測(cè)試與解析-1706清暉復(fù)習(xí)三

PMP題C（choice）果斷做出選 ，或。7. Duringimplementation,acustomerrequestsachangetoaproduct.Theprojectmanagerinitiatesthechangerequesttoincorporatethenewrequirements,andthechangeisapproved.Twoweekslater,thescheduleperformanceindex(SPI)decreasesto0.89.Accordingtotheprojectteam,theSPI’sdecreaseisduetotherecentchange.WhatshouldtheprojectmanagerhavedonetopreventthisCrashedtheschedule,andupdatedthetimemanagement求，且變更獲得批準(zhǔn)。兩周后，進(jìn)度績(jī)效指數(shù)（SPI）0.89.據(jù)項(xiàng)目團(tuán)隊(duì)稱(chēng)，是由于最近的變更導(dǎo)致SPI降低。若要防止這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該做什么？Thecompanyrequiresaspecificserviceforaproject,butthecapabilitydoesnotexistwithintheprojectteam.Whichofthefollowing sshouldbeusedtofindavendorwhichprovidesthebestservice,price,andminimalrisk?RequestforRequestforStatementofDuringprojectinitiation,theprojectmanagerwantsafullunderstandingoftheprojectscope.Aheadtotheprojectcharter’sapproval,which wouldhelptheprojectmanagerobtainthisUnderstanding?BusinessAcompanymustselectasellerfortheirsoftwareimplementationproject.Theprojectmanagercannotaccurayestimatetheextentoftheworkorthecosts.WhattypeofcontractshouldtheprojectmanagerTimeandTheprocurementdepartmentsubmitsarequestforproposal(RFP)topotentialvendorstoexecuteaproject.Afterthebidderconferences,theprojectmanagerreceivesan vendorarequestingclarificationoftheRFP.WhatshouldtheprojectmanagerdoAmendtheRFPwiththeclarificationandresendittoalltheallthevendorswiththevendorAwiththe（RFP目經(jīng)理收到供應(yīng)商A要求澄清RFP的電子郵件向供應(yīng)商AAfterlearningofapotentialprojectchange,theprojectmanagerperformsanimpactysis.Theprojectmanagerthenpresentsthechangerequesttothechangecontrolboard(CCB)toreviewandapproval.TheCCBapprovesthechangeandreleasesitforimplantation.WhatshouldtheprojectmanagerupdateRiskQualitymanagement更控制（CCB）和批準(zhǔn)。CCB批準(zhǔn)變更并準(zhǔn)予實(shí)施。Todate,theprojecthasbeenprogressingsmoothly.Anewprojectmanagerisassignedandthereisadisagreementwithavendorontheamountandpriceoftheworkcompleted.Whichshouldtheprojectmanagerconsulttodetermineworktobecompleted?StatementofNoticeto Theprojectsponsordefinesaproductdevelopment’sbudgetatUS$5million.Theproductiswell-Definedandmustbemarketedin10monthstocompetewithotherproducts.Aninitialfeasibilitystudyshowsthatallconstraintscannotbemet.WhatshouldtheprojectmanagerdoDevelopariskmanagementplantomanagethedifficultiesofmeetingscope,time,andcostconstraints.Kick-offtheprojectandusetheprojectscopemanagementprocessestoreducethescopeatalatertimeAccepttheproject,astheprojectsponsorpromisestoapproveachangerequestaftertheProjectstarts.Seekprojectapprovalfromtheprojectsponsorafteramendingoneormore項(xiàng)目發(fā)起人確定產(chǎn)品開(kāi)發(fā)預(yù)算為500萬(wàn) 。