沖刺詳解3套題2014年3月份pmp模擬題

東莞PMP?教育機構(gòu)東莞PMP?教育機構(gòu)本模擬測試共有200道單項選擇題，測試時間4Asaprojectcloses,theflexibilityofthescheduledecreasesandtensionamongteammembersincreases.Duringateammeeting,adiscussiononanissueescalatesoutofcontrol.Teammembersblameeachotherforthecauseoftheissue.Whatshouldtheprojectmanagerdo?Addresstheteam’sdynamicsandshiftthefocusfromalitiestospecificEscalatetheissuetotheprojectsponsor,asitimpactsthe TakechangeofthesituationandreintheviewpointthatensuresatimelyInviteexternalsubjectmatterexpertstorestoreprojectfocusandclosetheprojectonAsasoftwareprojectends,theprojectisaheadofscheduleandunderbudget.Thekeyteammemberadvisestheprojectmanagerthatitincreasessmallbudgettotheproject,youcanaddanewfunctiontothesoftwaretobenefitthecustomer.Whatshouldtheprojectmanagerdonext?MaintaintheoriginalVerifywiththecustomerifthesenewfeaturesisImplementthenewfunctions,andimprovecustomerPerformariskassessmentandifthereisnoriskexposure,performthenewTheprojectmanagerisaskedtoprovideashort-termbudgetforthreenewprojects。Theprojectmanageryzesthethreenewprojectsandfindsthemsimilartotwoprojectsinthescaleandrequirements.Tobudgetforthethreenewprojects,whichofthefollowingestimatetechniquesshouldtheprojectmanageruse?ExpertOrderofDuringtheproject’sinitiation,aprojectmanagergathersopinionsfromvariousexpertstoassessthefeasibilityofaproject’srequirements.Aftertheopinionsarecollected,theyaresummarizedanddistributedtotheteamofexpertsforfurtherreview.Toavoidanybias,thisworkisperformanceanonymously.Whatisthisinformationgatheringtechniquecalled?NominalTheprojectmanagementofficeaskstheprojectmanagerformallytoclosetheproject.Theprojectmanagerensuresthefinalproductisformallyproducttheofficialdeliverables’sareupdated.Whichofthefollowingmeasuresshouldtheprojectmanagertake?AuditqualityPerformqualityEdittheriskresponseReleasealloftheAftertheprojectteamidentifiedseveralrisks,theprojectmanagerwantstoyzetheserisksonthepossibleimpactsofprojectresults.Whichofthefollowingtoolsshouldbeused?QualitativeRiskIshikawaMonteCarloDuringtheproject’sinitiationphase,stakeholdersinformtheprojectmanagertheproject’sscopewillchangefrequently.Vendorsareresponsibleforsomeoftheprojectdeliverable.Whichthefollowingtypesofcontractsshouldtheprojectmanagerselected?LumpTimeandDuringtheprojectisclosure,whichofthefollowingsshouldtheprojectmanagerarchivethemostcritical?rProjectResourceProjectAprojectteamreceivesanapprovedchangerequestforanewrequirementfromthecustomer.Whatchangestothebaselineshouldtheprojectmanagermake?ModifythecurrentcostbaselinetoreflecttheCreateanewbaselinetoshowthechangesfromthecurrenttimeThereisnoaffectontheUpdatetheoldbaselineandalsocreateanewTheprojectmanagerisintheprocessofingtheresultsofateammember’sworktothattheteammemberhasmetalloftherequirementsandspecifications.Whatistheprojectmanageractuallyng?PerformingadministrativeclosureCompletinglessonsCompletingtherequirementsspecificationUpdatingtheissuesWhichofthefollowingisthemostimportantfactortoavoidpotentialrangeofcontroversialprocurementcontracts(donottakeintoaccountthespecificdepth)PaymentSeller’sceofStatementofsponsordecidestoshiftsomeofprojectA’steammemberstransfertothenewprojectB.WhatshouldprojectA’sprojectmanagerdo?Takeonactions,sincethedecisionwasmadebytheprojectEvaluatethechangetoprojectAandreviewwiththeprojectsponsorContactthefunctionalmanagertorequestalternativeresourceoverfiveRequestthefunctionalmanagertoallowtheremainingteammemberstoworkAAA當中的一些團BA的項目經(jīng)理應該怎么做？