二模試題講解后101、社區(qū)利益群體在一個(gè)項(xiàng)目中具有關(guān)鍵他們要求

101AcommunityinterestgrouphasakeyinterestinaprojectTheydemandthatalladjustmentstoprojectcostorschedulebereviewedbythempriortoformallyissuingthechangerequest.Wherewouldaprojectmanager thisdemandfromthecommunityinterestgroup?A. B.ProjectC.Formal D.Change考點(diǎn)：考點(diǎn)：5.2.3收集需求-輸出-需求文件-與需求有關(guān)的制約因素。它描述各種單一的需求將如何滿足與項(xiàng)目相關(guān)的業(yè)務(wù)需求，它是漸進(jìn)明細(xì)過程。 。項(xiàng)目經(jīng)理應(yīng)該將社區(qū)利益群體的要求記錄在下列哪種文件當(dāng)A*B.CD

B，本質(zhì)是立項(xiàng)報(bào)告，是PM與發(fā)起人的約定。它 項(xiàng)目經(jīng)理和對項(xiàng)目概括描述如項(xiàng)目原因、成功標(biāo)準(zhǔn)、總體費(fèi)用、質(zhì)量、進(jìn)度等要求。102、Whatisthedescriptionofthetypes tiesofrequiredresourcesforeachelementoftheselowerlevelsoftheWBScalled?A.ResourceB.CostC.ResourcepoolD.Expert 103、Aprojectmanagermustimplementastrategicprojectfor .Thisprojectmustincludeaspecifictechnicalengineer.Whomshouldtheprojectmanagerhasnegotiationwith?A.AllB.SponsorsandprogramC.FunctionmanagerandotherprojectmanagementD.HRmanagerand組建項(xiàng)目團(tuán)隊(duì)-工具-談判【PM這里用非正式權(quán)力】，該特定 *D.

resolutiontechniqueisaprojectmanagerusingwhenhesays,""Icannotdealwiththisissuenow!A.ProblemB.C.D.考點(diǎn)：管理項(xiàng)目團(tuán)隊(duì)-工具

105、Youmanageaprojectwhoseteammembershavediverseskillsandexpertise.Youwanttoencourageyourstafftopoolitsknowledgeaboutprojectissuestomakethebestdecisionspossible.ThemostappropriatemanagementstyletouseisA.Laissez-B.C.D.

reviewsfourstratestrategicrevenuegeneratingoptionsandselectsoneinitiative.Whichwouldbethenextsteptoformallybegintheproject?A.DefineB.EstimatecostandC.Developproject D.Createproject考點(diǎn)：制定項(xiàng)目章程。出處：考點(diǎn)：制定項(xiàng)目章程。出處：PMBOK2012

107、Aprojectmanagerisdevelo aprojectforaworkingonatime-and-materialcontracts.Theyhaveperformedanearnedvalue ysisandverifiedthattheprojectcanbecompletedearlierandundertheoriginalestimatedbudget.Thedevelopmentteam,however,wascontractedbytheprojectmanager’sunderafixed-pricecontract.Thismeanstheprofitfortheprojectmanager’s willdecreaseandtheprojectmanager’sbonus,basedontheprojectmargin,willalsobelessthanexpected.WhatshouldtheprojectmanagerA.Inform sthattheynowisincludedsomerequirementsthattheyareoriginaldeletedB.Askthedevelopmentteamslowdowninordertorealizetheexpectedprofitinthisproject sthisprojectcanbefinishedD.Addnewworkstomeettheoriginal考點(diǎn)：職業(yè)道德考點(diǎn)：職業(yè)道德誠實(shí)！確保利益108、Ateammemberisnotperformingwellontheprojectbecausesheisinexperiencedinsystemdevelopmentwork.Thereisnooneelseavailablewhoisbetterqualifiedtodothework.WhatistheBESTsolutionfortheprojectA.Consultwiththefunctionalmanagertodetermineprojectcompletionincentivesfortheteammember.B.Obtainanewresourcemoreskilledindevelopmentwork.C.ArrangefortheteammembertogetD.Allocatesomeoftheprojectschedule考點(diǎn)：9.3.2考點(diǎn)：9.3.2建設(shè)項(xiàng)目團(tuán)隊(duì)-工具-培訓(xùn)。項(xiàng)目經(jīng)理的工作包括為團(tuán)隊(duì)成員提109、Duringtheproject'sconstructionphase, rhasafireandthesupplyofrawmaterialisdelayedbyaweek,Theprojectmanageridentifiedtheriskofadelayandincludeditinthe n.Aftertheoccurrenceoftheevent,whatshouldtheprojectmanagerdofirst?A.Carryoutrisk B.AskforanextensionoftheprojectduetoC.UpdatetheprojectD.Updatetherisk考點(diǎn)：控制風(fēng)險(xiǎn)。出處：考點(diǎn)：控制風(fēng)險(xiǎn)。出處：PMBOK2012

