PMP考試官方樣題-1

PMP。本套200道單選擇3！正確率要求答對140（70%）或以上。（4個小時）本套PMP考試的4個小時內(nèi)完成，達(dá)到全真的效果考試過程中，調(diào)整思維，揣摩考的圖；考試結(jié)束后，認(rèn)真總結(jié)。解策略：TKSC策略T（topic） 真正讀懂目迅速抓住考S（source）準(zhǔn)確找到處C（choice）果斷做選擇PMP，版權(quán)歸清暉所有，未經(jīng)清暉許可，不得復(fù)制或抄襲。試或參考答案有：試整的，的為解答。清暉解答：E-mail：QQ：1.AinstallstheproductandreceivesTheprojectmanagerflawsininstallationandrequeststhatthecompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectrequestcontractualclosurewasapprovedinstallationwasimproperlyperformedbytheprojectteamqualitypolicydoesnotallowforthissituationfinancialclosurewasapproved付款目經(jīng)現(xiàn)有缺陷要求免費完成。個，目經(jīng)的請求？合同尾已批準(zhǔn)aareandThebudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitatedworkshopsFocusgroupsGroupdecisionmakingtechniquesGroupcreativitytechniques。干系人來自同部門并且也各預(yù)算有限只能交付半。確保包含那些，使用下列哪？引導(dǎo)式討論會焦點小組群體決技術(shù)群體創(chuàng)技術(shù)Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.whichofthefollowingplansshouldtheprojectmanagerreviewfirstProjectmanagementplanChangemanagementplanConfigurationmanagementplanQualitymanagementplan。先查看下列那劃？管劃管劃配置管劃管劃Toincreasetrustandimproveinterpersonalrelationships,theprojectofanduetoaconflict,akeyteammembercannotattendtheactivity.Toavoidthisconflict,whatshouldtheprojectmanagerhavereviewedProjectstaffassignmentResourcecalendarProjectscheduleProjectorganizationchart為高信任度和改善人際關(guān)系個虛擬團(tuán)隊安排了次非現(xiàn)場團(tuán)隊建設(shè)活動。然而由于進(jìn)度沖突名關(guān)鍵團(tuán)隊成員不能參加活動。為避免這個沖突應(yīng)已查那些內(nèi)容？人員配備資源日歷進(jìn)度組織圖toaminimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselectCost-reimbursableFirm-fixed-priceFixed-price-incentive-feeTimeandmaterial減少風(fēng)險，選擇什么類型？本補償固定總價總價加激勵費用工料aadonextA.PresenttothesponsoratthestakeholdercloseoutmeetingB.PresenttotheclienttoensureagreementC.EnsureinformationisstoredinaprojectfileD.Ensureinformationisstoredinacorporateknowledgebase團(tuán)隊了一個從就數(shù)據(jù)庫轉(zhuǎn)變到新數(shù)據(jù)庫下一步該怎么做？在干系人收尾會議上交給發(fā)起人Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.WhatshouldtheprojectmanagerdonextRevisittheprojectcharterPerformariskreassessmentAskfortheprojectsponsor’sguidanceDiscusstheissuewithstakeholders經(jīng)理了解到所組織可能被另經(jīng)理下步該怎么做？查看章程執(zhí)行風(fēng)險再評估尋求發(fā)起人的道與干系人討論這個問題Howtheofaproject’squalitycontrolactivitiesbedeterminedEvaluatethequalityassuranceplanagainstmarketbenchmarksImplementaqualityauditstrategyConductaqualityauditofthedeliverablesEvaluatethecostofquality應(yīng)如何定質(zhì)量控制活動的有效性？arespondAdvisetheceothattheprojectteamwillestimatetheimpactofthechangerequestInformtheCEOthatthescopecannotimplementthechangebecausetheprojectscopeisfinalizedAcceptthechangesaccordingtoCEO’srequestConsidertheCEO’schangeduringtheprojectexecutionphase-在項目啟動大會上，首席執(zhí)行官（CEO）提出的變更將會影響項目范圍。項目經(jīng)理應(yīng)如何響應(yīng)。通知CEO通知CEO，范圍已最終確定，無法變更CEO在項目CEOWhichtaskhasthecorrectassignmentintheRACIchart序TaskTeammember#1Teammember#2Teammember#3Teammember#4Teammember#51UnittestRAICA2IntegrationtestIACAR3SystemtestIRCIA4UseracceptanceRACIAtesttestTask1Task2Task3Task4RACI1RAICA2IACAR3IRCIA4試RACIA234Attheendtestpart4,theprojectmanagerreviewsacontrolchart.WhatdoesthechartindicateQualityisinlinewithexpectationsQualityexpectationsarenotachievableQualityhasnotimprovedsincethebeginningofthetestsQualityisnotinlinewithexpectations4。