BA的變更，并與項目發(fā)起人一起Aninternationalprojectteamislocatedinfourcountries.Oneoftheoutsourcedteamsisonafixedcontractandcannotmeettheprojecttimelinesanddeliverthecommittedquality.Thetechnologyteamestimatesa12weekdelay.Whatshouldtheprojectmanagerdo？RenegotiatetheInitiateaprojectchangeUpdatetheUpdatetheprojectmanagement12個星期。項目經(jīng)理應該怎么做？Inaneight-monthproject,thecustomerrequestsachangetoacomplexbusinessrequirement.Developmentis72%complete.Thecustomersuggeststheprojectschedulebeextendedbyanadditionalmonth.Whatshouldtheprojectmanagerdonext?RejectthechangesincemostofthedevelopmentisAskforadditionalyzetheAcceptthechangesincethecustomerhasincreasedthe872%?？蛻籼岢鲰桝fterbeingassignmenttoanewproject,theprojectmanagercollectsrelevantstakeholdersonthedeliveryofproductsandserviceinformation.Theprojectmanagerrealizesthattheprojectneedstobeunifiedtotheinitialspecifications.Whatshouldtheprojectmanagerdonext?A．ObtainfinalapprovaloftheprojectcharterandeventuallydeveloptheprojectB．AttempttokeepthetiesofprogrammanagementandprojectC．Gatherthekeystakeholders’high-levelD．Obtainthesponsor’sprojectcharterwillbeapprovedandidentifiedtherequirementsduringprojectexecutionphase.16．Toidentifyprojectrisks,theprojectmanagerdistributesaquestionnairetoexpertswithintheorganizationandrequestsanonymousparticipationinsteadofholdingabrainstormingsession.Theresponsescollectedarepresentedforfurthercommentstothesamegroup.Theapproachisknownaswhichofthefollowing?ExpertDelphiGroupTeammembersAandBexperiencecommunicationproblemsmaybecausedbythereasonoftimezone,geographicalandculturaldifferences.Theprojectmanagerreviewsthesolutiontosolvethisanddiscussesitwithbothparties.Thistechniqueiscalled:Anewintegrationprojectincludesthedeliveryofanunreleasedsoftwareproduct.WhichofthefollowingshouldthebestoptiontoappropriatetimeframefordefiningtestingmethodsforthissoftwareDuringthefinalconstructionofthesoftwareAtthestartofintegrationWhenstartingperformanceWhilepreparingthequalitymanagementAprojectmanagerbeginstheimplementationofatwo-yearproject.Equipmentisrequiredtouseonlyintheproject’sfinalphase.Theprojectmanagermustdecidewhentopurchasethisequipment.Tolowerrisksregardingavailabilityandshipmentissue,ateammembersuggestsprojectmanagertopurchasetheequipmenttootherrs.Totalcostwillnotchange.Forwhichofthefollowingreasons,theprojectmanagershouldavoidtheteammember'ssuggestion?ItaffectstheworkbreakdownItaffectsthebudgetatItreducestheearnedItincreasestheflowofAprojectmanager’sformerbosscallstoexpressdissatisfactionwiththeprojectmanager’spreviousproject.Equipmentoperatorsdonotunderstandtheoperatinginstructionsintheusers’manual.Whichofthefollowingprocessescouldhavebeenperformedmorethoroughly?PerformQualityCloseProjectorControl Duringaconstructionproject’sinitiationphase,thecustomerandprojectsponsornotifythecontractorthattheprojectmustbecompletedinsixmonths.Theprojectsponsorwillprovidefullcommitmentandsupport.However,accordingtotheprojectmanager’sinitialcalculations,theprojectwilltakeninemonths.Whatshouldtheprojectmanagerdonext?NegotiatewiththeprojectsponsortoincreasetheprojectMeetwiththeprojectsponsorandcustomertoaskforIncludethetimeconstraintintheprojectReducetheproject’sscopetoachievetheproject9個月的時間。