PMP考試官方樣題

樣題二注意事項PM課堂模擬題是團隊針對PMP1識點提煉出來。本套模擬題共有 200道單項選擇題， 測試時間為 3個小時， 閉卷答題！正確率要求答對140題（ 70%）或以上。（正式考試為 4個小時）本套模擬題盡可能地覆蓋PM考試的題型，請學(xué)員們集中精力在4個小時內(nèi)完成，達到全真的模擬效果模擬考試過程中，調(diào)整思維，揣摩考題的意圖；考試結(jié)束后，認(rèn)真總結(jié)。解題策略：TKSCU略T（topic） 真正讀懂題目K（key） 迅速抓住考點S（source）準(zhǔn)確找到出處C（choice）果斷做出選擇PM課堂模擬題，版權(quán)歸清暉所有，未經(jīng)清暉許可，不得復(fù)制或抄襲。對試題或參考答案如有疑問：把試題整理好發(fā)給您的教務(wù)班主任，班主任會把您的疑問轉(zhuǎn)給講師為您解答。清暉傅老師解答：E-mail：QQ：contractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectmanager ’srequest?A.contractualclosurewasapprovedinstallationwasimproperlyperformedbytheprojectteamcontractor’squalitypolicydoesnotallowforthissituationfinancialclosurewasapproved1.承包商安裝最新產(chǎn)品并接收付款。項目經(jīng)理發(fā)現(xiàn)安裝有缺陷，并要求承包商免費完成修理。承包商應(yīng)使用下列哪一個論據(jù)，拒絕項目經(jīng)理的請求？A.合同收尾已批準(zhǔn)B.項目團隊執(zhí)行的安裝不當(dāng)供應(yīng)商的質(zhì)量政策不允許發(fā)生這種情況財務(wù)收尾已批準(zhǔn)businessanalystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitatedworkshopsFocusgroupsGroupdecisionmakingtechniquesGroupcreativitytechniques業(yè)務(wù)分析員為一個新項目收集需求。干系人來自不同部門并且需求也各不相同。項目預(yù)算有限只能交付一半需求。為確保應(yīng)包含那些需求，業(yè)務(wù)分析員應(yīng)使用下列哪一項？引導(dǎo)式討論會焦點小組群體決策技術(shù)群體創(chuàng)新技術(shù)aqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.whichofthefollowingplansshouldtheprojectmanagerreviewfirst?ProjectmanagementplanChangemanagementplanConfigurationmanagementplanQualitymanagementplan在質(zhì)量保證審計之后，項目經(jīng)理收到一份正式的變更請求，提出修訂一封部件圖紙。項目經(jīng)理先查看下列那一份計劃？項目管理計劃變更管理計劃配置管理計劃質(zhì)量管理計劃increasetrustandimproveinterpersonalrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoaschedulingconflict,akeyteammembercannotattendtheactivity.Toavoidthisconflict,whatshouldtheprojectmanagerhavereviewed?ProjectstaffassignmentResourcecalendarProjectscheduleProjectorganizationchart為提高信任度和改善人際關(guān)系，一個虛擬團隊的項目經(jīng)理安排了一次非現(xiàn)場團隊的建設(shè)活動。然而，由于進度沖突，一名關(guān)鍵團隊成員不能參加活動。為避免這個沖突，項目經(jīng)理應(yīng)已經(jīng)審查那些內(nèi)容？項目人員配備B.資源日歷C.項目進度D.項目組織圖projectmanagernegotiatescontracttermswithanexternalvendorthatwillprovideadditionalresourcestocompleteacriticalprojecttask.Tominimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselect?A.Cost-reimbursableFirm-fixed-priceFixed-price-incentive-feeTimeandmaterial項目經(jīng)理與將提供額外資源完成關(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？成本補償合同固定總價合同總價加激勵費用合同工料合同projectteamcompletesaprojecttotransitionfromanolddatabasetoanewdatabase.Regardinglessonslearned,whatshouldtheprojectmanagerdonext?PresenttothesponsoratthestakeholdercloseoutmeetingPresenttotheclienttoensureagreementEnsureinformationisstoredinaprojectfileEnsureinformationisstoredinacorporateknowledgebase項目團隊完成了一個從就數(shù)據(jù)庫轉(zhuǎn)變到新數(shù)據(jù)庫的項目。在經(jīng)驗教訓(xùn)方面，項目經(jīng)理下一步該怎么做？在干系人收尾會議上提交給發(fā)起人提交給客戶確保協(xié)議確保信息儲存在一份項目文件中確保信息儲存在公司知識庫中theprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext?RevisittheprojectcharterPerformariskreassessmentAskfortheprojectsponsor’sguidanceDiscusstheissuewithstakeholders在項目執(zhí)行階段，項目經(jīng)理了解到客戶所在組織可能被另一個組織收購。