2018年-pmp-模擬題試題五世紀(jì)教育管理

模擬1.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectmanager’srequest?contractor’squalitypolicydoesnotallowforthis裝修理。承包商應(yīng)使用下列哪一個論據(jù)，項目經(jīng)理的請求？（）合同收尾已批 C.供應(yīng)商的質(zhì)量政策不允許發(fā)生這種情 D.財務(wù)收尾已批Abusinessystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitated B.FocusC.Groupdecisionmaking C.CGroupcreativity）引導(dǎo)式討論 B.焦點小C.群體決策技 D.群體創(chuàng)新技Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.WhichofthefollowingplansshouldtheprojectmanagerreviewProjectmanagement 查看下列哪）AC.B.D.計Toincreasetrustandimproveinteralrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoascheduling,akeyteammembercannotattendtheactivity.Toavoidthis,whatshouldtheprojectmanagerhave C.Project 而，由于進(jìn)度，一名關(guān)鍵團(tuán)隊成員不能參加活動。為避免這個，項目經(jīng)理應(yīng)已經(jīng)哪些內(nèi)容 C.

D.Aprojectmanagernegotiatescontracttermswithanexternalvendorthatwillprovideadditionalresourcestocompleteacriticalprojecttask.Tominimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselect? C.Fixed-price-incentive- D.Timeand項目經(jīng)理與將提供額源完成關(guān)鍵項目任務(wù)的外部供應(yīng)商協(xié)商合同條款。為了減少項目風(fēng)險項目經(jīng)理應(yīng)選擇什么合同類型）A.B.D.Aprojectteamcompletesaprojecttotransitionfromanolddatabasetoanewdatabase.Regardinglessonslearned,whatshouldtheprojectmanagerdonext?PresenttothesponsoratthestakeholdercloseoutPresenttotheclienttoensureEnsureinformationisstoredinaproject）在相關(guān)方收尾會議上提交給發(fā)起 Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext?Revisittheproject B.PerformariskC.Askfortheprojectsponsor’s D.Discusstheissuewith另么做？（）查看項目章 B.執(zhí)行風(fēng)險再評 ImplementaqualityauditConductaqualityauditofthe對照市場標(biāo)桿評估質(zhì)量保證計 DAtaprojectkick-offmeeting,thechiefexecutiveofficer(CEO)changesthatwillimpacttheprojectscope.HowshouldtheAdvisetheCEOthattheprojectteamwillestimatetheimpactoftheInformtheCEOthatthescopecannotimplementthechangebecauseprojectscopeis在項目啟動大會上，首席執(zhí)行官（CEO）變更將會影響項目范圍。項目經(jīng)理應(yīng)如何響應(yīng)通知CEO，范圍已最終確定，無法變WhichtaskhasthecorrectassignmentintheRACI序 1UnitRAICA2IntegrationIACAR3SystemIRCIA4RACIATask C.Task RACI圖中的分配正確？（序任團(tuán)隊成員團(tuán)隊成員團(tuán)隊成員團(tuán)隊成員團(tuán)隊成員1單位測RAICA2集成測IACAR3系統(tǒng)測IRCIA4用戶驗收試RACIA任務(wù) B.任務(wù)C.任務(wù) D.任務(wù)Attheendtestpart4,theprojectmanagerreviewsacontrolchart.WhatdoesthechartQualityisinlinewithQualityexpectationsarenotQualityhasnotimprovedsincethebeginningoftheQualityisnotinlinewith質(zhì)量符合預(yù) D.質(zhì)量與預(yù)期不Duringaproject’simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.TheprojectmanagershouldincludewhichitemsaspartoftheprojectscopeRequirementstraceabilitymatrix,riskregister,stakeholderregister,activityConstraints,schedule,assumptionsandworkbreakdownScopedescription,acceptancecriteria,constraintsandTechnicalreference,exceptions,deliverableandscope和定義項目范圍。項目經(jīng)理應(yīng)該將哪些項內(nèi)容包含作為項目范圍說明書的組成部分？