產(chǎn)品定義明確，且必須在10個(gè)月內(nèi)上市Theprojectmanagerplanstopurchaseconcreteforabuildingconstructionproject,thequalityofthematerialsisconsistentamongallvendors,leavingpriceasthemajordifference.Whichtypeofvendorresponseshouldtheprojectmanagerrequest?RequestforRequestforStatementofRequestforAprojectsponsorandaprojectmanageraredeveloaprojectcharterforanewenThereareseveralplantlocationsunderconsideration,whichcouldinfluenceprojectcoToselectthemostappropriatelocation,whichofthefollowingshouldtheprojectspProjectmanagerworkonBusinessBusinessDuringprojectclosure,avendordidnotfulfillacontractualobligationtosubmitmandatoryation,whichleadstoadispute.WhatshouldtheprojectmanagerdotosettlethedisputewiththeRecordthedisputeinthe SettlethedisputeinacourtofDuringtheproject’sclosingphase,theprojectmanagerclosesalloftheprocurementsfirst.Onevendordisputestheapplicationoftheliquidateddamageclausefordelayindelivery.TheprojectmanagerretrievesinformationrequiredfortheliquidateddamageclauseandcorrespondingationtoestablishthecorrectnessoftheWhichofthefollowinghelpstoretrieveallinformationandsupportingInspectionandauditTheprojectmanagerplanstopurchaseconcreteforaconstructionprojectoverthenextthreeyears.Duetoinsufficientlocalmarketinformation,theprojectmanagerisunabletoforecastfutureconcretepricetrends.Whichcontracttypeshouldtheprojectmanagerusewith Aprojectmanagertakesoveraprojectintheexecutionphase.Theprojectmanagerfindsthepreviousprojectmanagerhadissueswithsomeexternalstakeholdersandsomeseniormanagerswereoftenabsentfromstatusmeetings.WhatshouldthecurrentprojectmanagerdoMeetwithstakeholderstoexplaintheprojectreportingmanagementAnewlyhiredprojectmanagerreviewstheprojectcharterandfindsthatsomestakeholdersmaynothavebeenincluded.HowshouldthenewprojectmanagervalidatethestakeholderIdentifyonlythepeoplewhoareactivelyinvolvedwiththeIdentifyanyonewhoisinvolved,orhasaninterestintheIncludeonlythepeoplewhohaveamajorinterestinthe Afterbeingassignedtoanewproject,theprojectmanagerreceivesadraftoftheprojectcharter.Theprojectmanagerrealizesthatsomekeystakeholderswerenotinvolvedinthedefinitionoftheinitialspecifications.WhatshouldtheprojectmanagerdoObtainfinalapprovaloftheprojectcharterandconsiderthekeystakeholder’sneedthe AttempttokeeptheoriginalrequirementsandobtainprojectcharterObtainthesponsor’sprojectcharterapprovalandconsiderthekeystakeholders’indentifiedduringproject Duringaproject’sinitiationphase,stakeholdersinformtheprojectmanagerthatthescopewillchangefrequently.Vendorsareresponsibleforsomeoftheprojectdeliverables.Whichofthefollowingtypesofcontractsshouldtheprojectmanagerselect?LumpTimeandThecustomerofadelayedprojectrequestsanadditionalfeature.Thefeaturecanbebuiltwithnosignificantimpacttothescheduleorcost.WhatshouldtheprojectmanagerdoAccepttheproposalascompensationtothecustomerfortheprojectDenytherequest ywithoutfurtherPutthefeatureonhold,asafutureCreateachangerequestandsubmittothechangecontrolboardfor Aportionofaproject’ssolutionisestimatedtocostUS$75,000,andmaybeoutsourcedtoasubcontractor.Beforemakingadecisiontooutsource,whattypeofysisshouldbeExpert項(xiàng)目解決方案的其中一部分估算成本為75000 Aprojectmanagermonitorstheimplementationofacriticalworkpackage.Theprojectmanagerknowsthattheroftheworkpackageexperiencedqualityissuesinthepreviousproject.Toavoidissueswiththecurrentproject,theprojectmanagerimplementsabi-weeklyqualityauditwithther.WhatshouldtheprojectmanagerdoPerformQualityAcoreprojectteamimplementedastakeholder ysisintheinitiationphase.Theresultsof ysisshowthatafewstakeholderscouldnegativelyinfluencetheproject.WhatshouldtheprojectmanagerdoUpdatetheprojectrisklogwiththeresultsof