110、Aprojectmanageristryingtosettleadisputebetweentwoteammembers.Onesaysthesystemsshouldbeintegratedbeforetesting,andtheothermaintainseachsystemshouldbetestedbeforeintegration.Theprojectinvolvesover30people,and12systemsneedtobeintegrated.Thesponsorisdemandingthatintegrationhappenontime.WhatistheBESTstatementtheprojectmanagercanmaketoresolvethe A.DoitmyB.Let'scalmdownandgetthejobC.Let'sdealwiththisagainnextweekafterweallcalmD.Let'sdolimitedtestingbeforeimplementationandfinishtestingafterimplementation.考點(diǎn)：管理項(xiàng)目團(tuán)隊(duì)-工具- **110、一項(xiàng)目經(jīng)理正在解決兩名團(tuán)隊(duì)成員間的糾紛。一個(gè)人說系統(tǒng)應(yīng)在測試之前集成，另一個(gè)說每個(gè)系統(tǒng)應(yīng)該在集成之前 *A.B.C.. 111、Aprojectteamhasjustcompletedthedevelopmentofanewordertrackingsystem.Theprojectsponsor,thedirectorofsales,ispleasedwiththenewsystem.However,thedirectorofmanufacturingisnotpleasedandhasdemandedthatthesystembere-designedtomeet manufacturingconcerns.Theprojectmanagerestimatesthatasystemredesignwilldelayimplementationbytwomonths.HowcouldtheprojectmanagerhaveavoidedthisA.Completedarolesandresponsibilitymatrixinthe B.InvolvedkeystakeholderstoensurethatrequirementswerenotC.EnsuredthatthedirectorofsaleshadapprovedtheD.Developedaneffectiveprojectscopeandchangecontrolprocessduringproject 系統(tǒng)的開發(fā)。112、Duringtheprocurementofresourcesforaproject,whichofthefollowingcontracttypesissuitablewhenaprecisestatementofworkcannotbequicklydefined?A.cost-plus-award-B.firm-fixed-C.cost-plus-D.timeand

113、ThedifferencebetweenthecostbaselineandthecostbudgetcanbeBESTdescribedas?A.ThemanagementB.ThecontingencyC.TheprojectcostD.Thecost考點(diǎn)：考點(diǎn)：7.3.2制定預(yù)算-工具-儲備分析，總成本基準(zhǔn)+管理儲備=**113.A*B.CD8=76=54=3=21114、WhatdoesaresourceprogramA.ExpectedresourseusingstatusaccordingthetimeB.ExpectedresourserequirementofactionsincriticalC.resourseallocatingstatusofD.resourseallocatingstatusfor考點(diǎn)：考點(diǎn)：9.1.3制定人力資源-輸出-人力資源計(jì)劃-資源直方圖，按一系列時(shí)間

115、Duringtheprocessofqualityassurancewhattechniquewhichmayberanomorscheduled,couldaprojectmanageremploy?A.QualityB. C.QualityD.Change116、Atthebeginningofaproject,theprojectmanagerholdsariskworkshopwiththeprojectteamandthekeycustomerstakeholders.Aftertheworkshop,theyproduceamatrixwithseveralrisks.Theirprobabilities,andimpactsfortheproject.Whattypeofrisk ysiswasperformedintheA.Qualitative tative C.Categorization D.Delphitechnique 117、TheinstallationprojecthasaCPIof1.03andanSPIof1.0.Thereare14teammembersandeachteammemberhadinputintothefinalprojectmanagementn.Thecustomerhasacceptedthethreedeliverablescompletedsofarwithoutcom intandtheresponsibilityassignmentmatrixhasnotchangedsincetheprojectbegan.Theprojectisbeingcompletedinamatrixenvironmentandtherearenocontractsneededfortheproject.Thoughthesponsorishappywiththestatusoftheproject,oneoftheteammembersisalways iningabouthowmuchtimehisprojectworkistaking.WhichofthefollowingwouldbetheBESTthingfortheprojectmanagertodo?A.ReviewtherewardsystemfortheB.TrytoimprovescheduleperformanceoftheC.MeetwiththecustomertotrytoextendtheD.Gainformalacceptanceinwritingfromthe中完成的，不需要合同。雖然發(fā)起人對項(xiàng)目狀態(tài)表示滿意，但是一名團(tuán)隊(duì)成員總是抱怨說他在項(xiàng)目工作花了太多時(shí)間。項(xiàng)目 *B.

