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(gè)論據(jù)，項(xiàng)目經(jīng)理的請(qǐng)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(cái)務(wù)收尾已批Abusinessystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitated B.FocusC.Groupdecisionmaking C.CGroupcreativity）引導(dǎo)式討論 B.焦點(diǎn)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(jì)Toincreasetrustandimproveinteralrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoascheduling,akeyteammembercannotattendtheactivity.Toavoidthis,whatshouldtheprojectmanagerhave C.Project 而，由于進(jìn)度，一名關(guān)鍵團(tuán)隊(duì)成員不能參加活動(dòng)。為避免這個(gè)，項(xiàng)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(xiàng)目經(jīng)理與將提供額源完成關(guān)鍵項(xiàng)目任務(wù)的外部供應(yīng)商協(xié)商合同條款。為了減少項(xiàng)目風(fēng)險(xiǎn)項(xiàng)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(huì)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(xiàng)目章 B.執(zhí)行風(fēng)險(xiǎn)再評(píng) ImplementaqualityauditConductaqualityauditofthe對(duì)照市場標(biāo)桿評(píng)估質(zhì)量保證計(jì) DAtaprojectkick-offmeeting,thechiefexecutiveofficer(CEO)changesthatwillimpacttheprojectscope.HowshouldtheAdvisetheCEOthattheprojectteamwillestimatetheimpactoftheInformtheCEOthatthescopecannotimplementthechangebecauseprojectscopeis在項(xiàng)目啟動(dòng)大會(huì)上，首席執(zhí)行官（CEO）變更將會(huì)影響項(xiàng)目范圍。項(xiàng)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(duì)成員團(tuán)隊(duì)成員團(tuán)隊(duì)成員團(tuán)隊(duì)成員團(tuán)隊(duì)成員1單位測RAICA2集成測IACAR3系統(tǒng)測IRCIA4用戶驗(yàn)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(xiàng)目范圍。項(xiàng)目經(jīng)理應(yīng)該將哪些項(xiàng)內(nèi)容包含作為項(xiàng)目范圍說明書的組成部分？（）需求矩陣、風(fēng)險(xiǎn)登記冊(cè)、相關(guān)方登記冊(cè)和活制約因素、進(jìn)度計(jì)劃、假設(shè)和工作基準(zhǔn)結(jié)范圍說明、驗(yàn)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(duì)仍然碰到實(shí)際問題。然后，大大降低。項(xiàng)目團(tuán)隊(duì)使用的是下列哪一項(xiàng)？（）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(xiàng)計(jì)劃中的活動(dòng)（ ）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(xiàng)目經(jīng)理下一步該怎么做？（將現(xiàn)有項(xiàng)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(xiàng)目經(jīng)理實(shí)施一個(gè)新的財(cái)務(wù)系統(tǒng)。項(xiàng)目經(jīng)理應(yīng)使用什么技術(shù)獲得次項(xiàng)目范圍（開展或外購分與總監(jiān)開會(huì)開展一項(xiàng)分與公司的財(cái)務(wù)專家和企業(yè)所有者定義需收集財(cái)務(wù)應(yīng)用程序供應(yīng)商的Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskRecordthechange,reviewandupdatetheprojectmanagementCommunicatetheresourceavailabilitydelayandmanagethestakeholderparticipation項(xiàng)目經(jīng)理下一步該怎么做？（在風(fēng)險(xiǎn)登記冊(cè)中添加該資源記錄該變更，并和更新項(xiàng)目管理計(jì)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(dòng)，因?yàn)樵搯栴}已在項(xiàng)目啟動(dòng)大會(huì)上討論Theamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdoSolvetheinadvanceinDelaythe,andevaluateifitwillimpacttheprojectinReport tofunctionViewthehumanresourcemanagementplanandtakethecorrective提前并私下解決延遲，評(píng)估其是否將會(huì)在后期影響項(xiàng)將上報(bào)給職能經(jīng)查看人力資源管理計(jì)劃并采取糾正措AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare？（DirectcostsforthePartoftheproject’scontingencyIndirectcostsfortheSunkcostsnottakenintoaccountforthis情況，項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理停止該項(xiàng)目。在這種情況下，實(shí)際成本為？