量。指導(dǎo)讓項(xiàng)目經(jīng)理為主要利害關(guān)系者、贊助者、指導(dǎo)聯(lián)合召開一場(chǎng)會(huì)議，會(huì)議準(zhǔn)備一場(chǎng)經(jīng)驗(yàn)教訓(xùn)報(bào)告。希望借此緩解部門間的緊張氣氛。項(xiàng)目經(jīng)理必須前往公司總部做。項(xiàng)目經(jīng)理應(yīng)該更新哪一份文件？做更新組織過程資產(chǎn)的工作，所以選擇C是對(duì)的。Youhavejustfinishedmostoftheworkonanewsystemintegrationprojectwhenthesellercomestoyouwithdetailedproceduresforcloseoutofthecontract.Thecontractincludedcloseoutprocedures.Whatshouldtheprojectmanagerdo?Revisethecloseoutproceduresaftergettingmanagement’sGetachangeCreatenewproced