項目經(jīng)理下一步該怎么做？查看項目章程執(zhí)行風(fēng)險再評估尋求項目發(fā)起人的知道與干系人討論這個問題shouldtheeffectivenessofaproject’squalitycontrolactivitiesbedetermined?EvaluatethequalityassuranceplanagainstmarketbenchmarksImplementaqualityauditstrategyConductaqualityauditofthedeliverablesEvaluatethecostofquality8.應(yīng)如何確定項目質(zhì)量控制活動的有效性？對照市場標(biāo)桿評估質(zhì)量保證計劃實施質(zhì)量審計策略對可交付成果實施質(zhì)量審計評估質(zhì)量成本aprojectkick-offmeeting,thechiefexecutiveofficer(CEO)requestschangesthatwillimpacttheprojectscope.Howshouldtheprojectmanagerrespond?AdvisetheceothattheprojectteamwillestimatetheimpactofthechangerequestInformtheCEOthatthescopecannotimplementthechangebecausetheprojectscopeisfinalizedAcceptthechangesaccordingtoCEO’srequestConsidertheCEO’schangeduringtheprojectexecutionphase-9.在項目啟動大會上，首席執(zhí)行官(CEO提出的變更將會影響項目范圍。項目經(jīng)理應(yīng)如何響應(yīng)。A.通知CEOW目團隊將調(diào)查所建議變更的影響B(tài).通知CEO范圍已最終確定，無法變更

C.按CEO青求，接受變更D.在項目實施階段考慮CEO勺變更taskhasthecorrectassignmentintheRACIchart?序TaskTeammember#1Teammember#2Teammember#3Teammember#4Teammember#51UnittestRAICA2IntegrationtestIACAR3SystemtestIRCIA4UseracceptancetestRACIAA.Task1B.Task2C.Task3D.Task410.那一個任務(wù)在RACI圖中的分配正確?序任務(wù)團隊成員#1團隊成員#2團隊成員#3團隊成員#4團隊成員#51單位測試RAICA2集成測試IACAR3系統(tǒng)測試IRCIA4用戶驗收測試RACIAA.任務(wù)1B.任務(wù)2C.任務(wù)3D.任務(wù)4theendtestpart4,theprojectmanagerreviewsacontrolchart.Whatdoesthechartindicate?QualityisinlinewithexpectationsQualityexpectationsarenotachievableQualityhasnotimprovedsincethebeginningofthetestsQualityisnotinlinewithexpectations11.在測試零件 4結(jié)束時，項目經(jīng)理查看了控制圖。這個控制圖會說明說明？質(zhì)量符合預(yù)期質(zhì)量預(yù)期不可實現(xiàn)自從測試開始起，質(zhì)量未得到改善質(zhì)量與預(yù)期不符aproject’simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.Theprojectmanagershouldincludewhichitemsaspartoftheprojectscopestatement?Requirementstraceabilitymatrix,riskregister,stakeholderregister,activitylistConstraints,schedule,assumptionsandworkbreakdownstructureC.Scopedescription,acceptancecriteria,constraintsanddeliverableD.Technicalreference,exceptions,deliverableandscopebaseline12.在項目實施期間，多名供應(yīng)商參與項目。項目經(jīng)理與項目干系人、外部顧問和主題專家一起開會定義項目范圍。項目經(jīng)理應(yīng)該將那些項內(nèi)容包含作為項目范圍說明書的組成部分？A.需求跟蹤矩陣、風(fēng)險登記冊、干系人登記冊和活動清單B.制約因素、進度計劃、假設(shè)和工作基準(zhǔn)結(jié)構(gòu)范圍說明、驗收標(biāo)準(zhǔn)、制約因素和可交付成果技術(shù)參考、例外情況、可交付成果和范圍基準(zhǔn)projectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissues,theteamstillencountersimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteamuse?TransferringriskMitigatingriskAcceptingriskAvoidingrisk項目團隊安裝一個新的操作系統(tǒng)。實施之前，該團隊在一個較小獨立的網(wǎng)絡(luò)中測試該系統(tǒng)，并發(fā)現(xiàn)一些問題。發(fā)現(xiàn)這些問題的解決方案之后，團隊仍然碰到實際問題。然后，問題數(shù)量和嚴(yán)重程度大大降低。項目團隊使用的是下列哪一項？轉(zhuǎn)移風(fēng)險減輕風(fēng)險接受風(fēng)險規(guī)避風(fēng)險newprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans?ScopemanagementplanChangemanagementplanConfigurationmanagementplanRequirementsmanagementplan新項目經(jīng)理接管了一個處于執(zhí)行階段的項目。