（）項(xiàng)目應(yīng)急儲(chǔ)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(xiàng)目延遲。由于這是一個(gè)意外事件，項(xiàng)目經(jīng)理下一步該怎么做？（使用管理儲(chǔ)備金來生成一個(gè)延遲項(xiàng)目，并且等待管理層的指更新進(jìn)度，并且通知項(xiàng)目發(fā)與項(xiàng)目團(tuán)隊(duì)開會(huì)討論直接的AprojectmanagerworksonaUS$3millionproject，whichinvolvestwors.Theprojectmanagercreatesastatementofwork(SOW)foreachrWhichofthefollowingneedsRiskmanagementProjectProcurementmanagementrscope作說明書（SOW）。下列哪一項(xiàng)需要SOW的信息？（）項(xiàng)目章Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolProjectProjectProject）項(xiàng)目經(jīng)項(xiàng)目團(tuán)Anunexpectedriskoccursduringaproject.Afteryzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectArrangeaprojectmeetingtodiscussthereasonwhytheriskwasn’tincludedintheriskGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtothe項(xiàng)目經(jīng)理下一步該怎么做？（獲得高級(jí)管理層的批準(zhǔn)，增加項(xiàng)目安排一次項(xiàng)目團(tuán)隊(duì)會(huì)議，討論該風(fēng)險(xiǎn)未包含進(jìn)風(fēng)險(xiǎn)登記獲得高級(jí)管理層的批準(zhǔn)，使用應(yīng)急儲(chǔ)備減輕風(fēng)與項(xiàng)目團(tuán)隊(duì)安排一次會(huì)議，討論推進(jìn)項(xiàng)目的計(jì)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(xiàng)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(xiàng)目預(yù)算工期為四天，分配的預(yù)算為4000。項(xiàng)目經(jīng)理按每天1000分配一項(xiàng)資源以按計(jì)時(shí)間完成工作。在第二天結(jié)束時(shí)，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(xiàng)目預(yù)計(jì)將于何時(shí)完成）A第6Afteridentifyingariskwiththecompany’sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractorChangeordertotheprojectmanagementProcurementmanagementRiskmanagement主承包商協(xié) C.采購管理計(jì) D.風(fēng)險(xiǎn)管理計(jì)Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskficationtechniquesshouldbeused?Probability B.ExpertC.Dataquality D.Riskurgency（概率分 B.專家判C.數(shù)據(jù)質(zhì)量評(píng) D.風(fēng)險(xiǎn)緊迫性評(píng)Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbeAdvisetheresourcetoworkovertimetocompletebothReviewthehumanresourcemanagementplanandcontactapreferredconsultingArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossible）通知資源加班工作完成兩項(xiàng)人力資源管理計(jì)劃并聯(lián)系一家首選顧問公與兩名團(tuán)隊(duì)安排一次聯(lián)合問題解決會(huì)議，確定可能的行Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstousea ysismodel.Theprojectmanagerisinwhichofthefollowingprocesses?Identify B.PerformtativeriskC.Control D.Performqualitativerisk）識(shí)別風(fēng) B.實(shí)施定量風(fēng)C.風(fēng)險(xiǎn)控 Duringaproject’sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionality.Whatshouldtheprojectmanagerdonext?AgreetoincludetheUpdatetheprojectmanagementplanaccordingtothenewReviewtheimpactofthechangeandstartthechangemanagementRejectanychangessincetheprojectisintheclosing目之前，客戶希望增加額外功能。項(xiàng)目經(jīng)理接下來應(yīng)該做什么？按照新的請(qǐng)求更新項(xiàng)目管理變更影響，并開始變更因?yàn)轫?xiàng)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(jì)劃通知相關(guān)方范圍變調(diào)整項(xiàng)目管理計(jì)劃、進(jìn)度和優(yōu)先級(jí)控制的Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintheDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthisdentifyben B.ReportC.Control D.Control）識(shí)別標(biāo) B.報(bào)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(xiǎn)管理計(jì)劃中識(shí)別的風(fēng)險(xiǎn)應(yīng)對(duì)措集合設(shè)計(jì)團(tuán)隊(duì)討論其他方通知關(guān)鍵相關(guān)方一個(gè)項(xiàng)目風(fēng)險(xiǎn)影響到項(xiàng)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(xiàng)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(gè)問在月度會(huì)議上與相關(guān)方討論與項(xiàng)目團(tuán)隊(duì)開會(huì)，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(xiàng)目經(jīng)理下一步該怎么做？