2010年三套沖刺模擬題pmp試題

PMP全真模3（PMBOK第四版WhichofthefollowingisnotthefeatureofaConstrainedbylimitednned,executedandCreatesuniqueproductorMaybeongoingandYouareconsideringwhethertobuyormakeasoftwareproduct.Ifyoubuy,thecost$80,000andthecostofprocurementandintegratinginyour is$1000.Ifyouwanttobuildyourself,theproductwillrequire7softwareengineersworking3months.Salaryofeachsoftwareengineeris$4,000permonth.Theoverheadcostsapportionedtotheprojectwillbe$2,000.WhichoptionwillyouNeitherbuildnorNeedmoreinformationaboutthersbeforemakinga canbeusedtoidentifythe responsibleforexecutingthework,geographicarea,orcewheretheworkhastobeperformedandactivitytype:ResourcePoolInyourlastprojectstatusmeeting,youhad15teammembers.Themeetingwasverydisorderly-thereweretoomanysidebarconversationsandarguments.Asaresult,youachievednothingsubstantialfromthemeeting.Inordertobetterregulatethemeetingnexttime,youshould:DecreasethenumberofpeopleinonePublishameetingEnsurethatyoucontrolthechannelsofGiveincentivestoteammembersforconformingtodesirednormsoftheInanautoforwhichyouaretheprojectmanager,theallowablestandarddeviationforaproductrequiredfromthecontractoriswithin0.002inches.However,whileexaminingtheproduct,youfindoutthatthestandarddeviationisslightlymorethan0.002inches.Youbelievethatthedeviationisverysmallandhence,acceptable.Inthiscaseyoumust:Allowtheproductbecauseitisaverysmalldeviationfromthe whichyouthinkisacceptable.thelowerqualitylevel,askthecontractorforexnationandtrytofindaRejecttheproductAllowthelowerstandardthistimebutinformthecontractortobemorequalityconsciousgoingforwardAllthefollowingaretoolsforestimatecostogousCostofInyourproject,youarecreatingadecisiontreediagramthatdescribesthedecisionsunderconsiderationandimplicationsofchoosingoneoranotheroftheavailablealternatives.Thiswillhelpin:GettingaQualitativeysisoftheDeterminingwhichriskscanimpacttheprojecttheTranslatingtheuncertaintiesatadetailedlevelintopotentialimpactonobjectivesexpressedatthelevelofthetotalprojectDeterminingwhichdecisionyieldsthegreatestexpectedwithintegratedchangecontrolprovidesastandardized,effectiveandefficientwaytocentrallymanageapprovedchangesandbaselineswithinaproject.ChangeControlRiskProjectn Youareaprojectmanagerforamajorinformationsystemsprojectwhensomeonefromthequalitydepartmentcomestoseeyouaboutbeginningaqualityauditofyourproject.Theteam,alreadyunderpressuretocompletetheprojectassoonaspossible,objectstotheaudit.Youshouldexintotheteamthatthepurposeofaqualityauditis:PartofanISO9000TocheckifthecustomerisfollowingitsqualityToidentifylessonslearnedthatcanimproveperformanceontheTochecktheaccuracyofcostssubmittedbytheThe50-50ruleofprogressreportingisusedCalculatetheexactProvideagoodstatisticalapproximationofDeterminethescheduleDetermineschedulevarianceinmonetaryAcontrolchartshowssevendatapointsinarowononesideofthemean.Whatshouldbedone?AdesignofAdjustthecharttoreflectthenewFindtheassignableTheistheruleofsevenandcanbeInaWeakMatrixorganization,theroleofaprojectmanageristhatofCoordinatorandProjectmanagerwithconsiderableInyournew ,yourealizethatsomeofthefinancialstatementsofthedonotfollowUSGAAPAccountingStandardsandarehenceInthiscase,whatshouldyoudoInformthe ernmentagenciesoftheinaccurateaccountingpracticesinTalktoyourfinancemanagersaboutwhyyouthinkthattheymaybeviolatingthestandardaccountingstandardsSinceyouarenewtothe ,youassumethatfinancestandardsaredifferentinthe -hencedonotdoanythingabouttheissueTalkwithfinancemanagerinyourprevious togetexpertopinionaboutaccountingstandardsinthenew