118、TheprojectmanagerhascreatedtheWBSandthemanagement n.WhatisthenextprocesstobeusedinordertoachievetheA.GainapprovalforprojectB.ImplementchangecontrolC.DirectandmanageprojectD.Performquality 119、ThemethodofcalculatingtheEACbyaddingtheremainingprojectbudget(modifiedbyaperformancefactor)totheactualtodateisusedmostoftenwhentheA.CurrentvariancesareviewedasatypicalB.OriginalestimatingassumptionsarenolongerreliablebecauseconditionshaveC.CurrentvariancesareviewedastypicaloffuturevariancesD.Originalestimatingassumptionsareconsideredtobefundamentallyflawed 120、ACost-Plus-Incentive-Fee(CPIF)contract-atargetcostof-atargetfeeof umfeeof$-aminimumfeeof$-asharingratioofTheactualcostoftheprojectis$150,000.WhatisthefinalpricethebuyerhastopayatthecompletionoftheA.B.C.D. 行，160000-150000=10000<15000，結(jié)算價(jià)格=實(shí)際成本150000元最低費(fèi) -$100,000-$20,000-$30,000-$15,000-80/20項(xiàng)目的實(shí)際成本為$150,000*A.

121、Intheinitiationphaseofyourproject,itisapparentthatfactionswithinthe havesignificantlydifferentviewsonhowtheprojectshouldbestructuredandhowthedeliverablesshouldbedefined.WhichofthefollowingistheBESTthingtodo?A.Askthe whentheywillbeiiiagreementontheprojectrequirements.B.Workwithleadershipfromeachareatocollaborativelyengineeramutuallyacceptable C.MakesurethetermsandconditionsofthecontractareD.Listtheconsequencesofchangesinthecontract'srequirementsection.4.1制定項(xiàng)目章程和13.1B.與各領(lǐng)域 CD.在合同的要求部分列出變更 122、OftheoptionsbelowwhatisthemostsignificantactiontheprojectmanagerwilltakeforavirtualteamA.Senda ntoallB.DevelopacommunicationmanagementC.Obtainand yzeteammembers’D.Reviewtheteammembers’考點(diǎn)：考點(diǎn)：9.2.2組建項(xiàng)目團(tuán)隊(duì)-工具-虛擬團(tuán)隊(duì)。在虛擬團(tuán)隊(duì)的環(huán)境中，規(guī)劃溝

123、TousestatisticalqualityControleffectively,theprojectteamshouldknowthedifferencesbetweenA.PreventionandqualityB.AttributesamplingandvariablesC.AttributesamplingandstatisticalD.Controllimitsandoperational A 124、Aprojectmanagerhasaprojectteamconsistingofpeopleinfourcountries.Theprojectisveryimportantto ,andtheprojectmanagerisconcernedaboutitssuccess.Thelengthoftheprojectscheduleisacceptable.Whattypeofcommunicationsmethodshouldheuse?A.InformalB.FormalC.FormalD.Informal考點(diǎn)：《老師講義》-考點(diǎn)：《老師講義》-溝通管理-溝通方式。因項(xiàng)目重要、且團(tuán)隊(duì)來自 125、Duringtheproject,yourealizeyouneedaconsultantimmedia ytobeginworkingonaproject.WhatistheMOSTappropriatecontracttypeinthissituation?A.FixedpriceB.StartworkC.TimeandmaterialD.Costplusfixedfee126、Theprojectmanagerdiscoversanunpredictablehigh-impactriskhas eafactorintheproject.Self-interestamongteammembersiskee theissuefrombeingreached,theprojectmanagermustactquicklytorefocustheteamandgettheprojectontack.whichoffollowingtechniquesshouldtheprojectmanagerusetoresolvetheA.B. 解決方法。出處：PMBOK2012解決方法。出處：PMBOK2012

127、Whichofthesestatementsmostdescribesthepurposeprojectcharter?A.TohighlighttheauthorityofthefunctionalmanagerintheorganizationB.ToprovidetheprojectmanagerwiththepossibilityfortheprojectresourcesC.TodetailtheresourcestobeusedintheD.Tohighlightthedaily考點(diǎn)：4.1.1制定項(xiàng)目章程-引言，輸出-考點(diǎn)：4.1.1制定項(xiàng)目章程-引言，輸出-

