模擬試題（三Duringprojectproposalnegotiationsforanindustrialnt,thecustomerinformstheprojectmanagerthatachangeisrequiredtoimproveperformance.Whatshouldtheprojectmanagerdo?A.Asktheprojectsponsorforadditionalfunding.B.CallseniormanagementforC.UpdatetheworkbreakdownstructureD.Revisetheriskresponse在一個工廠的項目談判期間，客戶通知項目經理需要進行一項變更來提高性能。項目經理該怎么做（讓項目發(fā)起人增加額征求高級管理層的建更新工作分解結構EarnedEarnedvalueActualcostnnedvalueBudgetatcompletionEstimatetocompletestakeholderswanttounderstandtheperformanceofaprojectthatis80percentcompleteAssumingtheprojectcontinuesatthesamerate,andusingthenumbersinthetable,whatistheproject’sestimateatcompletion(EAC)? 掙值600實際成本100計劃價值150完工預算1800完工尚需估算300是多少）A.100C.Aftercustomeracceptanceofthefinaldeliverable,theprojectmanagerdistributesthefinalprojectreports,gathersprojectsforarchiving,andconductsalessonslearnedwiththeteam.WhatactivitystillneedstobeCapturingworkperformanceUpdatingtheissueMeasuringandrecordingcustomeringcorrective在客戶驗收最終可交付成果后，項目經理分發(fā)最終項目報告，收集項目文件用于存檔，并與團隊開展經驗教訓（）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項目經理對無效率的團隊周會感到失望。一些發(fā)言更為積極的團隊成員都將會議轉向他們認為有問題的領域進若要提高會議的效率，項目經理應該怎么做？（B不讓發(fā)言更為積極的團隊成員參加會確保沒有團隊成員感覺受到設定明確的議程，為每個事項限制具體的時Acustomerisconcernedwheninclementweatherresultsinscheduleslippage.Whenshouldtheprojectmanagerhaveexecutedappropriatecontingencyresponsestrategies?WhenfundingwasmadeavailableforadditionalWhenthecustomeragreedtoascheduleWhentheinclementweatherwas yaftertheinclementweather當惡劣天氣導致進度偏移時，客戶感到擔憂。項目經理應在何時執(zhí)行相應的應急應對策略 提供可用于獲得額源客戶同意延長進度計預測到惡劣天氣發(fā)生惡劣天氣后立即Aprojectisnearingcompletionwhentheprojectteamlearnsofnewregulationsfortheregion.wheretheproductistobeinstalled.Theprojectmanagerdeterminesthatanewfeaturewillhavetobeaddedtoensurecompliance,whichwillimpacttheresources,schedule,andbudget.Whatisneededtocommunicateandapplytheactivitiesrequiredtocomplywiththesenewregulations?RiskbreakdownstructureChangeIssueProcess項目接近完工，此時項目團隊得知即將安裝產品的所在地區(qū)即將實施新。項目經理決定為確保遵守新，必須添加一項新功能，而這將影響到資源、進度計劃和預算。為遵守這些新，需要下列哪-項來溝通和應用于需要的活動？（）風險分解結構 B.變更控 Aprojectmanager'smultidisciplinaryteamsarespreadoverseveralcountries.Eachteamhasprepareditsbudgetandresourceneeds,whichnowmustbeintegratedintoandcomparedwiththeprojectcharter’sestimatedbudget.WhatshouldtheprojectmanagerdoSeeksponsorConductakick-offGathertheinformationandfinalizetheReview n theBAprojectmanagerassignedtoanexistingprojectlearnsthatteamAcollectsrequirementsteamBimplementstheserequirements,andteamCdevelopsthetestn.WhereshouldthisbeFunctionalStaffingmanagementOrganizationalbreakdownstructureResponsible,accountable,consult,andinform(RACI)項目經理被任命管理一個現有項目，他了解到團隊A負責收集需求，團隊B負責實施這些需求，而團隊C負責制定測試計劃。這應記錄在哪一份文件中？