模擬試題Budgetsarebeingreducedbycompanymanagementthereforeadecisionmustbemadeonhowtoreducethebudgetofacritical,ongoingproject.TheprojectmanagershoulddowhichofthefollowingSubmitanupdatedschedulethatreducescost,andreducesthescopeoffinalDismisssomeoftheassignedresourcesandlengthentheprojectEliminatethemanagementreservetokeeptheUseasensitivityysistoevaluatethevarious應(yīng)該怎么做？（）Asoftwarecompanydevelopsanewapplicationforitscurrentcomputersystem.Duringthepilotphasereview,manyusersidentifydifferentissueswiththeapplication.Thetechnicalmanagercollectsand sthesecomplaintstodeterminewherethegreatestopportunityforimprovementtotheapplicationwouldbefound.WhatshouldthetechnicalmanagerusetointerpretthedataAffinity B.ForcefieldC.Pareto 技術(shù)經(jīng)理應(yīng)使用什么來解釋收集的數(shù)據(jù)？（親和 B.力場分 D.核對WhatbenefitdoestheMonitoringandControllingprocessprovidetotheItidentifiesvariancesbyobservingandmeasuringprojectItidentifiesinputstothechangecontrolboard(CCB)byobservingandmeasuringprojectItupdatestheprocessimprovementplanbyobservingandmeasuringprojectItupdatestheprojectmanagementplanbyobservingandmeasuringproject3.過程將向項目提供什么好處？（Aprojectmanagerisassignedtoanexistingprojectandneedstounderstandtheprojectdeliverables.Theprojectmanagershouldrefertowhichofthefollowing?ProjectProjectrequirementsProjectscopeProject一份文件？（）項目章 B.項目需求規(guī)C.項目范圍說明 D.項目進度Aprojectinvolvingmultiplecontractorsiscompleted.Whenclosingtheproject,whatshouldtheprojectmanagerdo?UpdateprojectInitiateplansforfutureprocurementReassigncontractorresourcestoanotherEnsureallprojectationis一個涉及多個承包商的項目完成了。項目收尾時，項目經(jīng)理應(yīng)該怎么做？（Aprojectmanagergathersthefirstroundofrequirementsinagroupmeetingwithkeystakeholders.Oneofthestakeholderscontrolstheconversationandtheprojectmanagerfearsthatnotallrequirementsarefullyidentified.Toensuretherequirementsarefullyandaccura edinanon-biasedmanner,themanagershoulddowhichoftheHoldasecondmeetingthatexcludesthevocalProvideananonymouscommunicationchannelforallstakeholderstoprovidethepotential pleterequirementsintheriskAllowtheintegratedchangecontrolprocesstocapturefuturerequirement掌控了，項目經(jīng)理擔心未充分識別所有需求。若要確保需求通過一種公正方式充分準確記錄，項目經(jīng)理應(yīng)該采取下列哪一項措施？（）Aprojectmanagerisassignedtoaprojectwitharapidlychangingenvironment.Therequirementsscopeisdifficulttodefineinadvance.WhichofthefollowingprojectlifecyclemodelsshouldassisttheprojectmanagertodefineincrementalimprovementsanddeliverbestvaluetoIterativeandincrementallifeAdaptivelifePredictivelife命周期模型應(yīng)協(xié)助項目經(jīng)理定義較小的增量改進，并為相關(guān)方提供最大價值？（） B.適應(yīng)型生命用 Aprojectmanagercompletesthedevelopmentofasoftwareprojectonemonthaheadofschedule.Anextramodule,originallyoutofscope,nowcouldbeincluded,andtheprojectcouldstillmeetthedeliverydeadline.WhatshouldtheprojectmanagerdoAMovetotheclosingphaseandsavemoneyforInmateachangerequesttothechangecontrolboardSeekadecisionfromtheprojectDelivertheextra項目經(jīng)理下一步應(yīng)該怎么做？（Acompanywantstoimplementamajorchangetoitsworkingproceduresandoutsourcesvendorstodeliverthischange.Theprojectmanagerandinternalstakeholdersdefineaprocurementmanagementplan.Requestforproposals(RFPs)arecirculatedandvariousvendorsrespond.Theprojectteamshortliststwovendors,butisconcernedthattheirproposedcostsexceedprojectWhatshouldtheprojectmanagerdotocompletetheprocurementAsktheprojectsponsortoprovideadditionalSelectathird-partyadvisortoevaluatetheprojectandprovidecostConductamake-or- ysistoevaluatethebestAskthevendorstonegotiatethepriceorrisklosingthe部相關(guān)方制定了一份采購管理計劃。