Developacommunicationsmanagementplanbasedon ysisDevelopaplantomanagestakeholder Theprojectmanagerstartsanewprojectandbeginstoidentifytheproject’sstakeholders.Whichofthefollowingwouldbeusefulforthistask?Attheprojectplanapprovalmeeting,anunidentifiedstakeholderemerges.Toavoidthissituation,whichofthefollowingactivitiesshouldhavebeengivenmoreattention?Identify risselectedforastatementofwork,duetopreviousexperiencewithsimilarprojects.Duringtheproject’sexecution,the rannouncesthattheycannotfulfilltheirToensureaformalevaluationreviewintheselectionofa r,whatshouldtheprojectmanagerhavedone?PreparedanindependentUtilizedtheDelphi Threemonthsaftertheproject’sworkiscompleted,thecustomercontinuestorequestminorchangestothedeliverables,claimingthattheprojectisstillongoing.Thecustomer’soperationsgrouphasbeenworkingwiththesedeliverableswithoutanyisues,butmanagementhasnotyetacceptedtheproject.WhatactionshouldtheprojectmanagerContactthelegaldepartmenttoinitiatelegalactionsbasedontheNegotiatetheclosureoftheprojectbasedontheacceptance sfromthescopeAdvisethecustomerthatallactivitieswereexecutedanddeclarethattheprojectisAdvisethecustomerthatallactivitieswereexecutedanddeclarethattheprojectisProceedwiththechanges,sincetheyarerequiredanditmaybenefitfuturecustomerTheprojectmanagerhasreceivedseveralapprovedchangestotherequirements.Allchangesweresubjecttochangecontrol.Aftersixmonths,theteamcannotidentifythepercentageofprogressachieved.WhatshouldtheprojectmanagerdotoavoidthisEnsurethattheprojectscheduleincludesallapprovedchangesandthattheyarecommunicatedtotheprojectteam.ScheduleaweeklymeetingwiththeteamtoreviewtheprojectmanagementplanandincorporatethechangesaccordinglyIdentify yzethedeliverablesandrelatedworkassignedtoeachteam Seniormanagementasksaprojectteamtoleverageoutsourcingaspartoftheprojectmanagementplan.Projectmembersidentifyanareaforoutsourcing.Toensureallpotentialvendorshaveaclearandcommonunderstandingoftheprocurement,theprojectmanagershoulddowhichofthefollowing?RequestsellerHoldbidderProvidetheprojectmanagementplantoallAfterreceivingacustomer’schangerequest,theprojectteamperformsanimpactysisandthechangecontrolboardapprovestherequest.Afterdelivery,thecustomerfindsthatthechangerequest’simplementationoverlookedsomebaselinedeliverables.WhatcouldbetherootcauseofthisThechangecontrolboardcannotauthorizethechange,asitdoesnothaveadequateknowledgeofthechangerequestThequalitycontrolwasThechangecontrolsystemwasnotintegratedwiththeconfigurationcontrolTheprojectschedulewasnotAprojecttoimplementanewsoftwaresystemwillcausechangestothecompany’sandbusinessprocesses.Afunctionalmanagerisopposedtotheproject’sWhatshouldtheprojectmanagerdoAcknowledgethefunctionalmanagerand thesituationintheriskmanagementplanAskthesponsortodiscusswiththefunctionalmanageranyactionstoderailtheApproachthefunctionalmanagerasperthestakeholdermanagementConvincethefunctionalmanagerofthevalueofthe