項目經(jīng)理接下來應該怎Theprojectmanagerreportsa pleteperformanceindexof1.15.ThebudgetatcompletionisUS$1,575,000.TheearnedvalueisUS$1million.ThennedvalueisUS$985,000.WhatistheactualB、1，061,957C、1,075,000D、1,132,750Duetotechnicalissues,aprojectisstoppedintheearlystages.Whenclosingtheprojectwhatshouldtheprojectmanagerdo?UpdateandarchivetheworkbreakdownUpdateandarchivetheprojectandarchivethelessonslearned.InformthetechnicalsupervisorabouttheAprojectteamiscomprisedoftenteammembers.Duetoascopeincrease,twoteammembersareaddedlater.Howmanymorecommunicationschannelsareadded?？D、Afterbeingapproved,aseconddeliverableisprovidedtothecustomer.Thecustomerrequeststhattheprojectmanagerconfirmwhenthenextdeliverablewillbecompleted.Wherewilltheprojectmanagerfindtherequireds?RecordsmanagementProjectmanagementinformationChangecontrolAhasseveralhigh-priorityprojects.However,thedidnotprovideenoughresourcesavailabletoworkonalloftheirprojectactivities.WhatshouldthelinemanagersandtheprojectmanagersSetupameetingandnegotiateresourceAssignresourceson e,first-serveAllocateresourcestoworkextrahoursonmultipleCreateamatrixofvirtualteamswithexistingTheprojectmanagerworksonaninformationtechnology(IT)project.Becausetheteamnoticesissueswithnetworksetupandtheproject n,theyexpectdatewillbeadverselyaffected.Themunicationsmanageraskstheprojectteamtodeterminethereason.SotheITsteeringcommitteecanmakedecisionstimely.WhattoolshouldtheprojectteamIshikawaControlPareto項目經(jīng)理從事一個（IT）基礎(chǔ)設(shè)施項目。因為項目團隊注意到網(wǎng)絡(luò)設(shè)置和項目計劃出現(xiàn)問題，他們預期日期將會受到影響。電信經(jīng)理要求項目團隊確定原因，以便IT指導可以及時決策。項目團Aprojectteamwasinitially alwithintheirsubgroups.Now,theprojectteamhas awell-organizedunitandismakingsignificantprogress.Whatstageofdevelopmenthastheteamreached?Alessexperiencedprojectcoordinatorhasjoinedanorganization.Thecoordinatorhasthesamedepthofexperienceintheorganizationasotherstaff.Buttheyusepersuasionandacommitmenttowork.Thecoordinatordemonstrateswhichtypeofpower?Thedirectorofthebusinessunitsubmitsarequestforanewsoftwareapplication.Theprojectmanagerdeterminestheneedforprojectrequirementsgatheringandscopedevelopments.Whichofthefollowingactivitiesshouldbeperformed?CreatethetechnicalspecificationandrequirementtraceabilityCreateissuelogandperformriskaproductdescriptionandcreatealistofstakeholders.DraftthecurrentandfutureprocessesanddrafttheworkbreakdownTheprojectmanagerdecidedtoadoptanactiveacceptancestrategy,andestablishedriskmanagement.Whichofthefollowingshouldtheprojectmanagerdonext?IdentifyrisksandrecordedintheriskResourcesallocatedanexperienced,addressriskintheeventofIdentifyriskresponsestrategiesandupdatetheriskEstablishcontingencyreservehandleProjectProjectProjectTheorganizationhasarequiredrateofreturnofatleast10%fortheirprojects.Whichofthefollowingprojectsshouldbeselectedfortheumreturnoninvestment?ProjectProjectProject145,000125,000120,000105,000118,000104,000108,000102,000AAC、項目CD、項目Theprojectsponsorwantstoproduceaproduct,buthasnotyetdeterminedtheprojectmanagerprojectresponsibilitiesandscopeoftheprojectspecifications.WhichofthefollowingmustcontainthisProjectScopeStatementofProjectHumanResourceProjectteammembersarelocatedindifferenttimezones.Inthissituation,whichofthefollowingesincreasinglyimportanttotheproject’s