分發(fā)了建議邀請書（RFP不同供應(yīng)商提交了答復。項目團應(yīng)該怎么做？（）要求項目發(fā)起人提供額10Aprojectmanagermeetswithtwoteammemberswhomaintainopposingviewpoints.Inthemeeting,theprojectmanageremphasizesareasofagreementandplaysdowndifferences.Whichmanagementtechniqueistheprojectistheprojectmanagerpracticing?采用的是哪種管理技術(shù)？（）面 B.緩C.強 D.合Acompanylaunchesanewprojectandtheprojectteamcreatestheprojectscopestatement.Whichofthefollowingshouldbeincludedtoensureaclearandconcisescope?Workbreakdownstructure(WBS)elements,objective,andDeliverables,assumptions,andStakeholders,requirements,andObjectives,timeline,and要的范圍？（）工作分解結(jié)構(gòu)（WBS）要素、目標和風Duringinstallationofnewsoftware,aprojectmanagerdiscoversthatthetimerequiretoperformaspecificfunctionalityisunacceptabletotheclient.Theprojectmanagercollects10measurementsofthefunctionality’stime:twoareabovethemedian,twoareonthemedian,fivearebelowthemedian,andoneisabovetheproposedlimit.Basedonthesemeasurements,whatcantheprojectmanagerdetermineabouttheTheexpectedlimitneedstobechangedto modatetheumtimetakentocreatetheItiscontrol,as9outof10timesthecreationtimeiswithintheexpectedItisoutofThemedianneedstobe在安裝新軟件期間，項目經(jīng)理發(fā)現(xiàn)執(zhí)行一項特定功能所需的時間不被客戶接受。項目經(jīng)理10根據(jù)這些測量值，項目經(jīng)理可以確定出該功能相關(guān)的什么結(jié)果？（）Abuyersellersignacontractstatementofwork.Thesellercompletestheworkasspecifiedinthecontract;however,thebuyerisnotsatisfiedwiththeresults.Whatisthestatusofthe D.Nulland結(jié)果不滿意。合同的狀態(tài)是什么？（）未完 B.放C.完 D.無Aprojectteammemberupdatesthestatusofaprojecttaskandfindsitisbehindschedule.Whatshouldtheprojectmanagerusetoassesstheimpactofthestatusupdatetotheoriginalbaseline?Resource 來評價狀態(tài)更新對原始基準的影響？（）工作績效信 B.資源平 D.假設(shè)情景分Whichofthefollowingorganizationaltypesisthemostefficientforexecutingseveralsmallprojectsthatrequiredifferenttechnicalexpertise?Balanced下列哪一個是執(zhí)行需要不同技術(shù)知識的多個小項目最有效的組織類型？（弱矩陣型組 B.項目型組C.平衡矩陣 D.復合Achangecontrolboard(CCB)approvesseveralchangestoaprojectthatimpactboththescheduleandthebudget.Whichofthefollowingshouldberequired?CorrectiveactionsordefectCorrectiveorreschedulingDefectrepairorredefiningForcedorpreventive的？（）Afterreviewingteammembers’skillprofiles,theprojectmanagerdeterminesspecificrequiredskillsaremissing.Whatshouldtheprojectmanagerdotoaddressthissituation?CreateatrainingplantodeveloptheneededEscalatetheissuetoseniorAdapttheproject’sscopetotheskillsetsoftheteamRequestnewprojectteammemberswiththeprojectsponsor’s該怎么做？（）AnewCEOchangesthecompany’sstrategy.Asaresult,initiativesarere-prioritized.Oneprojectiscompletedbutnotyetclosed.WhatsshouldtheprojectmanagersubmittothebusinessProjectmanagementplanandprojectstatementofword(SOW);historicalPerformancescorecard;requirementsanddeliverableacceptanceDeliverableacceptanceandprojectclosures;projectDeliverableacceptanceandpost-projectreviews;performance還未收尾。項目經(jīng)理應(yīng)該向業(yè)務(wù)單位提交下列哪些文件？