Afterarigorousqualitycontrol,theproductmeetsstandardsandisrolledout.Theoperationsdepartmentrequestsseveralnewfeaturestobeadded,andbelievesthesecanbeeasilyimplemented.However,addingthesenewfeatureswilldelaytheprojectandresultincostTomanagetheoperationalgroup’sexpectationsandprovidescheduleandcosttransparency,whatshouldtheprojectmanagerdo?RefertothedefectcontrolchartstoshowstakeholderstheimpactofthenewfeaturesonproductstabilityUsetheproductchangemanagementprocesstoevaluatethenewfeaturesallowedintheproductDeferallnewproductfeaturesuntilanewprojectisinitiatedtodeliveranimprovedAsktheclienttoacceptalowerqualitycontrolstandardsotheprojectcanimplementthenewfeaturesfasterAcompanyisdeveloanautomatedprocessingsystemthatwillreduceaproduct’sprocessingtimefromtwoweekstothreedays.Thehardwareprocurement,testing,andinstallationareonschedule.However,competingprioritieswillcauseathree-monthdelayinthesoftwaredevelopment.WhatshouldtheprojectmanagerdoEscalatetheissuetotheprojectsponsorandkeyCreateachangerequesttoaddressthethree-monthUpdatetheriskregistertoincludethescheduleAprojectmanagerclosesoutaprojectwhichincludesseveralcontractorsaspartoftheTheprojectmanageralsonotifiestheprojectteam’scontractForpropercontractclosure,theprojectmanagershouldensurewhichofthefollowingare Lessonslearned,budget,and Anewprojectmanagerworksonaprojectthatinvolvesthepurchasingofmachinery.Acolleagueworkedwiththesameronasimilarprojectthathadamajorissuethatdelayedthemachinerydelivery.TheprojectmanagermeetswiththecolleaguetoaskaboutrelatedissuewiththeWhatactivityistheprojectmanagerPlanPlanRiskPlanAprojectteamworkswithathird-partyvendortopurchaseequipmentbeingdeveloped.Thethird-partyvendorrefusestoaccepttheriskifcostincreasesduringtheproject.Theprojectteamwantstominimizerisksofpoorqualityontheequipment.Whattypeofcontractisbeneficialtoboththeprojectteamandthethird-partyTimeand Aprojectinthefinalstagesoftheexecutionphasehasascheduleperformanceindexof0.9.Aprojectteammembersubmitsachangerequestthatimpactstheprojectconstraints,andthechangecontrolboardapprovesit.WhatshouldtheprojectmanagerdoNotifytheprojectUpdatethechangeRe-baselinetheNotifytheTheconditionswhichallowacontracttobemutuallyendedpriortoitscompletionareidentifiedinwhichofthefollowing?StatementofAprojectmanagerpreparesafixed-pricecontractforaconstructionproject.Theprojectcharterisapproved,andthescope,schedule,andbudgetarecompleted.Beforethecontractissigned,whichofthefollowingmustbePerforma Organizethekick-offmeetingwith DraftthequalityassuranceInthelasttwomonthsoftheexecutionphase,asoftwaredevelopmentprojectistwoweeksaheadofschedule.Asubjectmatterexpertrealizestheydidnotdefinesomerequirementsthatwouldassistthesoftware’send-user.Developersestimatetherequirementswilltakeanadditionalweek.Sincethedevelopersareaheadofschedule,whatshouldtheprojectmanagerAdvisethesubjectmatterexpertthatthenewrequirementsareoutofscopeand,intheexecutionphase,scopecannotbemodifiedfornon-criticalrequirementsPrepareachangerequestandsubmittothechangecontrolboardforconsiderationandAddtherequirementtothelistoffutureenhancements,becauseachangeattheendofprojectcouldputtheprojectatriskAskthedevelopertomakethechange,sincethescopechangeisestimatedtotakeoneweek,butdonotprocessachangerequestOncetheprojectiscomplete,andtheproductistestedandvalidatedagainstthescopeandcontract,aprojectmanagershoulddowhichofthefollowing?anyknowledgelearnedthroughoutthedurationoftheChangethecommunicationsmanagementplantoincludeaCreateprojectcharterforthesecondphaseofthe