作業(yè)模擬題二試題

Asaresultofafinancialproblem,sellerAwilldelayakeyproduct.TheprojectmanageridentifiedanotherAsaresultofafinancialproblem,sellerAwilldelayakeyproduct.TheprojectmanageridentifiedanothersellerwhoRACICreateaRACIConsolidatetheroleoftheNegotiationfornewteammemberwithstrongerUserewardandcoercivepowertomotivatethe2:作為一個(gè)財(cái)務(wù)問題的結(jié)果，賣方A將延遲一項(xiàng)關(guān)鍵產(chǎn)品。項(xiàng)目經(jīng)理Aprojecthasconsistentlymissedthedeliverydates.Afterassessingthesituationwiththeprojectmanagerrealizesthepoorperformanceisduetoalackofcharityforteammember’sresponsibilities?WhatshouldtheprojectmanagerfocusonAcontractedfirmisnotmeetingqualityAcontractedfirmisnotmeetingqualitystandardsanddeliverablesarefrequentlylate.Theprojectmanagerdiscoverstherearenoexistingcontracttermsthatcouldensureabetter.Whatshouldhavebeendonebytheprojectmanagertopreventtheseller’slowHavetheprojectmanager’steamdoanimpactcouldprovidesimilarproducts.Whatshouldtheprojectmanagerdonext?SubmitachangerequesttothechangecontrolHoldbiddersmeetingwithpotentialReviewbusinessjustificationanddeterminereturnonSubmitachangerequesttothepurchasingwhenhesays,Icannotdealwithwhenhesays,IcannotdealwiththisissueProblem過的活動(dòng)。此時(shí)項(xiàng)目經(jīng)理應(yīng)該怎么做？WhatconflictresolutiontechniqueisaprojectmanagerConductariskBeinvolvedduringthecontractAcompanyplanstoupgradeitspoint-of-safesystemwithnewtechnologytoimproveproductsandcompetitiveness.Tominimizethetechnologyrisk,thecompanyconductsAcompanyplanstoupgradeitspoint-of-safesystemwithnewtechnologytoimproveproductsandcompetitiveness.Tominimizethetechnologyrisk,thecompanyconductsaproof-ofconceptandbuildsaprototype.Thisriskresponsestrategyisanexampleofwhichofthefollowing?DuringtheDefineActivitiesprocess,ateammemberbeginstodiscussactivitiesthattheprojectmanagerhasneverhearddiscussed.Whatshouldtheprojectmanagerdo?Makesurehehasagoodunderstandingoftheactivitiesandincludetheactivitiesintheactivitylist.Asktheteammembertoexplainwhysuchanactivitywouldbeneededtocompletetheworkpackage.MakesuretheentireteamagreesthattheactivitiesshouldbeEvaluatetheimpactoftheunderthecontact,itismostappropriatetoawardunderthecontact,itismostappropriatetoawardFirmFixedpriceB.總價(jià)加激勵(lì)費(fèi)用FixedpriceincentiveFeeAfterconductingamake-or-buyanalysisandreviewingitsresults,yourcompanydecidedtoawardacontractforprojectmanagementservicesonapharmaceuticalresearchproject.BecauseyourcompanyisnewtoprojectmanagementanddoesnotunderstandthefullscopeofservicesthatmaybeneededYouaremanagingaprojecttodevelopasoy-based,Youaremanagingaprojecttodevelopasoy-based,free,magnesium-richnutritionaldrinkforthe“over50market.Youhaverecentlyheardthattheclientcallsyourprogressreportsthe“CodeofHammurabibecausetheyseemtobewritteninhieroglyphicsandarecompletelyindecipherabletoallbutanEgyptologist.ThissituationcouldhavebeenavoidedA.在項(xiàng)目開始的時(shí)候就通知客戶報(bào)告將采用的形InformingtheclientatthestartoftheprojectofthetypesofreportstheywillB.運(yùn)用風(fēng)險(xiǎn)管理技術(shù)識(shí)別來自客戶方面的風(fēng)UsingriskmanagementtechniquestoidentifyclientC.成本加固定費(fèi)用合CostplusfixedFeeD.工料合Time-and-materials:你在管理一個(gè)項(xiàng)目，該項(xiàng)目開發(fā)一種以大豆為原料，不含乳糖，富含鎂的高營養(yǎng)飲料。該產(chǎn)品針0歲以上的用戶。你最近聽說你的客戶將你們的項(xiàng)目進(jìn)度報(bào)告稱“漢莫拉比法典”，因?yàn)樗鼈兛雌饋硎怯孟笮挝淖謺鴮懙模挥邪＜叭瞬拍茏x懂。