（）需求矩陣、風(fēng)險登記冊、相關(guān)方登記冊和活制約因素、進(jìn)度計劃、假設(shè)和工作基準(zhǔn)結(jié)范圍說明、驗收標(biāo)準(zhǔn)、制約因素和可交付技術(shù)參考、例外情況、可交付成果和范圍Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissues,theteamstillencountersimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteam B.MitigatingC.Accepting D.Avoiding一些問題。發(fā)現(xiàn)這些問題的解決方案之后，團(tuán)隊仍然碰到實際問題。然后，大大降低。項目團(tuán)隊使用的是下列哪一項？（）轉(zhuǎn)移風(fēng) B.減輕風(fēng)C.接受風(fēng) D.規(guī)避風(fēng)Anewprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans?Scopemanagement B.ChangemanagementC.Configurationmanagement D.Requirementsmanagement目經(jīng)理應(yīng)采用下面哪一項計劃中的活動（ ）C.

DAbicyclecompanyreleasesanewlineofbasketswithafive-yearwarranty.Thematerialwithstandsextremeweatherconditions.TheproductiswellreceivedbycustomersandisconsideredtopofthelinethedesignisbasicwithnoadditionalfeaturesWhichofthefollowingdescribesthisHighgrade,high B.Lowgrade,lowC.Highgrade,low D.Lowgrade,high品的描述）A.B.C.D.Aprojectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationandsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementofInteractive B.PushC.Pull D.Send-（交互式溝 B.推式溝C.拉式溝 D.發(fā)送-接Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject’sRBStotheorganization’sstandardUsetheexistingproject’sRBStosaveCreateanewRBSusingtheorganization’sstandardUsetheapplicablecategoriesoftheexistingproject’sRBS。項目經(jīng)理下一步該怎么做？（將現(xiàn)有項目的RBS使用組織的標(biāo)準(zhǔn)模板創(chuàng)建一份新的Aprojectmanagerdiscoversthatakeyteammemberwillleavetheorganizationintwoweeks.TheteammemberworksontasksthatareonthecriticalpathWhatshouldtheprojectmanagerdoEvaluatetheimpactoflosingthisVerifyifcanchangetheUpdateworkbreakdownChangetheprojectteam）D.Acompany’sasksaprojectmanagertoimplementanewfinancialsystem.WhattechniqueshouldPerformamake-or-buyMeetwiththedirectorofinformationtechnologytoconductanDefinerequirementwiththecompany’sfinanceexpertsandbusinessCollectrequirementsfromfinancialapplication公司總監(jiān)要求項目經(jīng)理實施一個新的財務(wù)系統(tǒng)。項目經(jīng)理應(yīng)使用什么技術(shù)獲得次項目范圍（開展或外購分與總監(jiān)開會開展一項分與公司的財務(wù)專家和企業(yè)所有者定義需收集財務(wù)應(yīng)用程序供應(yīng)商的Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskRecordthechange,reviewandupdatetheprojectmanagementCommunicatetheresourceavailabilitydelayandmanagethestakeholderparticipation項目經(jīng)理下一步該怎么做？（在風(fēng)險登記冊中添加該資源記錄該變更，并和更新項目管理計在資源可用性中溝通該延遲，并管理相關(guān)方的參與水不采取其他行動，因為該問題已在項目啟動大會上討論Theamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdoSolvetheinadvanceinDelaythe,andevaluateifitwillimpacttheprojectinReport tofunctionViewthehumanresourcemanagementplanandtakethecorrective提前并私下解決延遲，評估其是否將會在后期影響項將上報給職能經(jīng)查看人力資源管理計劃并采取糾正措AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare？（DirectcostsforthePartoftheproject’scontingencyIndirectcostsfortheSunkcostsnottakenintoaccountforthis情況，項目發(fā)起人要求項目經(jīng)理停止該項目。在這種情況下，實際成本為？（）項目應(yīng)急儲備該決定不考慮Astormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?UsemanagementreservefundstogenerateaDelaytheprojectandwaitformanagement’sUpdatethescheduleandadvisetheprojectMeetwiththeprojectteamtodiscusstheimmediate一場風(fēng)暴損壞了數(shù)據(jù)中心，導(dǎo)致項目延遲。