Duringprojectexecution,thecustomerindicatesthattherewillbelimitedaccesstothetestfacilitiesduetoseveralconcurrentprojects.Thischangemayleadtoscheduledelays.Tominimizethenegativeimpact,whatshouldtheprojectmanagerdoAdvisethecustomeraboutscheduleChecktheriskregisterforapprovedcorrectivePerforma UpdatetheprojectscheduleaccordingtothisAprojectteampreparesarequestforproposaltooutsourceengineeringservices.Theprojectteamrequiresqualityservicesandasksforexperiencedcandidatesonly.WhatareaofrequirementsshouldbestressedintherequestforWhichofthefollowingauditswillbeperformedbytheprojectmanagementofficetovalidatethattheprojectisusingthecorrectprojectmanagementmethodology?Best Aprojectisdelayedbecauseoneitemintheequipmentspecificationisobsolete.Areplacementwillrequirealongerleadtime.Toavoidthissituation,theprojectmanagershouldhavedonewhichofthefollowingduringprojectplanning?PreparedacontingencySelectedamore SpentmoreeffortontheIdentifyRisksEnsuredthattheitemisnotonthecriticalCompanyX’ssubcontractor,whoworksonatimeandmaterialcontract,sendsmonthlyactivityreportsthatareapprovedbytheprojectmanager.Thesubcontractorthensendsdirectlytotheaccountingdepartment.Aprojectauditordiscoversanover-chargeerroronan.Thesubcontractorissuesacorrected.Whatshouldtheprojectmanagerdonext?AgreeonanapprovalprocesswiththeaccountingMeetwiththeauditortodiscusstheRequestthatthesubcontractorpayapenaltytocompensatecompanyEscalatethisissuetotheproject公司X的分包商，按照工料合同工作，發(fā)送經(jīng)過(guò)項(xiàng)目經(jīng)理批準(zhǔn)的每月活動(dòng)報(bào)告。分包商要求分包商支付罰款補(bǔ)償公司Theprojectmanagerwantstoconsiderdevelo theprojectinternallyoroutsourcingtheworktoathird-partycontractor.Whichofthefollowingshouldtheprojectmanagerdonext? Attheendofaproject’splanningphase,thereareinsufficientdetailstofinalizetheplanning.Whatshouldtheprojectmanagerdonext?ObtainapprovaltostarttheprojectandrefinetheplanningforsubsequentphasesinparallelwithexecutionSustainexecutionuntilallrequireddetailsarefinalizedintheSustainexecutionandconsultwithanexperttoobtaintherequireddetailstoObtainapprovaltostarttheproject,butinformthesponsorthatiftheprojectdoesnotmeetthedeadline,theprojectmanagerisnotresponsibleforthefailureDuringaconstructionproject’sinitiationphase,thecustomerandprojectsponsornotifythecontractorthattheprojectmustbecompletedinsixmonths.Theprojectsponsorwillprovidefullcommitmentandsupport.However,accordingtotheprojectmanager’sinitialcalculations,theprojectwilltakeninemonths.Whatshouldtheprojectmanagerdonext?NegotiatewiththeprojectsponsortoincreasetheprojectMeetwiththeprojectsponsorandcustomertoaskforIncludethetimeconstraintintheprojectReducetheproject’sscopetoachievetheprojectAsasoftwareprojectends,theprojectisaheadofscheduleandunderbudget.Akeyteammemberadvisestheprojectmanagerthatforanadditionalcost,newfeaturescouldbeaddedtothesoftwaretobenefitthecustomer.Thiswouldnotimpacttheinitialbudgetofschedule.Whatshouldtheprojectmanagerdonext?MaintaintheoriginalImplementthenewfeaturestoincreasecustomerPerformariskreassessmentandimplementthenewfeatures,ifthereisnoriskVerifywiththecustomerifthesenewfeaturesare