這種情況可以通過以下哪種方法避免：developmentusingwhichofthedevelopmentusingwhichoftheCostAprojectmanagerisassignedtoadevelopmentproject.Duringtesting,thesponsordecidestochangeoneoftheproduct’smainfunctions.TheprojectmanagerwillcoverthecostofthisHiringanexpertreportwritertopreparestandardEngagingincommunicationsWhichofthefollowingtoolsandtechniquesshouldbeandcontrolWhichofthefollowingtoolsandtechniquesshouldbeandcontrolParetochartanalysisriskmanagements,andtrendB.風(fēng)險(xiǎn)重新評(píng)估，風(fēng)險(xiǎn)審計(jì)和偏差和趨勢(shì)Riskreassessment.Riskaudits,andtrendReserveanalysis.Sensitivityanalysis,andriskTheprojectteamfollowsoutlinesintheprocessanalysistoidentifyneededimprovements.Inwhichprocessgroupshouldthistaskbeperformed？WhichofthefollowingisWhichofthefollowingisanexampleofqualityIdentifyqualityrequirementsand\orstandardsfortheprojectandDeterminewhethertheworkiscontinuouslyRecommendactiontoeliminatetherootcausesofunsatisfactoryproductDeterminewhetherprojectactivitiescomplywithorganizationalandprojectpolicies,processes,andprocedures隊(duì)起草了兩套產(chǎn)品方案：產(chǎn)品A有40%的可能性將收入提高到$1.5億,但有30%可能性因保證索賠使收入會(huì)降低至$6000萬。還有30%可能性對(duì)收入無影響。產(chǎn)品B有50%的可能性將收入提高到$1.3億,但有20%可能性因保證索賠和訴訟使收入會(huì)降低至$8000萬。還有30%的可能性收入將保持不變。哪項(xiàng)產(chǎn)品能夠提供最佳的EMV?Controlchart.Reserveanalysis,andriskAcompany’sbusinesshasbeenseriouslyimpactedduecheaperimports.Thecompanycreatesaprojectteamtoexplorenewproductoptionstoincreasetherevenuefromthecurrentvalueof$100million.Theprojectteamdraftstwoproductoptions:ProduceAhasa40%chanceofincreasingrevenueto$150Acompany’sbusinesshasbeenseriouslyimpactedduecheaperimports.Thecompanycreatesaprojectteamtoexplorenewproductoptionstoincreasetherevenuefromthecurrentvalueof$100million.Theprojectteamdraftstwoproductoptions:ProduceAhasa40%chanceofincreasingrevenueto$150millionanda30%chanceofreducingrevenueto$60millionduetowarrantyclaims.Italsohasa30%chancethattherewillbenoimpactonrevenue.ProductBhasa50%chanceofincreasingrevenueto$130millionand20%chanceofreducingrevenueto$80millionduetowarrantyclaimsandlitigation.Thereisa30%chancethatrevenuewillremainthesame.WhichproduceprovidesthebestAA,EMV$1.08OptionAwithEMVof$108BB,EMV$1.11OptionBwithEMVof$111CA,EMV$1.11OptionAwithEMVof$111D.B,EMV$1.08OptionBwithEMVof$108WhatfunctiondoesthestaffingWhatfunctiondoesthestaffingmanagementplan Theprojectmanagerlearnsthatateammember’sprogressisnotbeingreported.Theprojectmanagerverifiesthatteammemberisassignedprojectactivitiesandisresponsiblefordeliveringproducts.Thereportingprocessisdescribedintheapprovedprojectmanagementplan.Whatshouldtheprojectmanagerdonext?ReviewandchangehowteammembersarereportCoachtheteammemberontheexistingreportingEscalatetheissuetotheprojectCreateareportforallteammembersprogressandmayberandomorscheduled,couldaprojectmanagerQualitymayberandomorscheduled,couldaprojectmanagerQualityB.質(zhì)量規(guī)QualityQualityDuringtheprocessofqualityassurencewhattechnique,ItdescribesprojectrolesandItisanorganizationchartthatshowswhichorganizationalunitsareresponsibleforwhichworkpackages.Itdescribeswhenandhowhumanresourceswillbebroughtandtakenoffoftheprojectteam.Itcontainswrittenoutlinesbyjobtitleofthecompetencies,responsibilities,andauthorityofagivenjob.ManagestakeholderPlanManagestakeholderPlanManageProjectIdentify18:項(xiàng)目經(jīng)理成功地將空調(diào)采購從A供應(yīng)商轉(zhuǎn)向B供應(yīng)商。