教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE5/75A420模擬試題（三Duringprojectproposalnegotiationsforanindustrialnt,thecustomerinformstheprojectmanagerthatachangeisrequiredtoimproveperformance.Whatshouldtheprojectmanagerdo?A.Asktheprojectsponsorforadditionalfunding.B.CallseniormanagementforC.UpdatetheworkbreakdownstructureD.Revisetheriskresponse在一個(gè)工廠的項(xiàng)目談判期間，客戶通知項(xiàng)目經(jīng)理需要進(jìn)行一項(xiàng)變更來提高性能。項(xiàng)目經(jīng)理該怎么做（讓項(xiàng)目發(fā)起人增加額征求高級(jí)管理層的建更新工作分解結(jié)構(gòu)EarnedEarnedvalueActualcostnnedvalueBudgetatcompletionEstimatetocompletestakeholderswanttounderstandtheperformanceofaprojectthatis80percentcompleteAssumingtheprojectcontinuesatthesamerate,andusingthenumbersinthetable,whatistheproject’sestimateatcompletion(EAC)? 掙值600實(shí)際成本100計(jì)劃價(jià)值150完工預(yù)算1800完工尚需估算300是多少）A.100C.Aftercustomeracceptanceofthefinaldeliverable,theprojectmanagerdistributesthefinalprojectreports,gathersprojectsforarchiving,andconductsalessonslearnedsessionwiththeteam.WhatactivitystillneedstobeCapturingworkperformanceUpdatingtheissueMeasuringandrecordingcustomeringcorrective在客戶驗(yàn)收最終可交付成果后，項(xiàng)目經(jīng)理分發(fā)最終項(xiàng)目報(bào)告，收集項(xiàng)目文件用于存檔，并與團(tuán)隊(duì)開展經(jīng)驗(yàn)教訓(xùn)（）收集工作績效信更新問題日衡量并記錄客戶滿意記錄糾正措Aprojectbyineffectiveweeklyteammeetings.Somemorevocalteammembersareturningthemeetingsintolengthydiscussionsofareastheyviewasproblematic.Toimprovethemeetings'effectiveness,whatshouldtheprojectmanagerIncreasethelengthoftheExcludethemorevocalteammembersfromtheEnsurethatnoteammembers'feelingsareSetclearagendaswithspecifictimelimitsforeach項(xiàng)目經(jīng)理對(duì)無效率的團(tuán)隊(duì)感到失望。一些發(fā)言更為積極的團(tuán)隊(duì)成員都將會(huì)議轉(zhuǎn)向他們認(rèn)為有問題的領(lǐng)域進(jìn)若要提高會(huì)議的效率，項(xiàng)目經(jīng)理應(yīng)該怎么做？（B不讓發(fā)言更為積極的團(tuán)隊(duì)成員參加會(huì)確保沒有團(tuán)隊(duì)成員感覺受到設(shè)定明確的議程，為每個(gè)事項(xiàng)限制具體的時(shí)Acustomerisconcernedwheninclementweatherresultsinscheduleslippage.Whenshouldtheprojectmanagerhaveexecutedappropriatecontingencyresponsestrategies?WhenfundingwasmadeavailableforadditionalWhenthecustomeragreedtoascheduleWhentheinclementweatherwas yaftertheinclementweather當(dāng)惡劣天氣導(dǎo)致進(jìn)度偏移時(shí)，客戶感到擔(dān)憂。項(xiàng)目經(jīng)理應(yīng)在何時(shí)執(zhí)行相應(yīng)的應(yīng)急應(yīng)對(duì)策略 提供可用于獲得額源客戶同意延長進(jìn)度計(jì)預(yù)測(cè)到惡劣天氣發(fā)生惡劣天氣后立即Aprojectisnearingcompletionwhentheprojectteamlearnsofnewregulationsfortheregion.wheretheproductistobeinstalled.Theprojectmanagerdeterminesthatanewfeaturewillhavetobeaddedtoensurecompliance,whichwillimpacttheresources,schedule,andbudget.Whatisneededtocommunicateandapplytheactivitiesrequiredtocomplywiththesenewregulations?RiskbreakdownstructureChangeIssueProcess項(xiàng)目接近完工，此時(shí)項(xiàng)目團(tuán)隊(duì)得知即將安裝產(chǎn)品的所在地區(qū)即將實(shí)施新。項(xiàng)目經(jīng)理決定為確保遵守新，必須添加一項(xiàng)新功能，而這將影響到資源、進(jìn)度計(jì)劃和預(yù)算。為遵守這些新，需要下列哪-溝通和應(yīng)用于需要的活動(dòng)？（）風(fēng)險(xiǎn)分解結(jié)構(gòu) B.變更控 Aprojectmanager'smultidisciplinaryteamsarespreadoverseveralcountries.Eachteamhasprepareditsbudgetandresourceneeds,whichnowmustbeintegratedintoandcomparedwiththeprojectcharter’sestimatedbudget.WhatshouldtheprojectmanagerdoSeeksponsorConductakick-offGathertheinformationandfinalizetheReview n theBAprojectmanagerassignedtoanexistingprojectlearnsthatteamAcollectsrequirementsteamBimplementstheserequirements,andteamCdevelopsthetestn.WhereshouldthisbeFunctionalStaffingmanagementOrganizationalbreakdownstructureResponsible,accountable,consult,andinform(RACI)項(xiàng)目經(jīng)理被任命管理一個(gè)現(xiàn)有項(xiàng)目，他了解到團(tuán)隊(duì)A負(fù)責(zé)收集需求，團(tuán)隊(duì)B負(fù)責(zé)實(shí)施這些需求，而團(tuán)隊(duì)C負(fù)責(zé)制定測(cè)試計(jì)劃。這應(yīng)記錄在哪一份文件中？（）職能型矩人員配備管理計(jì)組織分解結(jié)構(gòu)執(zhí)行、負(fù)責(zé)、咨詢和知情（RACI）矩Duringprojectexecution,theprojectteammisunderstandshowtouseanewtechnology.Asaresult,significantreworkisrequired,whichincreasesoverallcosts.Fromwhatsourcecantheprojectmanagerobtainadditionalfundsfortherework?Key B.ManagementContingency D.Project在項(xiàng)目執(zhí)行期間，項(xiàng)目團(tuán)隊(duì)對(duì)如何使用一項(xiàng)新技術(shù)產(chǎn)生誤解。