Oneweekbeforetheteambeginstestinganewsystem,thetechnicaldepartmentindicatesacriticalspecificationwillnotbeavailableasrequested.ApossiblealternativeisofferedtotheWhatshouldtheprojectmanagerdoAcceptthealternativeasitissimilartotherequestandcontinuefollowingthestepstoavoidimpactingtimelinesPuttheprojectonholdandperformareviewofalltheLogachangerequestforthealternativeandreviewatthenextsteeringcommitteeEvaluatetheimpactofacceptingthealternativewiththekeystakeholdersandmakeaAprojectmanagerreceivesanapprovedprojectcharterforanewproject.Whatauthorityisgrantedbytheprojectcharter?Authoritytospendtheorganization’sfundsfortheAuthoritytoidentifytheteammemberspermittedtoworkontheAuthoritytoprovidetheprojectmanagerwithorganizationalresourcestocompletetheAuthoritytoapprovechangestotheproject Thedirectorofhumanresourcesconductsemployeeperformancereviewsonpaperformsandwouldliketoreplacethisinefficientprocesswithanonlineautomatedsolution.Thenextstepwouldbetodevelopthe:Requestfor Duetotechnicalissues,aprojectisstoppedintheearlystages.Whenclosingtheproject,whatshouldtheprojectmanagerdo?UpdateandarchivetheworkbreakdownUpdateandarchivetheprojectandarchivethelessonslearnedInformthetechnicalsupervisionabouttheEquipmentforatwo-yearconstructionprojectisorderedatthebeginningoftheproject,andwilltake17monthstobebuiltanddelivered.Afteroneyear,theequipmentsspecificationsmustbemodifiedduetoregulatorychanges.WhatshouldtheprojectmanagerdoAssesstheimpactofthischange,obtainthesponsor’sapprovalforthischange,andnegotiatewiththevendorObtainthesponsor’sapprovalforthischange,negotiatewiththevendor,andupdatetheriskmanagementplanAssesstheimpactofthischange,asktheprojectsponsorforascheduleextension,andnegotiatewiththevendorAsktheprojectsponsorforascheduleextension,negotiatewiththevendor,andupdatetheprocurementmanagementplan一個(gè)為期兩年施工項(xiàng)目的設(shè)備是在項(xiàng)目開(kāi)始時(shí)訂購(gòu)的，將需要花17個(gè)月建造和交付。 Duringtheimplementationofanapprovedprojectchange,theprojectsponsorstatesthattheimplementationistakinglongerthanexpected.Theprojectsponsorrequeststhattheprojectteamtakeadifferentapproach,whichleveragesresourcesfromanotherprojectteam.WhatshouldtheprojectmanagerdoEvaluatetheeffectonthescheduleandObtainfeedbackfromtheproject Achangerequestforadditionalfeatureswasapprovedatthelastprojectsteeringcommitteemeeting.Whatshouldtheprojectmanagerdonext?DirectthedevelopmentteamtocontinuewiththecurrentprojectmanagementUpdatetheprojectmanagementplanandothernecessaryprojectMeetwiththedevelopmentteamtodiscussthechangeDirectthedevelopmentteamtocompletetheadditionalDuringcontractnegotiationswithavendor,theprojectmanagerusesogouscostestimatingtosavetime.Theestimatingtechniqueispoorlyexecutedandcostsareunderestimated,whichnegativelyimpactstheproject’sduration.Inwhichofthe sshouldtheprojectmanagerincludethisRiskScope Aprojectmanagerinafunctionalorganizationishiredtoleadaproductdevelopmentproject.Thereisnoprojectmanagementoffice,andtheorganizationdoesnothaveestablishedprojectmanagementstandards.Inthefirsttwoweeks,whatshouldtheprojectmanagerdotoensuretheproject’sPerformakey