項目經(jīng)理了解到客戶沒有提供正確的產(chǎn)品需求。項目經(jīng)理應(yīng)采用下面哪一項計劃中的活動？范圍管理計劃變更管理計劃配置管理計劃需求管理計劃bicyclecompanyreleasesanewlineofbasketswithafive-yearwarranty.Thematerialwithstandsextremeweatherconditions.TheproductiswellreceivedbycustomersandisconsideredtopofthelinethedesignisbasicwithnoadditionalfeaturesWhichofthefollowingdescribesthisproduct?A.Highgrade,highqualityB.Lowgrade,lowqualityC.Highgrade,lowqualityD.Lowgrade,highquality一家自行車公司發(fā)布了一款擁有五年質(zhì)保期的新車藍系列。材料能抵御極端天氣條件。產(chǎn)品廣受用戶接受，且視為是系列中的頂級產(chǎn)品。產(chǎn)品只有基本設(shè)計，無額外功能。下列哪一項是該產(chǎn)品的描述？高檔、高質(zhì)低檔、低質(zhì)高檔、低質(zhì)低檔、高質(zhì)projectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationanddocumentsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementofproject?InteractivecommunicationPushcommunicationPullcommunicationSend-receive一個項目包含多名干系人，50名團隊成員，多個工作現(xiàn)場，以及干系人和團隊成員可能需要在項目過程中任何時間查看的大量信息文件。若要解決項目的信息需求，項目經(jīng)理應(yīng)使用哪一個溝通方式?交互式溝通推式溝通拉式溝通發(fā)送-接收projectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject’sRBStotheorganization’sstandardtemplateUsetheexistingproject’sRBStosavetimeCreateanewRBSusingtheorganization’sstandardtemplateUsetheapplicablecategoriesoftheexistingproject ’sRBS17.項目經(jīng)理希望為一個新項目制定資源分解結(jié)構(gòu)(RBSo一名團隊成員稱該團隊已經(jīng)為一個類似現(xiàn)有項目制定了RBS.項目經(jīng)理下一步該怎么做？A.將現(xiàn)有項目的RBg組織的標(biāo)準(zhǔn)模板進行對比B.使用現(xiàn)有項目的RBS節(jié)約時間C.使用組織的標(biāo)準(zhǔn)模板創(chuàng)建一份新的RBSD.使用現(xiàn)有項目RBS的適用類別projectmanagerdiscoversthatakeyteammemberwillleavetheorganizationintwoweeks.TheteammemberworksontasksthatareonthecriticalpathWhatshouldtheprojectmanagerdofirst?EvaluatetheimpactoflosingthismemberVerifyifcanchangethescopeUpdateworkbreakdownstructureChangetheprojectteammember項目經(jīng)理發(fā)現(xiàn)一名關(guān)鍵團隊成員將在兩周內(nèi)離開組織。該名團隊成員正在為處于關(guān)鍵路徑上的任務(wù)工作。項目經(jīng)理首先應(yīng)該做什么確定該名團隊成員的影響核實是否能夠變更范圍更新工作分解結(jié)構(gòu)更換團隊成員company’spresidentasksaprojectmanagertoimplementanewfinancialsystem.Whattechniqueshouldtheprojectmanagerusetoobtainahigh-levelprojectscope?Performamake-or-buyanalysisMeetwiththedirectorofinformationtechnologytoconductananalysisDefinerequirementwiththecompany’sfinanceexpertsandbusinessownersCollectrequirementsfromfinancialapplicationvendors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)獲得高層次項目范圍？開展自制或外購分析與信息技術(shù)總監(jiān)開會開展一項分析與公司的財務(wù)專家和企業(yè)所有者定義需求收集財務(wù)應(yīng)用程序供應(yīng)商的需求negotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskregisterRecordthechange,reviewandupdatetheprojectmanagementplanCommunicatetheresourceavailabilitydelayandmanagethestakeholderparticipationlevelsDonottakeanyaction,sincetheissuehasbeendiscussedinthekickoffmeeting20.在于資源經(jīng)理協(xié)商之后，項目經(jīng)理制定項目管理計劃。在項目啟動大會上，資源經(jīng)理稱一名資源在進度計劃后期才可用。