這會說明說明？質(zhì)量符合預(yù)期質(zhì)量預(yù)期不可實現(xiàn)自從開始起質(zhì)量未得到改善Duringaproject’simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.TheprojectmanagershouldincludewhichitemsaspartoftheprojectscopestatementactivitylistConstraints,schedule,assumptionsandworkbreakdownstructureScopedescription,acceptancecriteria,constraintsanddeliverableTechnicalreference,exceptions,deliverableandscopebaseline在項目實施間，多名供應(yīng)商參項目。項目經(jīng)理項目干系人、外部顧問和主題專家一起開會定義項目范圍。項目經(jīng)理應(yīng)該將那些項內(nèi)容包含作為項目范圍說明書的組成部分？需求跟蹤矩陣、風(fēng)險登記冊、干系人登記冊和活動清單制約因素、進(jìn)度計劃、假設(shè)和工作基準(zhǔn)結(jié)構(gòu)范圍說明、驗收標(biāo)準(zhǔn)、制約因素和可交付成果技術(shù)參考、例外情況、可交付成果和范圍基準(zhǔn)anewtheteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteamuseTransferringriskMitigatingriskAcceptingriskAvoidingrisk。實施之前，該在較小獨立網(wǎng)絡(luò)中測試該仍然碰到實使用是下列哪？轉(zhuǎn)移風(fēng)險減輕風(fēng)險接受風(fēng)險規(guī)避風(fēng)險newainthemanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplansScopemanagementplanChangemanagementplanConfigurationmanagementplanRequirementsmanagementplan經(jīng)理接管了處于執(zhí)行階段。經(jīng)理了解到客戶沒有提供正確產(chǎn)品需求。經(jīng)理應(yīng)采用下面哪計劃中活動？范圍管理計劃15.Abicyclecompanyreleasesanewlineofbasketswithafive-yearwarranty.Thematerialwithstandsextremeweatherconditions.TheproductiswellbycustomersandisconsideredtopofthelinethedesignwithnoadditionalfeaturesWhichofthefollowingdescribesthisproductHighgrade,highqualityLowgrade,lowqualityHighgrade,lowqualityLowgrade,highquality、低、低質(zhì)、低質(zhì)低、16.Aprojectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationanddocumentsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementofprojectInteractivecommunicationPushcommunicationPullcommunicationSend-receive50-toaaAComparetheexistingproject’sRBStotheorganization’sstandardtemplateUsetheexistingproject’sRBStosavetimeCreateanewRBSusingtheorganization’sstandardtemplateUsetheapplicablecategoriesoftheexistingproject’sRBS希望為新制定資源分結(jié)構(gòu)已為類似有RBS.RBSRBSRBSRBS18.AprojectmanagerdiscoversthatakeyteammemberwillleavetheintwoTheonareoncriticalpathWhatshouldtheprojectmanagerdofirstEvaluatetheimpactoflosingthismemberVerifyifcanchangethescopeUpdateworkbreakdownstructureChangetheprojectteammember19.Acompanyspresidentasksaprojectmanagertoimplementanewfinancialsystem.Whattechniqueshouldtheprojectmanagerusetoobtainahigh-levelprojectscopePerformamake-or-buyanalysisDefinerequirementwiththecompany’sfinanceexpertsandbusinessownersCollectrequirementsfromfinancialapplicationvendors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)獲得高層次項目范圍？開展自制或外購分析與信息技術(shù)總監(jiān)開會開展一項分析與公司的財務(wù)專家和企業(yè)所有者定義需求收集財務(wù)應(yīng)用程序供應(yīng)商的需求Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonextAddtheresourceriskintoriskregisterRecordthechange,reviewandupdatetheprojectmanagementplantheandtheparticipationlevelsDonotanythehasintheoffmeeting在于資源經(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)理稱一名資源在進(jìn)度計劃后期才可用。Theconflictamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdonextSolvetheconflictinadvanceinprivateDelaytheconflict,andevaluateifitwillimpacttheprojectinfutureReporttheconflicttofunctionmanagertheandtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare:DirectcostsfortheprojectPartoftheprojectscontingencyreserveIndirectcostsfortheprojectSunkcostsnottakenintoaccountforthisdecision120,00010023.Astormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonextUsemanagementreservefundstogenerateaworkaroundDelaytheprojectandwaitformanagement’sdirectionsUpdatethescheduleandadvisetheprojectsponsorMeetwiththeprojectteamtodiscusstheimmediateresponse場風(fēng)暴損壞了數(shù)據(jù)中心導(dǎo)致延遲由是個意外事件步怎么做？使用管金生個權(quán)變措施延遲并且等待管層只是更新進(jìn)度并且通知與團(tuán)隊開會討論對措施24.AprojectmanagerworksonaUS$3millionprojectwhichinvolvestwosuppliers.Theprojectmanagercreatesastatementofwork(SOW)foreachsupplierWhichofthefollowingneedsSOWRiskmanagementplanProjectcharterProcurementmanagementplanSupplierscopestatement300。創(chuàng)建了一份工作說明書（SOW）.下列哪一SOW信息風(fēng)險計劃章程采購計劃范圍說明書Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolboardProjectsponsorProjectmanagerProjectteamAnunexpectedriskoccursduringaproject.Afteranalyzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonextGettheapprovalfromtopmanagementtoincreasetheprojectbudgetArrangeaprojectmeetingtodiscussthereasonwhytheriskwasn’tincludedintheriskregisterGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheriskArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtotheplan期間生了外風(fēng)險析風(fēng)險之后現(xiàn)為了讓成功必要減輕風(fēng)險但是增加成本。下步怎么獲得高級層批準(zhǔn)增加資金安排次濟(jì)議討論風(fēng)險未包含風(fēng)險登記冊原因Whileestimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantfeeUS$200–InflationallowancefornextyearUS$300–BufferforunforeseencostsWhatshouldtheprojectmanagerdonextEstimateUS$4,700EstimateUS$5,000withanexplanationEstimateUS$5,000andupdatethecostbaselineEstimateUS$4,800估算活動成本時成員估算下50004500美元-顧問費200年通貨膨脹余量300緩沖經(jīng)接下來該怎么做？47005000并附加說明5000并更新成本基準(zhǔn)480028.AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.Theaforperdaytotheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtobecompleted6thday5thday4thday3rdday4000100016006天5天4天3天AfteridentifyingariskwiththecompanysstandardtemplateforofthetouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplatePrimarycontractoragreementChangeordertotheprojectmanagementplanProcurementmanagementplanRiskmanagementplanSOWSOW應(yīng)下列那保持SOW？主承包商協(xié)議對管理計劃的變更單采購管理計劃管理計劃Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskquantificationtechniquesshouldbeusedProbabilitydistributionsExpertjudgmentDataqualityassessmentRiskurgencyassessment每周審查議上經(jīng)理討論了不類型的。應(yīng)下列那量化具？概率分布專家判斷數(shù)據(jù)質(zhì)量評估緊迫性評估thethemanagerdofirstA.InformthecustomerthatthedeliverywillbedelayedB.AdvisetheresourcetoworkovertimetocompletebothactivitiesC.ReviewthehumanresourcemanagementplanandcontactapreferredconsultingfirmD.Arrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossibleactions。經(jīng)理首先應(yīng)該做什么？通知客戶將延遲通知加班工作完成活動審查人力管理計劃并聯(lián)系家首選顧問公司與名領(lǐng)導(dǎo)安排聯(lián)合問題解決會議確定可能行動32.AprojectmanagerdetermineswhichriskshavethegreatestimpactontheaisinwhichofthefollowingprocessesIdentifyrisksPerformquantitativeriskanalysisControlrisksPerformqualitativeriskanalysisDuringaproject’satheprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionalityWhatshouldtheprojectmanagerdonextAgreetoincludetherequirementUpdatetheprojectmanagementplanaccordingtothenewrequestRejectanychangessincetheprojectisintheclosingphase在收尾階段提交后可交付成果運行驗收標(biāo)準(zhǔn)。但是在驗收之客戶希望增加額外功能。同意包含該需求按照新請求更新管審查變更開始變更管因為收尾階段拒絕任何變更Duringtheproject’sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.ThenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryscheduleWhatshouldtheprojectmanagerdonextNotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementplanUpdatetheriskmanagementplanAdjusttheprojectmanagementplan,schedule,andprioritiestotheimpactConductariskreassessment、和優(yōu)先級控制影響再評估Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintherequirementsDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthiserrorIdentifybenchmarkReportperformanceControlscopeControlqualityintheisbytheAsaresult,theprojectexpenseswillincreaseby15%WhatshouldtheprojectmanagerdonextExecutetheresponseplanfortheidentifiedriskinriskmanagementplanGettogetheralldesignmemberanddiscusstheothersolutionInformthekeystakeholdersthatoneriskimpactstheprojectbudgetReduceothertasks’cost,balancethecosttomakesureprojectcostiswithinthebudget設(shè)計意到了風(fēng)險登記冊風(fēng)險結(jié)支出將增加15%。步怎么做？執(zhí)行風(fēng)險管計劃風(fēng)險對措施集設(shè)計討論其他方案關(guān)鍵干系人風(fēng)險影響到預(yù)算15Duringthecustomer’sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.Theprojectmanager’saandthenotadequatelyconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeencompletedInitiatingMonitoringandcontrollingPlanningExecuting客戶最終驗收可交付成果期間項目經(jīng)理遭遇到地方團(tuán)隊反對意見。項目經(jīng)理所公司開展了一次根本原因分析發(fā)現(xiàn)項目未充分考慮項目環(huán)境因素。這本應(yīng)該下列那一個過程中完成？啟動監(jiān)控規(guī)劃執(zhí)行38.Aprojectmanagerworkswiththesalesmanageronarequestforproposal(RFP).ThecustomerisinterestedinanewproductfeaturewhichisThetheincludeintheresponsethatthefeatureisavailableWhatshouldtheprojectmanagerdoRespondaccordingtothesalesmanager’ssuggestionEscalatetheissuetotheprojectsponsorAdvisethecustomerthattheproductfeatureisnotavailableRefusetorespondtotheRFP項目經(jīng)理與銷售經(jīng)理一起合作答復(fù)建議邀請書（FRP）項目經(jīng)理應(yīng)該怎么做？按照銷售經(jīng)理的建議答復(fù)將該問題上報給項目發(fā)起人同時客戶無法提供該產(chǎn)品功能RFPWhilepreparingformonthlystakeholdermeeting,theprojectmanagementidentifiesaresourceavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonextWorktoresolvetheissuesothatitdoesnotimpactthescheduleAcquireadditionalresourcestoresolvetheissueDiscusstheissuewiththestakeholdersduringthemonthlymeetingMeetwiththeprojectteamtobrainstormhowtoresolvetheissue在準(zhǔn)備每月干系人會議時，項目經(jīng)理識別到一個可能影響項目進(jìn)度的資源可用性問題。項目經(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。項目經(jīng)理下一步該怎么做？aapriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnextCreateWBSDeterminebudgetDevelophumanresourcemanagementplanDefineactivities。定義范圍之后下步應(yīng)從下列那過程？創(chuàng)建WBS確定預(yù)算制定力計劃定義活動41.Aprojectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonextUpdatetheprojectmanagementplanandsendittoallstakeholdersContinuetothenextphaseandthenreviewtheminorchangesConductindividualmeetingswiththestakeholderswhosuggestedtheminorchanges。在進(jìn)行細(xì)微變更之后獲得繼續(xù)進(jìn)行下個階段。下步該怎么做？為基然后處細(xì)微變更更新將其發(fā)送給繼續(xù)下個階段然后細(xì)微變更建細(xì)微變更的單獨開會WhichofthefollowingtechniquesattemptstobalanceresourcerequirementsbyreschedulingspecificactivitiesSchedulingcompressionLevelingSmoothingAdjustingleadsandlags下列哪技術(shù)嘗試通過重新特定活動的進(jìn)度便平衡資源需求？進(jìn)度壓縮平衡環(huán)節(jié)調(diào)整時間提前量和滯后量Beforethestakeholdermeeting.WhatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplanEmailInteractivePullpushandwithbudget.However,asupplier’sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonextaandhowtheaddressedMeetwiththesupplierandrequestanimmediateresolutionIdentifyandevaluatetheprojectedimpactoncostandscheduleExecutethecontingencyplantoaddresstheimpactontheprojectschedule一名新任命確定符合時間和預(yù)算要求。但是一名供商付成果將延遲。amanagerrealizessomefunctionalmanagers’expectationsconflictwitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdonextDevelopacommunicationsmanagementplanPerformastakeholderanalysisEvaluatetherisksEscalatetotheprojectsponsor在為個內(nèi)部制章程時意識到些職能期望另些職能期望相沖突可能產(chǎn)生負(fù)面。制溝通管干系人上報給發(fā)起人TheatheTheagendaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionEnsurethesuccessoffutureprojectEnsurethefuturecooperationwiththecustomerEvaluateprojectperformanceUpdatetheresponsibilityassignmentmatrix。程包括搜集的反饋并評估他們的滿意度。這個信息可以讓進(jìn)行下列那一工作？確保未來的成功確保該的未來合作評估績效更新責(zé)任分配矩陣Oneprojectneedstopurchaseonemerchandisefromonesupplier,butthisisoutofforthetopurchasethemerchandisefromanotherqualifiedsupplier.WhatshouldtheprojectmanagerdonextUpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewsupplierchangerequestEvaluatetheimpactonprojectbudgetorcontingencyreserveonscheduleRequireprocurementdeparttocancelthepurchaseorderwitholdsupplierDuringtheselectionofasupplierforacomplexproject,theprojectaofThefromaprequalifiedlistReviewthesuppliers’proposalsAskathirdpartytoselectthesupplierthatbestfitstherequirementsAskthesponsorforfeedbackontheprospectivesuppliersInvitethesupplierstoabidderconference在為復(fù)雜選擇間希望確保潛在能明確了解需在資審名中確定了三名潛在審核所潛在建議書讓第三方選擇家最符尋發(fā)起人潛在反饋邀所潛在參加投標(biāo)會議Concernedthataprojectwillmissacriticalmilestone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconductScheduleimpactanalysisCrashingimpactanalysisDependencyandrequirementsanalysisCostimpactanalysisABCDaprojectcharter.WhichofthefollowingwillbeincludedintheprojectcharterAssumptionsandconstraints,high-levelrisks,andstakeholderlistProjectpurpose,summarybudget,andprojectmanagementplanScopebaseline,teamcomposition,andprojectmanagementplanAssumptionsandconstraints,workbreakdownstructure,andsummarybudget、高層次風(fēng)險及干人名單、預(yù)算匯總和管理計劃范圍基準(zhǔn)、團(tuán)隊構(gòu)成和開支限制假設(shè)和制約因素、工作分解結(jié)構(gòu)和預(yù)算匯總51.Acompanyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudgetToaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerengageSoftwarevendorInformationtechnologymanagerHumanresourcesmanagerProjectsponsor一家公司為人力資源部門實施了新軟件。