ysistoalignexpectationsandgainprojectCreateandobtainapprovalforthecreationofprojectmanagementCreatetheprojectcharterandobtainapprovalfromthemarketingDuringaproject’sexecutioninaweakmatrixorganization,thefunctionalmanager,sponsor,andprojectmanagerdiscusshowtoimproveateammember’sknowledgeandskills.Whoisresponsibletoaddresstheseneeds?HumanresourceAprojectwithanestimatedcostofUS$5millionisapprovedandfunded.Theprojectmanagerisentitledtoa1%bonusonanycostsavingsiftheprojectfinishesunderUS$5million.Atthecompletionoftheproject,theactualcostsavingsandthebonusamountpaidshouldbeedandThisinformationcouldbeusedinfutureprojectsforwhichofthefollowingEstimatingtheAssistinginfuturevendorAddingtothelessons 估算成本為500萬(wàn) 到位。如果項(xiàng)目在500萬(wàn) 獲得1%的獎(jiǎng)金。在項(xiàng)目完成時(shí)，應(yīng)記錄并存檔 Halfwaythroughasoftwareproject,thecustomerwantstoaddadditionalfeature,butwithnoadditionalcost.Whatshouldtheprojectmanagerdo?DiscusstherequestwiththecustomertounderstandtheEscalatetherequesttoseniormanagementtoseekRejecttherequestasthisisnotapartoftheagreedscopeofAprojectmanagerdeterminesthatimplementingtheprojectusingsubcontractorswillbemorebeneficialthanperformingtheprojectin-house.Whatprocesswillensurethatthesubcontractors’performancemeetstheagreed-uponrequirements?CloseAprojectinvolvingmultiplecontractorsiscompleted.Whenclosingtheproject,whatshouldtheprojectmanagerdo?Ensureall ationisUpdate Aprojectmanagerleadsaprojectwithhighdemandsandshorttimeframes.Duringteammeetings,theengineeringteamdisruptsthemeetingbyswitchingtopics,whichcreatesissuesfortheotherparticipants.HowcouldtheseissuesbeavoidedduringprojectEstablishameetingtemplatewhenplanningRecordtheissueintheissueloganddiscusswiththeprojectLimittheteammemberswhoareinvitedtoeachAteamisnotabletofollowtheprojectspecifications.However,thereisnoformalreportthisissue.Asaresult,theprojectmanagercannotconfirmthattheteamistechnicalcompetencetoperformthework.WhatshouldtheprojectmanagerdoRequestaqualityauditreviewbythequalityassuranceReviewthesituationwiththeproject’sAsktheteammembersabouttheirtechnicalissuesinmeetingtheproject Theprojectmanagementofficeaskstheprojectmanagertoformallyclosetheproject.Theprojectmanagerensuresthefinalproductisformallydelivered,accepted,andtheprojectsareTheprojectmanagershoulddowhichoftheReleasealloftheAuditqualityEdittheriskresponse Aprojectteamiscomprisedoftenteammembers.Duetoascopeincrease,twoteammembersareaddedlater.HowmanymorecommunicationschannelsareAprojectmanagerhas12teammembers/stakeholdersforwhichcommunicationisrequired.Duringtheexecutionphase,fivemembersareremovedandonenewstakeholderasksforadditionalrequirements.Duringthemonitoringandcontrollingphase,howmanycommunicationchannelswilltheprojectmanagerhave? Inamatrixorganization,anadditionalresourceisrequiredtocompleteanunfinishedtask,theprojectmanagerrequeststheresourcefromafunctionalmanager.Toobtainthefunctionalmanager’sapproval,whichofthefollowingshouldtheprojectmanagerincludeintheresourcerequest?Requiredskills,resourcecost,andRequiredskills,startdate,and