128、Inorganizingaproject,aprojectmanagermustdealwith .WhichstatementistrueregardinginA.AmatrixformoforganizationcanproducealackofclearroledefinitionsandleadtoambiguousjurisdictionsbetweenandamongfunctionalleadersandprojectB.Sourcesof includeprojectpriorities,PERT/CPMschedules,AdministerProcurementsprocedures,andtypeofcontract. istobeavoidedwheneverD.Strongmatrixprojectmanagershavefewhuman s,becausetheycandictatetheirneedstofunctionalmanagers.考點(diǎn)：9.4.2管理項(xiàng)目團(tuán)隊(duì)-工具 來源；C現(xiàn)代觀點(diǎn)認(rèn) 是有益的； 129、Ifaprojecthasa60percentchanceofaU.S.，000profitanda40percentchance$100，000loss,expectedmonetaryvaluefortheprojectofaA.$100，000B.$60,000C.$20,000D.$40,000100,00060,000，0.4x（-100,000）=-4100,00060,000，0.4x（-100,000）=-40,000 130、Thoughitwasdifficult,theprojectmanagerreceivedagreementtotheprojectcharterfromallfoursponsorsinvolvedontheprojectandtheUS$4,000,000projectwasapproved.Nowthecostvariancefortheprojectis-$500andthelastperformancereviewwaspositive.Justwhentheprojectentereditssecondphase,ateammemberonanon-criticalpathactivityannouncedshewasleavingthe.ThefloatofactivityLchangedfromtwotofourOnlyoneunidentifiedriskhasoccurredwithaminorimpact.Thelastqualityreviewshowedthattheprojecthasmadeuseoftheresultsofthelastdesignofexperiments.Basedonthisinformation,whatshouldtheprojectmanagerdoNEXT?A.CompleteclosureofthefirstB.FasttracktheprojecttoaddmoreC.Reviewthe D.Investigateadditionalriskscausedbythedifficultywiththeseniormanagers.

sellscoffeein1kilogrambags,Duringthequality nningphase,theprojectmanagerfindsthatthehistoricalstandarddeviationofthemachinethatfillsthebagsisgram.ForthecontrolchartwhatcontrollimitsshouldbeA.1,000-1,006B.994-C.996-1,006D.997-1,003 1,000-1,006994-1,0001996-1,006997-1,003 132、AllofthefollowingarecommonresultsofriskmanagementEXCEPT?A.ContracttermsandconditionsareB.Theproject nisC.Thecommunicationsmanagement nisD.Theprojectcharteris*A

wantstobetheindustryglobalmarketleaderandstartsaprojecttodevelopanewproductimplementinganinnovativetechnology,whatshouldthe'sprojectinitiatorcompleteA.ProjectstatementofB. C. D. 考點(diǎn)：項(xiàng)目工作說明書為制定項(xiàng)目章程的輸入。出處：考點(diǎn)：項(xiàng)目工作說明書為制定項(xiàng)目章程的輸入。出處：PMBOK2012134、Aprojectmanageraskedvariousstakeholderstodeterminetheprobabilityandimpactofanumberofrisks.Hethenyzedassumptions.Heisabouttomovetothenextstepofriskmanagement.Basedonthisinformation,whathastheprojectmanagerforgottentodo?A.Evaluatetrendsin B.IdentifyC.ProvideastandardizedriskratingD.Createa **134下一個(gè)環(huán)節(jié)了。根據(jù)上述信息，項(xiàng)目經(jīng)理忘了做什么事？A

的風(fēng)險(xiǎn)應(yīng)對方案，通常稱為應(yīng)急計(jì)劃或彈回計(jì)劃，其中 135、Half-waythroughaproject,aprojectmanagerdiscoveredtheearnedvaluethepastcoupleofmonthshavebeenerroneous.Whatshouldbetheprojectmanager’spriority?A.Makenochangesbut ntodiscusswiththeB.DiscussafuturecourseofactionwithC.TakeownershipfortheerrorandidentifycorrectionsD.Changethescheduleand ntomatchtheearnedvaluereports. 136、Theprojectmanagermeetswiththecustomerandseniormanagementonseparateoccasionstodefinetheprojectcharter.Onanotheroccasion,theprojectmanagercollectsassumptionsandconstraintsfromkeyteammembersforthepurposeofdevelo thecharter.Whattypeofinformationgatheringtechniqueistheprojectmanagerusing?A.RootcauseB.DelphiC.D.Strengths,weaknesses,opportunitiesandthreats AB*C.D.優(yōu)勢、劣勢、機(jī)會