RiskmanagementHumanresourcemanagementAprojectmanagerleadsaquickly-formedandinexperiencedteam.Whichofthefollowingtechniquesshouldbeusedtoimproveteamperformance?StaffingmanagementnandtrainingTrainingco-location,recognition,andIssuelogpreparationandperformanceresolution,training,andgroundWhohasthefinalresponsibilityforchangeoftheprocessesandtheresultsProjectProjectteamProjectCCBD、CCB成員Onceaprojectisyzedwiththecriticalpathmethod,whichofthefollowingshouldbeappliedforscheduledevelopment?ResourceFastAwillrestructureinthenextfewmonths.Theprojectmanagerandthenewlyestablishedprojectteamholdthemeeting,andassesstheriskoftheproject.Whattoolsshouldtheprojectmanagerusetoidentifythehighrisk?PERTSWOTB、PERT圖C、SWOTDuringaproject’simplementation，oneofthecriticalpathtasksisdelayed.Whatshouldtheprojectmanagerdonext?UsethemanagementreservetoavoidthebudgetyzethenetworkdiagramtoidentifyareaswherethetaskscanruninPerformawhat-ifysistodetermineimpacttofuturecriticalpathUpdatethelatestart,thelatefinish,andrecalculatethecriticalDuringthenningphase,theprojectmanagerestimatestaskdurationsbasedontheavailabilityoftheresources.Howshouldtheprojectmanagergaincommitmentfromtheresources’providers?SharetheprojectmanagementnandhumanresourcemanagementntothefunctionalSendane-mailtothestaffingdepartmentwithacompletedresourceInvolvethefunctionalmanagersindevelothenandobtaintheirAssurethefunctionalmanagersthattheresourceswillbereleasedandWhichofthefollowingauditswillbeperformedbytheprojectmanagementofficetoverifywhethertheprojectisusingthecorrectprojectmanagementmethodology？BestTheprojectmanagerwasappointedtomanageanewlystartedproject.Whattoolsandtechniquesshouldtheprojectmanagerbeusedtocreateaprojectscopestatement?ConductstakeholderReviewandrevisetheprojectBegantodevelopprototypeTheprojectmanagermustdefinecleardivisionsofrolesandresponsibilitiesforanewproject.Ifshowallactivitiesassociatedwitharesourceandallteammembersassociatedwithoneactivity,whattoolortechniqueshouldtheprojectmanageruse?ResourcebreakdownWorkbreakdownTheoverallprojectnisdevelopedandapproved.Theprojectmanagerwillformallydeclarethestartoftheprojectandpresentthesummaryofprojecttonesscheduletothestakeholders.Whatwilltheprojectmanagerdonext?SendtheprojectntotheteamScheduleaweeklyprojectreviewConductateambuildingConductakick-offmeetingwithteamAprojectmanagerperformsacostestimateusinghistoricaldataandstatisticalmethods.WhichoffollowingestimationmethodsisbeingPERTweightedD、PERT平均Accordingtotheprojectn,theprojectshouldhavebeenspentsofarUS$28,000,itrepresentsUS$28,000perhourlaborrateandworks1000hours.Monitoringcosts,theprojectmanagerdeterminesthatthecostperformanceindexis0.8.ActualprojectcostisUS$40,000.Whatistheproject'sschedule根據(jù)項目計劃，項目至今為止應已花費28,000，代表按每小時28的勞動費率，工作1000小時。