測試與解析-1706清暉復習一

清暉PMP（topic）真正讀懂題目K（key）迅速抓住考點清暉PMP復習測試題，歸清暉所有，清暉，或?qū)υ囶}或參考答案 Duringprojectproposalnegotiationsforanindustrialplant,thecustomerinformstheprojectmanagerthhangeisrequiredtoimproveperformance.Whatshouldtheprojectmanagerdo?AsktheprojectsponsorforadditionalCallseniormanagementforUpdatetheworkbreakdownstructureRevisetheriskresponseEarnedvalueActualcostPlannedvalueBudgetatcompletionEstimatetocompleteProjectstakeholderswanttounderstandtheperformanceofaprojectthatis80percentcompleteAssumingtheprojectcontinuesatthesamerate,andusingthenumbersinthetable,whatistheproject’sestimateatcompletion(EAC)?Aftercustomeracceptanceofthefinaldeliverable,theprojectmanagerdistributesthefinalprojectreports,gathersprojectsforarchiving,andconductsalessonslearnedsessionwiththeteam.Whtivitystillneedstobecompleted?CapturingworkperformanceUpdatingtheissueMeasuringandrecordingcustomeringcorrectiveAprojectbyineffectiveweeklyteammeetings.Somemorevocalteammembersareturningthemeetingsintolengthydiscussionsofareastheyviewasproblematic.Toimprovethemeetings'effectiveness,whatshouldtheprojectmanagerIncreasethelengthoftheExcludethemorevocalteammembersfromtheEnsurethatnoteammembers'feelingsareSetclearagendaswithspecifictimelimitsforeach D.Acustomerisconcernedwheninclementweatherresultsinscheduleslippage.Whenshouldtheprojectmanagerhaveexecutedappropriatecontingencyresponsestrategies?WhenfundingwasmadeavailableforadditionalWhenthecustomeragreedtoascheduleWhentheinclementweatherwas yaftertheinclementweather Aprojectisnearingcompletionwhentheprojectteamlearnsofnewregulationsfortheregion.wheretheproductistobeinstalled.Theprojectmanagerdeterminesthatanewfeaturewillhavetobeaddedtoensurecompliance,whichwillimpacttheresources,schedule,andbudget.WhatisneededtocommunicateandapplytheactivitiesrequiredtocomplywiththesenewRiskbreakdownstructureChangeIssueProcessD.過程分Aprojectmanager'smultidisciplinaryteamsarespreadoverseveralcountries.Eachteamhasprepareditsbudgetandresourceneeds,whichnowmustbeintegratedintoandcomparedwiththeprojectcharter’sestimatedbudget.WhatshouldtheprojectmanagerdoSeeksponsorConductakick-offGathertheinformationandfinalizetheReviewtheplan the AprojectmanagerassignedtoanexistingprojectlearnsthatteamAcollectsrequirementBimplementstheserequirements,andteamCdevelopsthetestplan.Whereshouldthis FunctionalStaffingmanagementOrganizationalbreakdownstructureResponsible,accountable,consult,andinform(RACI)執(zhí)行、負責、咨詢和知情（RACI）矩Duringprojectexecution,theprojectteammisunderstandshowtouseanewtechnology.Asaresult,significantreworkisrequired,whichincreasesoverallcosts.FromwhatsourcecantheprojectmanagerobtainadditionalfundsfortheKeyContingencyProjectB.C.應急儲備D.Duringtheexecutionofaprojectthatisatriskoffallingbehindschedule,theprojectmanagerlearnsthatthecompany’smostskilledresourcewillbeavailablefromaprojectthatfinishedearly.Theprojectmanagerinsiststhattheresourcebeimmediayassignedtotheirprojectteam,withtheexpectationofapositiveimpactontheproject.Whatstrategydidtheprojectmanager在執(zhí)行一個處于于進度風險的項目期間，項目經(jīng)理了解到，某個項目提前完成，公接受C.轉(zhuǎn)移D.