（以項(xiàng)目管理計(jì)劃為基準(zhǔn)，然后處理細(xì)微變更新項(xiàng)目管理計(jì)劃，并將其發(fā)送給所有相繼續(xù)下一個(gè)階段，然后細(xì)微變與建議細(xì)微變更的相關(guān)方單獨(dú)開Scheduling B.C. D.Adjustingleadsand下列哪一項(xiàng)技術(shù)嘗試通過重新安排特定活動(dòng)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(huì)議之前，項(xiàng)目經(jīng)理應(yīng)使用什么溝通方式獲得相關(guān)方對(duì)項(xiàng)目管理計(jì)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(shí)施一次定量風(fēng)險(xiǎn)分析，并確定必須如何解決該風(fēng)與供應(yīng)商開會(huì)，并要求立即確定并評(píng)估對(duì)項(xiàng)目成本和進(jìn)執(zhí)行應(yīng)急計(jì)劃解決對(duì)項(xiàng)目進(jìn)Whiledeveloaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers’expectationswitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdoDevelopacommunicationsmanagementPerforma EvaluatetheEscalatetotheproject理期相生。項(xiàng)目經(jīng)理下一步該怎么做？（制定溝通管理計(jì) B.執(zhí)行相關(guān)方分C.評(píng)估風(fēng) Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.ndaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerEnsurethesuccessoffutureEnsurethefuturecooperationwiththeEvaluateprojectUpdatetheresponsibilityassignment）A.確保未來項(xiàng)目的成C..Oneprojectneedstopurchaseonemerchandisefromoner,butthisrisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedr.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewInformthecustomerwiththechangerequestandgettheapprovalofthechangeEvaluatetheimpactonprojectbudgetorcontingencyreserveonRequireprocurementdeparttocancelthepurchaseorderwithold計(jì)劃從另一個(gè)合格供應(yīng)商處獲得采購訂單。項(xiàng)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(jì)立即向客戶通知該變更并請(qǐng)求批評(píng)估對(duì)預(yù)算或進(jìn)度應(yīng)急儲(chǔ)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(xiàng)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(duì)潛在供應(yīng)商的邀請(qǐng)所有潛在供應(yīng)商參加投標(biāo)會(huì)Concernedthataprojectwillmissacriticaltone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactCrashing Dependencyand Cost 因?yàn)閾?dān)心項(xiàng)目將延誤一個(gè)關(guān)鍵里程碑，客戶堅(jiān)持同時(shí)實(shí)施階段工作以便節(jié)約時(shí)間。批準(zhǔn)這個(gè)變之前，項(xiàng)目經(jīng)理應(yīng)開展下列哪一項(xiàng)工作）A.B.DDuringateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?Assumptionsandconstraints,high-levelrisks,andstakeholderProjectpurpose,summarybudget,andprojectmanagementScopebaseline,teamcomposition,andprojectmanagementAssumptionsandconstraints,workbreakdownstructure,andsummary項(xiàng)目經(jīng)理在團(tuán)隊(duì)會(huì)議上收集項(xiàng)目章程信息。下列哪一項(xiàng)應(yīng)包含進(jìn)項(xiàng)目章程假設(shè)和制約因素、次風(fēng)險(xiǎn)以及相關(guān)方項(xiàng)目目的、預(yù)算匯總和項(xiàng)目范圍基準(zhǔn)、團(tuán)隊(duì)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(xiàng)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(xiàng)目發(fā)起AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.Theseniorexecutivefortheprojectleavesthecompanyandanewseniorexecutiveisidentified.WhatshouldtheprojectmanagerdoUpdatetheprojectUpdatethestakeholderUpdatetheriskUpdatetheriskmanagement命了新的高級(jí)主管。項(xiàng)目經(jīng)理下一步該怎么做？（）更新項(xiàng)目章 C.