137、Whichofthefollowingstatementsbestcharacterizesacostordurationestimatedevelopedwithalimitedamountofinformation?A.Itshouldbepartofthe nningfortheneededmanagementreserve.B.ItisaninputtoidentifyC.ItisanoutputtoidentifyD.Itmustbefactoredintothelistofprioritizedprojectrisks.考點(diǎn)：考點(diǎn)：11.2.1識別風(fēng)險(xiǎn)-輸入-活動成本估算和活動時(shí)間估算，這些預(yù)測是計(jì)劃 138、Duringprojectexecuting,amajorproblemoccursthatwasnotincludedintheriskregister.WhatshouldyoudoFIRST?A.CreateaB.ReevaluatetheriskidentificationC.Lookforanyunexpectedeffectsofthe l考點(diǎn) 風(fēng)險(xiǎn)-輸出-變更請求-權(quán)變措施（未知的未知）針對以往識別 接受、目前正在發(fā)生的風(fēng)險(xiǎn)，而采取 實(shí)現(xiàn)計(jì)劃的應(yīng)對措施是之后具體對策

139、Accurateandunbiaseddataareessentialforqualitative（定性）risk ysis.Whichofthefollowingshouldyouusetoexaminetheextentofunderstandingofprojectrisk?A.DataprecisionB.ProjectassumptionsC. D.Influence***139、準(zhǔn)確和無誤差的數(shù)據(jù)是量化（qualitative翻譯錯(cuò)了，察對項(xiàng)目風(fēng)險(xiǎn)理解程度的？

140、Oncesignedacontractisbinding A.onepartyisunabletoB.onepartyisunabletofinanceitspartofthework.C.itisinviolationofapplicableD.itisdeclarednullandvoidbyeitherparty'slegalcounsel.

141、Youhavedecidedtoawardacontracttoasellerthathasprovideditsservicestoyourfrequentlyinthepast.Thissellerhasagoodrecordintermsofscheduleandcostperformance,andyourworkingrelationshipwiththissellerisexcellent.Yourcurrentproject,althoughsomewhatdifferentfrompreviousprojects,issimilartootherworkthesellerhasperformed.Inthissituation,tominimizeyourriskyoushouldawardwhattypeofcontract?A.Fixed-pricewitheconomicpriceB.Fixed-priceincentive(firmC.Firm-fixed-D.Cost-plus-award 翻譯somewhat稍微、有點(diǎn)）不同，但是與該供貨商完成其它工作類似。在這種情況下，你應(yīng)該訂立什么類型的合同A142、Aconstruction conductsbidderconferencesforpurchasingcomponentsforabuildersproject.Theproposalsarereceivedandreviewed.One rproposesexcellentratesthattheunrealisticforconductingsustainablebusinessaccordingtointernalexpertjudgment.WhatshouldtheprojectmanagerA.Askthe rtoprovideadditionalinformationabouttheircoststructure.B.AsktheprocurementdepartmenttoquicklysigntheC.Addpenaltyclausestothecontracttoensurethe fulfillstheirobligations.D.Changethecostbaseline考點(diǎn)：實(shí)施采購工具考點(diǎn)：實(shí)施采購工具“獨(dú)立估算”指明：采購組織可以獨(dú)立估算，用來比較潛在賣方的應(yīng)答。如兩者之間存在明顯差異，則可能表明采購工作說明書存在缺陷或不明確，以及或者潛在賣方誤解了或未能完全響應(yīng)采購工作說明書。所以，在這個(gè)地方，如果召開過投標(biāo)人會議，應(yīng)懷疑潛在賣方是否誤解或未能完全響應(yīng)，應(yīng)讓其再提供成本結(jié)構(gòu)補(bǔ)充信息。受到投標(biāo)人的建設(shè)書并評審。其中一個(gè)供應(yīng)商提出非常 價(jià)格，但是根據(jù)內(nèi)部專家判斷，該價(jià)格對于開展持續(xù)性的業(yè)務(wù)

143、Theprojectteamisresponsibleforcreating10,000smallparts.Basingthequalityofthebatchonanintensivereviewof500partsisanexampleofwhatqualitycontroltool?A.QualityB.ParetoC.StatisticalD.考點(diǎn)：考點(diǎn)：8.1規(guī)劃質(zhì)量-工具-統(tǒng)計(jì)抽樣。統(tǒng)計(jì)抽樣是指從目標(biāo)總體中選取部分