開ProjectmanagerArealizesthatadditionalresourcesarerequiredtocompletetheirprojectontimeandasksprojectmanagerBforassistancewithresources.IfprojectmanagerBagrees,whatshouldbeProjectstaffResourceProjectorganizationD.Whileworkingonanassemblyline,ateammemberreportsthehighfailurerateofaproduct.Whatshouldtheprojectmanagerusetosupportthisevidence?KaizenNominalgroupQualityForcefieldForasystemimplementationprojectincountryA,amanagercompletesthedeliverablesdefinedinthescopeandcustomeracceptsthem.Thissystemwassuccessfullyimplementedinseveralothercountries,buttheusersincountryAaredissatisfiedwithsomeofthefunctions.WhatshouldtheprojectmangerdonexttoclosetheProject?ConsulttheriskregisterformitigationConductmeetingswiththeuserstounderstandtheirOrganizealessonslearnedmeetingtocapturefeedbackforthelessonslearnedProvidethecustomeranduserswithallsupportingproject ationtoestablishthatprojectobjectivesweremetandaccepted.Aprojectteamisworkingonthescopebaselinecomponentoftheprojectmanagementplan. shouldbeincluded?Workbreakdownstructure(WBS)RiskmanagementCostmanagementScopemanagement15.ThefollowingaretheprojectTaskA(duration4days);TaskB(duration3days);TaskC(duration4days);TaskD(duration2days);TaskE(duration3days);TaskF(duration4days).TasksDandFcannotstartuntiltaskCiscomplete.TasksAandBcanstartanytimeaftertaskCstarts,butmustcompletebeforeoftheproject.TaskEcannotstartuntiltaskDiscomplete.DuringtheexecutionoftaskB,whichwasstartedonedayaftertaskChadstarted,anexceptionhappenedwhichwillcausea2-daydelayforthistask. tionshouldbetakentoensuretheprojectiscompletedonAddmoreresourcestotaskReassignresourcestotasksoncriticalAddmoreresourcestotaskNoactionis任務A（持續(xù)時間4）；任務B（持續(xù)時間3）；任務C（持續(xù)時間4）；任務D（持續(xù)時間2）；任務E（持續(xù)時間3）；任務F（持續(xù)時間4）始一天后才開始的，在執(zhí)行任務B2天。為任務B添 為任務D添 Aprojectmanagerassumesaprojectforacompanythatundergoingorganizationalchangesandabouttoberestructured.Whatshouldtheprojectmanagerdotoensurethattheprojectisalignedwiththecompany’sgoalsandobjectives?ObtainprojectcharterReachagreementatthekick-offPerformagapysisagainstthebusinessyzetheprojectagainstthecompany’smission,vision,andAftervisitinganongoingproject’soperatingfacilitiesandmeetingwithprojectsponsors,anewlyassignedprojectmanagerdiscoverspotentialrisks.Inaddition,someprojectteammemberscomplainedtotheprojectmanagerthat,duringexecution,unexpectedeventsoccurredforwhichnocorrectiveactionsweretaken.Theprojectmanagerschedulesameetingtoaddresstheseissues.Whatshouldtheprojectmanagerincludeonnda?Toprisks,risksthathaveoccurred,riskresponses,risksidentified,risksclosed,andanupdatedriskregisterToprisks,risksthathaveoccurred,riskresponses,newrisks,risksclosed,andlessonsToprisks,newrisks,risksummary,riskresponses,andanupdatedriskToprisks,newrisks,trendysis,riskresponses,andlessons D最大風險，新風險、趨勢分析，風險應對和經(jīng)驗教Acontractorisbehindscheduleandrequeststheprojectmanager'sauthorizationtoworkovertime.Whatshouldtheprojectmanagerdofirst?Approvethecontractor’sRejectthe hangecontrolboard(CCB)Reviewtheenterpriseenvironmental Acompanydecidestosignafirmfixedprice(FFP)contractwithaproviderfortheimplementationofanonlinebankingsystem.Whatriskresponsestrategyisbeingused?B.回避C.開拓D.