成本時，項目經(jīng)理確定成本績效指數(shù)為0.8.項目實際成本為40,000。項目的進度偏差是多少？A、-12,000B、4,000C、5,600D、12,000Duringprojectnning,theprojectteamidentifiesanewtechnicalrisk.Sincetheprojectteamuncertaintheycanidentifyanappropriatesolutiontomeetadeadlinethescheduleisextendedwiththecustomer’sapproval.Whattypeofriskresourcestrategydoestheprojectmanageruse?DAprojectbeganninemonthsagoandisexpectedtofinishinthreemonths.Theprojectusesthevaluemanagementtechnique,andtheearnedvalue/nnedvalueratioisgreaterthan1.Whatistheproject’sOverBehindUnderAheadof項目在九個月前開始，預計將在三個月內(nèi)結(jié)束,項目使用掙值管理技術(shù)，且掙值/1。項目Theprojectmanagercreatestheintegratedchangecontrolsystematthestartofaproject.Usingthissystem,whichoftheimpactchangesshouldbemadeachangerequest?Resources,schedule,costandriskn,schedule,costandResources,schedule,costandResources,riskmitigation,costandDuringastatusmeetingona municationsproject,ateammembersuggestspurchasingnetworkequipmentwithagreaterprocessingcapacity.Theprojectmanageragrees,astherewasbenoimpacttotheprojectbudget.Whatshouldtheprojectmanagerdofirstregardingthischange?UpdatethescopestatementwiththenewSubmitachangerequestforthenewInformthesponsorthatthechangehasnomeasurableAskforthesponsor’sapprovaloftheAfterdevelotheprojectcharter,theprojectmanagerwilldiscussprojectrelatedschemeofeachstakeholderandassociatedwitheachprojectrisksandproblems.Whichshouldtheprojectmanagerconsultfirst?ProjectstatementofOrganizationalprocessFeasibilityTheprojectmanagersendsthechangerequestlogtoprojectstakeholdersbeforethedeadline.Whattheprocessbedescribedto?ControlManagementofstakeholderDuringtheprojectcompletion,therdoesnotperformitscontractualobligationstosubmitamandatory,whicheventuallyledtothedispute.Tosolveandeliminatethesedisputes,whatshouldtheprojectmanagerdo?UsingrevenueRecordthedisputeintheprojectTosolvethedisputeinAnewlyhiredprojectmanagerreviewstheprojectcharterandfindsthatsomestakeholdersnothavebeenincluded.Howshouldthenewprojectmanagervalidatethestakeholderregister?IdentifyonlythepeoplewhoareactivelyinvolvedwiththeIdentifyanyonewhoisinvolved,orhasaninterestintheIncludeonlythepeoplewhohaveamajorinterestinthe ’sexecutive Duringatime-criticalproject,variousworkflowsareoperatinginparallel.Whichofthefollowingthequalitycontrolmeasuresshouldtheprojectmanagerapplytoindicatewhenaprogressoftheworkflowsisabovetheupperspecificationlimits?ControlTheprojectmanagerhasrecentlybeenappointedtoanongoingsoftwaredevelopmentproject.Thestakeholderconsidersthattheprojectisonscheduleandbudgetaccordingtothepreviousprojectmanager’sreports.Duringthenewprojectmanagerreadstherelevantproject’ss,heknowstheprojectscheduledelayandoverbudget.Whattheprojectmanagershoulddo?EffortstofasttracktheprogressoftheprojectinordertomeetReporttostakeholderstoassesstheUseofexistingresourcestocontinuetoruntheMeetingwithstakeholdersandapplymoreTheprojectmanagerhasreceivedsomeapprovedchangerequest.Allchangesarecarriedoutaccordingtothechangecontrolprocess.Aftersixmonths,theteamhasbeentryingtodeterminethepercentageofcompletion.Toavoidthissituation,theprojectmanagershouldbehowtodo?Ensurethattheprojectschedulecontainingallapprovedchanges,andhasbeenwiththeprojectteamArrangementsfortheconveningofaweeklymeetingwiththeteamtoreviewtheprojectmanagementn,andincludetheappropriatechanges.IdentifyandyzethedeliverablesaswellaseachteammemberassignedtotherelevantStructureandorganizationoftheworkbreakdownTheprojectteamisdistributedacrossmultiplecountries.Whichofthefollowingaspectsshouldbeconsideredwhenschedulingteammeetings?Understandingthecountry-specificUnderstandingthelanguagedifferencesRecognizingthetimezoneRecognizingtheculturalAnorganizationselectsanewsoftwaredevelopmenttformscheduleperformanceby15%。Thiswillbeusedforalloftheorganization’sprojectprocesses.Toaddresstheriskassociatedwiththechange,whichofthefollowingriskresponsestrategiesshouldtheprojectmanageruse?15%。這將被用于該組織所有的項目過程。為DInformedofapotentialprojectchanges,theprojectmanagersperformedimpactysis.Theprojectmanagerthensubmitsthechangerequest,andoffersChangeControlBoard(CCB)toreviewandapproval.CCBapprovedchangesandgrantimplementation.Whichoneofthefollowingshouldtheprojectmanagerupdatefirst?RiskProjectProjectManagementQualitymanagement獲知一個潛在項目變更后項目經(jīng)理執(zhí)行了影響分析項目經(jīng)理然后提交變更請求供變更控制CCB）和批準。CCB批準了變更并準予實施。項目經(jīng)理應首先更新哪一項？D、計Oncetheprojectiscomplete,andtheproductistestedandvalidatedagainstthescopeandcontract,aprojectmanagershoulddowhichofthefollowing?anyknowledgelearnedthroughoutthedurationoftheproject.ChangethecommunicationmanagementntoincludeaclosureCreateprojectcharterforthesecondphaseoftheValidatetheresourceavailabilityagainstthecustomer’sclosureexpectations.Inprojectstatusreviewmeeting,Theprojectmanagerinitiallyidentifiedthescopeoftheprojectisnolongersuitableforoperationalandstrategicobjectives’requirements.Statusreviewmeetingsalsopointsoutthattheteammorale.Whichofthefollowingshouldtheprojectmanagershouldperformfirst?HoldabrainstormingsessiontodevelopIntroducetheincentiveexperts,toimprovetheprojectstatustoPerformedatcloseProject/stageprocessproceduresPerformdetailedroot ysistodeterminethecorrective Toavoidtheseller'slowperformance,whatshouldtheprojectmanagerhavetakenPerformimpactysistoteamofprojectImplementationoftheprocurementperformanceRe-evaluationoftheimplementationofInvolvedintheelaborationoftheAninstallationprojectofwatertreatmentequipmentusesadvancedtechnology.Theprojectteamwithpenaltyclauseshasdetailedworkinstructionsexpertise.Whichtypesofcontractsshouldtheprojectmanagerused?Fixed-priceContractsCostPlusFixedFeeContractsPMP?全 教育機構(gòu)CostPlusIncentiveFeeContractsTimeandMaterialContractsAprojectmanagermustdevelopanewproductwithinthreemonths.Theprojectmanagerreportsthemostlikelyestimateis45days.However,ifanotherproject’sresourcesareavailableatanearlierdate.Itcouldbe plishedin28days.Ifresourcesarenotavailableuntilalaterdate,theworkmaytakemorethan56daystocomplete.Basedonavailabilitydate,whatistheproject’sexpectedcompletiontime?424445D.462856天才能完成。A、42天B、44天C、45天D、46Theprojectmanagerpreparedtomarketanewproductofthefourprograms.EachscenariopreparedbyaprojectwithitsownNPVandcostforecasts,duetoalimitedbudget,whichofthefollowingitemswillhavetheshortestpaybackperiod?ProjectProjectProject東莞PMP?