結(jié)果需要大量返工，導(dǎo)致整體成本增加。項(xiàng)目經(jīng)理可以從什么獲得外的返？（）關(guān)鍵相關(guān) Duringtheexecutionofaprojectthatisatriskoffallingbehindschedule,theprojectmanagerlearnsthatthe’smostskilledresourcewillbeavailablefromaprojectthatfinishedearly.Theprojectmanagerinsiststhattheresourcebeimmediayassignedtotheirprojectteam,withtheexpectationofapositiveimpactontheproject.WhatstrategydidtheprojectmanagerA. 可用。項(xiàng)目經(jīng)理堅(jiān)持讓該資源立即分配到他們的項(xiàng)目團(tuán)隊(duì)，期望為項(xiàng)目帶來積極影響。項(xiàng)目經(jīng)理應(yīng)用的是什么策略？（） B.接受C.轉(zhuǎn) D.開ProjectmanagerArealizesthatadditionalresourcesarerequiredtocompletetheirprojectontimeandasksprojectmanagerBforassistancewithresources.IfprojectmanagerBagrees,whatshouldbereviewed?ProjectstaffResourceProjectorganizationTeamperformance項(xiàng)目經(jīng)理A認(rèn)識(shí)到需要額源來按時(shí)完成項(xiàng)目，并請(qǐng)求項(xiàng)目經(jīng)理B提供資源方面的協(xié)助。如果項(xiàng)目經(jīng)理B同意，應(yīng)哪一份文件？（）項(xiàng)目人員配 B.資源日 D.團(tuán)隊(duì)績效評(píng)12.Whileworkingonanassemblyline,ateammemberreportsthehighfailurerateofa WhatshouldtheprojectmanagerusetosupportthisA.Kaizen B.NominalgroupC.Quality field在裝配線上工作時(shí)，一名團(tuán)隊(duì)成員報(bào)告了產(chǎn)品的高失敗率。項(xiàng)目經(jīng)理應(yīng)使用什么來支持這項(xiàng)？（）改善方 ForasystemimplementationprojectincountryA,amanagercompletesthedeliverablesdefinedinthescopeandcustomeracceptsthem.Thissystemwassuccessfullyimplementedinseveralothercountries,buttheusersincountryAaredissatisfiedwithsomeofthefunctions.WhatshouldtheprojectmangerdonexttoclosetheProject?ConsulttheriskregisterformitigationConductmeetingswiththeuserstounderstandtheirOrganizealessonslearnedmeetingtocapturefeedbackforthelessonslearnedProvidethecustomeranduserswithallsupportingprojectationtoestablishthatprojectobjectivesweremetandaccepted.查閱風(fēng)險(xiǎn)登記冊(cè)，獲得減輕策與用戶開會(huì)，了解他們不滿意之組織一次經(jīng)驗(yàn)教訓(xùn)會(huì)議，為經(jīng)驗(yàn)教訓(xùn)知識(shí)庫收集反為客戶和用戶提供所有項(xiàng)目支持文檔，確保滿足項(xiàng)目目標(biāo)并通過驗(yàn)Aprojectteamisworkingonthescopebaselinecomponentoftheprojectmanagementn.Whatshouldbeincluded?Workbreakdownstructure(WBS) B.RiskmanagementC.Costmanagement D.Scopemanagement項(xiàng)目團(tuán)隊(duì)正在努力確定項(xiàng)目管理計(jì)劃范圍基準(zhǔn)組成部分。應(yīng)將哪份文件包含在內(nèi) A.工作分解結(jié)構(gòu)（WBS）字 Thefollowingaretheprojecttasks:TaskA(duration4days);TaskB(duration3days);TaskC(duration4days);TaskD(duration2days);TaskE(duration3days);TaskF(duration4TasksDandFcannotstartuntiltaskCiscomplete.TasksAandBcanstartanytimeaftertaskCstarts,butmustcompletebeforetheendoftheproject.TaskEcannotstartuntiltaskDiscomplete.DuringtheexecutionoftaskB,WhichwasstartedonedayaftertaskChadstarted,Anexceptionhappenedwhichwillcausea2-daydelayforthistask.WhatactionshouldbetakentoensuretheprojectiscompletedonAddmoreresourcestotaskReassignresourcestotasksoncriticalAddmoreresourcestotaskNoactionisnecessary任務(wù)A（持續(xù)4天）B（3天）；任務(wù)C（持續(xù)時(shí)4天任務(wù)D（持續(xù)2天）；任務(wù)E（持續(xù)時(shí)3天）；任F（4天）任務(wù)D和任務(wù)FCA和任務(wù)BC必須在項(xiàng)目結(jié)束前完成。任務(wù)EDB是在任務(wù)C行任務(wù)B過程中，發(fā)生了一件例外事項(xiàng)，導(dǎo)致該任務(wù)延期2天。為了確保項(xiàng)目按時(shí)完成，應(yīng)采取什么措施？（為關(guān)鍵路徑上的任務(wù)重新分配資Aprojectmanagerassumesaprojectforathatundergoingorganizationalchangesandabouttoberestructured.Whatshouldtheprojectmanagerdotoensurethattheprojectisalignedwiththe’sgoalsandobjectives?ObtainprojectcharterReachagreementatthekick-offPerformagapysisagainstthebusinessyzetheprojectagainst ’smission,vision,and16.項(xiàng)目經(jīng)理承擔(dān)一家公司的一個(gè)項(xiàng)目管理，但該公司正在進(jìn)行組織變更且即將重組。若要確保該項(xiàng)目與該公司的目的和目標(biāo)保持一致，項(xiàng)目經(jīng)理應(yīng)該怎么做？