接Aprojectmanagerreceivesabusinesscasefromacompany’sseniormanagement.Thiscompanyhasahistoryofabandoningprojectsmidwaythroughtheexecutionphaseandnotprovidingsufficientrequestedresources.WhatshouldtheprojectmanagerBuildaworkbreakdownstructureDevelopaprojectBuildaprojectmanagementDevelopastrategic（WBS Thereassignmentof nelwillcauseaprojectdelay.WhatshouldtheprojectmanagerConsultthestaffingmanagementInitiateachangeAcquireanewRevisetheproject D.Duringtesting,multipleproductdefectsareidentified.Whattoolortechniqueshouldtheprojectmanagerusetoprioritizethesedefects?ControlPareto RoughorderofmagnitudeestimateD.粗略量級估算Tocommunicatetheprojectmanagementplantokeystakeholders,announcethestartoftheproject,andsharerelevantinformation,whatcommunicationtoolshouldtheprojectmanageruse?StatusDailystandFocusD.Aproject’scostperformanceindex(CPI)is0.87anditsscheduleperformanceindex(SPI)1.3.Theprojectsponsorwouldnowliketoaddnewfunctionalitiestothefinalproduct.Whatshouldtheprojectmanagerdo?yzethetimeandcosttoaddthenewExplaintothesponsorthatthisisscopeAddtheAskthesponsortoissueachangeSixchangerequestshavebeensubmittedforapprovalbecausetheprojecdproductisnotmeetingspecifications.Theprojectteamcheckstherecords,andalprocessesarebeingexecutedasplanned.Initialmanagementexpectationswerethattheentireprojectcouldbecompletedwithfewerthanthreechangerequests.WhatshouldtheprojectmanagerReviewtheactivitylist,astheitemsmaybetooDetermineifadditionalrisksneedtobeaddedtotheriskReviewinputstothequalitymanagementReviewtheworkbreakdownstructure(WBS)activities,astheymaylack工作分解結(jié)構（WBS）Afterreceivingvendorproposals,whatshouldaprojectmanagerusetoensurethatthelowestpriceiswithinthecurrentmarketrange?IndependentProposalevaluationExpertyticalAprojectmanagerreviewsthescheduleperformanceandcalculatesthattheactualcost(AC)ofworkcompletedis220,thecostvariance(CV)is-20,andtheplannedvalue(PV)is180Whatistheproject’sschedulevariance(SV)?A.- A.-Anequipment rinformstheprojectmanagerofadeliverydelay.Theprojectmanageridentifiesthatthisdelaywillimpacttheentireproject.Tomaintaintheschedule,theprojectmanagerdecidestoshortentheequipmentinstallationtime.WhatshouldtheprojectmanagerdoDeterminetheproject’scriticalManage r’sRevisetheprojectSubmitachangeB.C.Aprojectteaminformstheprojectmanagerthertainriskwasmitigatedatlower-than-expectedcosts.Whatshouldtheprojectmanagerdonext?UpdatethecostmanagementPerformariskRevisethecontingencyInformtheD.Aconsultantinformstheprojectmanagerthataninternalcustomerresourceisworkingontheprojectandwantstobeinformedofprojectstatus.What shouldbeupdated?OrganizationProcurementMeeting Ariskassessmentforawebsiteprojectshowsthatimplementingaspecificfeatureismorecomplexthanexpected.ThiscouldimpactprojectperformancefrombothcostandscheduleWhatshouldtheprojectmanagerdoInitiateachangerequesttoscope,addthefeaturetothescopeexclusion,andupdatetheriskLogtheriskintheriskregisterandsetupameetingwithkeystakeholderstodiscusstheriskresponsestrategies.Updatetheriskregister,reviewthescope,andevaluaterisk-responsestrategieswithkeyLogtheriskintheriskregisterandcontinuewiththeD.Aprojectmanagerneedsadviceaboutaproject’scriticaltaskfromtwokeysubjectexperts(SMEs).TheseSMEshaveahistoryofdisagreeingwhileworkingonpastprojects.Whatshouldtheprojectmanagerdo?CreatearecognitionandrewardsUsemanagementReviewthecorporateknowledgeIssueachangerequestforanew 管理技術。