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風(fēng)險記錄該變更，并審查和更新項目管理計劃在資源可用性中溝通該延遲，并管理干系人的參與水平不采取其他行動，因為該問題已在項目啟動大會上討論過了conflictamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdonext?SolvetheconflictinadvanceinprivateDelaytheconflict,andevaluateifitwillimpacttheprojectinfutureReporttheconflicttofunctionmanagerViewthehumanresourcemanagementplanandtakethecorrectiveaction一些團隊成員的內(nèi)部沖突可能延遲項目，項目經(jīng)理下一步該怎么做？提前并私下解決沖突延遲沖突，評估其是否將會在后期影響項目將沖突上報給職能經(jīng)理查看人力資源管理計劃并采取糾正措施projectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare:DirectcostsfortheprojectPartoftheproject’scontingencyreserveIndirectcostsfortheprojectSunkcostsnottakenintoaccountforthisdecision項目接近完工，但另需120,000美元來完成該項目。雖然該項目已經(jīng)花費100萬美元，處于各種情況，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：項目的直接成本項目應(yīng)急儲備的一部分項目的間接成本該決定不考慮沉沒成本stormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?UsemanagementreservefundstogenerateaworkaroundDelaytheprojectandwaitformanagement’sdirectionsUpdatethescheduleandadvisetheprojectsponsorMeetwiththeprojectteamtodiscusstheimmediateresponse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權(quán)變措施延遲項目，并且等待管理層的只是更新進度，并且通知項目發(fā)起人與項目團隊開會討論直接的應(yīng)對措施projectmanagerworksonaUS$3millionprojectwhichinvolvestwosuppliers.Theprojectmanagercreatesastatementofwork(SOW)foreachsupplierWhichofthefollowingneedsSOW?RiskmanagementplanProjectcharterProcurementmanagementplanSupplierscopestatement項目經(jīng)理正在管理價值 300萬美元，涉及兩個供應(yīng)商的項目。項目經(jīng)理為每名供應(yīng)商創(chuàng)建了一份工作說明書( SOW).下列哪一項需要SOW勺信息風(fēng)險管理計劃項目章程采購管理計劃供應(yīng)商范圍說明書projectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolboardProjectsponsorProjectmanagerProjectteam已將項目管理計劃分發(fā)給所有關(guān)鍵干系人。然而，項目發(fā)起人和客戶有意見，并希望做一些改進。誰應(yīng)負責(zé)收取該反饋并采取適當(dāng)?shù)男袆?？變更控制委員會項目發(fā)起人項目經(jīng)理項目團隊unexpectedriskoccursduringaproject.Afteranalyzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectbudgetArrangeaprojectmeetingtodiscussthereasonwhytheriskwasn ’tincludedintheriskregisterGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheriskArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtotheplan項目期間發(fā)生了意外風(fēng)險。分析風(fēng)險之后，項目經(jīng)理發(fā)現(xiàn)為了讓項目成功有必要減輕風(fēng)險，但是會增加項目成本。項目經(jīng)理下一步該怎么做？獲得高級管理層的批準(zhǔn)，增加項目資金安排一次經(jīng)濟項目團隊會議，討論該風(fēng)險未包含進風(fēng)險登記冊的原因獲得高級管理層的批準(zhǔn)，使用應(yīng)急儲備減輕風(fēng)險與項目團隊安排一次會議，討論推進項目的計劃estimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantfeeUS$200-InflationallowancefornextyearUS$300—BufferforunforeseencostsWhatshouldtheprojectmanagerdonext?EstimateUS$4,700EstimateUS$5,000withanexplanationEstimateUS$5,000andupdatethecostbaselineEstimateUS$4,800估算一項活動成本時，團隊成員估算下一年要花費5000美元聘用一名顧問，劃分如下4500美元-顧問費200美元-下一年的通貨膨脹余量300美元-不可預(yù)見成本的緩沖項目經(jīng)理接下來應(yīng)該怎么做？估算4700美元估算5000美元，并附加說明估算 5000美元，并更新成本基準(zhǔn)估算 4800美元projectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtobecompleted?6thday5thday4thday3rdday項目預(yù)算工期為四天，分配的預(yù)算為4000美元。