144、Inthefollowingtable,whichprojectismostlikelytofinishaheadofschedule?A.ProjectB.ProjectC.ProjectD.Allthreetheprojectswillbecompletedatthesametime.ABC考點(diǎn)：考點(diǎn)：7.3.2控制成本-工具掙值管理，算SPI.注意：*A.項(xiàng)目B.項(xiàng)目C.項(xiàng)目D

ABC145、Basedtheinformationinquestion144,whichwillmostlikelybecompletedwithintimeandcostA.ProjectB.ProjectC.ProjectD.BothAandBABC考點(diǎn)：考點(diǎn)：7.3.2控制成本-工具掙值管理，算spi、cpi*A.項(xiàng)目AABC

146、Acustomerinitiatesanewstrategicproject,Whichmustbecompletedbytheendoftheyear.Theprojectiscriticaltothestrategicsuccessofthecustomer.Anideaaboutthescope,budget,andtimelinehasalreadybeenWhatelseshouldbeincludedintheprojectA.Approvedbudget,namedresources,andfixed-end fiedrisks,limitsandexclusions,andrevisedtonedatesC.High-levelrequirements,high-levelrisks,andidentifiedD. n, n,and ？？?146、客戶啟動了一個(gè)新 項(xiàng)目，該項(xiàng)目必須自年 成功至關(guān)重要。關(guān)于項(xiàng)目范圍、預(yù)算和進(jìn)度的意見已經(jīng)討論過。項(xiàng)目章程中還應(yīng)包含哪些內(nèi). D. municationisvitallyimportantforconductingbusinessandmanagingprojects;however,it evenmorecriticalwhenworkingabroadwithpeoplewhoselanguageisdifferentfromyours.Thesinglebestwayto eaneffectivecommunicatorasanexpatriateistoA.LearnandusethelocalB.RelyonC.Focusprimarilyonformal,writtenD.Usegesturesandotherformsofnonverbalcommunicationtomakeyourpoint考點(diǎn)：10.1.2規(guī)劃溝通-工具-溝通模型 148、Afull-timeprojectmanagerwhofullycontrolstheproject’sbudgetandhasmoderatetohighauthority,ispartofwhichtypeoforganization?A.B.WeakC.StrongD.PMBOK2012PMBOK20122.1.3。而項(xiàng)目型組織中項(xiàng)目經(jīng)理的職權(quán)是大*A.BCD149、Whichofthefollowingcontracttypesrequiresthemostcompleteandaccuratedefinitionofthescopeofworkandrequiresthemostpreparation?A.ReimbursablewithfixedB.UnitpriceC.FixedpriceD.Timeandmaterial考點(diǎn)：考點(diǎn)：12.1.2規(guī)劃采購-合同類型。固定總價(jià)合同（FFP）。FFP是最常用FFP合同下，買方必須準(zhǔn)確定義產(chǎn)品同

150、Theinitialcostofyourprojectis$25,000,whichwillsavethe $6,000yearforthenextfouryears.Usingthedatainthefollowingtable,ifyourwantsa12%ROI,whatisNPVoftheproject?A.-B.-C.D. 年年1234--C.*D.

151、Aprojectmanagerfortheselleristoldbyhermanagementthattheprojectshoulddowhateverpossibletobeawardedincentivemoney.Theprimaryobjectiveofincentiveclausesinacontractisto:A.reducecostsfortheB.helpthesellercontrolC.synchronizeD.reduceriskforthesellerbyshiftingrisktothe考點(diǎn)：《成功通過》-考點(diǎn)：《成功通過》-合 BCD.152、Howshouldaprojectmanagerinterpretan8-pointruninaprocesswith1pointlocatedoutofcontrollimit?A.Itisanormalsituation,nothingshouldbeB.ControllimitsshouldbeC.Itisanabnormalsituation;productionprocessesshouldbecorrected.D.Itisawarningsignal;qualitymeasurementsystemsshouldbeupdated..2規(guī)劃質(zhì)量-工具-控制圖。1*A.BC.. 153、Twoprojectteammembersareengaginginopenverbal atprojectmeetingsoverprojectissues.Theprojectmanagerisnotabletocontrolthissituationwhentheyarise.Thissituationcouldhavebeenavoidediftheprojectmanagerhadestablishedgroundrulesduringwhichprocessgroup?A.B.C.Monitoringand