新產(chǎn)品檢Thesponsoraskstheprojectmanagertoforgothekick-offmeetingduetothestakeholder’sconstraints.WhichprojectmanagementprocessisChangeForastrategicallyimportantcustomerresource,whentheprojectmanageridentifiesaresourceavailabilityinamatrixorganization,itdiscoversthatakeyresourcehasbeenredeployedtoaninternalForastrategicallyimportantcustomerresource,whentheprojectmanageridentifiesaresourceavailabilityinamatrixorganization,itdiscoversthatakeyresourcehasbeenredeployedtoaninternalproject,andwhatactionshouldtheprojectmanagertakefirst?TheprojectmanagersuccessfullytransitionstheprocurementofairconditionersfromsupplierAtosupplierB,Newproductverificationiscomplete,andallprojectdeliverablesaremet.Whatisnextstepfortheprojectmanager?Transferownershiptothepurchasingdepartmenttoplacefuture向供應(yīng)商BAwardacost-plus-incentive-feeprocurementcontracttoConductamake-versus-buyReviewtheprocurementstatementoflocatedinseveralQuestionnairesandB.焦點(diǎn)小FocuslocatedinseveralQuestionnairesandB.焦點(diǎn)小FocusWhatmethodshouldtheprojectmanagerusetoaccuratelycollectprojectrequirementandfeedbackfromstakeholderNegotiateandpostponeprojectswithprojectRequesttheprojectmanagementOfficetoreassignresourcestotheUpdatetheRiskNegotiateresourcesbacktoprojectwithfunctionalTwodaysbeforeaproject’sTwodaysbeforeaproject’sdeliverydate.Theprojectsponsorwantstoverifythatalldeliverablemeetthebusinessobjectives,andthatallthechangeswereappliedthroughouttheprojectlifecycle.TheprojectmanagerknowsthattheprojecthasbeenAllofthefollowingareformsofpowerderivedfromtheprojectmanager'spositionEXCEPT?TaskAhasacostestimateofUS$1,000andascheduledcompletingdateofDecemberTaskAhasacostestimateofUS$1,000andascheduledcompletingdateofDecember30,withatotaldurationof10days,TheprojectmanagerreviewstheprojectiftaskonDecember30anditisonly70%complete.TheresourceassignedtotaskAhasspentUS$600todate.Whatistheplannedvalue?welldocumentedfromthebeginning.Whatshouldtheprojectmanagerprovidetosponsor?AllversionsoftheprojectmanagementRequirementtraceabilityProjectscopecopyoftheproject23:任務(wù)A的成本估算為1，000美元，計(jì)劃完成日期為12月30日，總工期為10天。項(xiàng)目經(jīng)理在12月30日審查任務(wù)的進(jìn)度，發(fā)現(xiàn)只完成70%。到目前為止分配給任務(wù)A的資源已經(jīng)花了600美nextsteptheprojectmanagermustDefinenextsteptheprojectmanagermustDefinethemajorStartdevelopingtheprojectmanagementAssesstheinputsoftheprojectcharterbyusingexpertReviewtheprojectcharterwiththeinternalandexternalcustomerstoobtainformalTheprojectmanagerfinishedtheprojectcharter.WhatisA.400美元B.600美元C.700美元D.1,000美元analysishelpstheprojectManagertoidentifywhichofanalysishelpstheprojectManagertoidentifywhichofStakeholderB.任務(wù)說MissionProjectWhatdoesaresourceprogramExpectedresourceusingstatusaccordingthetimeExpectedresourcerequirementofactionsincriticalWBSresourceallocatingstatusofresourceallocatingstatusforAddadditionalproject對(duì)所有Addadditionalproject對(duì)所有方法開展預(yù)期貨幣價(jià)值分析（EMV）Conductexpectedmonetaryvalue(EMV)analysesonallObtainapprovalforthealternateUpdatetheprojectbudgetwiththeincreased認(rèn)為價(jià)格太高了。他要你削減項(xiàng)目估算的15%，你該怎么做？