D.為 Aprojectmanagerisunabletoimplementaprojectbecausetherequiredresourcesareunavailable.Theprojectmanagerisconcernedthattheprojectiscomingtoanendwithoutcompletionofthedeliverable.WhatshouldtheprojectmanagerRefertotheriskUpdatetheworkbreakdownstructureUpdatetheprojectmanagementEscalatetotheproject （WBSD.Amanufacturingcompanyidentifiestheneedforanewlineofproducts.Whatshouldthecompanydotojustifythis?DevelopaprojectmanagementApplyforCompleteabusinessMarketthenewDuringprojectplanning,theprojectmanageridentifiesthatthereareanextensivenumberofstakeholders.TheprojectmanagerasksateammembertoclassifyeachstakeholderbasedontheirpotentialimpactorsupportsothatthecommunicationsmanagementplanmaybeupdatedtomeetWhatshouldbeusedtoconductthisResourcePower/interestResourceStakeholderWhatsystemisapartoftheprojectmanagementinformationsystemConfigurationChangeContractchange什么系統(tǒng)屬于項目管理信息系統(tǒng)（PMIS）D.Aprojectmanagerresponsiblefordeveloatwo-phaseproductdecidesthateachphasewillbecompletedbydifferentvendors.Seniormanagementhasestablishedthatphasetwomustnotfinishbeforephaseone.WhatshouldtheprojectmanagerdotopreventexecutionUpdatetheriskmanagementMeetwiththeTalktoseniorUpdatetheprocurementDuringaproject'sexecutionphase,anewprojectmanagertakesoverandallprojectsaretransferred.Thenewprojectmanageridentifiesthat50percentofthebudgethasbeenused,thecostperformanceindex(CPI)is1.05,andthescheduleperformanceindex(SPI)isWhatshouldthenewprojectmanagerdoIssueachangeUpdatethechangemanagementCrashorfasttracktheReviewthescopemanagementDueto alreasons,aprojectteammemberinformstheprojectmanagerthattheywillbeoutofworkfortwoweeks.Thi memberistheonlyresourcewhocanperformacritical-pat shouldtheprojectmanagerupdateRiskHumanresourcemanagementProjectDuringameetingtoobtainprojectmanagementplanapproval,theprojectmanagerlearnsthatastakeholderisbeingreplaced.Whereshouldtheprojectmanagerrecordthis?RiskStakeholderHumanresourcemanagementStakeholdermanagementA.companydecidestoimplementanewsupplychainsystemthatisexpectedtocorporateprofitsby15percent.Thefinancedepartmentisconcernedthatitsworkloadwillincrease,andstronglyopposestheproject.WhatshouldtheprojectmanagerManagethestakeholder’sResolvestokeepthestakeholderNegotiatemutualUpdatetheriskmanagement Duringprojectexecution,ateammemberregularlycomplainsthatsomeinformationisnotprovidedonatimelybasis.Whatshouldtheprojectmanagerdo?Checktheteammember’sperformanceInitiateregularinformationmeetingswithallteamHoldaone-on-onemeetingwiththeteamReviewthecommunicationsmanagementAprojectmanagerisstrugglingtoidentifythecompletescopeofalargeproject.Whatshouldtheprojectmanagerreview?ProjectWorkbreakdownstructure(WBS)andsequenceNetworkProjectcharterand D.Afunctionalmanagerneedstoknowwhencertainresourcesallocatedtoaprojectwill availableforotherassignments.WhatshouldtheprojectmanagerprovidetothefunctionalStaffreleaseResourceResponsibilityassignmentmatrixStaffacquisitionAprojectmanagerassesseperformancefollowingasuccessfulproject.Overall,theteamimproveditsperformance,movingfromastagewheretherewerenoclearrolesandresponsibilitiestoawell-organizedperformingunit.WhattypesofindicatorsshouldtheteamperformanceassessmentStaffturnoverrateandincentiveIndividualskillassessmentandStaffturnoverrateandindividualskillStaffcompetencies Aproductionlineisrestartedafteralengthydelay.Whattoolortechniqueshouldtheprojectmanagerusetovalidatethattheproductstillmeetstherequiredspecifications?DesignofExpertD.