項目經(jīng)理按每天1000美元分配一項資源以按計劃時間完成工作。在第二天結(jié)束時，所執(zhí)行的工作量預(yù)估金額為1600美元。如果資源的生產(chǎn)率保持相同，項目預(yù)計將于何時完成？第6天第5天第4天第3天identifyingariskwiththecompany’sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractoragreementChangeordertotheprojectmanagementplanProcurementmanagementplanRiskmanagementplan29.識別到使用公司合同工作說明書（SOW標(biāo)準(zhǔn)模板存在風(fēng)險之后，指導(dǎo)委員會決定為所有項目合同使用一種特殊 SOWS標(biāo)。委員會應(yīng)在下列那一項保持特殊SO惟板？主承包商協(xié)議對項目管理計劃的變更單采購管理計劃風(fēng)險管理計劃aweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskquantificationtechniquesshouldbeused?ProbabilitydistributionsExpertjudgmentDataqualityassessmentRiskurgencyassessment30.在每周項目審查會議上，項目經(jīng)理討論了不同類型的項目風(fēng)險。應(yīng)使用下列那一項風(fēng)險量化工具？概率分布專家判斷數(shù)據(jù)質(zhì)量評估風(fēng)險緊迫性評估guaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbedelayedAdvisetheresourcetoworkovertimetocompletebothactivitiesReviewthehumanresourcemanagementplanandcontactapreferredconsultingfirmArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossibleactions為保證下一次項目交付，兩個項目團隊在相同的時間范圍內(nèi)需要相同的關(guān)鍵資源。項目經(jīng)理首先應(yīng)該做什么？通知客戶將延遲交付通知資源加班工作完成兩項活動審查人力資源管理計劃并聯(lián)系一家首選顧問公司與兩名團隊領(lǐng)導(dǎo)安排一次聯(lián)合問題解決會議，確定可能的行動projectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstouseasensitivityanalysismodel.Theprojectmanagerisinwhichofthefollowingprocesses?IdentifyrisksPerformquantitativeriskanalysisControlrisksPerformqualitativeriskanalysis項目經(jīng)理確定了哪些風(fēng)險對項目產(chǎn)生的影響最大，并計劃使用敏感性分析模型。項目經(jīng)理目前處于下列哪一個過程？識別風(fēng)險實施定量風(fēng)險風(fēng)險控制實施定性風(fēng)險分析aproject’sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionalityWhatshouldtheprojectmanagerdonext?AgreetoincludetherequirementUpdatetheprojectmanagementplanaccordingtothenewrequestReviewtheimpactofthechangeandstartthechangemanagementprocessRejectanychangessincetheprojectisintheclosingphase在項目收尾階段，項目經(jīng)理提交了最后一個項目可交付成果，并運行驗收標(biāo)準(zhǔn)。但是，在驗收項目之前，客戶希望增加額外功能。A.同意包含該需求B.按照新的請求更新項目管理計劃C.審查變更影響，并開始變更管理過程D.因為項目處于收尾階段，拒絕任何變更theproject’sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.ThenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryscheduleWhatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementplanUpdatetheriskmanagementplanAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheimpactConductariskreassessment在項目執(zhí)行階段，一名關(guān)鍵主管報告將把項目的一部分外包給一名新的外部供應(yīng)商開發(fā)。這名新供應(yīng)商提供了他們的額外需求，導(dǎo)致交付進度可能發(fā)生延遲。項目經(jīng)理下一步該怎么做？按照溝通管理計劃通知干系人范圍變更更新風(fēng)險管理計劃調(diào)整項目管理計劃、進度和優(yōu)先級控制的影響執(zhí)行風(fēng)險再評估workingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintherequirementsDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthiserror?IdentifybenchmarkReportperformanceControlscopeControlquality當(dāng)與客戶合作核實可交付成果時，客戶通知項目經(jīng)理多項必須的數(shù)據(jù)字段趨勢?？蛻舯硎具@些數(shù)據(jù)字段已包含在需求當(dāng)中。項目團隊?wèi)?yīng)該在以下哪一個過程中發(fā)現(xiàn)這個錯誤？識別標(biāo)桿報告績效控制范圍控制質(zhì)量riskidentifiedintheriskregisterisrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%Whatshouldtheprojectmanagerdonext?ExecutetheresponseplanfortheidentifiedriskinriskmanagementplanGettogetheralldesignmemberanddiscusstheothersolutionInformthekeystakeholdersthatoneriskimpactstheprojectbudgetReduceothertasks’cost,balancethecosttomakesureprojectcostiswithinthebudget設(shè)計團隊意識到了在風(fēng)險登記冊中已識別的一個風(fēng)險。結(jié)果，項目支出將增加15%。項目經(jīng)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)對措施集合設(shè)計團隊討論其他方案通知關(guān)鍵干系人一個項目風(fēng)險影響到項目預(yù)算減少其他任務(wù)的支出 15%，平衡并保持在預(yù)算之內(nèi)thecustomer’sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.Theprojectmanager’scompanyconductsarootcauseanalysisanddiscoversthattheprojectdidnotadequatelyconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeencompleted?InitiatingMonitoringandcontrollingPlanningExecuting在客戶最終驗收可交付成果期間，項目經(jīng)理遭遇到其他地方團隊的反對意見。項目經(jīng)理所在公司開展了一次根本原因分析，發(fā)現(xiàn)項目并未充分考慮項目的環(huán)境因素。這本應(yīng)該在下列那一個過程中完成？啟動監(jiān)控規(guī)劃執(zhí)行projectmanagerworkswiththesalesmanageronarequestforproposal(RFP).Thecustomerisinterestedinanewproductfeaturewhichisstillunderdevelopment.ThesalesmanageraskstheprojectmanagertoincludeintheresponsethatthefeatureisavailableWhatshouldtheprojectmanagerdo?Respondaccordingtothesalesmanager’ssuggestionEscalatetheissuetotheprojectsponsorAdvisethecustomerthattheproductfeatureisnotavailableRefusetorespondtotheRFP38.項目經(jīng)理與銷售經(jīng)理一起合作答復(fù)建議邀請書( FRHo客戶對一個仍處于開發(fā)階段的新產(chǎn)品功能非常感興趣。銷售經(jīng)理要求項目經(jīng)理在答復(fù)中包含可提供該功能的內(nèi)容項目經(jīng)理應(yīng)該怎么做？A．按照銷售經(jīng)理的建議答復(fù)B．將該問題上報給項目發(fā)起人C．同時客戶無法提供該產(chǎn)品功能D．拒絕答復(fù)該 RFPpreparingformonthlystakeholdermeeting,theprojectmanagementidentifiesaresourceavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpactthescheduleAcquireadditionalresourcestoresolvetheissueDiscusstheissuewiththestakeholdersduringthemonthlymeetingMeetwiththeprojectteamtobrainstormhowtoresolvetheissue在準(zhǔn)備每月干系人會議時，項目經(jīng)理識別到一個可能影響項目進度的資源可用性問題。項目經(jīng)理認(rèn)為如果問題能在幾周內(nèi)解決，則不會影響到進度。項目經(jīng)理下一步該怎么做？設(shè)法解決問題，以便不影響進度招募額外資源解決這個問題在月度會議上與干系人討論這個問題與項目團隊開會，頭腦風(fēng)暴討論如何解決這個問題projectmanagerworksonatelecommunicationsprojectwhichisahighpriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnext?CreateWBSDeterminebudgetDevelophumanresourcemanagementplanD.Defineactivities40.項目經(jīng)理正在管理一個在組織中處于優(yōu)先級的電信項目。定義范圍之后，項目團隊下一步應(yīng)從下列那一個過程？創(chuàng)建WBS確定預(yù)算制定人力資源管理計劃定義活動projectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorchangesUpdatetheprojectmanagementplanandsendittoallstakeholdersContinuetothenextphaseandthenreviewtheminorchangesConductindividualmeetingswiththestakeholderswhosuggestedtheminorchanges項目經(jīng)理與所有干系人安排了一次會議，審查并批準(zhǔn)項目管理計劃以及所有子計劃。在進行細微變更之后，獲得批準(zhǔn)繼續(xù)進行下一個階段。項目經(jīng)理下一步該怎么做？