Aprojectteamcreatesacostestimatebasedonthemostlikely,optimistic,andpessimisticestimatesofeachactivity.Whichofthefollowingestimationtechniquesdoestheteamuse?PERTweightedExpertDuringdevelopmentofacriticalactivity,akeyteammemberannouncesthattheywillbeleavingtheproject.Thisriskwasnotpreviouslyidentifiedaspartoftheriskassessment.Thisactionlikelyimpacttheprojectschedule.WhatshouldtheprojectmanagerdoNegotiateadelayintheprojectdeliverydatewiththeProposeachangerequesttoreducethecomplexityofthecriticalEvaluateandassesstheimpacttotheprojectscheduleandScheduleanurgentmeetingwiththehumanresourcesDuringtheplanningphase,theprojectteamgathersrequirementsfromtheclientonmultipleoccasionswithmultipleteammembers.Whichofthefollowinggroupcreativitytechniqueswouldassisttheprojectteamandtheclienttogenerateandcollectmultipleideasrelatedtotherequirements?QuestionnairesandAfteridentifyingapotentialriskthatcoulddelaytheproject,theprojectmanagerimplementstheplannedresponse.Whatshouldtheprojectmanagerdonext?UpdatetheprojectmanagementRequestapprovaltousecontingencyPerformariskAfteraprojectisapprovedbythesponsor,aprojectmanagerisassigned.Whichofthefollowingshouldtheprojectmanagerreviewfirst? Duringtheproject’sinitiation,aprojectmanagergathersopinionsfromvariousexpertstoassessthefeasibilityofaproject’srequirements.Aftertheopinionsarecollected,theyaresummarizedanddistributedtotheteamofexpertsforfurtherreview.Toavoidanybias,thisworkisperformedanonymously.WhatisthisinformationgatheringtechniqueNominal工作是開(kāi)展的。Duringaprojectstatusmeeting,twomanagersdiscussthefeaturesofthedeliverablesforthenexttone.Iftheteammembersdeliverwhattheyplanned,thedeliverableswillnotmeetToensuretheprojectdeliversallthebusinesscriticalfeatures,whatshouldtheprojectmanagerdonext?ConductareviewoftherequirementstraceabilityyzethecompliancematrixtoresolvetheRecognizeitasariskandaddittotheriskPerformavarianceCompanyadeliveredaprojecttoaclient.However,onthenextproject,theclientdoesnotincludecompanyA‘sresponseontheshortlistforconsideration.CompanyAdeterminesthattherelationshipwiththeclientwasdamagedduringthepreviousproject’sexecutionwhattoolsortechniquesshouldcompanyA’sprojectmanagerhaveusedtoensureabetterrelationshipwiththeclient?Measuredtheclient’ssatisfactionbycapturingcustomerfeedbackattheendofeachCalltheclienttodeterminewhytheresponsewasnotCreatedaqualitymanagementplanatthestartofthePerformedariskassessmentattheendofeach 中，公司A確定與客戶(hù)的關(guān)系在上一個(gè)項(xiàng)目的執(zhí)行過(guò)程中被損害了 Aprojectmanagermustdevelopanewproductwithinthreemonths.Theprojectmanagerreportsthemostlikelyestimateis45days.However,ifanotherproject’sresourcesareavailableatanearlierdate,itcouldbe plishedin28days.Ifresourcesarenotavailableuntilalaterdate,theworkmaytakemorethan56daystocomplete.Basedonavailabledata,whatistheproject’sexpectedcompletion4244454642444546Theprojectmanagerdecidewhethertorentorleaseequipmentneededforprojectexecution.TherentalcostperdayisUS$50.TheleasingcostperdayisUS$20,plusaone-timecostofWhatisthethresholdafterwhichitwillbemorepracticaltoleasetheequipmentratherthanrenttheequipment?8095100125借成本為每天20 成本3000 8095100125ThemostlikelycostforanactivityisUS$2,000.TheoptimisticcostisUS$1,500.ThepessimisticcostisUS$3,100.Whatwouldbetheexpectedactivity某項(xiàng)活動(dòng)的最可能成本是2000 。樂(lè)觀(guān)成本是1500 Whichofthefollowingtechniqueshelpstoreducebiasinthedataandkeepsanyindividualhavingundueinfluenceonthe D