檢Acompanymustdevelopaprojectmanagementculturetosurviveinachangingenvironment.Inthepast,theorganization’svisionwasdrivenbythesupplydepartment.However,thesupplydepartment'svice(VP),whoisakeyprojectstakeholder,refusestoadoptthenewHowcignmentwiththisnewculturebeInvitetheVPtoprojectSpeakwiththeVPtodeterminetheissuesrootConductcoachingsessionswiththeAskmanagementtoscheduleastrategicmeetingwithallprojectAprojectmanagerisleadingateamdevelo anewonlinebankingapplication.After23months,theteamhasspentUS$100,000ondevelopmentandhasUS$70,000ofthebudgetedcostremaining.Thetargetedcompletiondateis12monthsaway,buttheteamexpectscompletioninninemonths.Ateammemberidentifiesaprovenoff-the-shelfproductthatcomplieswithallprojectspecifications,canbepurchasedforUS$60,000,andcanbeimplementedwithineightWhatshouldtheprojectmanager pleteperformanceindexCustomerorprojectsponsorTheamountalreadyspentondevelopmentD.Make-or-buy Aprojectmanager,newlyassignedtoprojectA,learnsthattheprojectisbehindscheduleduetoinsufficienthumanresources.Economicconstraintsdeterthecompanyfromrecruitingnewstaff.However,theprojectmanagerdiscoversthatprojectBisnearingcompletion.ToensurethescheduleddeliveryofprojectA,whatshouldtheprojectmanagerWaituntilProjectBiscomplete,thenallocatetheresourcestoprojectNegotiateandinfluencefortherequiredRequireprojectB’memberstoworkonprojectRequireprojeteammemberstowork若要確保項目A按進度計劃交付，項目經(jīng)理應該怎么等到項目B完工，然后分配資源給項目A要求項目B的團隊成員為項目A工作要求項目AAcompanyisasaperformingorganizationonaninfrastructuredevelopmentprojectsponsoredbytheernment.Afterrecenections,allongoing,ernment-sponsoredinfrastructureprojectsareputonholdforreview.WhatprojectshouldtheprojectmanagerScopemanagementIssueRiskProject D.Aprojectmanagerreceivestheapprovedprojectcharterforanewproject.Theprojectmanagerorganizesameetingwiththesalesdirector,humanresourcemanager,andotherkeyteammemberstocheckandconfirmtheroles,responsibilities,andexpectationsofeveryonewhomaybeimpactedbytheproject.WhatwillbeproducedasaresultofthisStakeholdercommunication ysisStakeholderStakeholderD.Aprojectmanagertakesoverastrugglingprojectandlearnsthattheteamisfrustratedbythewaytheformerprojectmanagerinteractedwiththem.Theteamwasconcernedthattheformerprojectmanagermadekeydecisionswithoutinvolvingthem.WhatmotivationaltheorydescribestheformerprojectMaslow'shierarchyofTheoryA.Y理D.X理Anengineerisconductingafacilityupgradeproject.Duringameetingtoexplaintheintentofthedeliverable,contractorsaskmultiplequestionsthattheengineerisunabletoanswer.Atofthemeeting,theengineerasksthecontractorstosubmitproposalsbasedontheirownunderstandingofthedeliverable.WhatshouldtheprojectmanagerhavecompletedtoobtainaclearervisionoftheWorkbreakdownstructureProjectmanagementProjectProject解提交。D.