由于這是一個意外事件，項目經(jīng)理下一步該怎么做？（使用管理儲備金來生成一個延遲項目，并且等待管理層的指更新進(jìn)度，并且通知項目發(fā)與項目團(tuán)隊開會討論直接的AprojectmanagerworksonaUS$3millionproject，whichinvolvestwors.Theprojectmanagercreatesastatementofwork(SOW)foreachrWhichofthefollowingneedsRiskmanagementProjectProcurementmanagementrscope作說明書（SOW）。下列哪一項需要SOW的信息？（）項目章Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolProjectProjectProject）項目經(jīng)項目團(tuán)Anunexpectedriskoccursduringaproject.Afteryzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectArrangeaprojectmeetingtodiscussthereasonwhytheriskwasn’tincludedintheriskGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtothe項目經(jīng)理下一步該怎么做？（獲得高級管理層的批準(zhǔn)，增加項目安排一次項目團(tuán)隊會議，討論該風(fēng)險未包含進(jìn)風(fēng)險登記獲得高級管理層的批準(zhǔn)，使用應(yīng)急儲備減輕風(fēng)與項目團(tuán)隊安排一次會議，討論推進(jìn)項目的計Whileestimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantUS$200–InflationallowancefornextyearUS$300–BufferforunforeseencostsWhatshouldtheprojectmanagerdoEstimateEstimateUS$5,000withanEstimateUS$5,000andupdatethecostEstimate4500-顧問200-下一年的通貨膨脹余300-不可預(yù)成本的緩沖項目經(jīng)理接下來應(yīng)該怎么做？（A.估算4700 D.估算4800AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtoA.6th B.5thC.4th D.3rd項目預(yù)算工期為四天，分配的預(yù)算為4000。項目經(jīng)理按每天1000分配一項資源以按計時間完成工作。在第二天結(jié)束時，所執(zhí)行的工作量預(yù)估金額為1600。如果資源的生產(chǎn)率保相同，項目預(yù)計將于何時完成）A第6Afteridentifyingariskwiththecompany’sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractorChangeordertotheprojectmanagementProcurementmanagementRiskmanagement主承包商協(xié) C.采購管理計 D.風(fēng)險管理計Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskficationtechniquesshouldbeused?Probability B.ExpertC.Dataquality D.Riskurgency（概率分 B.專家判C.數(shù)據(jù)質(zhì)量評 D.風(fēng)險緊迫性評Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbeAdvisetheresourcetoworkovertimetocompletebothReviewthehumanresourcemanagementplanandcontactapreferredconsultingArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossible）通知資源加班工作完成兩項人力資源管理計劃并聯(lián)系一家首選顧問公與兩名團(tuán)隊安排一次聯(lián)合問題解決會議，確定可能的行Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstousea ysismodel.Theprojectmanagerisinwhichofthefollowingprocesses?Identify B.PerformtativeriskC.Control D.Performqualitativerisk）識別風(fēng) B.實施定量風(fēng)C.風(fēng)險控 Duringaproject’sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionality.Whatshouldtheprojectmanagerdonext?AgreetoincludetheUpdatetheprojectmanagementplanaccordingtothenewReviewtheimpactofthechangeandstartthechangemanagementRejectanychangessincetheprojectisintheclosing目之前，客戶希望增加額外功能。項目經(jīng)理接下來應(yīng)該做什么？