Aprojectisbehindschedule.Theprojectteamdiscoversthat,byapplyinganalternatemethod,theymaybeabletoexpediteaprojectdeliverableonthecriticalpath.However,itwillincreasetheproject’scost.WhatshouldtheprojectmanagerCustomerTheprojectmanagerdiscoversanunpredictablehigh-impactriskhasbecomeafactorintheproject.Self-interestamongteammembersiskeepingtheissuefrombeingreached.TheprojectmanagermustactTheprojectmanagerdiscoversanunpredictablehigh-impactriskhasbecomeafactorintheproject.Self-interestamongteammembersiskeepingtheissuefrombeingreached.TheprojectmanagermustactquicklytorefocustheteamandgetYouprovideaprojectcostestimatetotheprojectsponsor.Heisunhappywiththeestimate,becausehethinksthepriceshouldbelower.Heasksyoutocut15percentofftheprojectestimate.Whatshouldyoudo?StarttheprojectandconstantlylookforcostTellalltheteammemberstocut15percentfromtheirInformthesponsoroftheactivitiestobeAddadditionalresourceswithlowhourlyAcompanywillbereplacingitsintegratedsystemsafter10yearsofservicefromalegacyplatformthatonlongermeetsmarketneeds.Duringprojectplanning,managersidentifyamoreflexiblepricingstructureasakeyrequirement.SeniormanagershavenotyetAcompanywillbereplacingitsintegratedsystemsafter10yearsofservicefromalegacyplatformthatonlongermeetsmarketneeds.Duringprojectplanning,managersidentifyamoreflexiblepricingstructureasakeyrequirement.Seniormanagershavenotyetdecidedhowtomeetthisrequirementbutagreeitisstrategicallycorrect.Duringprojectexecution,theprojectontack.whichoffollowingtechniquesshouldtheprojectmanagerusetoresolvetheissue？3010Aftertheidentificationofatechnicalrisk,theprojectAftertheidentificationofatechnicalrisk,theprojectdecidestohireaseniorresourcetojointheprojectteam.riskresponsestrategydoestheprojectmanagerB.識(shí)changesinthepricingstructurewillrequirefrequentreworkandretesting.Whichofthefollowingisanelementoftheprojectplanthataddressesthisinasystemicway?AqualitypolicyrequiringprojectchangestobeapprovedbyseniorAriskresponseplanthatwouldidentifyrisksfromnewAstaffaugmentationplantoimplementpricingstructureAscopestatementwithdetailedrequirementsforThemethodofcalculatingtheEACbyaddingtheremainingprojectbudget(modifiedbyaThemethodofcalculatingtheEACbyaddingtheremainingprojectbudget(modifiedbyaperformancefactor)totheactualtodateisusedmostoftenwhentheCurrentvariancesareviewedasatypicalOriginalestimatingassumptionsarenolongerreliablebecauseconditionshaveCurrentvariancesareviewedastypicaloffutureOriginalestimatingassumptionsareconsideredtobefundamentallyExpert當(dāng)前實(shí)際的計(jì)算EAC的方法最經(jīng)常使用？Yourclientinformsyouthathiscompanyhasaproblemwiththecurrentdesignspecificationofyourproductandhowitwillinterfacetoexistingsystems．Yourclientinformsyouthathiscompanyhasaproblemwiththecurrentdesignspecificationofyourproductandhowitwillinterfacetoexistingsystems．Ifthisoccurs,itcouldbeamajorproblemforyourproject．TheclientiscomingtoyourofficeAprojectmanagerisintheplanningstageoftheprojectandistryingtodeterminetheinformationneedsofthestakeholders.Whichtooloftechniquewilltheprojectmanageruse?CommunicationsmanagementCommunicationExpertInformationgatheringandretrievalinoneweektodiscusstheproblemtoseeinoneweektodiscusstheproblemtoseewhatyourteamdotoovercomethesetback．Allpreviousmeetingwareinformalwiththisclient,butthistimehewantsaformalmeeting．WhatshouldyoudotoprepareforthisUpdatethescheduleandassumeaninactiverolesincetheclienthasnotgiventhespecificsofthepotentialB.