然而，技術(shù)問題導(dǎo)致進(jìn)度延期并影響預(yù)算。為解決這種情況，經(jīng)理應(yīng)接洽下列哪一位干系人？軟件供應(yīng)商信息技術(shù)經(jīng)理人力資源經(jīng)理發(fā)起人AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.TheseniorexecutivefortheprojectWhatshouldtheprojectmanagerdonextUpdatetheprojectcharterUpdatethestakeholderregisterUpdatetheriskregisterUpdatetheriskmanagementplan1500高級主管離開公司，且任命高級主管。經(jīng)理下步該怎么做？更章程更干系人登記冊更風(fēng)險登記冊更風(fēng)險管理53.Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.TheprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereaThethattheprojectmanagerensurethatallstakeholdersbeidentifiedWhatapproachshouldtheprojectmanagertaketogathertherequiredinformationConsultthelessonslearnedfromthepreviousprojectConsulttheprojectcharterfromthepreviousprojectStarttoprepareastakeholderanalysisfromscratchObtaintheprojectmanagementplanfromthepreviousproject經(jīng)理被任命管理。發(fā)起人經(jīng)起草完章程第稿。發(fā)起人通知經(jīng)理在之前類似中某些關(guān)鍵干系人被遺漏發(fā)起人要求經(jīng)理確保所有干系人均識別。forthetheafunctionalmanagerwhoagreestomakeadditionalresourcesavailableforthedurationoftheprojectWhattoolortechniquedoestheprojectmanageruseNegotiationAcquisitionPre-assignmentCo-location。是是具或技術(shù)談判招募預(yù)派中辦公Asaofabeinacriticalproduct.Accordingtothecontingencyplan,sellerBisanapprovedvendorandcoulddeliverasimilarproductWhatshouldtheprojectmanagerdonextSubmitachangerequesttothechangecontrolboardHoldabiddermeetingwithpotentialsellersReviewbusinesscasetoensurethereturnoninvestmentSubmitachangerequesttoprocurementdepartmentA。按照應(yīng)急計劃，B家獲批準(zhǔn)可以提供類似。目經(jīng)理下步該怎么做？向變更控制委員會提變更請求與潛在召開投標(biāo)人會議審查商業(yè)論證確保投資回報向采購部門提份變更請求WhichoneofthefollowingtechniquescouldbeusedtomeasurethecomplianceofaprojecttotheorganizationalpoliciesandproceduresBenchmarkingDelphiRootcauseanalysisQualityaudit下列哪技術(shù)可以用于衡量目是否符合組織政策和程序？標(biāo)桿對照57.Aprojectmanagercompletesalargeprojectthatrequiresequipmentpurchasesfromalocalvendor.WhichofthefollowingactivitieswouldoccurinthecloseprocurementsprocessUpdatingtheprocurementmanagementplanUpdatingthetermsandconditionsofthecontractArchivingthecontractdocumentationArchivingtheprojectmanagementplan。下列哪活動將發(fā)生在結(jié)束過程中？更新管劃更新合同條款和條件合同文檔存檔管劃存檔Duringaninternalprojectteammeeting,theschedulingassistantsharesinformationthattheprojectmanagerdoesnotwantsharedwiththeotherteammembers.TheprojectmangerimmediatelyaskstheassistanttostopdiscussingthistopicandtomeetprivatelyaftertheteammeetinghasconcludedTheprojectmanageruseswhattapeofconflictmanagementSmooth/accommodateCollaborate/problemsolveForce/directWithdraw/avoid立即讓該停止討論這個話題并結(jié)束后私下見面討論。使用是那種沖突管類型？緩解/包容/解決問題強迫/命令/回避Attheendofaaaensureallitemsarecompleted,whatshouldthethemhavereferencedWorkbreakdownstructureProjectscopeActivitieslistProjectmanagementplan結(jié)束時名客戶詢問個缺失情況。為確保所有各工作均已完應(yīng)參考什么文件？