154、Amanufacturingprojectisconductedunderlimitedtimeconstraints.Atthepointofdelivery.Alargebatchofcomponentsmustbescrapped,astheydonotmeettheindustryminimumrequirements.WhatshouldtheprojectmanagerhavedonetopreventthisA.Surveyedtheindustrystandardsandenterpriseenvironmentalfactors.B.Initiatedqualityauditstoensurethatthe nnedqualityassuranceactivitiesarefollowedC.Increasedthefocusonriskidentification,mitigationandD.Obtainedapprovalfromthesponsortoextendprojecttime考點(diǎn)：考點(diǎn)：8.2.2質(zhì)量審計(jì)-用來確定項(xiàng)目活動是否遵循了組織和項(xiàng)目的政策、過程程的穩(wěn)定性，導(dǎo)致沒有穩(wěn)定地生產(chǎn)合格的產(chǎn)品。 B.C.提高對風(fēng)險(xiǎn)和突 D

155、Whichevaluationtechniqueisusedasanessential nningcomponentofcontrollingSchedule?A.Schedule B.EstimateatCompletionC.ActualCostofWorkPerformedD. .2控制進(jìn)度-工具-*A.*B.1項(xiàng) 2團(tuán)

控、多長周期、具體哪個(gè)層級負(fù)責(zé)哪156、Aspartoftherecordsmanagementsystem,youaretryingtomakesurethatallrecordsfromtheprocurementareedandindexed.WhichofthefollowingdoyouNOThavetoworryA.B.StatementofC.TermsandD.Negotiation考點(diǎn)考點(diǎn)：12.3.2-管理采購-工具-記錄管理系統(tǒng)。它包含一套特定的流程、相 *B.CD 157、Theprojectmanagerhasjustbeenassignedtomanageaprojectinthemiddleoftheexecutionphrase.Theprojecthashadahighturnoverrateofprojectresources.WhatshouldtheprojectmanagerdoA.Organizeateam-buildingeventtoimproveteammorale.B.Talktotheprojectsponsortogetcommitmentforprojectresources.C.Checkthestaffing D.Movethemostactiveteammemberstothesameroomtoenhancetheirabilitytoperformasateam.考點(diǎn)：考點(diǎn)：9.3.2建設(shè)項(xiàng)目團(tuán)隊(duì)-工具-提高團(tuán)隊(duì)績效的方法包含培訓(xùn)、團(tuán)隊(duì)建 A..*CD.將最積極的團(tuán)隊(duì)成員調(diào)到同一間房間，增強(qiáng)他們作為一個(gè)團(tuán)C：thestaffingmanagement 158、WhatisrequiredtoobtaincontractualA.MutualverbalagreementbetweentheprojectsponsorandtheprojectmanagersB.VerificationandsignoffofphaseC.VerificationofthesigningofastatementofD.Multi-agreementofall.B.*C.D.

159、Whichexecutingtheproject,aprojectmanagerrealizesthatataskdurationwaspoorlyestimateWhichofthefollowingtoolscouldbeusedtominimizetheimpact? nningRiskB.FastC.D.failuremodeand

160、Aprojectisseriouslydelayed.Earnedvalue showsthattheprojectneedstobecompleted10percentfasterthantheworkhasbeengoing.Togettheprojectbackontrack,managementwantstoadd10peopletoanactivitycurrentlyassignedtoone .Theprojectmanagerdisagrees,notingthatsuchanincreasewillnotproduceanincreaseinspeed.Thisisanexampleof:A．ThelawofdiminishingB．FastC．EarnedD．Lifecycle度應(yīng)該比當(dāng)前快10％（theprojectneedstobecompleted10percentfasterthantheworkhasbeengoing，項(xiàng)目需因?yàn)樗J(rèn)為這種安排不一定會導(dǎo)致項(xiàng)目進(jìn)度的加快。項(xiàng)目經(jīng)理