全 教育機構(gòu)C、項目CD、項目Whiledevelotheprojectschedule,theprojectmanageridentifiestheprecedenceofeachactivitiesanddurationsforeachactivity.Whichofthefollowingappliesincalculationsusedtocalculatetheearlieststartdateandearlyfinishdate(EF)duringtheforwardpass?TheESforpreceding estheESforsubsequentTheEFforpreceding estheESforsubsequentTheESforpreceding estheEFforsubsequentTheEFforpreceding estheEFforsubsequentB、之前任務的EF成為后續(xù)任務的ESAscompetitionintensifies,ahadtoadjustitsmeasurestheoverallproject.Theprojectmanagermustmotivatetheprojectteamtoachieveahigherlevelofperformance.Whatshouldtheprojectmanagerdonext?ReviewtheenterpriseenvironmentalfactorwhichaffectsteamConsider,recruitmentandchangetheteammemberstoorganizeaprojectImplementationofincentivesystemstoimproveRegularlyforindividualmemberstoimplementperformanceAccordingtotheprojectn,theprojectshouldhavebeenspentsofar$28,000,itrepresentsUS$28perhourlaborrateandworks1000hours.Monitoringcosts,theprojectmanagerdeterminesthatthecostperformanceindexis0.8.ActualprojectcostisUS$35,000.Theprojectmanagerpredictstheprojectwillbecompletedbythetotalcostof$100000.Howmuchisthecompletionoftheprojectbudget?控成本時，項目經(jīng)理確定成本績效指數(shù)為0.8。項目至今為止的實際成本為35,000。項目經(jīng)理預測項目將以100,000的總成本完成。項目的完工預算是多少？B、128,000C、125,000D、80,000

廣州東莞PMP?考試中心項目管 全 教育機構(gòu)Whilecreatingtheproject’sstatusreport,theprojectmanagernoticesthatallthevariancemeasuresarepositivenumbers.Whatistheproject’sstatus?UnderbudgetandaheadofUnderbudgetandbehindOverbudgetandaheadofOverbudgetandbehindB.、低于預算并于進度Theprojectteamusesthefollowingcontrolcharttomonitorthechangerequestofthescope.Accordingtothecontrolchart,whichofthefollowingitemscouldbeimproved?IntegratedChangeCollectControlPerformQuality東莞PMP?教育機構(gòu)東莞PMP?教育機構(gòu)Intheprojectclosuremeeting,theprojectmanagerdetailedfinaldeliveryoftheproject.Howwouldtheprojectmanagerprovetoclosetheproject?Acceptthefinalproduct,service,orresulttransferandupdatetheorganizationalprocessShowallcurrentconsolidationprocessandprovidetheagreedUpdatedscopestatementandorganizationalprocessProvidefinancialclosuresandupdatetheorganizationalprocessWhattoolshouldtheprojectmanagerusetodemonstratetothecustomerthatthefinalproductmeetsthebusinessneeds?WorkbreakdownProjectscopeProjectmanagementProjectmanagershallensurethatalltheinterestedrelationshipdeterminedbeforecommonunderstandingofprojectguidelines.Whattoolsandtechniquesshouldtheprojectmanagerusetodeterminethecomplexityoftheprojectcommunication?CommunicationmethodCommunicationmodelAftercreatingWBS,theprojectmanagerinitiatedthroughbrainstormingprocesstoidentifyrisks.Thisprocessidentifiedanumberofpotentialrisks,Whatshouldtheprojectmanagerdo?ChangethescopeoftheprojectinordertoavoidAccepttheriskandexpectedvaluesincludedintheprojectIdentifypotentialImplementationoftheworkprograminordertoavoidtheDirectorofhumanresourcescarriedouttheemployeeperformancereviewinpaperformed,hehopestorecethisinefficiencyasanetworkofonlineprocessautomationsolutions.ThenextstepwillbeProjectManagementProjectWorkBreakdownItispredictedthataproject’searlyfinishdateis1March.Thecustomerinsiststhattheprojectmanagerprovideanaccuratelatefinishdatewith99.99levelofconfidence.Whatisthelatestfinishdatetheprojectmanagerwillcommitto,ifthecalculatedscheduledeviationis4days?MarchMarchAprilAprilA、35日B、325日C、41日D、425Theprojectmanagerisresponsibleforanintegratedsystemproject.whatsarerequiredtoperformqualityassurance?Qualitymetrics,performanceinformationandprojectmanagementProjectmanagementn,lessonslearnedsandprojectscopeCostperformanceindex,theprojectmanagementnandscheduleperformanceProjectmanagementn,varianceysisandriskregisterTheprojectmanagerinformedamajoroverrunstotheprojectsponsor.Thesponsorwantstoknowwhynotpublishprojectinformationinadvancebywayofcommunicatingtold.Feedbackbeforeobtainingsponsors,whichofthefollowingshouldtheprojectmanagerhavetakenmeasurestosolvetheproblem?DevelopacommunicationntodealwiththeneedsoftheprojectInvitedsponsortoattendtheteammeetings,anddoregularUnforeseenexpenditurewilljointheprojectbudget,whichwillbeincludedintheprojectcostAbatementprojectresourcesforemergencycovercostTheprojectsponsordeterminesproductdevelopmentbudgetof$ .Theproductiswell-definedandbeonsalewithin10months.Itcompeteswithotherproducts.Apreliminaryfeasibilitystudyshowedthatitcannotsatisfyallconstraints.Whatshouldtheprojectmanagerdonext?Developariskmanagementntomanagedifficultiesofsatisfyingthescope,scheduleandcostInitiatetheprojectandusetheprojectscopemanagementprocessandthenreducetheAcceptthisprojectbecausethesponsorcommittedtoapproveachangerequestaftertheprojectSeektheprojectsponsorforprojectapprovalafterthecorrectionofoneormoreAtaprojectnapprovalmeeting,anunidentifiedstakeholderemerges.Toavoidthissituation,whichofthefollowingactivitiesshouldhavebeengivenmoreattention?IdentifyPerformstakeholderManagestakeholderUpdatestakeholderTheprojectmanagerwantstomotivateaprojectteammemberwhoislookingforarolechangeontheproject.Theprojectmanagerexpectstheteammembertoapplyforatrainerpositionwithinthetraininginorganization.WhichofthefollowingonewhichmeetstheneedsofMaslow'shierarchyofneeds?RespectAttributionandsocialeventDuringameeting,ateammemberexpressesconcernsabouttheperformanceconfidenceofthenewlydevelopedcomponent.Duringthestresstestingofthiscomponents,theprojectmanagernoticesthatthecomponentsbelowthedefinedperformanceparameters.Whatshouldtheprojectmanagerdonext?RequestacorrectiveactiontoresolvethisUtilizeachecklisttolimittheprobabilityofFacilitateadditionalteststocontinueexaminingtheUseadifferenttooltotestthecomponentthusTheprojectmanagerhasbeenidentifiedandimplementedthechangerequestofthecustomer.Rootcauseysisshowsthattheprojectmanagerhasfailedtoidentifytheauthorityresponsibleforapprovingchangesintheprojectmanagementn.Whichofthefollowingshouldtheprojectmanageridentifytoapprovethechange?ApprovedchangeChangecontrolChangeControlAprojecttocreateanewproductlineincludesthreenewproducts.Productnumberoneandtwowillbereleasedtogether,anddevelopedindetailimmediay.Productnumberthreewillbereleasedwithintwoyears,anddevelopedinmoredetailclosertothereleasedate.Thescopemanagementniscompleted.Whichofthefollowingdescribestheproject’sworkbreakdownstructure(WBS)?TheWBSshouldnotincludeproductnumberthree,asifwillnotbereleaseduntilalaterTheWBStemtefromapreviousprojectshoul