確認(rèn)你的團(tuán)隊(duì)已經(jīng)提高了生產(chǎn)率，讓客戶看到你們是多么的有MakesurethattheteamhasincreasedproductivitysotheclientcanseehowyouteamisAssembletheteamandaskthemtoprepareanagendafortopicstoMakesurethateachteammembershavetheirassignmentsinpreparationfortopicsandneededDuringtheproject'sconstructionphase,asupplierhasafireandthesupplyofDuringtheproject'sconstructionphase,asupplierhasafireandthesupplyofrawmaterialisdelayedbyaweek,TheprojectmanageridentifiedtheriskofadelayandinclueditintheAprojectrequiresinternalandexternalresources.Externalresourcesareacquiredbyastandardprocurementplan.Afterahurricanestrikesthecontractedsupplier’splace,theycannolongermeettherequireddeliverytimeline.Whichclausewillclarifythefinancialresolutionforthesupplier’sfailureinthefollowingcontractterms?forcemajeurearbitrationAfterapieceofequipmentisdeliveredtotheprojectAfterapieceofequipmentisdeliveredtotheprojectsite,end-userscomplainthetheproductisdifferentfromwhatwasexpected.Toavoidthissituation,whattoolortechniqueshouldmanagerhaveB.帕累托Paretoplan.Aftertheoccurrenceoftheevent,whatshouldtheprojectmanagerdofirst?CarryoutriskresponseAskforanextensionoftheprojectduetoUpdatetheprojectUpdatetheriskprocesswith1pointlocatedoutofprocesswith1pointlocatedoutofcontrolItisanormalsituation,nothingshouldbeControllimitsshouldbeItisanabnormalsituation；productionprocessesshouldbeItisawarningsignal；qualitymeasurementsystemsshouldbeHowshouldaprojectmanagerinterpretan8-pointruninExpert38:生產(chǎn)過程運(yùn)行圖中有8Aprojecthasencounteredanunexpectedtechnicalissue.TheseniortechnicalleadsuggestsAprojecthasencounteredanunexpectedtechnicalissue.Theseniortechnicalleadsuggestsasolutionwhichisnotacceptedbysometeammembers.Asaresult,theseniortechnicalleadDuringthelaststageoftheproject，theprojectmanagerreceivesseveraldesignchangesfromthecustomer.Afterfollowingtheestablishedchangecontrolprocess,theprojectmanagerreceivesthecustomer’sapprovalforthechanges.Whattypeofsystemisrequiredtoprovideastandard，effective,andefficientwaytomanagechangescentrally？CostRiskStakeholderAprojectmanagerstartsanewprojectandisprovidedwithreportAprojectmanagerstartsanewprojectandisprovidedwithreportshowingfailuresrelatedtopurchasethatduringthelastproject.ThisreportistheoutcomeAprocurementB.記錄管理系A(chǔ)recordsmanagementArchivedbecomesfrustrated.Whatkindofskillsshouldtheprojectmanagerusetoresolvethisissue?TrainingTechnicalHardSoftWhichofthefollowingactivitiesshouldtheprojectperformwhenclosingWhichofthefollowingactivitiesshouldtheprojectperformwhenclosingtheDisposeofmaterials,reviewfinancialpaymentsandB.評(píng)估工作單，完成財(cái)務(wù)交付并匯EvaluateworkorderscompletefinancialpaymentandWhichofthefollowingstepshassuccessfulprojectcommunicationmanagementstarted?PublishingIdentifyManagingstakeholders'PlanningNegotiatedpartsisanexampleofwhatqualitypartsisanexampleofwhatqualitycontrolQualityParetoTheprojectteamisresponsibleforcreating10,000smallparts.Basingthequalityofthebatchonanintensivereviewof500Reviewlessonslearned,finalizeorders,andevaluateCloseworkorders,disposeofmaterials,andtransfer44:項(xiàng)目團(tuán)隊(duì)負(fù)責(zé)制造10，000個(gè)小零件。基于集中檢查500個(gè)零WhoisresponsibleforcreatingthequalitySeniorB.質(zhì)量經(jīng)QualityWhoisresponsibleforcreatingthequalitySeniorB.