工作解結(jié)構(gòu)范圍活動清單管計劃Midaythroughaproject’sexecution,acustomerrequestsadditionalbeathefollowingsubsidiariesoftheprojectmanagementplanwillbeprimarilyimpactedConfigurationmanagementplanScopemanagementplanRiskmanagementplanCommunicationsmanagementplan在一個項目執(zhí)行中途，客戶要求增加從業(yè)務(wù)前景上看非常關(guān)鍵的功能。這將主要影響到以下哪一個項目管理計劃附件？配置管理計劃范圍管理計劃風(fēng)險管理計劃溝通管理計劃Toensureconsistencywithpreviousstatusreports,theprojectmanagerverifiesthequalityoftheinformation.WhattechniquedoestheprojectmanageruseForecastingmethodsVarianceanalysisInformationgatheringChecklistanalysis。為確保之前的狀態(tài)報告保持一致，核實信息質(zhì)量。使用的是什么技術(shù)？預(yù)測技術(shù)偏差分析信息收集核對表分析Duetoanorganizationalchange,somefunctionalhumanresourceswillnolongerbeavailableworkontheproject.TheorganizationlacksinternalresourcetofillthevacanciesWhatshouldtheprojectmanagerdotoaddressthisresourceissueRedistributetheworkloadacrosstheremainingfunctionalresourcesAssessexternalresourceRescheduletheprojectEscalatethishumanresourceissuetotheprojectsponsor由于組織變更，有些職能力資源不再可能為工作。該組織缺乏內(nèi)部資源來填補空缺。若要解決這個資源問題，應(yīng)該怎么做？在剩余的職能資源中重新分配工作量評估外部資源重新制定進(jìn)度計劃將這個力資源問題上報給Beforethebidorproposalsubmittals,acompanymeetswithallprospectivesellers.ThecompanywantstoensurethatallprospectivesellershaveaclearandcommonunderstandingontheprocurementprocessTheisinoftheConductprocurementsPlanprocurementsControlprocurementsCloseprocurements。希望確保對采購流程個明確的共識。該正處于下列哪項采購管理過程組中？實施采購計劃采購控制采購結(jié)束采購Aftercompletingthedefinescopeprocess,whichtechniqueshouldtheusetoaandactivitydurationDecompositionPrecedencediagrammingmethodEarnedvaluemanagementEstablishabenchmarkatoreleasesoftware,whichwillberequiredfortheprojecttomoveforward.WhatshouldtheprojectmanagerdofirstUpdatetheprojectmanagementplanNegotiateanewreleasedatewiththevendorPerformthechangecontrolprocessIssueachangerequestforapproval。首先該做什么？更新計劃與協(xié)新日期執(zhí)行變更控制簽變更請求獲得批準(zhǔn)atheoriginalclientiscurrentlysolicitingbidsforanewwebproject.Whatshouldthewebdevelopmentfirm’sprojectmanagerdoduringtheclosurephasetoenhancecustomerrelationsRequestrequirementsforthenewwebprojectConductastakeholderanalysisMeetwiththeclienttoreviewlessonslearnedImplementcorrectiveactionsofthebudgetcontrolling20索取新網(wǎng)絡(luò)項目的需求進(jìn)行干系人分析與客戶開會，審查經(jīng)驗教訓(xùn)執(zhí)行預(yù)算控制的糾正措施Theprojectmanagerbeginstocloseasuppliercontract.Inordertoensurethecorrectacceptanceofthecontract,whichofthefollowingcompletingsequenceshouldtheprojectmanagerfollowVerifycompletedwork,closefinancialwork,closecontractClosecontract,verifycompletedwork,closefinancialworkClosefinancialwork,closecontact,verifycompletedworkVerifycompletedwork,closecontract,closefinancialwork項目經(jīng)理開始收尾一個供應(yīng)商合同。為確保這些合同正確驗收，應(yīng)按照下列哪一個順序完成？核實已完成的工作、財務(wù)收尾、合同收尾、核實已完成的工作、財務(wù)財務(wù)、、核實已完成的工作核實已完成的工作、、財務(wù)Duetoabudgetreduction,aprojectisterminatedintheimplementationphase.TheprojectmanagerisaskedtoformallyclosetheprojectWhatshouldtheprojectmanagerdonextUpdatethechangemanagementplanaspartofprojectclosuretheandaddtotheRequestanincreaseinthebudgetsothattheprojectcancontinueContinuetomanageprojectcommunications由于預(yù)算減少，項目在執(zhí)行階段終止了。