（）在項(xiàng)目啟動(dòng)大會(huì)上達(dá)成協(xié)按照商業(yè)論證進(jìn)行差距分按照該公司的使命、愿景和價(jià)值觀分析該項(xiàng)17.Aftervisitinganongoingproject’soperatingfacilitiesandmeetingwithprojectsponsors,anewlyassignedprojectmanagerdiscoverspotentialrisks.Inaddition,someprojectteammemberscominedtotheprojectmanagerthat,duringexecution,unexpectedeventsoccurredforwhichnocorrectiveactionsweretaken.Theprojectmanagerschedulesameetingtoaddresstheseissues.WhatshouldtheprojectmanagerincludeontheToprisks,risksthathaveoccurred,riskresponses,risksidentified,risksclosed,andanupdatedriskregisterToprisks,risksthathaveoccurred,riskresponses,newrisks,risksclosed,andlessonsToprisks,newrisks,risksummary,riskresponses,andanupdatedriskToprisks,newrisks, ysis,riskresponses,andlessons最大風(fēng)險(xiǎn)、已發(fā)生的風(fēng)險(xiǎn)、風(fēng)險(xiǎn)應(yīng)對(duì)、已識(shí)別的風(fēng)險(xiǎn)、已關(guān)閉的風(fēng)險(xiǎn)和更新的風(fēng)險(xiǎn)登記最大風(fēng)險(xiǎn)、已發(fā)生的風(fēng)險(xiǎn)、風(fēng)險(xiǎn)應(yīng)對(duì)，新風(fēng)險(xiǎn)、已關(guān)閉的風(fēng)險(xiǎn)和經(jīng)驗(yàn)教訓(xùn) D最大風(fēng)險(xiǎn)，新風(fēng)險(xiǎn)、趨勢(shì)分析，風(fēng)險(xiǎn)應(yīng)對(duì)和經(jīng)驗(yàn)教contractorisbehindscheduleandrequeststheprojectmanager'sauthorizationtoworkovertime.Whatshouldtheprojectmanagerdofirst?A.Approvethecontractor’s B.RejecttheC.Requestchangecontrolboard(CCB)approval. D.Reviewtheenterpriseenvironmental承包商于進(jìn)度計(jì)劃，請(qǐng)求項(xiàng)目經(jīng)理加班工作。項(xiàng)目經(jīng)理首先應(yīng)該做什么 批準(zhǔn)承包商的請(qǐng) C.請(qǐng)求變更控制（CCB）批 decidestosignafirmfixedprice(FFP)contractwithaproviderfortheimplementationofanonlinebankingsystem.Whatriskresponsestrategyisbeing B.C. 公司決定與一個(gè)供應(yīng)商簽署一份固定總價(jià)（FFP）合同，實(shí)施一個(gè)銀行系統(tǒng)。這使用？（）轉(zhuǎn) B.回C.開 D.接Aprojectmanagerreceivesabusinesscasefrom ’sseniormanagement.hasahistoryofabandoningprojectsmidwaythroughtheexecutionphaseandnotprovidingsufficientrequestedresources.WhatshouldtheprojectmanagerA.Buildaworkbreakdownstructure B.DevelopaprojectC.Buildaprojectmanagementn. D.Developastrategicn.中途放棄項(xiàng)目且不能提供足夠要求資源的歷史。項(xiàng)目經(jīng)理應(yīng)怎么做？（A.制定工作分解結(jié)構(gòu) C.制定項(xiàng)目管理計(jì) Thereassignment nelwillcauseaprojectdelay.WhatshouldtheprojectmanagerConsultthestaffingmanagement B.InitiateachangeC.Acquireanew C.Revisetheproject重新分配人員將導(dǎo)致項(xiàng)目延期。項(xiàng)目經(jīng)理應(yīng)該怎么做？（A.查閱人員配備管理計(jì) D.修訂項(xiàng)目進(jìn)度計(jì)Duringtesting,multipleproductdefectsareidentified.Whattoolortechniqueshouldtheprojectmanagerusetoprioritizethesedefects?Control B.ParetoC.Varianceysis D.Roughorderofmagnitudeestimate(ROM)優(yōu)先順序？（A.控制 D.粗略量級(jí)估算Tocommunicatetheprojectmanagementntokeystakeholders,announcethestartoftheproject,andsharerelevantinformation,whatcommunicationtoolshouldtheprojectmanageruse?Status B.DailystandC.Focus D.Kick-off用什么溝通工具？（）狀態(tài)報(bào) Aproject’scostperformanceindex(CPI)is0.87anditsscheduleperformanceindex(SPI)1.3.Theprojectsponsorwouldnowliketoaddnewfunctionalitiestothefinalproduct.Whatshouldtheprojectmanagerdo?yzethetimeandcosttoaddthenewExintothesponsorthatthisisscopeAddtheAskthesponsortoissueachange項(xiàng)目的成本績效指數(shù)（CPI）為0.87，進(jìn)度績效指數(shù)（SPI）為1.3。項(xiàng)目發(fā)起人現(xiàn)在希望對(duì)最終產(chǎn)品添加新功能。項(xiàng)目經(jīng)理怎么做？（）分析添加新功能的時(shí)間和成向項(xiàng)目發(fā)起人說明這屬于范圍蔓教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE10/75A420要求發(fā)起人簽發(fā)一份變更請(qǐng)Sixchangerequestshavebeensubmittedforapprovalbecausetheproject’sendproductisnotmeetingspecifications.Theprojectteamcheckstherecords,andalprocessesarebeingexecutedasnned.Initialmanagementexpectationswerethattheentireprojectcouldbecompletedwithfewerthanthreechangerequests.WhatshouldtheprojectmanagerReviewtheactivitylist,astheitemsmaybetooDetermineifadditionalrisksneedtobeaddedtotheriskReviewinputstothequalitymanagementReviewtheworkbreakdownstructure(WBS)activities,astheymaylack項(xiàng)目經(jīng)理應(yīng)該怎么做？（活動(dòng)，因?yàn)槭马?xiàng)可能太過詳確定是否需要在風(fēng)險(xiǎn)登記冊(cè)中添加額外的風(fēng)計(jì)劃的工作分解結(jié)構(gòu)（WBS）Afterreceivingvendorproposals,whatshouldaprojectmanagerusetoensurethatthelowestpriceiswithinthecurrentmarketrange? B.ProposalevaluationC.Expert D.yticalA.獨(dú)立估 B.評(píng)價(jià)技 Aprojectmanagerreviewsthescheduleperformanceandcalculatesthattheactualcost(AC)ofworkcompletedis220,thecostvariance(CV)is-20,andthennedvalue(PV)is180Whatistheproject’sschedulevariance(SV)?A.