Inyourproject,ateammembersuggestedtheadditionofafunctionalitytoimprovecustomersatisfaction.Yourapproachwouldbeto:AllowforthefunctionalitybecausesatisfyingthecustomerisyourDonotallowforthenewrequirement,becauseitwillbeachangeinscope,andthecustomerdidnotexplicitlymentiontherequirement.Makechangestotheprojectn modatethenewAskthecustomerforadditionalfundingforimplementingtheInyourconstructionproject,theCPIis1.30andSPIis0.85.Whatcouldbethepotentialreason?Acriticalresourcewentonsickleaveforalongperiodoftime,andthishadnotbeenanticipatedearlier.ThecostofrawmaterialsrequiredforconstructionincreasedYouhadnottakenintoaccountinflationTherewere4daysofwaitingtimeinthecuringofcement,andnoworkcouldbedoneduringthattime.DevelopProjectTeamisaverycriticalcomponentofHumanResourceManagement.AllthefollowingareinputstoDevelopProjectTeamexcept:ProjectstaffProjectmanagementYourecentlytookoveralargeprojectfromanotherprojectmanagerwhohadtoleavefora alemergency.Youwanttounderstandwhatkindofinformationshouldbeprovidedtodifferentstakeholders,andthewhatmethodsshouldbeusedtoprovidethisinformation.Youwillfindthisinformationinthe:CommunicationsManagementReportProjectScopemanagementIfaprojectneedstobeterminatedearly,thenyouwillhavetodonCloseProjectorConductYouaretheProjectManagerfora ngresearchonalternativefuelsfor s.Inyourproject,whichofthefollowingisavalidassumption?Costoftheprojectis$5Theprojectscopeistodevelopalternativefuelsonlyforautovehiclesweighinglessthan10tons.Gasolinefuels everyexpensiveandlessreadilyavailableafter10Theprojecthastobecompletedwithin2Yourprojectwillmostlikelybecompletedin10weeks.Worstcasescenario,theprojectwillrequire19weeks,andifeverythinggoeswelltheprojectwillbecompletedin7weeks.WhatisthePERTestimateforthetask?109Cannotbedeterminedwiththeinformation你的項目很可能在10完成，的情況需要19周，一切順利的話，7周可以完成，這項任務(wù)的PERT估算為：10119Qualitycontrolinvolvesmonitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandards.ToevaluateQualityControloutputs,theprojectteamshouldhaveaworkingknowledgeof:PreventionandSamplingandAttributesamplingandvariableYournewprojecthasbeengoingbadly.Theprojectdeliverableshavechangedthreetimes,thefunctionalmanagerskeepremovingpeoplefromtheteam,andtheprojectbaselineschedulehasbeenadjustedfourtimesinthefirstweek.ThisisMOSTlikelyduetoalackof:AsignedAclearmanagementAscopemanagementThecarpetingsubcontractorhas,withoutpriorapproval,installedcarpetthatisaslightlydifferentpatternfromthepatternselectedfortheproject.ThedifferenceincostpersquareyardsavesapproximayUSD10,000.Uponlearningofthechange,theBESTcourseofactionfortheprojectmanageristo:DemandthattheoriginalcarpetingbeMeetwiththecustomertoexinwhathappenedandcelebratetheUS$10,000thechangeinthechangecontrolnDeterminetheoverallimpactonthe 的成本將近降低了1萬，了解這一變更后，項目經(jīng)理的最佳行動方案是：AllthefollowingareprofessionalresponsibilitiesofacertifiedPMPEnsurethatthereisnoofinterestthatcancompromisethelegitimateinterestsofaorcustomerEnsurethatthetechnicalspecificationsareappropriayDisseminatePMPCodeofProfessionalConducttootherPMIDevelopedintheDefineScopeAdeliverableorientedgrouofprojectSimilartothechartofInaprojectyouarepresentedwithfollowingfouroptions.WhichprojectshouldyouProjectAwithOpportunityCostof$ProjectBwithBenefit-CostRatioofProjectCwithIRRof-ProjectDwithNPVof$項目C，內(nèi)部收益率為-Youhaveacostplusfixedfeecontractwiththecustomerandanarrangementwithyourmanagerwherebyyouwillreceive10percentofthecontractaspaymentforyourservices.Whilecompletingtheproject,youdiscoverthattheactualcostwillbelowerthanexpected,thusdecreasingyourservicefee.Whatshouldyoudo?FindwaystoaddtaskstotheprojectthatprovidemorecustomerbenefitsandincreasecostsExpandmoreofthecriticalpathtaskssotheycostPurchasemoreexpensiveNotifyyourmanageoftheprobabledecreased10%作RiskManagementnmayRisks,Triggers,InputstootherContractNegotiationiscarriedoutaspartofnAdministerConductCloseYouaretheProjectManagerforaconstructionproject.Yourjobrequiresthatyousanctionworktoothersandensurethattheworkisdoneattherighttimeintherightsequence.Thetoolyouuseis:ProjectNetworkPleaserefertothediagramgivenbelow:(allunitsareinWhatistheprojectfloatifmanagementwantstodothisprojectwithin100-42Cannotbedeterminedbecauseinformationinthequestionis0-42DetermininganddeliveringtherequiredlevelsofqualityandgradeistheresponsibilityProjectProjectManager/ProjectManagementAllStakeholdersinthe Youhavejustdiscoveredanerrorintheimplementationnthatwillpreventyoufrommeetingatonedate.TheBESTthingyoucandois:DevelopalternativesolutionstomeetthetoneChangethetoneRemoveanydiscussionaboutduedateintheprojectstatusEducatetheteamabouttheneedtomeettoneWhichofthefollowingstatement(s)aboutprojectcustomerandprojectsponsoris(are)Alongwiththecustomer,thesponsor’stoleranceforrisksshouldbetakenintoAlongwiththecustomer,thissponsormayprovidekeyevents,tones,anddeliverableduedatesAlongwiththecustomer,thesponsorformallyacceptstheproductoftheAlloftheYouaretheprojectmanagerforasewagetreatmentnt.Theernmenthasmandatedthatyouhavetoensurethatthesewagentwillnotadverselyimpacttheneighborhood.Fromaproject,thisisa(an):BestYouhavejustbeenassignedasprojectmanagerforaprojectthatisinthemiddleoftheexecutionphase,andyouaredetermininghowyouwillcontroltheproject.Thebestwaytocontroltheprojectisto:UseacombinationofcommunicationHoldstatusmeetingsbecausetheyhaveworkedbestforyouintheRefertoGanttchartMeetwithmanagementProjectcostmanagementmustconsidertheeffectofprojectdecisionsonthecostoftheproductcreatedbytheproject.Yourobjectivetoreducecostandtime,improvequalityandperformance,andoptimizedecisionmakingcanbefacilitatedusingtoolslike:(selectbestanswer)LifeCyclePaybackValueEngineeringandLifeCycle Asaprojectmanager,youadvocateactiveparticipationofyourteammembers-thisisbecauseyoubelievein:TheoryY(McGregorTheoryX(McGregorMaslowhierarchyofYXYouhaveageographicallydispersedteam,fromwhomyouwouldliketogetexpertopinionaboutyourproject.Whichinformationgatheringtechniqueshouldyouuse:DelphiReceiptofbidsorproposalsandapplicationoftheevaluationcriteriatoselectaprovidershouldbedoneaspartof:nAdministerCloseConductAprojectManagerhastomanageinanorganization.Allthefollowingcouldbesourcesofinanorganizationexcept:LowpositionintheorganizationProjectPleaserefertothefigurebelow:Ifthesethreetasks(i.e.TaskA,TaskB,TaskC)arepartofcriticalpathofoneproject,whatisthePERTEstimateforthedurationoftheproject?Toidentifywhichqualitystandardsarerelevanttoaproject,anddeterminehowtosatisfythem,youwilldo:PerformQualitynAllthefollowingstatementsrelatingtocommunicationmanagementarecorrectCommunicationnninginvolvesdeterminingtheinformationandcommunicationneedsofthestakeholdersCommunicatingisthemostcriticalskillthataprojectmanagershouldProjectManagersspendasmorethan90%oftheirtimeTobeeffective,aProjectManagershouldcontrolall項目經(jīng)理90%AsaProjectManagerforaconstruction ,youareresponsibleforDefineScope,DefineActivity,DevelopScheduleandDetermineBudget.Theseresponsibilitiesareperformedaspartof:Youhavebeeninformedbytheprojectsponsorthattherehasbeenarevaluationofprojectswithinyour