（）Duringprojectexecution,theprojectmanageridentifiesthatteam’singbehaviorsometonestobemissed.Toavoidthissituation,whatshouldtheprojectmanagerhaveContactedallteammembers’functionalsupervisorsandrequestedInitiatedateammeetingtoreachconsensusaboutbehavioralgroundSentacommunicationinformingtheteammembersoftheexpectedIncludedsoftskillstrainingonproblem-solvingtechniquesintraining項目經(jīng)理應(yīng)該事先做什么？（）Aprojectmanagerworksonaprojecttodevelopstrongermaterials.Todeterminecombinationofingredientswillproduceastrongmaterialatareasonablecost,whatshouldtheprojectmanagerconsider?QualityDelphi 更強的材料，項目經(jīng)理應(yīng)該考慮哪一項？（）品質(zhì) B.標桿對C.德爾菲技 D.實驗設(shè)Duringprojectimplementation,astakeholderindicatesthatsomedeliverablesdonotcomplywithspecifications.Theprojectmanagerstatesthesespecificationswerediscussedinprojectmeetings,andtheagreed eswerecommunicatedandedinpublishedreports,meetings,andtheagreed eswerecommunicatedand edinpublishedreports.Toavoidthis e,whatshouldhavebeendoneintheplanningphase?yzedcommunicationrequirementsinthestakeholdermanagementIncludedthestakeholderinthequalitymanagementplanNoactionisnecessary;thestakeholdershouldhavereviewedthedistributedAddresseddeliverablesandexpectationsatthekick-off在項目實施期間，一名相關(guān)方某些可交付成果不符合規(guī)范要求。項目經(jīng)理表示這些規(guī)在規(guī)劃階段應(yīng)完成哪一項工作？（）Aprojectmanagerisaskedtoperformacost-benefitysisfortwopotentialprojects.ProjectAcostsUS$1.2billion,withpotentialbenefitsofUS$6billionandfutureoperatingcostsofUS$1.5ProjectBcostsUS$1.4billion,withpotentialbenefitsofUS$7billionandfutureoperatingcostsUS$1Whichprojectshouldtheproject ProjectB;thepotentialbenefitsminusthecoststoimplementaregreaterthanthesamecalculationforprojectA.ProjectA;thecosttoimplementislessthanprojectProjectB;thepotentialbenefitsminustheimplementationandfutureoperatingcostsaregreaterthanthesamecalculationforprojectA.ProjectA;thepotentialbenefitsplusthefutureoperatingcostsarelessthanthesamecalculationforprojectB.項目A成本為$12億，潛在效益為$60億，未來運營成本為$15億。項目B成本為$14億，潛在效益為$70億，未來運營成本為$10億。項目經(jīng)理應(yīng)該推薦哪一個項目組？（）Whattoolshouldtheprojectmanagerusetodemonstratetothecustomerthatthefinalproductmeetsthebusinessneeds?ProjectscopeRequirementstraceabilityProjectmanagement項目經(jīng)理應(yīng)使用什么工具來向客戶證明最終產(chǎn)品需求滿足業(yè)務(wù)需求？（工作分解結(jié) B.項目范圍說明C.需求矩 D.項目管理計Aprojectsponsorandprojectmanageraredeveloaprojectcharterforanewenergyplant.Thereareseveralplantlocationsunderconsideration,whichcouldinfluenceprojectcosts.Toselectthemostappropriatelocation,whichofthefollowingshouldtheprojectsponsorandmanagerworkonBusinessProjectscopeBusinessProject項目發(fā)起人和項目經(jīng)理正在為新的能源廠制定項目章程。有多個廠址可供考慮，但可能影響項目成本。要選擇最合適的位置，項目發(fā)起人和項目經(jīng)理應(yīng)該先在下列哪一個工作？（商業(yè)需 B.項目范圍說明C.商業(yè)論 Aproject’sdeliverablemustcomplywithlegalguidelines.Toensurethesestandardsaremet,theprojectmanagerimplementstrainingfortheprojectteamontheseguidelines.ThecostofthetrainingshouldbeassignedtowhichofthePreventionAppraisalInternalfailureExternalfailure實施了有關(guān)這些指導方針的培訓。培訓成本應(yīng)歸到下列哪一項？（）預防成 B.評價成C.內(nèi)部失敗成 D.外部失敗成Concernedaboutthetyofirrelevantproject-relateds,ateammemberbelievesthatdeliverablewillbedelayed,becauseofthetimespentreadingandreplyingtos.Whatshouldtheprojectmanagerdo?AsktheteammembertoworkovertimetocompletetheAsktheprojectteamtochangethecommunicationsmanagementReinforcethetimemanagementplanguidelineswiththeprojectReinforcethecommunicationsmanagementplanguidelineswiththeproject在閱讀和回復郵件上。