按照新的請求更新項目管理變更影響，并開始變更因為項目處于收尾階段，任何變Duringtheproject’sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.Thenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryschedule.Whatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementUpdatetheriskmanagementAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheConductarisk（）按照溝通管理計劃通知相關(guān)方范圍變調(diào)整項目管理計劃、進(jìn)度和優(yōu)先級控制的Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintheDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthisdentifyben B.ReportC.Control D.Control）識別標(biāo) B.報告績C.控制范 D.控制質(zhì)Ariskidentifiedintheriskregister，isrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%.WhatshouldtheprojectmanagerdoExecutetheresponseplanfortheidentifiedriskinriskmanagementGettogetheralldesignmemberanddiscusstheotherInformthekeystakeholdersthatoneriskimpactstheprojectReduceothertasks’cost,balancethecosttomakesureprojectcostiswithinthe理下一步該怎么做？（）執(zhí)行風(fēng)險管理計劃中識別的風(fēng)險應(yīng)對措集合設(shè)計團(tuán)隊討論其他方通知關(guān)鍵相關(guān)方一個項目風(fēng)險影響到項目減少其他任務(wù)的支出15%，平衡并保持在預(yù)算之Duringthecustomer’sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.Theprojectmanager’scompanyconductsarootcauseysisanddiscoversthattheprojectdidnotadequayconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeen B.MonitoringandC. D.）A.C.B.D.Aprojectmanagerworkswiththesalesmanageronarequestforproposal(RFP).Thecustomerisinterestedinanewproductfeaturewhichisstillunderdevelopment.Thesalesmanageraskstheprojectmanagertoincludeintheresponsethatthefeatureisavailable.Whatshouldtheprojectmanagerdo?Respondaccordingtothesalesmanager’sEscalatetheissuetotheprojectAdvisethecustomerthattheproductfeatureisnotRefusetorespondtothe（P）么（）按照銷售經(jīng)理的建議答 Whilepreparingformonthlystakeholdermeeting,theprojectmanagementavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpacttheAcquireadditionalresourcestoresolvetheDiscusstheissuewiththestakeholdersduringthemonthlyMeetwiththeprojectteamtobrainstormhowtoresolvethe項目經(jīng)理下一步該怎么做？（設(shè)法解決問題，以便不影響招募額源解決這個問在月度會議上與相關(guān)方討論與項目團(tuán)隊開會，頭腦風(fēng)暴討論如何解決Aprojectmanagerworks municationsproject，whichisahighpriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnext?CreateDetermineDevelophumanresourcemanagementDefine）創(chuàng)建 B.確定預(yù) D.定義活A(yù)projectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorUpdatetheprojectmanagementplanandsendittoallContinuetothenextphaseandthenreviewtheminorConductindividualmeetingswiththestakeholderswhosuggestedtheminor，微項目經(jīng)理下一步該怎么做？（以項目管理計劃為基準(zhǔn)，然后處理細(xì)微變更新項目管理計劃，并將其發(fā)送給所有相繼續(xù)下一個階段，然后細(xì)微變與建議細(xì)微變更的相關(guān)方單獨開Scheduling B.C. D.Adjustingleadsand下列哪一項技術(shù)嘗試通過重新安排特定活動的進(jìn)度以便平衡資源需求 進(jìn)度壓 B.平C.環(huán) Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan? B.C. D.在相關(guān)方會議之前，項目經(jīng)理應(yīng)使用什么溝通方式獲得相關(guān)方對項目管理計劃的認(rèn)可？（電子郵 B.交互式溝C.拉式溝 D.推式溝Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,ar’sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext? MeetwiththerandrequestanimmediateIdentifyandevaluatetheprojectedimpactoncostandExecutethecontingencyplantoaddresstheimpactontheproject）實施一次定量風(fēng)險分析，并確定必須如何解決該風(fēng)與供應(yīng)商開會，并要求立即確定并評估對項目成本和進(jìn)執(zhí)行應(yīng)急計劃解決對項目進(jìn)Whiledeveloaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers’expectationswitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdoDevelopacommunicationsmanagementPerforma EvaluatetheEscalatetotheproject理期相生。