項目章Astakeholdercomplainsthatnotificationoftheproject’sdelayeddeliverywasnotreceived.Whatshouldtheprojectmanagerhavedonetopreventthis?UpdatedtherequirementstraceabilityReviewedthecommunicationsmanagementReviewedtheriskmanagementUpdatedthestakeholder 更新需求矩Aprojectmanagerwantstoperformforecastingtodetermineifaprojectwillmeetitscostandschedulegoals.Whatsourceprovidestheinformationtocreatethisforecast?D.工作績5656Avendornotifiestheprojectmanagerthatarequirementcannotbemet.Toshouldtheprojectmanagerrefertodeterminehowchangerequestsarehandledforthisvendor'sChangemanagementProjectmanagementStatementofworkProcurement56.供應商通知項目經(jīng)理 Aprojectmanagerreceivesthreecostestimatesforanitem:Optimistic(tO),US$1,500Mostlikely(tM),US$2,000Pessimistic(tP),US$4,000TheprojectmanagerusesUS$2,250inthecostmanagementplan.Whatmethoddidtheprojectmanageruseforthiscalculation?BetaBottomupExpert（tO，1500（tM，2000（tP，4000D.三角分Newsoftwaremustbemanufacturedbyaspecific,non-negotiabledate,andscopeandcostscannotbechanged.Deliverablesfrompreviousphasesoftheprojectarealreadylate.Beforemanufacturingthesoftware,whatshouldtheprojectmanagerusetoplanthetestingphaseFastRiskQualityD.質(zhì)量控AProjectresourceismissingassignedtaskdeadlines.Theresourcecomplainsthatadditionaltaskswereassignedbytheirsupervisor.WhatshouldtheprojectmanagerProvideawrittenwarningtotheHireadditionalyzethesituationwiththeresourceandtheirIdentifyprojectprioritieswiththeprojectmanagementoffice （PMO）一起確定項目優(yōu)先次序Acompanydecidestooutsourceitstechnicalsupportcenter.Afteraproofofconceptproject,manyuserscomplainabout munication,sothecompanydiscontinuestheprojecttooutsourcethesupportcenter.WhatdrovethisAcceptanceProductThresholdcontrolCustomerAkeystakeholderisconcernedaboutthedeliveryofthenextworkpackageandthecostsassociatedwiththenextphase.Whereshouldtheprojectmanagerfindthisinformation?IssuelogProcurementstatementofworkControlDuringanequipmentupgradeproject,theprojectmanagerrequestsweeklyprogressreportsfromaprovider.Theproviderstatesthatonlyonefinalreportisrequired. shouldbereviewedtovalidateResponsible,accountable,consult,andinform(RACI)WorkbreakdownstructureAprojectmanagermeetswithtwoKeystakeholderswhoeachidentifyeventsthatwillcreatesignificantprojectrisks.Withonlylimitedresourcesavailable,whatshouldtheprojectmanagerDeveloparisk-rankingPerformaqualitativeriskPerformatativeriskUpdatetheriskmanagementD.更新風險管理Aprojectmanagerorganizesagroupactivitytodiscussasolutionforarecentissue.Atofthesession,severalideasaregeneratedandsortedintogroupsforreviewandysis.WhatgroupcreativitytechniqueisbeingDelphiIdea/mindAcontractorrequestsachangethatwillimpacttheclient'sprojectandbusinessobjectives.Thechangeorderrequiresimmediateapprovaltopreventashut-downoftheproject.WhatshouldtheprojectmanagerNegotiatewiththecontractortominimizetheApprovethechangeduetoitsCDiscontinueworkuntilotheralternativesareD.RequestprojectsponsorDuringabrainstormingsession,theprojectteamdevelopsaseriesofresponsestrategiestomitigatetheimpactofapowerfailureduringthecommissioningphaseofanewofficebuilding.Whatshouldtheprojectmanagerconsiderwhenchoosingthebeststrategy?LowestEaseofCostAbilitytoprovidequickD.Anewprojectmanagerassumesanongoingprojectwhere50percentofprojectteammembersareoutsourced.Theprojectmanagerdiscoversthattheoutsourcedteammembersaredeliveringproductionationthatis pliantwithcompanystandards.