管理層傾向用趕工來加快進(jìn)度。但PM認(rèn)為從1個(gè)人增加到10個(gè)人并不會增加進(jìn)度，有可能此項(xiàng)活動1個(gè)人就是最佳數(shù)量。161、Asellerisawardedacontracttobuildapipeline.Thecontracttermsandconditionsrequirethatawork nbeissuedforthebuyer'sapprovalpriortocommencingwork,butthesellerfailstoprovideone.WhichofthefollowingistheBESTthingforthebuyer'sprojectmanagertodo?A.FilealetterofB.Developthework nandissueittothesellertomovethingsC.IssueadefaultD.lssueastopworkordertotheselleruntila nis**161、賣方被授予一個(gè)管道建設(shè)合同。162、Anewprojectislaunchedspecificsoftware.Duringtheprojectkick-offmeeting,ateammemberremembersthatonapreviousproject,theyhadusedthefirstversionofthatsoftwaretoolanditledtoamultitudeofproblems.WhatshouldtheprojectmanagerdoA.Ex intotheteammemberthattechnologyhaschangedgreatlysincethelastproject.sotherewillbenoissues.B.Lookinthelessonsteamedregisterforthepastprojecttoidentifysimilarrisksinthenewproject.C.Escalatethepotentialriskimmedia ytotheprojectsponsorsoextrafundingcanbeallocated.D.Closetheprojectandcollectlessonslearned,sofutureprojectscanbenefitfromthisknowledge.金163、Anewprojectmanagerisdevelo aproject ninanareathattheprojectmanagerhasnoexperience.Whichofthefollowingshouldtheprojectmanagerreferencetobenefitfromtheexperienceofothers?A.TeamperformanceB.PerformanceC.HistoricalD.Stakeholder考點(diǎn)：整合-規(guī)

164、Duringprojectexecuting,yourprojectteammemberdeliversaprojectdeliverabletothebuyer.However,thebuyerrefusesthedeliverable,statingthatitdoesnotmeettherequirementonpage300ofthetechnicalspecifications.Youreviewthe findthatyouagree.WhatistheBESTthingtodo?A.Ex inthatthecontractiswrongandshouldbeB.IssueachangeC.Reviewtherequirementsandmeetwiththeresponsibleteammembertoreviewthe D.Callameetingoftheteamtoreviewtherequirementonpage300.考點(diǎn)：考點(diǎn)：5.5.1核實(shí)范圍-輸入-項(xiàng)目管理計(jì)劃-詞典?？蛻舨唤邮艹Ｒ颍?、 A.**B.

.表*D.召開團(tuán)隊(duì)會議，審核第300`165、Theprojectofficejustissuedyouaprojectcheckreport.Yourheartraceswithanticipationasyouscantheeuphemisticallyentitled“ mendations”intheexecutivesummary.Onceagain,youhavebeencriticizedforfailingtoprovidesufficientsupportingdetailabouttheproject.Althoughthereportdoesnotprovideexamples,yourememberreadingaboutsupportingdetailinthePMBOKItincludesallthefollowingexcept.A.OrderanddeliveryB.Cash-flowC.Best-andworst-casealternativeD.Stakeholderposition

166、Attheconclusionofaproject,thereisacompilationofinformationthatservesasthememoryandhistoryoftheproject.Thatevaluatestheoverallsuccessoftheprojectincludingitsstrengthsandweakness,organizationandtechniquesusedtogetresults.WhatisthecollectionofinformationA.StakeholderfeedB.Post-implementationC.LessonD.Finalproject考點(diǎn)：4.6考點(diǎn)：4.6結(jié)束項(xiàng)目或階段-輸出-組織過程資產(chǎn)（更新）-經(jīng)驗(yàn)教訓(xùn)。把歷史167、AprojectexperiencesanincreasednumberofAfteraninitialroot ysis,theprojectstheseissueshaveacommontechnicalcause.Itisbelievedthattheriskmanagement npreparedbytheteamisnotcomprehensive.Whichofthefollowingtoolsshouldbeusedtoevaluatetheeffectivenessoftheriskmanagementprocess?A.statusB.RiskC.TechnicalperformanceD.Risk風(fēng)險(xiǎn)及其根源方面的有效性，以及風(fēng)險(xiǎn)管理過程的有效性。

wouldliketheirprojectselectionmodelsstoredinacomputerdatabasetoserveasinputfortheirnewprojects.The isupdatingwhichofthefollowing？AProjectmanagementinformationBOrganizationalprocessCEnterpriseenvironmentalDCommercial ABCD

169、ATeammemberwasrecentlypromotedasprojectmanagerandhasbeenassignedaThedepartmentmanagerschedulesameetingtoreviewtheprojectcharterwithintwoweeks.WhatshouldtheprojectmanagerdoA.CreatetheprojectscopeBMeetwiththesponsortodefinethebusinessCScheduleakick-offmeetingwithteamDReviewtheprojectmanagement nswiththe200 ABCD

170、AprojecthasadeliverydateofMarch1st,Accordingtothekeystakeholder,thebudgetisflexible,butthedeliverydatemustbemet.Wheredoestheproject thisA.ProjectscopeB.ProjectC.D.projectcost A*B.

171、Aprojecthasspecificservicelevelagreementswhichassurequalityofservicetothecustomerwhattoolcantheprojectman