項目經(jīng)理下一步該怎么做？（制定溝通管理計 B.執(zhí)行相關(guān)方分C.評估風(fēng) Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.ndaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerEnsurethesuccessoffutureEnsurethefuturecooperationwiththeEvaluateprojectUpdatetheresponsibilityassignment）A.確保未來項目的成C..Oneprojectneedstopurchaseonemerchandisefromoner,butthisrisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedr.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewInformthecustomerwiththechangerequestandgettheapprovalofthechangeEvaluatetheimpactonprojectbudgetorcontingencyreserveonRequireprocurementdeparttocancelthepurchaseorderwithold計劃從另一個合格供應(yīng)商處獲得采購訂單。項目經(jīng)理下一步該怎么做？（）按照新供應(yīng)商采購訂單的交付周期更新進(jìn)度計立即向客戶通知該變更并請求批評估對預(yù)算或進(jìn)度應(yīng)急儲備的影要求采購部門取消原始供應(yīng)Duringtheselectionofarforacomplexproject,theprojectmanagerwantstoensurethepotentialrshaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialrsfromaprequalifiedlistReviewthers’AskathirdpartytoselecttherthatbestfitstheAskthesponsorforfeedbackontheprospectiveInvitetherstoabidder審中確定了三名潛在供應(yīng)商。項目經(jīng)理下一步該怎么做？（）審核所有潛在供應(yīng)商的讓第選擇一家最符合要求的供應(yīng)尋求發(fā)起人對潛在供應(yīng)商的邀請所有潛在供應(yīng)商參加投標(biāo)會Concernedthataprojectwillmissacriticaltone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactCrashing Dependencyand Cost 因為擔(dān)心項目將延誤一個關(guān)鍵里程碑，客戶堅持同時實施階段工作以便節(jié)約時間。批準(zhǔn)這個變之前，項目經(jīng)理應(yīng)開展下列哪一項工作）A.B.DDuringateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?Assumptionsandconstraints,high-levelrisks,andstakeholderProjectpurpose,summarybudget,andprojectmanagementScopebaseline,teamcomposition,andprojectmanagementAssumptionsandconstraints,workbreakdownstructure,andsummary項目經(jīng)理在團(tuán)隊會議上收集項目章程信息。下列哪一項應(yīng)包含進(jìn)項目章程假設(shè)和制約因素、次風(fēng)險以及相關(guān)方項目目的、預(yù)算匯總和項目范圍基準(zhǔn)、團(tuán)隊構(gòu)成和開支假設(shè)和制約因素、工作分解結(jié)構(gòu)和預(yù)算匯Acompanyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudget.Toaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerSoftware B.InformationtechnologyC.Humanresources D.Project，項目經(jīng)理應(yīng)接洽下列哪一位相關(guān)方？（） B.經(jīng)C.人力資源經(jīng) D.項目發(fā)起AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.Theseniorexecutivefortheprojectleavesthecompanyandanewseniorexecutiveisidentified.WhatshouldtheprojectmanagerdoUpdatetheprojectUpdatethestakeholderUpdatetheriskUpdatetheriskmanagement命了新的高級主管。項目經(jīng)理下一步該怎么做？（）更新項目章 C.更新風(fēng)險登記 Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.Theprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentified.Whatapproachshouldtheprojectmanagertaketogathertherequiredinformation？（）ConsultthelessonslearnedfromthepreviousConsulttheprojectcharterfromthepreviousStarttoprepareastakeholderysisfromObtaintheprojectmanagementplanfromtheprevious項目經(jīng)理被任命管理一個新項目。