andyourprojectwillnotbegettinganyadditionalfunding.Inthiscase,youshould:StopWorkimmediayandreleaseallPerformProjectDecreaseteamRemovenon-criticaltaskstodecreaseDeterminesthecomplexityoftheDeterminesthelevelatwhichindividualWBSelementsareHelpsinautomatingtheWBSusingappropriatePresentsjustificationfortheAllthefollowingstatementsrelatingtoCost nareaccurateItestablishesprecisionlevelofcostItcanbedetailedandItisasubsidiaryelementoftheprojectmanagementItestablishescostperformancebaselinefortheAnorganizationchartwhichshowstheorganizationalunitsresponsibleforspecificworkpackagesisalsocalled:Youareinthebuildphaseoftheproject.Butithasrunintoseveralunanticipatedproblems.Severalriskshavesurfacedwhichyouhadnotanticipatedearlier.Theprojectisover-budgetandbehindschedule.Whatshouldyoudo?CreateupdatestoriskresponseCreatearevisedprojectPerformriskresponsePerformupdatedriskidentificationand Acontractwherethebuyerreimbursesthesellerforthecostincurredbytheseller,andalsoprovidesforafixedamountofprofitisalsocalled:CostplusIncentiveCostplusFixedTimeandMaterialCostPlusPercentageofAllthefollowingaretrueaboutProjectExecutionProcessVastmajorityoftheprojectbudgetwillbeexpendedinProjectProjectManagerandherteamcoordinatethevarioustechnicalandorganizationalDeliverablesarecreatedduringtheexecutionCareistakentoensurethatchangestotheproductscopearereflectedintheprojectPleaserefertothechartgivenbelow,whichshowsthetimeestimatesfordifferenttasks:Whatistheimpactontheprojectiftask1takes2monthsmorethanwhatwasearliernned?(choosebestanswer)Thedurationoftheprojectwillincreaseby1TheriskintheprojectwillThedurationoftheprojectwillincreaseby2Theprojectfloatwillincreaseby21比預(yù)QualityFunctionDeploymentisatoolusedGeneratedifferentapproachestoexecuteandperformtheworkoftheDeterminetotalcostofalleffortstoachieveproduct/projectProvideconfidencethattheprojectwillsatisfyrelevantYouarecompletingInformationDistributionProcessandarenowinapositiontomakeneededinformationavailabletoprojectstakeholdersinatimelymanner.AllthefollowingcouldbeoutputsfromDistributeInformationEXCEPT:ProjectProjectProjectManyorganizationscategorizerequirementsintoprojectrequirementsandproductrequirements,projectrequirementscanincludeexcept:ProjectDeliveryYouwouldliketoobtaininformation,quotationsbidsoffersorproposalsfromsellersaspartof“RequestSellerResponses”process.WhichisthebestthingtododuringthisEnsurethatprospectivesellersclearlyunderstandthetechnicalandcontractPrepareanindependentestimatetochecktheproposedpriceofthedifferentClarifyonthestructureandrequirementsofthecontract,beforesign-Determinewhetheraproduceshouldbeoutsourcedormanufacturedin-WhichstatementrelatingtoVerifyScopeandPerformQualitycontrolisScopeVerificationisconcernedwithcorrectnessoftheworkresultswhilequalitycontrolisprimarilyconcernedwithacceptanceoftheworkresults.ScopeVerificationisconcernedwithacceptanceoftheworkresultswhilequalitycontrolisprimarilyconcernedwithcorrectnessoftheworkresults.Bothare ScopeVerificationandQualityControlareusuallyperformedsequentiallyandsupplementeachotherAllthefollowingstatementsaboutCostPerformanceBaselinearecorrectItisatimephasedItincludedcontingencyItisusedtomeasureandmonitorprojectItincludedmanagementYouaretheProjectManagerforaconstructionprojectandthereare121peoplereportingtoyou.Yourjobrequiresthatyousanctionworktoothersandensurethattheworkisdoneattherighttime.Thetoolyouuseis:WorkBreakdownWBS121個人向你匯報。