項目經(jīng)理應(yīng)該怎么做？（）Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithinbudget.However,ar’sdeliverableswillbedelayed.WhatshouldthenewprojectmanagerdoConductatativeriskysisandidentifyhowtheriskmustbeMeetwiththerandrequestanimmediateIdentifyandevaluatetheprojectedimpactoncostandExecutethecontingencyplantoaddresstheimpactontheproject延遲。新項目經(jīng)理下一步該怎么做？（）Aprojectmanagerisaskedtorefineprojectestimatesbythesponsor.Theprojectmanageridentifiesaspecificactivityontheprojectmanagementplanthatneedsrefinement.Basedoninitialestimates,themostlikelyactivitydurationistwodays;howeverthebest-casescenarioisonedayandtheworse-casescenarioisfourdays.Usingtheprogramevaluationandreviewtechnique(PERT),whatistheexpectedactivitydurationtheprojectmanagershouldputintotheprojectmanagement2.33 B.1.88C.2.17 A.2.33 B.1.88C.2.17 D.3.23Anewprojectincludesstakeholdersfromvariouscountrieswithdifferentexpectations.shouldtheprojectmanagerdotoensurethatallstakeholderswillbeinformedabouttheprojectDevelopacommunicationsmanagementDevelopaprojectDevelopastakeholderDevelopastakeholdermanagement態(tài)，項目經(jīng)理應(yīng)該怎么做？（）Alocalrisunabletomeetadeliverydate.Theprojectteamdidnotanticipatethisnewthreattothesupplyoftheproduct.ImportingthisproductwillcosttheprojecttwicethepricethatthelocalvendorContingencyProjectbudgetManagementRiskresponse本地供應(yīng)商交付日期。項目團隊沒有預計到這個產(chǎn)品供應(yīng)的新。進口該產(chǎn)品將讓項目成本比使用本地供應(yīng)商的花費貴兩倍。項目經(jīng)理應(yīng)使用什么來為這項工作提供？（）應(yīng)急儲 B.項目預算儲C.管理儲 D.風險應(yīng)對儲Duetoaninter albetweentwoteammembers,teammoraleandproductivityarenegativelyaffected.Whatmanagementtechniqueshouldtheprojectmanagerusetoresolvetheimmediay?么管理技術(shù)來立即解決？() Aprojectiscancellednearitscompletion.Priortoreleasingtheteam,theprojectmanagershouldensurethatwhichofthefollowingareaddressed?CompletionofperformancereviewsandpaymenttoNotificationofsponsorsandupdatingoftheprojectmanagementplanand Executionoflessonslearnedandcelebrationoftheteam’sRetentionoftheintermediate-phaseproductandhandlingofadministrative Aprojectmanagerperformsacostestimateusinghistoricaldataandstatisticalestimationmethods.Whichofthefollowingestimationmethodsisbeingapplied? 三點估 B.類比估C.參數(shù)估 D.PERT平均Aprojectmanagerisassignedaprojectwithademandingclient.Theprojectisdynamicandrequiresconstantimprovementsandclientfeedback.WhichofthefollowingapproachesshouldtheprojectmanageradoptforthisExtremeprojectmanagementapproachesshouldtheprojectmanageradoptforthisAgileprojectmanagementapproach,asitisfastandTraditionalprojectmanagementapproach,asitissimpleandLeansix-sigmamanagementapproach,asitfitstheproject饋。項目經(jīng)理應(yīng)為該項目采取下列哪一個方法？（）Theprojectmanagerplansastrategicprojectwithasimilartoapreviouslycompletedproject.Thecurrentprojectusesexperiencedstaffprovidedbyabusinesspartner.Theprojectmanagermustdecidehowtopreparecostestimates.Whatshouldtheprojectmanagerdofirst?UseavendorbidRefertotheprocurementmanagementUseexpertjudgmentwithsupportoftheorganization’sknowledgeRefertothelessonslearnedfromtheprevious項目經(jīng)理正在規(guī)劃一個與之前已完成項目的范圍類似的項目。