項目發(fā)起人已經(jīng)起草完項目章程的第一稿。項目發(fā)起人通知項目經(jīng)理在之前一個類似項目中某些關(guān)鍵相關(guān)方被遺漏了。項目發(fā)起人要求項目經(jīng)理確保所有項目相關(guān)方均已識別。若要收集必要信息，項目經(jīng)理應(yīng)該采取什么方式？（）查詢之前項目的經(jīng)驗教 Afterconfirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdiscoversthattheresourceswillnotsufficientlymeettheprojectschedule.Theprojectmanagermeetswithafunctionalmanagerwhoagreestomakeadditionalresourcesavailableforthedurationoftheproject.Whattoolortechniquedoestheprojectmanager B. D.Co-項）談 B.招C.預(yù)分 D.集中辦Asaresultoffinancialissues,sellerawillbelateindeliveringacriticalproduct.Accordingtothecontingencyplan,sellerBisanapprovedvendorandcoulddeliverasimilarproduct.WhatshouldtheprojectmanagerdoSubmitachangerequesttothechangecontrolHoldabiddermeetingwithpotentialReviewbusinesscasetoensurethereturnonSubmitachangerequesttoprocurement批準(zhǔn)賣方，可以提供類似產(chǎn)品。項目經(jīng)理下一步該怎么做？（）向變更控制提交一項變更請 Whichoneofthefollowingtechniquescouldbeusedtomeasurethecomplianceofaprojecttotheorganizationalpoliciesandprocedures? B.C.Root D.Quality標(biāo)桿對 B.德爾菲技C.根本原因分 D.質(zhì)量審Whileevaluatingaproject,theprojectteamidentifiesseveralrisks,mostofwhichhavemitigationplans.However,oneprobableriskcannotbereduced.Whatshouldtheprojectmanagerdo?EscalatetheissuetoseniorAskforadditionalUsethemanagementImplementthecontingency個可能的風(fēng)險不能減少。項目經(jīng)理應(yīng)該怎么做？（）將問題上報給高級管理 B.要求額C.使用管理儲 D.實施應(yīng)急儲Duringaninternalprojectteammeeting,theschedulingassistantsharesinformationthattheprojectmanagerdoesnotwantsharedwiththeotherteammembers.Theprojectmanagerimmediayaskstheassistanttostopdiscussingthistopicandtomeetprivayaftertheteammeetinghasconcluded.Theprojectmanageruseswhattapeofmanagement? B.Collaborate/problemC. D.理員類型？（）緩解/包 B.合作/解決問C.強(qiáng)迫/命 D.撤退/回Attheendofaproject,acustomerinquiriesaboutamissingitem.Toensureallitemsarecompleted,whatshouldtheteamhavereferenced? B.ProjectC.Activities D.Projectmanagement）工作分解結(jié) B.項目范C.活 D.項目管理計劃Midaythroughaproject’sexecution,acustomerrequestsadditionalfunctionalitythatwillbecriticalfromabusiness.Whichofthefollowingsubsidiariesoftheprojectmanagementplanwillbeprimarilyimpacted? B.ScopemanagementC.Riskmanagement 項目管理計劃附件）AC.B.DAprojectmanagermustprovideperformancedatatotheprojectsponsor.Toensureconsistencywithpreviousstatusreports,theprojectmanagerverifiesthequalityoftheinformation.Whattechniquedoestheprojectmanageruse? C.Information D.Checklist項目經(jīng)理必須向項目發(fā)起人提供績效數(shù)據(jù)。為確保之前的狀態(tài)報告保持一致，項目經(jīng)理核實信質(zhì)量。項目經(jīng)理使用的是）A.C.B.D.Duetoanorganizationalchange,somefunctionalhumanresourceswillnolongerbeavailableworkontheproject.Theorganizationlacksinternalresourcetofillthevacancies.Whatshouldtheprojectmanagerdotoaddressthisresourceissue?RedistributetheworkloadacrosstheremainingfunctionalAssessexternalRescheduletheEscalatethishumanresourceissuetotheproject）在剩余的職能資源中重新分重新制定項目將這個人力資源問題上報給項目發(fā)起B(yǎng)eforethebidorproposalsubmittals,acompanymeetswithallprospectivesellers.Thecompanywantstoensurethatallprospectivesellershaveaclearandcommonunderstandingontheprocurementprocess.ThecompanyisinwhichofthefollowingprocurementmanagementConduct B.PlanC.Control D.Close或程有一個明確的共識。