為了確保合適的工作在正確的Whilengnriskresponse,yourealizethatthereisaverycriticalriskwhichmayhaveahighimpactontheprojectcompletion.So,youcreateafallbacknwhichcouldincludeanyofthefollowingconditionsEXCEPT:SubcontractingtheprojecttoanoutsideAllocationofContingencyChangingprojectInaLump-sumcontract,theprofitDeterminedbythebuyerduringcontractsign-Determinedbythesellerduringcontractsign-ProvidedbythebuyertotheselleratendofprojectifdefinedperformancecriteriaareNotknownattimeofthecontractsign-Yourecentlyconductedavarianceysisinyourprojectandwereconcernedtofindoutthattheprojectwas25%over-budget.Thisisaveryimportantissuewhichyouwouldliketodiscusswithyourprojectstakeholders.Whatcommunicationmethodshouldyouuse?WarroomFormalwritten25%。這是你愿意theprimaryobjectiveofincentiveclausesinacontractistoreducecostsforthehelpbringthecontractor’sobjectivesinlinewiththatofthehelpthecontractorcontrolreduceriskforthecontractorbyshiftingrisktotheWhichofthefollowingisnotaninputtoPerformQualityControlControlAllthefollowingaretoolsandtechniquesforreportperformanceReportingSomekeystakeholdersincludeProjectManager,Performingorganization,Projectteammembers,CustomerandSponsor.Projectstakeholderscanbecategorizedasinternalandexternal,sellersandcontractors,individualcitizens,ernmentagenciesandmediaoutletsetc.Stakeholderexpectationsmaybedifficulttomanagebecausestakeholdersoftenhaveingobjectives.Stakeholdersareindividualsandorganizationswhoseinterestsareonlypositivelyaffectedbytheproject.Aprojectmanagerdisclosedsomecrucialinformationtoaprospectiveseller.Whichcodeofprofessionalconductdidheviolate?MaintainandsatisfythescopeandPreventofProvideaccurateandtruthfulRefrainfromofferingoracceptinginappropriatepayments,giftsWhenaprojectisinitiated,oneofthefirstmanagementdeliverablesfromtheprojectinitiationphaseis:ProjectScopeProjectScopeManagementAllthefollowingstatementsrelatedtoBenefitCostRatio(BCR)arecorrectProjectswithBCR>1shouldbeconsideredforBCRistheratioofpaybacktoIftwoprojectshavepositiveBCR,selectprojectwithhigherForanyproject,Benefits=umintensityofsoccursalityRisksbecauseofimplementingariskresponseareAcceptedationthatdescribesprocurementiteminsufficientdetailtoallowprospectivesellerstodetermineiftheyarecapableofprovidingtheproducts,services,orresultsiscalled:The ThecontractualWBSOneofyourtasksasaprojectmanageristoprepareaScopeStatementforyourproject.Thescopestatementprovides:AedbasisformakingfutureprojectdecisionsandforconfirmingordevelocommonunderstandingoftheprojectscopeamongstakeholdersationofhowtheprojectscopewillbemanagedandhowscopechangeswillbeintegratedintotheprojectDefinitionforWorkBreakdownAuthorizationtotheprojectmanagertouseorganizationalresourcesforprojectTheactivitylistshouldincludedescriptionsofactivities.ThisisrequiredProvideedevidenceofthescopeofEnsurethattheteammembersunderstandhowtheworkistobeProvideasaremindertotheprojectHelpincreationoftechnicalationduringtheprojectlifeAllthefollowingstatementsrelatedtoJustInTimeManufacturingarecorrectItstressesWasteEliminatescostsrelatedtomaterialhandling,storage,paperworkandStressesshorttermrelationshipswithrsthatlastuntilthedeliveryisReducesinventorytoSomecommonformatsofperformancereportsSCurves,Histograms,ParetoBarcharts,SCurves,Barcharts,ControlCharts,AsaprojectManager,Problemsolvingishighinyourlistofpriorities.WhichstatementaboutProblemSolvingisnotaccurate?Problemsolvinginvolvesacombinationofproblemdefinitionanddecision-Problemsmaybetechnical,managerialor DecisionMakingincludesyzingtheproblemtoidentifyviablesolutions,andthenmakingachoicefromamongthemYoushouldtrytosolveaproblemassoonasitisYouareawarethatanemployeeinyourprojectmaypotentiallygetapromotion-however,thereisapossibilitythathemaygettransferredafterhispromotion,thusimpactingyourproject.Inthissituation,youshould:Giveabad mendationaboutthe