-WhatshouldtheprojectmanagerReviewthehumanresourcemanagementplantoeducatetheresourcesoncompanyFollowtheactionsoutlinedintheprocurementConductperformanceassessments,andthenbegintheterminationReassigntheworktoteammembersfamiliarwithcompanyDuringaproject'sschedulereview,theprojectmanagernoticesvariancesinactivitylatedatesthatexceedacceptedthresholds.Theprojectmanagersubmitsachangerequesttotheprojectownerforanincreaseinthetimetocomplete. ysisshouldtheprojectmanagerperformtosupportthisEarnedvaluemanagement D.基Aprojectteammemberreportsapotentialriskduringprojectexecution.Whattoolortechniquesupportsriskcontrol?tativeriskRiskRiskQualitativeriskD.Aprojectmanagerrecentlyremovedadifficultteammemberfromaproject,yetteammoralehasnotimproved.Whatshouldtheprojectmanagerdonext?RewardindividualhighSetupanemergencymeetingwithteamTemporarilydisengageunmotivatedteamRewardteamC暫時解除不自覺的團隊成員。Duringateammeeting,ateammemberstatesthatapreviouslyidentifiedriskshouldbedosed.Whatshouldtheprojectmanagerdo?UseexpertScheduleperiodicriskConductaroot Performaqualitative 72Athird-partyvendorisrequiredtoprovideexpertsupportonaninnovativeprojectwithapoorlydefinedscopeandanuncertainduration.Whatisapossibleresultofusingafirmfixedprice(FFP)contractwiththevendor?ThecontractcouldincluderatesforunitlaborormaterialthatmayimpactThecontractpricecouldincreasewithanychangeinThecontractpricecouldbeadjustedbyThecontractpricecouldincludecost AcompanyplanstoinvestUS$1millioninthedevelopmentofanewproduct.Accordingtoafeasibilitystudy,thenewproductwillcreaterevenuesofUS$300,000inthefirstyearandUS$400,000ineachofthetwosubsequentyears.Basedontheassumptionthatthediscountrateis10percent,whatarethestatusesofthenetpresentvalue(NPV)andNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityisNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityis根據(jù)折現(xiàn)率為10%的假設條件，項目的凈現(xiàn)值（NPV）和可行性情D.NPVAprojectmanagertransitionsthefinalproducttotheclientandreleasestheprojectteam.Theclientlatercallstheprojectmanagerandstatesthatanewfeatureisrequired.WhatshouldtheprojectmanagerCreateachangeRecalltheprojectteamAdvisetheclienttoinitiateanewInformtheprojectsteering Inavirtualorganization,whatshouldbedonetomanagetheflowofprojectinformationduringtheplanningstage?DevelopastructuredcommunicationsmanagementEstablishaformalchannelforAssembleateamofpeoplethatworkinthesametimeReviewlessonslearnedfrompreviousvirtualD.過往虛擬項目的經(jīng)驗教訓Aprojectteamconsistsofsometeammemberswhoareactivelyinvolvedandsomewhoarepassive.Whattoolortechniqueshouldtheprojectmanagerusetoobtainthebest etoidentifyrisks?ExpertAteammemberisinconsistentwiththedeliveryoftasksandhasbeenlateforthelastthreeprojectstatusmeetings.Thisimpactstheproject’scriticalpath.WhatshouldtheprojectmanagerSpeak ywiththeteamRemovetheteammemberfromcritical-pathAddresstheissueduringthenextprojectstatusIgnorethe Tounderstandtherequirementsofanewproject,whatshouldaprojectmanagerreviewBusinessStatementofworkD.Adedicated,specializedresourceforacriticalactivityaskstoworkfromhomebeginningnextmonth.Theprojectrequiresthimembertoworkonsiteforthenextthreemonths.WhatshouldtheprojectmanagerAskmanagementforaDiscussthisissuewiththeteammember’syzetheimpactoftheteammemberworkingoffImmediaydiscussthisissuewiththeteamA.