（）職能型矩人員配備管理計組織分解結構執(zhí)行、負責、咨詢和知情（RACI）矩Duringprojectexecution,theprojectteammisunderstandshowtouseanewtechnology.Asaresult,significantreworkisrequired,whichincreasesoverallcosts.Fromwhatsourcecantheprojectmanagerobtainadditionalfundsfortherework?Key B.ManagementContingency D.Project在項目執(zhí)行期間，項目團隊對如何使用一項新技術產生誤解。結果需要大量返工，導致整體成本增加。項目經理可以從什么獲得外的返？（）關鍵相關 Duringtheexecutionofaprojectthatisatriskoffallingbehindschedule,theprojectmanagerlearnsthatthe’smostskilledresourcewillbeavailablefromaprojectthatfinishedearly.Theprojectmanagerinsiststhattheresourcebeimmediayassignedtotheirprojectteam,withtheexpectationofapositiveimpactontheproject.WhatstrategydidtheprojectmanagerA. 可用。項目經理堅持讓該資源立即分配到他們的項目團隊，期望為項目帶來積極影響。項目經理應用的是什么策略？（） B.接受C.轉 D.開ProjectmanagerArealizesthatadditionalresourcesarerequiredtocompletetheirprojectontimeandasksprojectmanagerBforassistancewithresources.IfprojectmanagerBagrees,whatshouldbereviewed?ProjectstaffResourceProjectorganizationTeamperformance項目經理A認識到需要額源來按時完成項目，并請求項目經理B提供資源方面的協(xié)助。如果項目經理B同意，應哪一份文件？（）項目人員配 B.資源日 D.團隊績效評Whileworkingonanassemblyline,ateammemberreportsthehighfailurerateofaWhatshouldtheprojectmanagerusetosupportthisA.Kaizen B.NominalgroupC.Quality field在裝配線上工作時，一名團隊成員報告了產品的高失敗率。項目經理應使用什么來支持這項？（）改善方 ForasystemimplementationprojectincountryA,amanagercompletesthedeliverablesdefinedinthescopeandcustomeracceptsthem.Thissystemwassuccessfullyimplementedinseveralothercountries,buttheusersincountryAaredissatisfiedwithsomeofthefunctions.WhatshouldtheprojectmangerdonexttoclosetheProject?ConsulttheriskregisterformitigationConductmeetingswiththeuserstounderstandtheirOrganizealessonslearnedmeetingtocapturefeedbackforthelessonslearnedProvidethecustomeranduserswithallsupportingprojectationtoestablishthatprojectobjectivesweremetandaccepted.查閱風險登記冊，獲得減輕策與用戶開會，了解他們不滿意之組織一次經驗教訓會議，為經驗教訓知識庫收集反為客戶和用戶提供所有項目支持文檔，確保滿足項目目標并通過驗Aprojectteamisworkingonthescopebaselinecomponentoftheprojectmanagementn.Whatshouldbeincluded?Workbreakdownstructure(WBS) B.RiskmanagementC.Costmanagement D.Scopemanagement項目團隊正在努力確定項目管理計劃范圍基準組成部分。應將哪份文件包含在內 A.工作分解結構（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A（持續(xù)4天）B（3天）；任務C（持續(xù)時4天任務D（持續(xù)2天）；任務E（持續(xù)時3天）；任F（4天）任務D和任務FCA和任務BC必須在項目結束前完成。任務EDB是在任務C行任務B過程中，發(fā)生了一件例外事項，導致該任務延期2天。為了確保項目按時完成，應采取什么措施？（為關鍵路徑上的任務重新分配資Aprojectmanagerassumesaprojectforathatundergoingorganizationalchangesandabouttoberestructured.Whatshouldtheprojectmanagerdotoensurethattheprojectisalignedwiththe’sgoalsandobjectives?ObtainprojectcharterReachagreementatthekick-offPerformagapysisagainstthebusinessyzetheprojectagainst ’smission,vision,and16.項目經理承擔一家公司的一個項目管理，但該公司正在進行組織變更且即將重組。若要確保該項目與該公司的目的和目標保持一致，項目經理應該怎么做？