- B.- 項(xiàng)目經(jīng)理進(jìn)度績效，并計(jì)算出已完成工作的實(shí)際成本（AC）是220，成本偏差（CV）為-20，以及計(jì)劃價(jià)值180。項(xiàng)目的進(jìn)度偏差（SV）是多少？（A.- B.- rinformstheprojectmanagerofadeliverydelay.Theproject教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE11/75A420identifiesthatthisdelaywillimpacttheentireproject.Tomaintaintheschedule,theprojectmanagerdecidestoshortentheequipmentinstallationtime.WhatshouldtheprojectmanagerdoA.Determinetheproject’scritical B.Managether’sC.Revisetheproject D.Submitachange設(shè)備供應(yīng)商通知項(xiàng)目經(jīng)理交付延遲。項(xiàng)目經(jīng)理認(rèn)識(shí)到該延遲將影響到整個(gè)項(xiàng)目。為了保持進(jìn)度計(jì)劃，項(xiàng)目經(jīng)理決定縮短設(shè)備安裝時(shí)間。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？（確定項(xiàng)目關(guān)鍵路 B.管理供應(yīng)商合C.修訂項(xiàng)目進(jìn)度計(jì) Aprojectteaminformstheprojectmanagerthatacertainriskwasmitigatedatlower-than-expectedcosts.Whatshouldtheprojectmanagerdonext?Updatethecostmanagement B.PerformariskC.Revisethecontingency D.Informthe項(xiàng)目團(tuán)隊(duì)告知項(xiàng)目經(jīng)理某一特定風(fēng)險(xiǎn)以低于預(yù)期成本得到減輕。項(xiàng)目經(jīng)理下一步該怎么做 更新成本管理計(jì) B.執(zhí)行風(fēng)險(xiǎn)再評(píng)C.修訂應(yīng)急儲(chǔ) Aconsultantinformstheprojectmanagerthataninternalcustomerresourceisworkingontheprojectandwantstobeinformedofprojectstatus.Whatshouldbeupdated?Organization B.ProcurementC.Communicationsmanagement D.Meeting一位顧問告（A.組織 Ariskassessmentforawebsiteprojectshowsthatimplementingaspecificfeatureismorecomplexthanexpected.ThiscouldimpactprojectperformancefrombothcostandscheduleWhatshouldtheprojectmanagerdoInitiateachangerequesttoscope,addthefeaturetothescopeexclusion,andupdatetheriskregister.Logtheriskintheriskregisterandsetupameetingwithkeystakeholderstodiscusstheriskresponsestrategies.Updatetheriskregister,reviewthescope,andevaluaterisk-responsestrategieswithkeyLogtheriskintheriskregisterandcontinuewiththe31.一個(gè)項(xiàng)目的風(fēng)險(xiǎn)評(píng)估顯示，某個(gè)具體功能的實(shí)施比預(yù)期復(fù)雜。這可能同時(shí)影響項(xiàng)目的成本和進(jìn)度效項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？（提出一項(xiàng)范圍變更請(qǐng)求，將該功能添加到范圍除外情況中，并更新風(fēng)險(xiǎn)登記將該風(fēng)險(xiǎn)登記進(jìn)風(fēng)險(xiǎn)登記冊(cè)中，并與關(guān)鍵相關(guān)方開會(huì)討論風(fēng)險(xiǎn)應(yīng)對(duì)策更新風(fēng)險(xiǎn)登記冊(cè)，范圍，并與關(guān)鍵相關(guān)方評(píng)估風(fēng)險(xiǎn)應(yīng)對(duì)策將該風(fēng)險(xiǎn)登記進(jìn)風(fēng)險(xiǎn)登記冊(cè)，并繼續(xù)32.Aprojectmanagerneedsadviceaboutaproject’scriticaltaskfromtwokeysubjectmatterexperts(SMEs).TheseSMEshaveahistoryofdisagreeingwhileworkingonpastprojects.Whatshouldtheprojectmanagerdo?Createarecognitionandrewards managementReviewthecorporateknowledgeIssueachangerequestforanew項(xiàng)目經(jīng)理需要兩名關(guān)鍵專家（SME）對(duì)項(xiàng)目關(guān)鍵任務(wù)的建議，這兩名專家在為過往項(xiàng)目工作時(shí)曾有意見不一致的經(jīng)歷。項(xiàng)目經(jīng)理應(yīng)該怎么做？（）創(chuàng)建認(rèn)可與計(jì)使用管理技企業(yè)知識(shí)為新專家簽發(fā)變更請(qǐng)Aprojectmanagerisunabletoimplementaprojectbecausetherequiredresourcesareunavailable.Theprojectmanagerisconcernedthattheprojectiscomingtoanendwithoutcompletionofthedeliverable.Whatshouldtheprojectmanagerdo?A.Refertotherisk B.UpdatetheworkbreakdownstructureC.Updatetheprojectmanagement D.Escalatetotheproject由于必要的資源不可用，項(xiàng)目經(jīng)理無法執(zhí)行項(xiàng)目。項(xiàng)目經(jīng)理擔(dān)憂項(xiàng)目結(jié)束，卻未完成可交付成果。項(xiàng)目經(jīng)理應(yīng)該怎么做？（）A.查閱風(fēng)險(xiǎn)登記 B.更新工作分解結(jié)構(gòu)C.更新項(xiàng)目管理計(jì) D.上報(bào)給項(xiàng)目相關(guān)Amanufacturing identifiestheneedforanewlineofproducts.Whatshouldthedotojustifythis?A.Developaprojectmanagement B.ApplyforC.Completeabusiness D.Marketthenew一家制造公司為一條新產(chǎn)品生產(chǎn)線識(shí)別需求。公司應(yīng)該怎么做來驗(yàn)證這個(gè)需求？（A.制定項(xiàng)目管理計(jì) C.完成商業(yè)論 During nning,theprojectmanageridentifiesthatthereareanextensiveofstakeholders.Theprojectmanagerasksateammembertoclassifyeachstakeholderbasedonpotentialimpactorsupportsothatthecommunicationsmanagementnmaybeupdatedtomeetexpectations.Whatshouldbeusedtoconductthisclassification? B.Power/interestC.Resource D.Stakeholder或支持來為每名相關(guān)方分類，然后才能更新溝通管理計(jì)劃滿足期望。