以項目管理計劃為基準(zhǔn)，然后處理細微變更更新項目管理計劃，并將其發(fā)送給所有干系人繼續(xù)下一個階段，然后審查細微變更與建議細微變更的干系人單獨開會ofthefollowingtechniquesattemptstobalanceresourcerequirementsbyreschedulingspecificactivities?SchedulingcompressionLevelingSmoothingAdjustingleadsandlags下列哪一項技術(shù)嘗試通過重新安排特定活動的進度以便平衡資源需求？進度壓縮平衡環(huán)節(jié)調(diào)整時間提前量和滯后量thestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan?EmailInteractivePullpush在干系人會議之前，項目經(jīng)理應(yīng)使用什么溝通方式獲得干系人對項目管理計劃的認(rèn)可？A.電子郵件B.交互式溝通拉式溝通推式溝通newlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,asupplier’sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext?ConductaquantitativeriskanalysisandidentifyhowtheriskmustbeaddressedMeetwiththesupplierandrequestanimmediateresolutionIdentifyandevaluatetheprojectedimpactoncostandscheduleExecutethecontingencyplantoaddresstheimpactontheprojectschedule一名新任命的項目經(jīng)理確定項目符合時間和預(yù)算要求。但是，一名供應(yīng)商的可交付成果將延遲。新項目經(jīng)理下一步該怎么做？實施一次定量風(fēng)險分析，并確定必須如何解決該風(fēng)險與供應(yīng)商開會，并要求立即解決確定并評估對項目成本和進度的影響執(zhí)行應(yīng)急計劃解決對項目進度的影響developingaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers’expectationsconflictwitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdonext?DevelopacommunicationsmanagementplanPerformastakeholderanalysisEvaluatetherisksEscalatetotheprojectsponsor在為一個內(nèi)部項目制定項目章程時，項目經(jīng)理意識到一些職能經(jīng)理的期望與另一些職能經(jīng)理的期望相沖突，可能對項目產(chǎn)生負面影響。項目經(jīng)理下一步該怎么做？制定溝通管理計劃執(zhí)行干系人分析評估風(fēng)險上報給項目發(fā)起人projectmanagerholdsaprojectclosuremeetingwiththecustomer.TheagendaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerdo?EnsurethesuccessoffutureprojectEnsurethefuturecooperationwiththecustomerEvaluateprojectperformanceUpdatetheresponsibilityassignmentmatrix項目經(jīng)理與客戶召開項目收尾會議。議程包括搜集客戶的反饋并評估他們的滿意度。這個信息可以讓項目經(jīng)理進行下列那一項工作？確保未來項目的成功確保與該客戶的未來合作評估項目績效更新責(zé)任分配矩陣projectneedstopurchaseonemerchandisefromonesupplier,butthissupplierisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedsupplier.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewsupplierInformthecustomerwiththechangerequestandgettheapprovalofthechangerequestEvaluatetheimpactonprojectbudgetorcontingencyreserveonscheduleRequireprocurementdeparttocancelthepurchaseorderwitholdsupplier一個項目取決于一個從供應(yīng)商采購的一件商品。但是，該供應(yīng)商庫存里沒有這件上鋪。項目經(jīng)理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度計劃立即向客戶通知該變更并請求批準(zhǔn)評估對預(yù)算或進度應(yīng)急儲備的影響要求采購部門取消原始供應(yīng)商的合同theselectionofasupplierforacomplexproject,theprojectmanagerwantstoensurethepotentialsuppliershaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialsuppliersfromaprequalifiedlistReviewthesuppliers’proposalsAskathirdpartytoselectthesupplierthatbestfitstherequirementsAskthesponsorforfeedbackontheprospectivesuppliersInvitethesupplierstoabidderconference在為一個復(fù)雜項目選擇供應(yīng)商期間，項目經(jīng)理希望確保潛在供應(yīng)商能明確了解需求。項目經(jīng)理在資格預(yù)審名單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)商的建議書讓第三方選擇一家最符合要求的供應(yīng)商尋求發(fā)起人對潛在供應(yīng)商的反饋D.