當前的項目使用業(yè)務(wù)合（Threeprojecttasksrequireserviceswhichthecompanycannotprovide.Toresolvethisissue,whatshouldtheprojectmanagerdo?RefertotheprocurementmanagementInitiateaprojectchangerequesttousedifferentAskthefunctionalmanager mendUpdatetheprojectscheduleaccordingtoavailable Aprojectmanagerdevelopsagraphthatdepictsearnedvaluemanagement(EVM)usingcostperformanceindex(CPI)andscheduleperformanceindex(SPI)measuresonachart.Theprojectmanagementoffice(PMO)hasguidelinesstatingthatanyprojectcostorschedulevarianceexceeding10percentmustbetheoffice.WhatshouldtheprojectmanagerTheprojecthasascheduledelayandcostTheprojecthasacostoverrunTheprojecthasascheduledelayTherearenoissueswith差超過10%，必須上報到項目管理。項目經(jīng)理應(yīng)上報什么內(nèi)容？（）A.項目進度延遲且成本超支 Whileworkingonanapprovedchangerequest,theprojectteamaddsafunctionalitythatispartoftheapprovedchangerequest.Theprojectmanagerbelievesthefunctionalitywillbebeneficial.Tomanagethisadditionalchange,whatshouldtheprojectmanagerdonext?SubmitanewchangerequestforPerformstakeholdertheadditionalfunctionalityaspartoftheoriginalchangeConsultwiththeproject若要管理這個額外的變更，項目經(jīng)理下一步應(yīng)該做什么？（Aprojectmanagerstartsaprojecttobuildanewfacility.Theclientstatesthatiftheprojectbaselineismodified,theprojectmanagermustgothroughseverallevelsofapproval.Torecordtheapprovallevels,theprojectmanagershoulddevelopwhichofthefollowing?ChangecontrolIssueStakeholdermanagementStakeholder級。為了記錄這些環(huán)節(jié)，項目經(jīng)理應(yīng)制定下列哪一項？（）變更控制程 B.問題日C.相關(guān)方管理計 D.相關(guān)方登記Duringamultimilliondollarprojecttheprojectteamencountersahighfailurerateofintermediatedeliverableswhichcausesthecompany’smanagementtobeconcerned.Whichtoolshouldtheprojectmanagerusetoidentifytherootcauseofthisissue?FishboneScatter 魚骨 B.直方C.散點 D.流程AprojectmanagercompletesthreemonthsofworkwithavarianceofUS$-3,000.ThevalueysisshowswhichoftheFavorable;theprojectisperformingmoreefficientlythanUnfavorable;theprojectisperforminglessefficientlythanFavorable;theprojectisaheadofUnfavorable;theprojectisbehind項目經(jīng)理完成三個月的工作，成本偏差為$-3000。掙值分析顯示下列哪一項？（Duringacompany’srelocationtoanewdatacenter,aprojectteammemberdiscoversthatthenewdatacenter’spowersupplywillnotbesufficient.Tosupportforecastedgrowthoverthenextthreeyears,additionalresourcescostingUS$480,000willberequired.Astheprojectmanagerhadpreviouslyidentifiedthisasarisk,whattoolshouldhavebeenusedtodetermineifthecontingencybudgetwouldadequaycoverthecosts?StatusReserveRisk在未來三年內(nèi)的預測增長，將需要S$48萬的額源。由于項目經(jīng)理之前已將此識別為一個風險，應(yīng)使用什么工具來確定應(yīng)急儲備足以涵蓋成本？（）狀態(tài)會 B.儲備分C.風險再評 D.技術(shù)績效測Afterreviewingateatplan,aprojectmanagerdeterminesthatthebudgetisinadequatetoexecutetheplan.Whatwillhelptobalancethecostconstraintandthequalitygoals?RiskFishbonePrioritizationControl約因素和質(zhì)量目標？（）風險登

Duringaproject,theprojectmanagerisinformedofnewrequirementsthatneedtobedelivered.Theprojectmanageralsolearnsthattworesourceswillberemovedfromtheproject,whichwillimpacttheschedule.Toevaluatetheimpactofchangeandriskstotheproject’sexecution,whatshouldtheprojectProjectmanagementChangemanagement在項目期間，項目經(jīng)理收到需要交付新需求，項目經(jīng)理還了解到兩名資源將從項目離開，從而影響到進度。為了評價這些變更和風險對項目執(zhí)行的影響，項目經(jīng)理應(yīng)查閱哪一份文件？（）項目管理計 B.工作分解結(jié)C.資源進度計 D.變更管理計Duringprojectimplementation,severaldefectsarefoundwhichcreatesariskforthecompletionofthenexttoneHowever,thecontingencyreserveremainsunaffected.Someteammembersbelieveiftheprimaryissueisidentifiedandresolved,themajorityofthedefectswillbefixed.WhichofthefollowingtoolsshouldtheprojectmanageruseCauseandeffectScatter用下列哪一項工具？（