質(zhì)量經(jīng)QualityQualityteamProjectmanagerandprojectteamTheprojectisbehindscheduleandoverbudget.ThedevelopmentandqualityassureteamshavereportednumerousIssueAcceptanceProjectmanagementRiskDuringprojectexecuting,yourprojectteammemberdeliversaprojectdeliverabletotheDuringprojectexecuting,yourprojectteammemberdeliversaprojectdeliverabletothebuyer.However,thebuyerrefusesthedeliverable,statingthatitdoesnotmeettherequirementonpage300ofthetechnicalspecifications.Youreviewthedocumentandfindthatyouagree.WhatistheBESTthingtoExplainthatthecontractiswrongandshouldbeIssueachangeReviewtherequirementsandmeetwiththeresponsibleteammembertoreviewtheWBSdictionary.召開團(tuán)隊(duì)會(huì)議，審核第300頁的要求ameetingoftheteamtoreviewtherequirementonpage作了二個(gè)月，總共有500個(gè)任務(wù)，其中100個(gè)已經(jīng)完工。所有任務(wù)果。但是，買方拒絕接受，聲稱它不符合技術(shù)準(zhǔn)則第300Projectmanagerismanagingafivemonths’projectProjectmanagerismanagingafivemonths’projectwithreimbursablecontractandhasatotalof500tasks,ofwhich100arecompletedaftertwomonths.Alltaskscostanddurationareequallydispersedoverthemonths.Thefollowingdiagramexpressestheperformance.HowmanymoremonthswouldtheprojectmanagerexpecttofinishtheFourB.五個(gè)FiveAprojectisinstantiatedwithinacompanythathasamatrixorganizationalmanagerwithnohiringauthority,Aprojectisinstantiatedwithinacompanythathasamatrixorganizationalmanagerwithnohiringauthority,couldacquireaprojectteambydoingwhichofthefollowing?WhichofthefollowingisacostofTotalcostsincurredinClose制定SOWTotalcostsincurredinproducingtheTotalcostsofpreventingnon-conformanceto制作WBSTotalcostsincurredinproducingtheEightTenprojectmanagerprovidetotheItisprojectmanagerprovidetotheItisnotnecessarytoincludethiswork,becauseitisnotpartoftheproductscopeonlyheardaboutprojectscope,notproductscope,frommyperspectiveshouldprojectscope,howeverthedirecttranslationwouldbeproductAprojectteamforaconstructionprojectcompletesthefirstversionoftheworkbreakstructure(WBS).Ateammemberaskswhetheritisnecessarytoincludetheprojectteam’sworkpackagetotheWBS.WhichofthefollowingadviseshouldNetworkwiththecompany'sNeonatewithfunctionalPersuadeteammemberstojointheCommunicatewiththeprojectAfteraprojectis75%complete,thecustomerrequeststhatunexpectedchangetotheAfteraprojectis75%complete,thecustomerrequeststhatunexpectedchangetotheprojectscope.WhatshouldprojectmanagerdoInformtheprojectsponsorofthescopeB.接受變更請(qǐng)求并更新項(xiàng)目范AcceptthechangerequestandupdatetheprojectSubmitachangerequesttothechangecontrolCreateachangemanagementThisworkshouldbeincludedinthebudget,butnotintheItisnotnecessarytoincludethiswork,becauseitisanindirectThisworkshouldbeincludedinthe52:75%后，客戶要求對(duì)項(xiàng)目范圍進(jìn)行意料之外的變更。havenot.Toanswerherconcerns,youshouldWhichhavenot.Toanswerherconcerns,youshouldWhichofthefollowingoptionsdescribescontingencyBudgetreservedforunplannedchangestoprojectscopeandCostPerformancePerformancemeasurementgraphsandResourceproductivityTrendanalysisEachtimeyoumeetwithyourprojectsponsor,sheemphasizestheneedforcostcontrolonyournew-businessproject.ShealwaysasksyouaboutcostperformanceintermsofwhichbudgetshavebeenmetandwhichhavebeenmetandwhichCostStatementCostStatementofWorkbreakdownDecompositionisatechniqueusedindevoicingwhichofBudgetreservedforcoveringpoorBudgetreservedforunplannedbutpotentialrequiredchangesthatcanresultfromrealizedrisksidentifiedintheriskregister.BudgetreservedforcoveringcostoverrunduetoapprovedPassiveB.主動(dòng)接ActiveYouaretheprojectmanagerfortheconstructionofahogrenderingplant.Localresidentsandenvironmentalgroupsareopposedtothisproject.TheyhaveproducedreamsofdatashowingPassiveB.