更新風(fēng)險(xiǎn)登記 Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.Theprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentified.Whatapproachshouldtheprojectmanagertaketogathertherequiredinformation？（）ConsultthelessonslearnedfromthepreviousConsulttheprojectcharterfromthepreviousStarttoprepareastakeholderysisfromObtaintheprojectmanagementplanfromtheprevious項(xiàng)目經(jīng)理被任命管理一個(gè)新項(xiàng)目。項(xiàng)目發(fā)起人已經(jīng)起草完項(xiàng)目章程的第一稿。項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理在之前一個(gè)類似項(xiàng)目中某些關(guān)鍵相關(guān)方被遺漏了。項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理確保所有項(xiàng)目相關(guān)方均已識(shí)別。若要收集必要信息，項(xiàng)目經(jīng)理應(yīng)該采取什么方式？（）查詢之前項(xiàng)目的經(jīng)驗(yàn)教 Afterconfirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdiscoversthattheresourceswillnotsufficientlymeettheprojectschedule.Theprojectmanagermeetswithafunctionalmanagerwhoagreestomakeadditionalresourcesavailableforthedurationoftheproject.Whattoolortechniquedoestheprojectmanager B. D.Co-項(xiàng)）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(xiàng)目經(jīng)理下一步該怎么做？（）向變更控制提交一項(xiàng)變更請(qǐng) Whichoneofthefollowingtechniquescouldbeusedtomeasurethecomplianceofaprojecttotheorganizationalpoliciesandprocedures? B.C.Root D.Quality標(biāo)桿對(duì) B.德爾菲技C.根本原因分 D.質(zhì)量審Whileevaluatingaproject,theprojectteamidentifiesseveralrisks,mostofwhichhavemitigationplans.However,oneprobableriskcannotbereduced.Whatshouldtheprojectmanagerdo?EscalatetheissuetoseniorAskforadditionalUsethemanagementImplementthecontingency個(gè)可能的風(fēng)險(xiǎn)不能減少。項(xiàng)目經(jīng)理應(yīng)該怎么做？（）將問題上報(bào)給高級(jí)管理 B.要求額C.使用管理儲(chǔ) D.實(shí)施應(yīng)急儲(chǔ)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(xiàng)目范C.活 D.項(xiàng)目管理計(jì)劃Midaythroughaproject’sexecution,acustomerrequestsadditionalfunctionalitythatwillbecriticalfromabusiness.Whichofthefollowingsubsidiariesoftheprojectmanagementplanwillbeprimarilyimpacted? B.ScopemanagementC.Riskmanagement 項(xiàng)目管理計(jì)劃附件）AC.B.DAprojectmanagermustprovideperformancedatatotheprojectsponsor.Toensureconsistencywithpreviousstatusreports,theprojectmanagerverifiesthequalityoftheinformation.Whattechniquedoestheprojectmanageruse? C.Information D.Checklist項(xiàng)目經(jīng)理必須向項(xiàng)目發(fā)起人提供績效數(shù)據(jù)。為確保之前的狀態(tài)報(bào)告保持一致，項(xiàng)目經(jīng)理核實(shí)信質(zhì)量。項(xiàng)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(xiàng)目將這個(gè)人力資源問題上報(bào)給項(xiàng)目發(fā)起B(yǎng)eforethebidorproposalsubmittals,acompanymeetswithallprospectivesellers.Thecompanywantstoensurethatallprospectivesellershaveaclearandcommonunderstandingontheprocurementprocess.ThecompanyisinwhichofthefollowingprocurementmanagementConduct B.PlanC.Control D.Close或程有一個(gè)明確的共識(shí)。該公司正處于下列哪一項(xiàng)采購管理過程組中？（）實(shí)施采 B.計(jì)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(xiàng)目管理計(jì) Awebdevelopmentfirmdeliversaproducttotheclientontimeand20%overtheoriginalbudget.Theclientiscurrentlysolicitingbidsforanewwebproject.Whatshouldthewebdevelopmentfirm’sprojectmanagerdoduringtheclosurephasetoenhancecustomerrelations?RequestrequirementsforthenewwebConducta MeetwiththeclienttoreviewlessonsImplementcorrectiveactionsofthebudget一家網(wǎng)絡(luò)開發(fā)公司按時(shí)向客戶交付產(chǎn)品，但超出原始預(yù)算20%?？