邀請所有潛在供應(yīng)商參加投標(biāo)會議A.UpdatetheprojectcharterA.Updatetheprojectcharterthataprojectwillmissacriticalmilestone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactanalysisCrashingimpactanalysisDependencyandrequirementsanalysisCostimpactanalysis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)這個變更之前，項目經(jīng)理應(yīng)開展下列那一項工作？A．進度影響分析B．趕工影響分析C．依賴關(guān)系和需求分析D．成本影響分析ateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?A.Assumptionsandconstraints,high-levelrisks,andstakeholderlistProjectpurpose,summarybudget,andprojectmanagementplanScopebaseline,teamcomposition,andprojectmanagementplanAssumptionsandconstraints,workbreakdownstructure,andsummarybudget項目經(jīng)理在團隊會議上收集項目章程信息。下列哪一項應(yīng)包含進項目章程假設(shè)和制約因素、高層次風(fēng)險以及干系人名單項目目的、預(yù)算匯總和項目管理計劃范圍基準(zhǔn)、團隊構(gòu)成和開支限制假設(shè)和制約因素、工作分解結(jié)構(gòu)和預(yù)算匯總companyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudgetToaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerengage?SoftwarevendorInformationtechnologymanagerHumanresourcesmanagerProjectsponsor一家公司為人力資源部門實施了新軟件。然而，技術(shù)問題導(dǎo)致進度延期并影響項目預(yù)算。為解決這種情況，項目經(jīng)理應(yīng)接洽下列哪一位干系人？軟件供應(yīng)商信息技術(shù)經(jīng)理人力資源經(jīng)理項目發(fā)起人approvedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.TheseniorexecutivefortheprojectWhatshouldtheprojectmanagerdonext?UpdatethestakeholderregisterUpdatetheriskregisterUpdatetheriskmanagementplan一個已批準(zhǔn)的戰(zhàn)略計劃向一個建筑翻新項目分配了1500萬美元。項目高級主管離開公司，且任命了新的高級主管。項目經(jīng)理下一步該怎么做？更新項目章程更新干系人登記冊更新風(fēng)險登記冊更新風(fēng)險管理計劃projectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.TheprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentifiedWhatapproachshouldtheprojectmanagertaketogathertherequiredinformationConsultthelessonslearnedfromthepreviousprojectConsulttheprojectcharterfromthepreviousprojectStarttoprepareastakeholderanalysisfromscratchObtaintheprojectmanagementplanfromthepreviousproject項目發(fā)起人已經(jīng)起草完項目章程的第一稿。53.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)鍵干系人被遺漏了。項目發(fā)起人要求項目經(jīng)理確保所有項目干系人均已識別。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)驗教訓(xùn)查詢之前項目的項目章程開始從頭準(zhǔn)備一份干系人分析獲得之前項目的項目管理計劃confirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdiscoversthattheresourceswillnotsufficientlymeettheprojectschedule.TheprojectmanagermeetswithafunctionalmanagerwhoagreestomakeadditionalresourcesavailableforthedurationoftheprojectWhattoolortechniquedoestheprojectmanageruse?NegotiationAcquisitionPre-assignmentCo-location54.確認(rèn)人力資源可用性并獲得執(zhí)行項目任務(wù)的團隊后，項目經(jīng)理發(fā)現(xiàn)資源不足以滿足項目進度計劃，項目經(jīng)理與職能經(jīng)理開會，職能經(jīng)理同意為項目工期增加可用資源。項目經(jīng)理是用的是什么工具或技術(shù)談判招募預(yù)分派集中辦公aresultoffinancialissues,sellerawillbelateindeliveringacriticalproduct.Accordingtothecontingencyplan,sellerBisanapprovedvendorandcoulddeliverasimilarproductWhatshouldtheprojectmanagerdonext?SubmitachangerequesttothechangecontrolboardHoldabi