Theprojectsponsorandstakeholderswanttostartaprojectimmedia y.Inpreviousmeetings,theobjectivesandrequirementswerediscussed.However,theprojectmanagerbelievestheretaskspendingbeforetheprojectcanTostarttheprojecttheprojectmanagerneedswhichoftheApprovedprojectmanagementApprovedprojectEstimationofprojectDefinedstatementof為了開始項目，項目經(jīng)理需要下列哪一項？（項目估ProjectLengthBudgetatCompletionActualCostforWorkPerformedActualCost BudgetedCostforWorkScheduledPlannedvalueWhatdoesthedataindicate utaproject’srateofBothbudgetandscheduleareaheadof plishedtodateisonBudgetrevisionsarenecessarytobringtheforecastin plishedtodateisslowerthanplanned.項目工期（月完工預期20,000元已完工作實際成本8,000實際成本已完工作預算成本7,500掙值計劃工作預算成本8,500計劃價值這個數(shù)據(jù)表明了什么項目進展速度？（Aprojectmanagerhasgainedcommitmentandacceptanceforaprojectfromtheprojectsponsor.Thisisanoutputofwhichofthefollowing?ProjectmanagementBusinessStakeholdermanagementProject項目經(jīng)理已經(jīng)獲得項目發(fā)起人對項目的承諾和驗收。這屬于下列哪一項的輸出？（項目管理計 B.商業(yè)論C.相關(guān)方管理計 D.項目章Aprojectmanagerisassignedtoaprojecttoreplaceanoutdatedsystem.Duringinstallation,theequipmentisdamagedandrequirestechnicalresourcestorepairit.WhatmustbeupdatedtocommunicatethisoccurrencewiththeIssueStatusIncidentmanagementResourceallocation修理。必須更新哪一份文件將這種情況與相關(guān)方溝通？（）問題日 B.狀態(tài)報C.時間管理計 D.資源分配矩Inaweakmatrixorganization,aprojectmanagerexperiencesdifficultiesworkingwithafunctionalmanagerwhoisalsoaprojectteammember.Thisteammemberisresponsibleforprojecttaskswhichhavenotbeencompletedinaccordancewiththeschedule.Theissuehasdiscussedwiththeteammemberonmorethanonoccasionwithnoimprovement.WhatshouldtheprojectmanagerdoEscalatetheissuetothehumanresourcesdepartmentforCommunicatetheissuetotheprojectsponsorandrequestsupportforScheduleateammeetingtodiscussthestatusandUpdatetheriskregisterand隊成員討論過，但仍無任何改進。項目經(jīng)理下一步該怎么做？（）Midwaythroughtheproject,theprojectmanagerrealizesthesewillnotbeenoughtimetocompletealldeliverables.Whatshouldtheprojecttheprojectmanagerdonext?AssesstheissuesthatcausedthecurrentProvidethecustomerwithalternativesforprojectPresentacauseand ysistotheScheduleameetingwiththe么做？（）Aportionofaproject’ssolutionisestimatedtocostUS$75,000,andmaybeoutsourcedtoasubcontractor.Beforemakingadecisiontooutsource,whattypeofysisshouldbeperformed?EarnedmonetaryMake-or-ExpertProposalevaluation決定之前，應(yīng)執(zhí)行哪種分析類型？（）掙得的貨幣價 B.或外購分C.專家判 D.評價技Acompanyconductsitsfinalinspectionofaproductmanagerdeliveredbyar.Theprojectlearnsthatownershipofthedeliverableswillnotbetransferredtothecompanyuntiltherreplacesadefectivepart.DetermineifthedefectivepartcanbeReviewthestakeholdermanagementReviewqualitycontrol 目經(jīng)理下一步該怎么做？（確定缺陷零件是否可修 C.相關(guān)方管理計 D.質(zhì)量控制測Duringaproject’sexecution,theprogrammanageradvisestheprojectmanagerthattheprojectwillbecancelled.Whatshouldtheprojectmanagerdonext?ReassigntheresourcestootherContinuethephasetoMeetwiththeprojectsponsorandtheprogramCreateachangerequestforthedelivery在項目執(zhí)行期間，項目集經(jīng)理通知項目經(jīng)理項目將被取消。項目經(jīng)理下一步該怎么做？