應(yīng)該使用什么來進(jìn)行分類？（）A.資源評(píng) Whatsystemisapartoftheprojectmanagementinformationsystem(PMIS)?A.Configurationmanagement B.CommunicationmanagementC.Change D.ContractchangeA.配置管 Aprojectmanagerresponsiblefordeveloatwo-phaseproductdecidesthateachphasewillbecompletedbydifferentvendors.Seniormanagementhasestablishedthatphasetwomustnotfinishbeforephaseone.WhatshouldtheprojectmanagerdotopreventexecutionA.Updatetheriskmanagement B.MeetwiththeC.Talktosenior D.Updatetheprocurement負(fù)責(zé)開發(fā)一個(gè)兩階段產(chǎn)品的項(xiàng)目經(jīng)理決定由不同的供應(yīng)商完成每個(gè)階段。高級(jí)管理層已確定第二階段不得在第一階段之前完成。若要防止執(zhí)行問題，項(xiàng)目經(jīng)理應(yīng)該做什么？（A.更新風(fēng)險(xiǎn)管理計(jì) C.與高級(jí)管理層討 Duringaproject'sexecutionphase,anewprojectmanagertakesoverandallprojectsaretransferred.Thenewprojectmanageridentifiesthat50percentofthebudgethasbeenused,thecostperformanceindex(CPI)is1.05,andthescheduleperformanceindex(SPI)is0.75.WhatshouldthenewprojectmanagerdoA.Issueachange B.Updatethechange C.Crashorfasttrackthe D.Reviewthescopemanagement在項(xiàng)目執(zhí)行階段，新項(xiàng)目經(jīng)理接管項(xiàng)目，且所有項(xiàng)目文件已交接。新項(xiàng)目經(jīng)理確認(rèn)已經(jīng)使用了50成本績效指數(shù)（CPI）1.05，進(jìn)度績效指數(shù)（SPI）0.75。新的項(xiàng)目經(jīng)理下一步應(yīng)該做什么？(A.簽發(fā)變更請(qǐng) B.更新變更管理計(jì)C.趕工或快速跟進(jìn)項(xiàng) D.范圍管理計(jì)Duetoalreasons,aprojectteammemberinformstheprojectmanagerthattheywillbeoutofworkfortwoweeks.Thisteammemberistheonlyresourcewhocanperformacritical-patWhatshouldtheprojectmanagerupdateA.Workbreakdown B.Risk C.Humanresourcemanagement D.Project由于個(gè)人原因，一名項(xiàng)目團(tuán)隊(duì)成員通知項(xiàng)目經(jīng)理將不能工作兩周時(shí)間，該團(tuán)隊(duì)成員是能夠執(zhí)行一項(xiàng)關(guān)鍵路徑任務(wù)的唯一資源。項(xiàng)目經(jīng)理應(yīng)首先更新哪一份文件？（）工作分解結(jié) C.人力資源管理計(jì) Duringameetingtoobtainprojectmanagementnapproval,theprojectmanagerlearnsthatastakeholderisbeingreced.Whereshouldtheprojectmanagerrecordthis?RiskStakeholderHumanresourcemanagementStakeholdermanagement將該信息記錄在哪里？（）風(fēng)險(xiǎn)登記 B.相關(guān)方登記C.人力資源管理計(jì) decidestoimplementanewsupplychainsystemthatisexpectedtoincreasecorporateprofitsby15percent.Thefinancedepartmentisconcernedthatitsworkloadwillincrease,andstronglyopposestheproject.WhatshouldtheprojectmanagerManagethestakeholder’sResolvestokeepthestakeholderNegotiatemutualUpdatetheriskmanagement一家公司決定實(shí)施一個(gè)新的供應(yīng)鏈系統(tǒng)，該系統(tǒng)預(yù)計(jì)將讓企業(yè)利潤提高15%。財(cái)務(wù)部門擔(dān)心其工作增加，項(xiàng)目。目經(jīng)理該么做？（）管理相關(guān)方的期解決，讓相關(guān)方滿協(xié)商互惠互更新風(fēng)險(xiǎn)管理計(jì)Duringprojectexecution,ateammemberregularlycominsthatsomeinformationisnotprovidedonatimelybasis.Whatshouldtheprojectmanagerdo?Checktheteammember’sperformanceInitiateregularinformationmeetingswithallteamHoldaone-on-onemeetingwiththeteamReviewthecommunicationsmanagement在項(xiàng)目執(zhí)行期間，一名團(tuán)隊(duì)成員經(jīng)常抱怨說沒有及時(shí)提供某些信息。項(xiàng)目經(jīng)理應(yīng)該怎么做 檢查該團(tuán)隊(duì)成員績效歷史記與所有團(tuán)隊(duì)成員定期召開情況通報(bào)與該團(tuán)隊(duì)成員召開一對(duì)一的會(huì)溝通管理計(jì)Aprojectmanagerisstrugglingtoidentifythecompletescopeofalargeproject.Whatshouldtheprojectmanagerreview?ProjectWorkbreakdownstructure(WBS)andsequenceNetworkProjectcharterandrequirements項(xiàng)目經(jīng)理正在努力識(shí)別一個(gè)大型項(xiàng)目的完整范圍。項(xiàng)目經(jīng)理應(yīng)該什么 項(xiàng)目進(jìn)度計(jì)工作分解結(jié)構(gòu)（WBS）和排列活動(dòng)順Afunctionalmanagerneedstoknowwhencertainresourcesallocatedtoaprojectwill availableforotherassignments.WhatshouldtheprojectmanagerprovidetothefunctionalStaffreleaseResourceResponsibilityassignmentmatrixStaffacquisition什么文件？（）A.人員解散計(jì) B.資源日C.責(zé)任分配矩陣 D.人員招募計(jì)Aprojectmanagerassessesteamperformancefollowingasuccessfulproject.Overall,theteamimproveditsperformance,movingfromastagewheretherewerenoclearrolesandresponsibilitiestoawell-organizedperformingWhattypesofindicatorsshouldtheteamperformanceassessmentStaffturnoverrateandincentiveIndividualskillassessmentandStaffturnoverrateandindividualskillStaffcompetencies 團(tuán)隊(duì)績效評(píng)估應(yīng)包含什么指標(biāo)類型？