向管理層要求80.Aprojectmanagerwillcommunicatewiththreecommunitymembersandthreeinternalcustomers.Howmanycommunicationchannelswilltheprojecthave? Anewproductrequiresanextensiverecallthatincurscosts.Whatshouldtheprojectmanagerhavedonetoreducethechanceofarecall?Heldin-processproductInstitutedrigorousprocurementObtainedAdheredtotheriskmanagement D.Aprojectmanagerreceivesaprojectcharterandschedulesaninitialkick-offmeeting.Howeverthemeetingispoorlyattendedbycompanyresources.WhatshouldtheprojectmanagerhaveconsideredtoavoidEnterpriseenvironmentalD.Aprojectmanageridentifiesandsthespecificactionsthatproduceprojectdeliverablesbybreakingdownworkpackagesintoactivities.Whatwillbeproducedasaresult?ResourcebreakdownstructureActivityresourcetoneActivityduration結(jié)果將產(chǎn)生哪一份文件？Aprojectmanagerplanstodeployaglobalprojectinonemonth.However,severalmanagershavecontactedtheprojectsponsorindicatingalackofawarenessofprojectdeliverables.WhatshouldtheprojectmanagerhavedoneduringConductedaproject ysis,scheduledactivities,andtakenReviewedprojectchartertoclarifyScheduledweeklyriskreviewIdentifiedprojectstakeholdersandincludedtheminthecommunicationsmanagement Duringprojectimplementation,theprojectmanagerusedicebreakerexercisesinwhich saroseduetoteammembers'behavioraldifferences.Now,teammembersareadjustingtoeachother'sworkhabits,beginningtoresolveissues,andworkingwelltogether.Whatstageofteamdevelopmentistheteamexperiencingnow?Ataweeklymeetingduringprojectimplementation,aprojectmanagerpresentstheprogrammingmanagerwithanupdated,departmental-resourceexpensereport.Whathelpedtheprojectmanagerobtainthisinformation?ResponsibilityassignmentmatrixOrganizationalbreakdownstructureWorkbreakdownstructureResourcebreakdownstructure ofaproject,theprojectmanagerdiscoversthatseveralregulatoryrequirementswentomittedfromtheapprovedscopeand,therefore,notaddressed.Whatshouldtheprojectmanagerdonext?InitiateachangerequesttoaddresstheseInstructteammemberstomakethechangesbeforeclosingtheStartanewprojectwiththeserequirementsastheUsethemanagementreservetoaddressthese Aprojectmanagerisplanningane nyprojectthathasseveralstakeholderspercompany.Whatcommunicationmethodshouldtheprojectmanageruse?B.C.拉式溝通D.Anewprojectmanagertakesonanongoing,multi-phaseproject.Whatinputsshouldtheprojectmanagerusetoidentifytheproject'srisksandassumptions?Projectcosts,projectschedule,andprojectProjectcharter,organizationalprocessassets,andenterpriseenvironmentalCostmanagement,schedulemanagement,andqualitymanagementRiskregister,stakeholderregister,andexpert Acompanyisworkingtocreateaninnovativeproducttoaddressanidentifiedbusinessopportunity.Aseniormanageristryingtodeterminewhatriskscouldbefacedduringimplementation.Theseniormanageraskstheplantmanagerifthereissufficientplantcapacityandthenspeakswiththevice (VP)offinanceregardingtheavailablebudgetandthefinancialperformanceofaprevioussimilarproject.Whatistheproject Determiningthepositionofthemainstakeholderstodevelopaninfluence/impactGatheringinformationtodevelopariskmanagementApplyingexpertjudgmenttodeve