（Aprojectmanagercalculatesthataproject’sscheduleperformanceindex(SPI)is.95anditsperformanceindex(CPI)is1.04.WhichofthefollowingindicatesthestatusoftheBehindscheduleandunderAheadofscheduleandoverBehindscheduleandoverAheadofscheduleandunder說明了項目狀態(tài)？（）于進度，但低于預 B.提前于進度，但超出預 D.提前于進度，并低于預Duringthenewproductdevelopmentproject,the ernmentissuesnewregulationswhichincreasetheimporttaxesforparts.Whatshouldtheprojectmanagerdonext?PresentachangerequesttothechangecontrolAskthesponsorhowthisissueshouldbeEvaluatetheriskUsethecontingency么做？（）向變更控制提交變更請Whatshouldtheteamconsidertobemostimportantwhilecreatingtheprobabilityandimpactmatrixtosupporttheprojectriskysis?ProjectscopeandprojectScheduleandbudgetcontingenciesandPossibleeffectontheobjectivesoftheInteractionsthatwilloccuronthe當創(chuàng)建概率和影響矩陣來支持項目風險分析時，項目團隊認為最重要的是什么？（Aglobalprojecthasteasinmultiplelocationsthatdonothavevisibilitytotheoverallprojectmanagementplan,includingtoneandprojectexpectations.Duringtheproject,theprojectmanagerrealizesthatthisisamistakeandallinformationshouldbesharedwithallprojectteamsregardlessoflocation.WhenshouldtheprojectmanagerhavesharedtheinformationwiththeprojectDuringprojectteamAttheprojectinitiationDuringeachstatusreviewAttheprojectkick-off一個全球性項目擁有分布多個地點的項目團隊，對整個項目管理計劃沒有可加性，包括里無論所在位置在哪。項目經(jīng)理應(yīng)在何時與項目團隊共享信息？（）在項目團隊發(fā)展期 B.在項目啟動階C.在每次狀態(tài)會 D.在項目啟動大會Aprojectmanagerasksthehumanresourcedepartmenttoorganizeateamworksessiontodevelopaprojectteam.Whichofthefollowingisanexpectedoutputofthisprocess?HumanresourcemanagementProjectSocialstyles將是下列哪一項？（）

Acompany’sprojectAisonscheduleandwithinbudget.ThegeneralmanagerwantstonewbusinessopportunitiesandrequeststheinitiationofprojectB.TodeliverprojectBontime,amajorityofprojectA’sresourcesmustbetransferredtoprojectB.WhatshouldtheprojectmanagerdoInformthegeneralmanagerthatprojectAisalreadymandatedbythecharterandhasDiscusswiththeheadofthesteeringcommitteetheimpactonprojectAandrequestaContinueworkingonprojectAwithminimumreamsizeandbeginprojectContacttheprojectsponsorsanddiscusstheBBA的大部分資源必須轉(zhuǎn)移到項目B。項目經(jīng)理下一步該怎么做？（Midwaythroughimplementationofaconstructionproject,arfailstodelivercementandjeopardizestheprojectschedule.Theconstructionteamleaderaskstheprojectmanagertoimplementacontingencyplan.WhatactionshouldtheprojectmanagerInformprojectstakeholdersoftheriskImplementaRefertotheriskBrainstormwiththe要求項目經(jīng)理實施應(yīng)急計劃。項目經(jīng)理應(yīng)該采取什么措施？（）A.通知項目相關(guān)方發(fā)生該風險。 Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbeAdvisetheresourcetoworkovertimetocompletebothReviewthehumanresourcemanagementplanandcontactapreferredconsultingArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossible理首先應(yīng)該做什么？（）63.Theprojectmanagermustcreatetheprojectmanagementplan.Theprojectscopeistodevelopaproductthatissimilartoanexistingproductinthemarket.Theprojectworkedonthistypeofproductinanothercompany.WhatshouldtheprojectmanagerdoBegindevelotimeandcostplanningactivitiesfortheIdentifydatafromthepreviousprojectandbegintimeandcostplanning ingtherequirementsbeforetimeandcostplanningactivities,baseduponPreparerequirements ationandtimeandcostplanningactivitiesinparallel,basedupon項目經(jīng)理曾在另一家公司從事過這類產(chǎn)品的開發(fā)工作。項目經(jīng)理下一步該怎么做？