（人員流失率和激勵(lì)計(jì)人員流失率和個(gè)人技能評(píng)人員的能力和Aproductionlineisrestartedafteralengthydelay.Whattoolortechniqueshouldtheprojectmanagerusetovalidatethattheproductstillmeetstherequiredspecifications?Cause-and-effect B.DesignofC.Expert D.技術(shù)？（）因果 D.檢Amustdevelopaprojectmanagementculturetosurviveinachangingenvironment.Inthepast,theorganization’svisionwasdrivenbythesupplydepartment.However,thesupplydepartment'svice(VP),whoisakeyprojectstakeholder,refusestoadoptthenewHowcanalignmentwiththisnewculturebeInvitetheVPtoprojectSpeakwiththeVPtodeterminetheissuesrootConductcoachingsessionswiththeAskmanagementtoscheduleastrategicmeetingwithallproject然而，作為關(guān)鍵項(xiàng)目相關(guān)方的供應(yīng)部門副卻采用新文化. （邀請(qǐng)供應(yīng)部門副參加項(xiàng)目會(huì)與供應(yīng)部門副談話，確定問題的根本原給供應(yīng)部門副開輔導(dǎo)讓管理層安排一次所有項(xiàng)目相關(guān)方參與的會(huì)48.Aprojectmanagerisleadingateamdeveloanewonlinebankingapplication.After23months,theteamhasspentUS$100,000ondevelopmentandhasUS$70,000ofthebudgetedcostremaining.Thetargetedcompletiondateis12monthsaway,buttheteamexpectscompletioninninemonths.Ateammemberidentifiesaprovenoff-the-shelfproductthatcomplieswithallprojectspecifications,canbepurchasedforUS$60,000,andcanbeimplementedwithineightWhatshouldtheprojectmanager pleteperformanceindexCustomerorprojectsponsorTheamountalreadyspentonD.Make-or-buy項(xiàng)目經(jīng)理正在一支團(tuán)隊(duì)開發(fā)新的銀行應(yīng)用程序。23個(gè)月后，團(tuán)隊(duì)在開發(fā)方面已支出100,000，剩發(fā)現(xiàn)一款成現(xiàn)貨產(chǎn)品滿足所有項(xiàng)目規(guī)范，能夠以60,000的價(jià)格到，且能夠在八個(gè)月內(nèi)實(shí)施。項(xiàng)目經(jīng)理應(yīng)該考慮什么？（）完工尚需績效指數(shù)客戶或項(xiàng)目發(fā)起人驗(yàn)開發(fā)方面已支出的金或外購分Aprojectmanager,newlyassignedtoprojectA,learnsthattheprojectisbehindscheduleduetoinsufficienthumanresources.Economicconstraintsdeterthefromrecruitingnewstaff.However,theprojectmanagerdiscoversthatprojectBisnearingcompletion.ToensurethescheduleddeliveryofprojectA,whatshouldtheprojectmanagerWaituntilProjectBiscomplete,thenallocatetheresourcestoprojectNegotiateandinfluencefortherequiredRequireprojectB’steammemberstoworkonprojectRequireprojectA’steammemberstowork等到項(xiàng)目B完工，然后分配資源給項(xiàng)目協(xié)商并影響需要的資要求項(xiàng)目B的團(tuán)隊(duì)成員為項(xiàng)目A工要求項(xiàng)目A的團(tuán)隊(duì)成員加班工 isasaperformingorganizationonaninfrastructuredevelopmentprojectsponsoredbythe ernment.Afterrecentelections,allongoing, ernment-sponsoredinfrastructureprojectsareputonholdforreview.What shouldtheprojectmanager教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE19/75A420A.A.Scope IssueRiskProject礎(chǔ)設(shè)施項(xiàng)目均被擱置。項(xiàng)目經(jīng)理應(yīng)該更新哪份項(xiàng)目文件？（范圍管理計(jì) Aprojectmanagerreceivestheapprovedprojectcharterforanewproject.Theprojectmanagerorganizesameetingwiththesalesdirector,humanresourcemanager,andotherkeyteammemberstocheckandconfirmtheroles,responsibilities,andexpectationsofeveryonewhomaybeimpactedbytheproject.WhatwillbeproducedasaresultofthisStakeholdercommunication ysisStakeholderStakeholder項(xiàng)目經(jīng)理收到一個(gè)新項(xiàng)目的已批準(zhǔn)項(xiàng)目章程。項(xiàng)目經(jīng)理安排了一次會(huì)議，與銷售總監(jiān)、人力資源經(jīng)理以及其這個(gè)會(huì)議將會(huì)產(chǎn)生什么結(jié)果？（相關(guān)方溝通 B.相關(guān)方分析矩陣 Aprojectmanagertakesoverastrugglingprojectandlearnsthattheteamisfrustratedbythewaytheformerprojectmanagerinctedwiththem.Theteamwasconcernedthattheformerprojectmanagermadekeydecisionswithoutinvolvingthem.WhatmotivationaltheorydescribestheformerprojectTheoryMaslow'shierarchyofMotivation-hygieneTheory經(jīng)理在沒有團(tuán)隊(duì)參與的情況做出關(guān)鍵決策感到擔(dān)憂。哪種激勵(lì)理論描述的是前任項(xiàng)目經(jīng)理？（）Y理 B.需求層次理 D.X理Anengineerisconductingafacilityupgradeproject.Duringameetingtoexinthe教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE23/75A420ofthedeliverable,contractorsaskmultiplequestionsthattheengineerisunabletoAttheendofthemeeting,theengineerasksthecontractorstosubmitproposalsbasedontheirownunderstandingofthedeliverable.WhatshouldtheprojectmanagerhavecompletedtoobtainaclearervisionoftheA.Workbreakdownstructure B.ProjectmanagementC.Project D.Project景，項(xiàng)目經(jīng)理應(yīng)事先完成哪一項(xiàng)？