主動(dòng)接ActiveYouaretheprojectmanagerfortheconstructionofahogrenderingplant.Localresidentsandenvironmentalgroupsareopposedtothisproject.Theyhaveproducedreamsofdatashowingthatthevolumeofentrailsandcarcassesburnedatthesitewillcausenoxious-andpossiblytoxic-fumestowhichtheresidentswillbeexposed.Theyhavethreatenedtotakeyourcompanytocourt.Youfindyouarespendingmostofyourtimetryingtoworkwiththesegroupstoalleviatetheirconcerns.Aftersomuchtimeandeffortinthesemeetings,youconvincemanagementtomovethisprojecttoadifferentsiteoutsidetown.ThisisanexampleofwhichofthefollowingriskAprojectmanagerhasbeencollectingworkperformanceinformationduringtheprojectexecutionAprojectmanagerhasbeencollectingworkperformanceinformationduringtheprojectexecutionphase.Whatisthemainpurposeofthisaction?Tomonitorcost,scheduleprogress,anddeliverableTomonitorteammemberperformanceintheToassesstrainingrequirementswithintheprojectToupdatetheprojectmanagement58:12TheprojectofficejustTheprojectofficejustissuedyouaprojecthealthcheckreport.Yourheartraceswithanticipationasyouscantheeuphemisticallyentitled“recommendations”intheAprojectmanagerisleadingacross-functionalteamof12members,includingtheprojectmanager.Whencreatingthecommunicationplan,theteamidentifiedtwoadditionalstakeholders.Thesetwoadditionalstakeholdersaretheprojectsponsorandcompany’svicepresident.Howmanypotentialchannelsofcommunicationexist?:項(xiàng)目辦公室剛剛發(fā)布給你一份項(xiàng)目狀況檢查報(bào)告。當(dāng)你看到在執(zhí)行總結(jié)中標(biāo)題為“建議”的章節(jié)時(shí)，你的心情激動(dòng)起來：你又一次被批評(píng)沒有為項(xiàng)目提供足夠的支持細(xì)節(jié)。盡管報(bào)告沒有舉例，但是你記得PMBOK中看持細(xì)節(jié)，它包括如下全部，除了Duringtheproject,yourealizeyouneedDuringtheproject,yourealizeyouneedaimmediatelytobeginworkingonaproject.WhatistheappropriatecontracttypeinthisA.固定總價(jià)（FP）Fixedpricesummary.Onceagain,youhavebeencriticizedforfailingtoprovidesufficientsupportingdetailabouttheproject.Althoughthereportdoesnotprovideexamples,yourememberreadingaboutsupportingdetailinthePMBOKItincludesallthefollowingexcept.OrderanddeliveryCash-flowBest-andworst-casealternativeStakeholderpositiontheprojectmanagerdoManagingriskandimplementingriskresponseB.分析報(bào)告theprojectmanagerdoManagingriskandimplementingriskresponseB.分析報(bào)告以確定最佳的行動(dòng)AnalyzereportstoidentifybestCollectinganddocumentinglessonsPerformdetailedanalysisandsubmitchangerequestsifHalfwaythroughtheproject,ateammembertoldthemanagerthat,giventhecomplexityoftheprojectscope,theestimatedprojectwasnotprogressingsufficiently,whatshouldStartwork工料合同（T&M）Timeandmaterial成本加固定費(fèi)合同（CPFF）CostplusfixedfeeAprojecthasspecificserviceAprojecthasspecificservicelevelagreementswhichassurequalityofservicetothecustomerwhattoolcantheprojectmanagerusetodeterminethattheserviceisstableorhasapredictableperformance?Duringtheexecutingphraseofaproject,aprojectteammemberhasdifficultiesinperformingthetasksassignedtothem.Whatshouldtheprojectmanagerdo?ReplacetheteamHaveameetingwiththeteammemberandprovidetrainingifEscalatetheproblemtotheChangethebaselinetocomplywiththepossibleProjectteammembersareconcernedthatanapprovedrequestmightexpendtheProjectteammembersareconcernedthatanapprovedrequestmightexpendthescope,delaythetimeline,butdoesnotincludetheadditionalbudget.WhatshouldtheprojectmanagerLookforalternativestomanageworkwithintheexistingB.