該公司正處于下列哪一項采購管理過程組中？（）實施采 B.計劃采C.控制采 D.結(jié)束采Aftercompletingthedefinescopeprocess,whichtechniqueshouldtheprojectmanagerusetogenerate B.PrecedencediagrammingC.Earnedvalue D.Establisha 分 B.緊前關(guān)鍵繪圖C.掙值管 D.確立基Ataprojectstatusmeeting,thevendorreportsthattheywillmissthedeadlinetoreleasesoftware,whichwillberequiredfortheprojecttomoveforward.Whatshouldtheprojectmanagerdofirst?UpdatetheprojectmanagementNegotiateanewreleasedatewiththePerformthechangecontrolIssueachangerequestfor）更新項目管理計 Awebdevelopmentfirmdeliversaproducttotheclientontimeand20%overtheoriginalbudget.Theclientiscurrentlysolicitingbidsforanewwebproject.Whatshouldthewebdevelopmentfirm’sprojectmanagerdoduringtheclosurephasetoenhancecustomerrelations?RequestrequirementsforthenewwebConducta MeetwiththeclienttoreviewlessonsImplementcorrectiveactionsofthebudget一家網(wǎng)絡(luò)開發(fā)公司按時向客戶交付產(chǎn)品，但超出原始預(yù)算20%。客戶目前正在為一個新網(wǎng)絡(luò)項目投標(biāo)。若要增強(qiáng)客戶關(guān)系，網(wǎng)絡(luò)開發(fā)公司的項目經(jīng)理在收尾階段應(yīng)怎么做？（）索取新網(wǎng)絡(luò)項目的需 B.進(jìn)行相關(guān)方分 Theprojectmanagerbeginstoclosearcontract.Inordertoensurethecorrectacceptanceofthecontract,whichofthefollowingcompletingsequenceshouldtheprojectmanagerfollow?Verifycompletedwork,closefinancialwork,closeClosecontract,verifycompletedwork,closefinancialClosefinancialwork,closecontact,verifycompletedVerifycompletedwork,closecontract,closefinancial核實已完成的工作、財務(wù)收尾、合同收合同收尾、核實已完成的工作、財務(wù)收財務(wù)收尾、合同收尾、核實已完成的工核實已完成的工作、合同收尾、財務(wù)收Duetoabudgetreduction,aprojectisterminatedintheimplementationphase.Theprojectmanagerisaskedtoformallyclosetheproject.Whatshouldtheprojectmanagerdonext?UpdatethechangemanagementplanaspartofprojectDraftlessonslearnedwiththeteamandaddtothehistoricalRequestanincreaseinthebudgetsothattheprojectcanContinuetomanageproject下一步應(yīng)該怎么做？（）更新變更管理計劃，作為項目收尾的組成與團(tuán)隊起草經(jīng)驗教訓(xùn)，并添加到歷史數(shù)據(jù)請求增加預(yù)算，讓項目繼Adivisionofacorporationundertakesaone-yearintegrationproject.Attheendofthesecondmonth,theprojectstatusreportshowstheprojectisprogressingaccordingtoplan.Thecorporateofficeannouncesthisdivisionwillbesoldinthreemonths.WhatshouldtheprojectmanagerdoCommunicatewiththeprojectsponsorandthekeystakeholderstovalidateiftheprojectisstill Canceltheprojectimmediayasthereisnoneedforintegrationwiththecorporation’sContinuewiththeprojectuntilthedivision’ssaleis司宣布該子公司將在三個月內(nèi)出售。項目經(jīng)理接下來應(yīng)該怎么做？（）與項目發(fā)起人和關(guān)鍵相關(guān)方溝通，核實項目是否仍然有立即終止項目，等待子公司立即取消該項目，因為不再需要該集成項繼續(xù)進(jìn)行該項目，直到該部門最后被收Beforedeveloaprojectcharter,theprojectmanagerworkswithaconsultantandsubjectexpertstodetermineanyconstraints.WhichofthefollowingtechniquesdidtheprojectmanagerLessons C.Strategic D.Expert列哪一項技術(shù)？