（）工作分解結(jié)構(gòu) Astakeholdercominsthatnotificationoftheproject’sdelayeddeliverywasnotreceived.Whatshouldtheprojectmanagerhavedonetopreventthis?UpdatedtherequirementstraceabilityReviewedthecommunicationsmanagementReviewedtheriskmanagementUpdatedthestakeholder一名相關(guān)方抱怨說未收到項(xiàng)目延期交付，若要防止這個(gè)問題，項(xiàng)目經(jīng)理應(yīng)該事先做什么？（）更新需求矩 B.溝通管理計(jì)C.風(fēng)險(xiǎn)管理計(jì) D.更新相關(guān)方登記Aprojectmanagerwantstoperformforecastingtodetermineifaprojectwillmeetitscostandschedulegoals.Whatsourceprovidestheinformationtocreatethisforecast?Workperformance B.WorkperformanceC.Workperformance D.Workperformance項(xiàng)預(yù)測(cè)的信息？（）A.工作績效信 56Avendornotifiestheprojectmanagerthatarequirementcannotbemet.Towhatshouldtheprojectmanagerrefertodeterminehowchangerequestsarehandledforthisvendor'sA.Changemanagement B.ProjectmanagementC.Statementofwork D.Procurement請(qǐng)求？（）A.變更管理計(jì) D.采購協(xié)AprojectmanagerreceivesthreecostestimatesforanOptimistic(tO),US$1,500Mostlikely(tM),US$2,000Pessimistic(tP),US$4,000TheprojectmanagerusesUS$2,250inthecostmanagementn.Whatmethoddidtheprojectmanageruseforthiscalculation?A.Beta B.BottomupC.Expert D.Triangular項(xiàng)目經(jīng)理收到某個(gè)產(chǎn)品的成本估算：樂觀（tO，1500;最可能（tM，2000;悲觀（tP，4000項(xiàng)目經(jīng)理在成本管理計(jì)劃中使用2250。項(xiàng)目經(jīng)理在這個(gè)計(jì)算中使用了什么方法？（分 Newsoftwaremustbemanufacturedbyaspecific,non-negotiabledate,andscopeandcostscannotbechanged.Deliverablesfrompreviousphasesoftheprojectarealreadylate.Beforemanufacturingthesoftware,whatshouldtheprojectmanagerusetonthetestingphase B.FastC.Risk D.Quality經(jīng)延遲。在制造軟件之前，項(xiàng)目經(jīng)理應(yīng)使用什么來制定測(cè)試階段的進(jìn)度計(jì)劃？（）趕 AProjectresourceismissingassignedtaskdeadlines.Theresourcecominsthatadditionaltaskswereassignedbytheirsupervisor.Whatshouldtheprojectmanagerdo?ProvideawrittenwarningtotheHireadditionalyzethesituationwiththeresourceandtheirIdentifyprojectprioritieswiththeprojectmanagementoffice59.一名項(xiàng)目資源錯(cuò)過分配任務(wù)的期限。該資源抱怨說其主管分配了額外任務(wù)。？（）向該資源提出警聘用額外的資與該資源及其主管一起分析情與項(xiàng)目管理（PMO）一起確定項(xiàng)目優(yōu)先次60.A decidestooutsourceitstechnicalsupportcenter.Afteraproofofconceptproject,manyuserscom inabout munication,sothe discontinuestheprojecttooutsourcethesupportWhatdrovethisA.Acceptance B.ProductC.Thresholdcontrol D.Customer持中心。這項(xiàng)決定的驅(qū)動(dòng)因素是什么？（）驗(yàn)收測(cè) Akeystakeholderisconcernedaboutthedeliveryofthenextworkpackageandthecostsassociatedwiththenextphase.Whereshouldtheprojectmanagerfindthisinformation?Issuelog B.ProcurementstatementofworkC.Workperformance D.Control息？（）問題日志報(bào) B.采購工作說明書 Duringanequipmentupgradeproject,theprojectmanagerrequestsweeklyprogressreportsfromaprovider.Theproviderstatesthatonlyonefinalreportisrequired.WhatshouldbereviewedtovalidateResponsible,accountable,consult,andinform(RACI)WorkbreakdownstructureCommunicationsmanagement即可。若要核實(shí)這一點(diǎn)，應(yīng)該查閱哪一份文件？（）執(zhí)行、負(fù)責(zé)、咨詢和知情（RACI）矩工作分解結(jié)構(gòu)溝通管理計(jì)協(xié)AprojectmanagermeetswithtwoKeystakeholderswhoeachidentifyeventsthatwillcreatesignificanprojectrisks.Withonlylimitedresourcesavailable,whatshouldtheprojectmanagerDeveloparisk-rankingPerformaqualitativeriskPerformatative Updatetheriskmanagement教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE25/75A420 由于只有有限的資源可用。項(xiàng)目經(jīng)理應(yīng)該怎么做？（）制定風(fēng)險(xiǎn)排序 B.執(zhí)行定性風(fēng)險(xiǎn)分C.執(zhí)行定量風(fēng)險(xiǎn)分 D.更新風(fēng)險(xiǎn)管理計(jì)Aprojectmanagerorganizesagroupactivitytodiscussasolutionforarecentissue.Attheendofthesession,severalideasaregeneratedandsortedintogroupsforreviewandysis.Whatgroupcreativitytechniqueisbeingused? B.DelphiC.Idea/mind D.Affinitydiagram多個(gè)意見，并分成不同類別進(jìn)行和分析。這使用的是哪種群體創(chuàng)新技術(shù)？（）頭腦風(fēng) D.