soastodelaythepromotionoftheuntilprojectisoverInformtheemployeeaboutthepotentialpromotion,andaskhimtotransitionhisresponsibilitiestoanotherAftertheemployeegetsthepromotionandistoldofthetransfer,youaskhimtoprepareatransitionnHireanotherresourcewhocanrece afterhegetstheYourprojectinvolvesmanufacturinghigh-precisionenginesubassembliesfortheshipindustry.Youhavetoperformseveralactivitiessuchasmeasuring,examining,andverifyingtodeterminewhetherworkanddeliverablesmeetrequirementsandproductacceptancecriteria.Youwouldhavetodoseveralreviews,productreviews,auditsandwalkthroughs.TheseactivitiesarecarriedoutinwhichScopenNoneoftheWhilestaffingaprojectinanothercountry,theprojectleaderfromthatcountrycomestoyouwithasuggestedteamconsistingofthemembersoftheprojectleader’sfamily.Yourfirstcourseofactionshouldbeto:Inquireifhiringonlythroughfamilylinesisacommonpracticeintheprojectleader’sReviewtheresumesoftheindividualstoseeiftheyareAsktheprojectleadertoprovideadditionalnamesofthepeopleunrelatedtoHireadifferentprojectleadertopreventproblemslaterinYouhavebeeninformedbythecustomerofasmallchangetotheoriginalscope.Itissmalleffortascomparedtothetotalprojectandyouneedthegood-willforahugeproject.Youwill:RefusetodotheAgreetodotheworkatnoDotheworkandbillhimAssessthecostandscheduleimpact lthemyouwilldecideTechniqueusedtoevaluatethedegreetowhichthedataaboutrisksisusefulforriskmanagementisalsocalled:RiskProbabilityandRiskDataquality ThemainobjectiveofprovidingincentivesincontractsisAlignthegoalsofthebuyerandEnsurethatthereisnogoldReducecostfortheImproveprofitsfortheTheorganizationoftheprojectisveryimportantforsuccessfulimplementation.Whichfactordoesnothaveanimpactofdesignoftheprojectorganization?EnvironmentalWhichofthefollowingisanoutputfromControlCostCostaggregationand WBSdictionaryandbottom-upAccordingtoHerzbergstheory,allthefollowingaremotivatingagentsAdvancementinUnnnedresponsestoemergingrisksthatwereearlieracceptedisalsocalledUpdatetoriskresponseUpdatetoriskidentificationWhichisthebestthingtododuringtheConductprocurementDeterminewhetheraproductshouldbeoutsourcedormanufacturedin-EnsurethatprospectivesellersclearlyunderstandthetechnicalandcontractPrepareforprocurementPrepareanindependentestimatetochecktheproposedpriceofthedifferentAstheProjectManagerofanITproject,youareintheprocessofcreatingthen.Youhavebeenlookingatinformationrelatedtosimilarprojectsandhaveidentifiedassumptionsandconstraints.WhatToolswillyouusetodeveloptheprojectmanagementn?expertTheobjectiveofdurationcompressionincludesallthefollowingShortentheprojectschedulewithoutimpactingDocompressionoftasksfortheleastincrementalDosimulationtocalculatedistributionofprobablereasonsforthewholeDoactivitiesinparallelwhichwouldnormallybedoneBenarkingisacommontoolusedprimarilyDesignofnParetoPerformQuality圖Youjoinedthe recentlyasaProjectManager.Tofamiliarizeyouwiththepoliciesandbestpractices,youareteamedupwithanothermanagerinthe throughthe"BuddySystem."Thecommunicationbetweenbothofyouwillbe:的WhichofthefollowingisnotacharacteristicoftheProjectLifeRiskanduncertaintyishighestatstartoftheAbilityofthestakeholderstoinfluencefinalcharacteristicsoftheprojectsproductincreasesastheprojectcontinues.TheprojectlifecycledefinitiondeterminestransitionalactionsatthebeginningandendoftheprojectCostandstaffinglevelsarelowatthestart,highertowardstheendanddroprapidlyastheprojectdrawstoaconclusion.Therehavebeentoomanydisagreementswithintwoteamsinyourprojectregardingthedesignofaparticularproduct.Youwouldliketoincorporatethebestfeaturesofthetwodesigns-andwanttocreateanenvironmentthatavoidssandemphasissimilarities.The-handlingmodeyouwouldliketoemphasizeis:C.D.ProductReviews,Auditsandwalk-throughareperformedaspartofwhichdefineControlCollectIfcostvarianceisnegative,butschedulevarianceispositive,thenthisCostandschedulearenotdependentoneachTheprojectisunderbudgetandbehindTheprojectisoverbudgetandaheadofCrashingmay