要求管理層增加預(yù)算AskmanagementforabudgetMotivatetheteamtomeettheControlParetodayis$140,whatistheexpectedcosttoaddthenewdayis$140,whatistheexpectedcosttoaddthenewTheprojectmanagerprovidestheprojectsponsorwithanexpectedactivitycostforaddinganewfeature.TheprojectmanagerreferstotheWBSandhistoricaldata,andestimatesthattheactivityrequires20daysrealistically,32daysinworstcasescenarioand14daysinabestcasescenario.IfthecostperRejecttheapprovedchange項(xiàng)目經(jīng)理參考WBS和歷史數(shù)據(jù)后，預(yù)計(jì)這項(xiàng)活動(dòng)實(shí)際上需要20天，在最壞情況下的需要32天，在最好情況下需要14天。如果每天的費(fèi)用為$140元,則增加這項(xiàng)新功能的預(yù)計(jì)費(fèi)用是多少？followingshouldtheprojectmanagerdofollowingshouldtheprojectmanagerdoInwhichofthefollowingprocedureswilltheprojectteamreceivethebidsandreviewtheseller'seligibilityaccordingtothepredefinedcriteria?ImplementqualityauditsforScheduleaChangeControlReviewsupplier'sworkTalktotheseniormanageroftheIninformalconversationswithprojectteammembers,theprojectmanagerfoundthatakeypartofthevendorwashavingproblemsexecutinganapprovedproductchange.WhichofthemanagerdoShiftmoreoftheworktolaterintheschedulemanagerdoShiftmoreoftheworktolaterinthescheduletoallowtimeforthecustomertotheB.進(jìn)入行政收EnteradministrativeStopThecustomeronaprojecttellstheprojectmanagerhehasrunoutofmoneytopayfortheproject.WhatshouldtheprojectImplementationofPlannedManageAwardingofpurchaseAportionoftheprojectworkissourcedfromexternaltheprojectteammakesthepurchaseplanandsendsoutaproposalinvitationtomultiplevendors,theteamobtainsinquiriesabouttheAportionoftheprojectworkissourcedfromexternaltheprojectteammakesthepurchaseplanandsendsoutaproposalinvitationtomultiplevendors,theteamobtainsinquiriesabouttheworkfromthepotentialsuppliers,andwhattheprojectteamshoulddotoprovideresponsestopotentialSendaseparatereplytoeachB.在項(xiàng)目團(tuán)隊(duì)中為每一位供應(yīng)商指定單個(gè)聯(lián)AssignindividualcontactstoeachvendorintheprojectRevisedproposalinvitationtoincluderesponsestoallquestionsanddistributetoConveneameetingofbidderstoclarifyallsuppliers'Releasepartoftheprojectmanagerdo遲Updatetheissuelog,notifytheinitiatorandusethemanagerdo遲Updatetheissuelog,notifytheinitiatorandusetheescalationprocesstoaskrelevantpartytoreportpossibleB.在下一次狀態(tài)周報(bào)告中通知相關(guān)方，與他們討論可能的解決方案NotifystakeholdersinthenextstatusweekreportaboutpossiblesolutionsrequestbudgetandscheduleVerifythattheissueisincludedintheriskplanand,ifnot,includeitandprepareaWhentheprojectisnearingcompletion,theteammembersreporttotheprojectmanageraproblemthatwillaffectthecriticalperiod,andtheweeklystatusreportwillsendthekeystakeholdersthenextday,andwhatshouldtheprojectTheprojectselectioncommitteemustmakeachoiceprojectAandProjectB,projectAhasaninvestmentreturnperiodof21months,thecostofProjectBis$175000,theexpectedpositiveTheprojectselectioncommitteemustmakeachoiceprojectAandProjectB,projectAhasaninvestmentreturnperiodof21months,thecostofProjectBis$175000,theexpectedpositivecashflowforthefirstyearis$75000,andthepositivecashflowforeachquarteris50000USD,whichtheprojectmanagerA.項(xiàng)目A或項(xiàng)目BProjectAorprojectB,astwoprojectinvestmentreturnB.項(xiàng)目B，因?yàn)轫?xiàng)目AProjectBbecausetheinvestmentreturnperiodforprojectAisC.項(xiàng)目A，因?yàn)轫?xiàng)目BProjectA,becauseProjectBhasalongerinvestmentreturnUpdatetheissuelog,inclu