親和Acontractorrequestsachangethatwillimpactthe'sprojectandbusinessobjectives.Thechangeorderrequiresimmediateapprovaltopreventashut-downoftheproject.WhatshouldtheprojectmanagerNegotiatewiththecontractortominimizetheApprovethechangeduetoitsDiscontinueworkuntilotheralternativesareRequestprojectsponsor承包商請(qǐng)求一項(xiàng)變更，但該變更將影響客戶的項(xiàng)目和商業(yè)目標(biāo)。變更通知單要求立即批準(zhǔn)，以防項(xiàng)目停工。項(xiàng)（）與承包商協(xié)商.盡可能減少影由于其緊急性，批準(zhǔn)中止工作，直到探索到其它可選方Duringabrainstormingsession,theprojectteamdevelopsaseriesofresponsestrategiestomitigatetheimpactofapowerfailureduringthecommissioningphaseofanewofficebuilding.Whatshouldtheprojectmanagerconsiderwhenchoosingthebeststrategy?Lowest B.EaseofC.Cost D.Abilitytoprovidequick擇最佳時(shí)，項(xiàng)目經(jīng)理應(yīng)考慮什么？（）最低成 C.成本效 D.能夠提供快速結(jié)教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE26/75A420Anewprojectmanagerassumesanongoingprojectwhere50percentofprojectteammembersareoutsourced.Theprojectmanagerdiscoversthattheoutsourcedteammembersaredeliveringproductionationthatis pliantwith standards.Whatshouldtheprojectmanagerdo?Reviewthehumanresourcemanagementntoeducatetheresources FollowtheactionsoutlinedintheprocurementConductperformanceassessments,andthenbegintheterminationReassigntheworktoteammembersfamiliar 50%的項(xiàng)目團(tuán)隊(duì)成員均屬于外包。項(xiàng)目經(jīng)理發(fā)現(xiàn)外包團(tuán)隊(duì)成員交付的生產(chǎn)文檔與公司標(biāo)準(zhǔn)不符。項(xiàng)目經(jīng)理應(yīng)該怎么做？（）人力資源管理計(jì)劃，教育這些資源遵循公司標(biāo)遵循采購文件中描述的行開展績效評(píng)估，然后開始終止過將工作重新分配給熟悉公司標(biāo)準(zhǔn)的團(tuán)隊(duì)成Duringaproject'sschedulereview,theprojectmanagernoticesvariancesinactivitylatedatesthatexceedacceptedthresholds.Theprojectmanagersubmitsachangerequesttotheprojectownerforanincreaseinthetimetocomplete.WhatysisshouldtheprojectmanagerperformtosupportthisEarnedvaluemanagement B.C. D.請(qǐng)求，增加完成時(shí)間。項(xiàng)目經(jīng)理應(yīng)執(zhí)行什么分析來支持這項(xiàng)請(qǐng)求？（）掙值管理 B.趨C.儲(chǔ) D.基Aprojectteammemberreportsapotentialriskduringprojectexecution.Whattoolortechniquesupportsriskcontrol?tativerisk B.RiskC.Risk D.Qualitativerisk69項(xiàng)目團(tuán)隊(duì)成員報(bào)吿了項(xiàng)目執(zhí)行期間的一個(gè)潛在風(fēng)險(xiǎn)。哪一項(xiàng)工具或技術(shù)支持風(fēng)險(xiǎn)控制 A.定量風(fēng)險(xiǎn)分 Aprojectmanagerrecentlyremovedadifficultteammemberfromaproject,yetteammoralehasnotimproved.Whatshouldtheprojectmanagerdonext?RewardindividualhighSetupanemergencymeetingwithteamTemporarilydisengageunmotivatedteamRewardteam項(xiàng)目經(jīng)理最近將一名難對(duì)付的團(tuán)隊(duì)成員從項(xiàng)目中，但仍未提振團(tuán)隊(duì)士氣。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做（與團(tuán)隊(duì)成員召開一次緊急會(huì)Duringateammeeting,ateammemberstatesthatapreviouslyidentifiedriskshouldbedosed.Whatshouldtheprojectmanagerdo?Useexpert B.ScheduleperiodicriskC.Conductarootcause D.Performaqualitativerisk在團(tuán)隊(duì)會(huì)議期間，團(tuán)隊(duì)成員提出之前識(shí)別的風(fēng)險(xiǎn)應(yīng)關(guān)閉。項(xiàng)目經(jīng)理應(yīng)該怎么做 A.使用專家判 B.安排定期風(fēng)險(xiǎn)再評(píng)C.開展根本原因分 D.執(zhí)行定性風(fēng)險(xiǎn)分72Athird-partyvendorisrequiredtoprovideexpertsupportonaninnovativeprojectwithapoorlydefinedscopeandanuncertainduration.Whatisapossibleresultofusingafirmfixedprice(FFP)contractwiththevendor?ThecontractcouldincluderatesforunitlaborormaterialthatmayimpactThecontractpricecouldincreasewithanychangeinThecontractpricecouldbeadjustedbyThecontractpricecouldincludecost一個(gè)范圍定義較差且工期不確定的創(chuàng)新項(xiàng)目需要第供應(yīng)商提供專家支持。與供應(yīng)商使用固定合同價(jià)合同（FFP）的可能結(jié)果是什么？（）合同可能包含可能影響成本的單位人工或材料費(fèi)合同價(jià)格可以隨任何范圍變化而增合同價(jià)格可以隨通貨膨脹的調(diào)整而調(diào)合同價(jià)格可能包含成本補(bǔ)AnstoinvestUS$1millioninthedevelopmentofanewproduct.Accordingtoafeasibilitystudy,thenewproductwillcreaterevenuesofUS$300,000inthefirstyearandUS$400,000ineachofthetwosubsequentyears.snetpresentvalue(NPV)andNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityisNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityis教育機(jī)構(gòu)教育機(jī)構(gòu)地址地址PAGE29/75A420公司計(jì)劃投資100萬 開發(fā)一項(xiàng)新產(chǎn)品。根據(jù)可行性研究，新產(chǎn)品將在第一年創(chuàng)造30萬的收入，在隨后兩年每年創(chuàng)造40萬的收入。B.NPV為負(fù)的，可行性為負(fù)的C.NPV為正的，可行性為正的D.NPV為負(fù)的，可行性為正的Aprojectmanagertransition