（）Abuyerandasellerenteredintoacost-plus-percentage-of-costcontract.Basedontheproject’sdefinedscope,thecontracthadanestimatedcostofUS$140,000andagreed-toprofitof10percentofthecost.However,theprojectwasnotasuccess,andtheproject’sactualcostwasUS$150,000.Whatisthetotalreimbursementtotheseller?A.US$US$US$US$那么給賣方的補償總額是多少？（A.165,000B.150,000C.154,000D.140,000Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissuestheteamstillencountersimplementationissuesaregreatlyreduced.WhichofthefollowingdoestheprojectteamMitigatingAcceptingAvoiding程度大大降低。項目團隊使用的是下列哪一項？（）轉(zhuǎn)移風 B.減輕風C.接受風 D.避免風Inafunctionalorganizationalstructure,aprojectwithacriticalcompletiondatefallsbehindschedule,butaccordingtotheearnedvalueysis,itisstillunderbudget.Todelivertheprojectontime,theprojectmanagersuggestsaddingfiveskilledresources.WhatshouldtheprojectmanagerdoUpdatethehumanresourcemanagementplanandtheschedulePresentthechangerequesttothechangecontrolboardforPresentthechangerequesttotheprojectsponsorforAddadditionalresourcesastherearesufficientfunds該怎么辦？（）Aprojectteamcompletesaproject’sdeliverables.Tofacilitateprojectclosure,ownershipofthedeliverablesshouldbetransferredtowhichofthefollowing?ProjectmanagementofficeAssignedprojectProject一項？（）項目管理 B.被任命的項目相關(guān)C.組織過程資 D.項目發(fā)起Anewindustrystandardimpact’sexecution.Theprojectmanagerdiscussestheimpactwiththeprojectsponsor.WhattypeofinfluencedoesthisChangeRiskEnterpriseenvironmental了哪種影響類型？（）組織

Duringtheselectionofacomplexproject,theprojectmanagerwantstoensurethatthepotentialrshaveaclearunderstandingofrequirements.Theprojectmanageridentifiesthreepotentialrsfromaprequalifiedlist.Whatshouldtheprojectmanagerdonext?Reviewthers’AskathirdpartytoselecttherthatbestfitstheAskthesponsorforfeedbackontheprospectiveInvitetherstoabidder從資格預審中確定了三名潛在供應(yīng)商。項目經(jīng)理下一步該怎么做？（）讓第選擇最適合需求的供應(yīng)Anewproductdevelopmentprojectisonschedule.Attheendoftheexecutionphase,anewlawisissuedthatchangestheproduct’squalitystandards.CommunicatethechangestotheUpdatetheproject’sscopemanagementNegotiateformorefundingtokeeptheprojectonCompleteandsubmitthechangerequest標準，項目經(jīng)理首先應(yīng)該做什么？（）Duringaproject’sconstructionphase,theprojectsponsordecidestomakeamajormodificationtotheinteriordesign.Whatshouldtheprojectmanagerreviewfirst?ScopeScopemanagementChangemanagementConfigurationmanagement在項目施工階段，項目發(fā)起人決定對內(nèi)部設(shè)計進行重大修改。項目經(jīng)理首先應(yīng)該哪一項？（）范圍基 B.范圍管理計 D.配置管理計ThedeliveryofaninventorymanagementsystemisoutsourcedunderaUS$4millioncontract.Duringthesystemdeployment,developersfindthetestprotocolsdonotmeetqualityrequirements.Additionaltimeandfundingisrequestedtocompletetesting.WhichofthefollowingwouldcontaintheprocessestoevaluaterequestsforadditionaltestingfundingofRiskmanagementResourcemanagementChangemanagementQualitymanagement一個庫存管理系統(tǒng)的交付按價值$400萬的合同分包。在系統(tǒng)部署期間，開發(fā)商發(fā)現(xiàn)測供$20,000的過程？（）風險管理計 B.資源管理計C.變更管理計 D.質(zhì)量管理計Aprojectwillcloseontimeandwithinbudget.Whichofthefollowingresourcesconfirmthatprojectcompletionsmet?TechnicalleadandprojectCustomerandportfolioProjectmanagerandbusinessProjectmanagerandproject一個項目將按時按預算收尾。下列哪一項資源將確認項目滿足完工條件？(Astheprojectnearscompletion,thecustomervoicesconcernswiththequalityoftheprodu