蛻裟壳罢跒橐粋€(gè)新網(wǎng)絡(luò)項(xiàng)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(xiàng)目經(jīng)理在收尾階段應(yīng)怎么做？（）索取新網(wǎng)絡(luò)項(xiàng)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(shí)已完成的工作、財(cái)務(wù)收尾、合同收合同收尾、核實(shí)已完成的工作、財(cái)務(wù)收財(cái)務(wù)收尾、合同收尾、核實(shí)已完成的工核實(shí)已完成的工作、合同收尾、財(cái)務(wù)收Duetoabudgetreduction,aprojectisterminatedintheimplementationphase.Theprojectmanagerisaskedtoformallyclosetheproject.Whatshouldtheprojectmanagerdonext?UpdatethechangemanagementplanaspartofprojectDraftlessonslearnedwiththeteamandaddtothehistoricalRequestanincreaseinthebudgetsothattheprojectcanContinuetomanageproject下一步應(yīng)該怎么做？（）更新變更管理計(jì)劃，作為項(xiàng)目收尾的組成與團(tuán)隊(duì)起草經(jīng)驗(yàn)教訓(xùn)，并添加到歷史數(shù)據(jù)請(qǐng)求增加預(yù)算，讓項(xiàng)目繼Adivisionofacorporationundertakesaone-yearintegrationproject.Attheendofthesecondmonth,theprojectstatusreportshowstheprojectisprogressingaccordingtoplan.Thecorporateofficeannouncesthisdivisionwillbesoldinthreemonths.WhatshouldtheprojectmanagerdoCommunicatewiththeprojectsponsorandthekeystakeholderstovalidateiftheprojectisstill Canceltheprojectimmediayasthereisnoneedforintegrationwiththecorporation’sContinuewiththeprojectuntilthedivision’ssaleis司宣布該子公司將在三個(gè)月內(nèi)出售。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做？（）與項(xiàng)目發(fā)起人和關(guān)鍵相關(guān)方溝通，核實(shí)項(xiàng)目是否仍然有立即終止項(xiàng)目，等待子公司立即取消該項(xiàng)目，因?yàn)椴辉傩枰摷身?xiàng)繼續(xù)進(jìn)行該項(xiàng)目，直到該部門最后被收Beforedeveloaprojectcharter,theprojectmanagerworkswithaconsultantandsubjectexpertstodetermineanyconstraints.WhichofthefollowingtechniquesdidtheprojectmanagerLessons C.Strategic D.Expert列哪一項(xiàng)技術(shù)？（） B.歷史信C.計(jì) D.專家判Toreportthequalitytestresultsonthedeliverables,whatshouldtheprojectmanagertaketothestakeholdersmeeting? B.UpdatedqualitymanagementC.Processimprovement D.Qualitycontrol為了報(bào)告可交付成果上的質(zhì)量測量結(jié)果，項(xiàng)目經(jīng)理應(yīng)該攜帶什么材料參加相關(guān)方會(huì)議？（工作績效報(bào) B.更新的計(jì)C.過程改進(jìn)計(jì) 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(xiàng)目在完工前終止。收尾項(xiàng)目時(shí)，項(xiàng)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(xiàng)措施？（）使用人力資源管理計(jì)劃請(qǐng)求額外的資使用項(xiàng)目管理信息系統(tǒng)請(qǐng)求延長項(xiàng)目進(jìn)提出一項(xiàng)范圍變更，減少團(tuán)隊(duì)的工作表明項(xiàng)目能按進(jìn)度完成，并建議團(tuán)隊(duì)成Inaprojectclosurereport,aprojectteamdiscoversrisks,whichwerenotidentifiedduringtheprojectlifecycle.Theprojectteam mendsperformingariskreassessmentforfutureprojects.Inwhichofthefollowingshouldthis mendationbeed?OrganizationalprocessassetsProjectHistoricalRiskregister執(zhí)行風(fēng)險(xiǎn)再評(píng)估。這項(xiàng)建議應(yīng)該記錄在下列哪一項(xiàng)中？（）組織過程資產(chǎn)更 B.項(xiàng)目報(bào)C.歷史信 D.風(fēng)險(xiǎn)登記冊(cè)更Apotentialclientsubmitsamultiyearproject’srequestforproposaltotheprojectmanager.presentingany s,theprojectmanagerspeakswiththeclientanddiscussestheinformationreceived.Next,theprojectmanagerdiscussestheinformationinternally.Theprojectmanagerisngwhichofthefollowing?Developtheproject B.Definethehigh-levelC.Identifythehigh-level D.Performakeystakeholder哪一項(xiàng)工作？（）制定項(xiàng)目章 B.定義次范C.識(shí)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(duì)召開項(xiàng)目啟動(dòng)大會(huì)期間，項(xiàng)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