（） B.歷史信C.計 D.專家判Toreportthequalitytestresultsonthedeliverables,whatshouldtheprojectmanagertaketothestakeholdersmeeting? B.UpdatedqualitymanagementC.Processimprovement D.Qualitycontrol為了報告可交付成果上的質(zhì)量測量結(jié)果，項目經(jīng)理應(yīng)該攜帶什么材料參加相關(guān)方會議？（工作績效報 B.更新的計C.過程改進(jìn)計 D.質(zhì)量控制衡Aprojectmanagerassignsanactivitytoateammember.Theteammemberperformstheactivityastheunderstood.However,theresultsdonotmeettheprojectmanager’sexpectationsToavoidthissituation,whattoolshouldhavebeenused?Interactive B.ActiveC.Encodeand D.Push）交互式溝 B.積極C.編碼 D.推式溝通 pleted.Whatshouldtheprojectmanagerdotoclosetheproject?Preparethechange Prepare ationindicatingwhytheprojectUpdatethebenefits Reassigntheteam由于不可避免的情況，項目在完工前終止。收尾項目時，項目經(jīng)理應(yīng)該做什么 準(zhǔn)備變更管理文 AUS$150,000projectrequiresthecompletionofthefollowingtasks:Task1startstodayandhasanestimateddurationof2daysTask2cannotstartuntiltask1isfinishedandhasanestimateddurationof8daysTask3cannotstartuntiltask1 Task4cannotstartuntiltask2isfinishedandhasanestimateddurationof8daysTask5cannotstartuntil4isfinishedandhasanestimateddurationof1dayWhatisthedurationofthecriticalA.15 B.17C.19 D.232183144428A.15 C.19 D.23Duetoscopecreep,projectteammembersmustworklonghours,whichresultsinlowmorale.Afterateammemberresigns,otherteammembersmustpostponevacationstomaintaintheprojectscheduleAtthenextprojectreviewboardmeeting,theprojectmanagershoulddowhichofthefollowing?UsethehumanresourcemanagementplantorequestadditionalUsetheprojectmanagementinformationsystemtorequestanextensiontotheprojectProposeachangeinscopetoreducetheteam’s mendtheteammembersforan列哪一項措施？（）使用人力資源管理計劃請求額外的資使用項目管理信息系統(tǒng)請求延長項目進(jìn)提出一項范圍變更，減少團(tuán)隊的工作表明項目能按進(jìn)度完成，并建議團(tuán)隊成Inaprojectclosurereport,aprojectteamdiscoversrisks,whichwerenotidentifiedduringtheprojectlifecycle.Theprojectteam mendsperformingariskreassessmentforfutureprojects.Inwhichofthefollowingshouldthis mendationbeed?OrganizationalprocessassetsProjectHistoricalRiskregister執(zhí)行風(fēng)險再評估。這項建議應(yīng)該記錄在下列哪一項中？（）組織過程資產(chǎn)更 B.項目報C.歷史信 D.風(fēng)險登記冊更Apotentialclientsubmitsamultiyearproject’srequestforproposaltotheprojectmanager.presentingany s,theprojectmanagerspeakswiththeclientanddiscussestheinformationreceived.Next,theprojectmanagerdiscussestheinformationinternally.Theprojectmanagerisngwhichofthefollowing?Developtheproject B.Definethehigh-levelC.Identifythehigh-level D.Performakeystakeholder哪一項工作？（）制定項目章 B.定義次范C.識別次風(fēng) Duringtheexecutionphase,anewcontractortakesoveraprojectdeliverable.Theremainingprojectdeliverablesarenotaffectedbythecontractorchange.Duringthekick- ,whatshouldtheprojectmanageraddressDiscussthecost B.ReviewthescopeC.Identifytheteam’srolesand D.Outlinetheroleoftheproject影響。在與新承包商團(tuán)隊召開項目啟動大會期間，項目經(jīng)理首先應(yīng)解決什么問題？（）討論成本基 B.范圍基 hangerequestisapproved.Thischangeimpactstheprojectcostandschedule.Whatshou