mendedtomakethecostvarianceAllthefollowingtoolsandtechniquescanbeusedforacquiringprojectteamNegotiationswithfunctionalmanagersandotherprojecternmentregulations,unioncontracts,andotherestablishedhumanPre-assignmentofstaffthroughacompetitiveproposalordefinedinprojectVirtual isastructuraltool,usuallycomponent-specific,usedtoverifythatasetofrequiredstepshasbeenperformed.Designof Youaretheprojectmanagerinanauto .Becauseofheavyrains,themachinepartsrequiredinyourmanufacturingprocesswhichavendorwassendingtoyoucouldnotreachyouintime.Youhadanticipatedthisriskandnnedinyourriskresponsen.So,asperyourresponsen,youstartedusingmachinepartswhichhadbeend1yearagoandwerenotutilizedatthattime.However,thishassubjectedyourprojecttoanewrisk–thatthemachinepartswhichwerenotusedfor1yearmightbeahavinghigherlevelofdefects.Thisnewriskcanalsobecalled:Residual不送達(dá)你已經(jīng)預(yù)到該種險并規(guī)劃風(fēng)險應(yīng)對程中對此行了1---1WhichofthefollowingstatementsrelatingtoAssumptionsisTheyarefactorswhichareconsideredtobetrue,realorTheyaffectallaspectsofprojectTheyareprogressivelyTheylimittheprojectteam’sSinceyouareinthepreliminarystagesofyourproject,youestimatethatyourprojectswillmostprobablylast1year-however,optimisticscenarioisthatitwillgetoverwithin6monthsandpessimisticscenariois18months.Thiskindofestimateisalsocalled:CapitalOrderofThemainobjectiveofaControlChartisDetermineifaprocessis"inDeterminewhetherresultsconformtoSolvethemostcriticalproblemsHelpyzehowproblemsConfirmationthattheprojecthasmetallcustomerrequirementsfortheproductoftheprojectisprovidedaspartof:CloseCloseProjectorReportAfunctionalmanagermeetswiththeprojectmanager’sbosstodiscussachangetotheacceptancecriteriaforamajordeliverable.Afterthemeeting,thebosscontactstheprojectmanagerandlshimtomakethechange.Whatisthebestthingtodo?MakethechangeassoonasTrytogetmoreinformationabouttheSupplymanagementwithachangeformandaskmanagementtocompleteandreturnitassoonaspossibleltheteamabouttheDuringaninformaldiscussionyouhadwithanotherPMP,hementionedabouthowhewasabletositforthePMPCertificationExam3yearsagothroughusingfalsecontacthours.Youshould:ReportthistoReportthistotheyourDonothingsinceheisaDonothingsincehehadtakenthePMPExamthreeyearsago,andcontacthoursgetauditedonlyforoneyear在你和另外一個PMP的一個非正式的交談中，他提到三年前他使用虛工作時間 isconstructingadamandyourproject(whichisbeingperformedunderacontract)mandatesthatyoushouldbepayingcompensationtoanydiscedbecauseoftheproject.Whatkindofconstraintisthis?AchartofaccountsisuseProvideastructureforhierarchicalsummationcosts,schedule,andresourceUpdateProjectWhatisthefoundationforteamAppropriateManagementandPerformanceReportingandWhichofthefollowingareInformationGatheringTechniquesrequiredforIdentifySWOTysis,CauseandEffectDiagrams,InfluenceAllthefollowingareoutputs nContractingInthecontractforyourproject,thetimeschedulesanddeliverablesineachphaseareclearlyspecified.Fromaproject,thisisa(an):Inscheduledevelopment,mathematicalysisoftenproducesapreliminaryearly-startschedulethatshowspeaksandvalleysintheresourcerequirements.ResourceLevelingdonetotakecareofthisissuemayresultinallthefollowingIncreaseinprojectUtilizationofweekends,extendedhoursormultipleCriticalpathReductioninprojectInyourproject,youaretry