項目經(jīng)理被要求正式項目更新變更管理計劃，作為項目的組成部分與團(tuán)隊起草經(jīng)驗教訓(xùn)，并添加到歷史數(shù)據(jù)庫請求增加預(yù)算，讓項目繼續(xù)繼續(xù)管理項目溝通ofaaofthesecondmonth,statusisprogressingaccordingtoplan.ThecorporateofficeannouncesthisdivisionwillbesoldinthreemonthsWhatshouldtheprojectmanagerdonextCommunicatewiththeprojectsponsorandthekeystakeholderstovalidateiftheprojectisstillrelevantSuspendtheprojectimmediatelyandwaitforthefinaloutcomeofdivision’ssalethecorporation’ssystemsContinuewiththeprojectuntilthedivision’ssaleisfinalized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(jìn)展。公司辦公室宣布該子公司將在三個月內(nèi)出售。項目經(jīng)理接下來應(yīng)該怎么做？與項目發(fā)起人和關(guān)鍵干系人溝通，核實項目是否仍然有關(guān)立即終止項目，等待子公司出售立即取消該項目，因為不在需要該集成項目繼續(xù)進(jìn)行該項目，知道該部門最后被收購Beforedevelopingaprojectcharter,theprojectmanagerworkswithaandtoanyofthefollowingtechniquesdidtheprojectmanageruseLessonslearnedHistoricalinformationStrategicplanExpertjudgment制定項目章程之前，項目經(jīng)理與一名顧問和主題專家一起合作確定任何制約因素。項目經(jīng)理使用了下列哪一項技術(shù)？經(jīng)驗教訓(xùn)歷史信息projectmanagertaketothestakeholdersmeetingWorkperformancereportsUpdatedqualitymanagementplanProcessimprovementplanQualitycontrolmeasurementsatheasthethedonottheprojectmanagersexpectationsToavoidthissituation,whattoolshouldhavebeenusedInteractivecommunicationActivelisteningEncodeanddecodePushcommunication。按其解執(zhí)行。但是，執(zhí)行結(jié)果未能滿足的期望。為避免這種情況，應(yīng)該事先使用什么工具？交互式溝通積極傾聽編碼和解碼推式溝通Duetoaisitcompleted.WhatshouldtheprojectmanagerdotoclosetheprojectPreparethechangemanagementdocumentationPrepareformaldocumentationindicatingwhytheprojectterminatedUpdatethebenefitsrealizationdocumentationReassigntheteammembers應(yīng)該做什么？準(zhǔn)備變更管文檔準(zhǔn)備正式文檔說明為何終止更新效益實現(xiàn)文檔為重新任務(wù)74.AUS$150,000projectrequiresthecompletionofthefollowingtasks:Task1startstodayandhasanestimateddurationof2days21of8days3untiltask1isfinished,mustbetask4starts,andhasadurationof4daysTask4cannotstartuntiltask2isfinishedandhasanestimateddurationof8daysTask5cannotstartuntiltask4isfinishedandhasanestimateddurationof1daysWhatisthedurationofthecriticalpath15days17days19days23days150,00012。2在18。3在1必須在4之前4。4在28。5在41。關(guān)鍵路徑是多少15天17天19天23天Duetoscopecreep,projectteammembersmustworklonghourswhichresultsmorale.Afterateammemberresigns,otherteammembersmustpostponevacationstomaintaintheprojectscheduleAtthenextprojectreviewboardmeeting,theprojectmanagershoulddowhichofthefollowingUsethetoUsetheprojectmanagementinformationsystemtorequestanextensiontotheprojectscheduleProposeachangeinscopetoreducetheteam’sworkloadStatethatprojectcompletionisonscheduleandrecommendtheteammembersforanaward由于范圍潛變，項目團(tuán)隊成員必須工作更長的時間，這導(dǎo)致他們士氣低下。在一名團(tuán)隊成員辭職后，其他團(tuán)隊成員必須推遲假期才能保持項目進(jìn)度計劃。在下一次項目評審委員會上，項目經(jīng)理應(yīng)該采取下列那一項措施？使用人力資源管理計劃請求額外的資源使用項目管理信息系統(tǒng)請求延長項目進(jìn)度提出一項范圍變更，減少團(tuán)隊的工作量表明項目能按進(jìn)度完成，并建議獎勵團(tuán)隊成員InaanottheTheperformingariskreassessmentforfutureprojectsInwhichofthefollowingshouldthisrecommendationbedocumentedOrganizationalprocessassetsupdatesProjectreportsHistoricalinform