（）在項目啟動大會上達成協(xié)按照商業(yè)論證進行差距分按照該公司的使命、愿景和價值觀分析該項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最大風險、已發(fā)生的風險、風險應對、已識別的風險、已關閉的風險和更新的風險登記最大風險、已發(fā)生的風險、風險應對，新風險、已關閉的風險和經驗教訓 D最大風險，新風險、趨勢分析，風險應對和經驗教contractorisbehindscheduleandrequeststheprojectmanager'sauthorizationtoworkovertime.Whatshouldtheprojectmanagerdofirst?A.Approvethecontractor’s B.RejecttheC.Requestchangecontrolboard(CCB)approval. D.Reviewtheenterpriseenvironmental承包商于進度計劃，請求項目經理加班工作。項目經理首先應該做什么 批準承包商的請 C.請求變更控制（CCB）批 decidestosignafirmfixedprice(FFP)contractwithaproviderfortheimplementationofanonlinebankingsystem.Whatriskresponsestrategyisbeing B.C. 公司決定與一個供應商簽署一份固定總價（FFP）合同，實施一個銀行系統(tǒng)。這使用？（）轉 B.回C.開 D.接Aprojectmanagerreceivesabusinesscasefrom ’sseniormanagement.hasahistoryofabandoningprojectsmidwaythroughtheexecutionphaseandnotprovidingsufficientrequestedresources.WhatshouldtheprojectmanagerA.Buildaworkbreakdownstructure B.DevelopaprojectC.Buildaprojectmanagementn. D.Developastrategicn.中途放棄項目且不能提供足夠要求資源的歷史。項目經理應怎么做？（A.制定工作分解結構 C.制定項目管理計 Thereassignment nelwillcauseaprojectdelay.WhatshouldtheprojectmanagerConsultthestaffingmanagement B.InitiateachangeC.Acquireanew C.Revisetheproject重新分配人員將導致項目延期。項目經理應該怎么做？（A.查閱人員配備管理計 D.修訂項目進度計Duringtesting,multipleproductdefectsareidentified.Whattoolortechniqueshouldtheprojectmanagerusetoprioritizethesedefects?Control B.ParetoC.Varianceysis D.Roughorderofmagnitudeestimate(ROM)優(yōu)先順序？（A.控制 D.粗略量級估算Tocommunicatetheprojectmanagementntokeystakeholders,announcethestartoftheproject,andsharerelevantinformation,whatcommunicationtoolshouldtheprojectmanageruse?Status B.DailystandC.Focus D.Kick-off用什么溝通工具？（）狀態(tài)報 Aproject’scostperformanceindex(CPI)is0.87anditsscheduleperformanceindex(SPI)1.3.Theprojectsponsorwouldnowliketoaddnewfunctionalitiestothefinalproduct.Whatshouldtheprojectmanagerdo?yzethetimeandcosttoaddthenewExintothesponsorthatthisisscopeAddtheAskthesponsortoissueachange項目的成本績效指數（CPI）為0.87，進度績效指數（SPI）為1.3。項目發(fā)起人現在希望對最終產品添加新功能。項目經理怎么做？（）分析添加新功能的時間和成向項目發(fā)起人說明這屬于范圍蔓要求發(fā)起人簽發(fā)一份變更請Sixchangerequestshavebeensubmittedforapprovalbecausetheproject’sendproductisnotmeetingspecifications.Theprojectteamcheckstherecords,andalprocessesarebeingexecutedasnned.Initialmanagementexpectationswerethattheentireprojectcouldbecompletedwithfewerthanthreechangerequests.WhatshouldtheprojectmanagerReviewtheactivitylist,astheitemsmaybetooDetermineifadditionalrisksneedtobeaddedtotheriskReviewinputstothequalitymanagementReviewtheworkbreakdownstructure(WBS)activities,astheymaylack項目經理應該怎么做？（活動，因為事項可能太過詳確定是否需要在風險登記冊中添加額外的風計劃的工作分解結構（WBS）Afterreceivingvendorproposals,whatshouldaprojectmanagerusetoensurethatthelowestpriceiswithinthecurrentmarketrange? B.ProposalevaluationC.Expert D.yticalA.獨立估 B.評價技 Aprojectmanagerreviewsthescheduleperformanceandcalculatesthattheactualcost(AC)ofworkcompletedis220,thecostvariance(CV)is-20,andthennedvalue(PV)is180Whatistheproject’sschedulevariance(SV)?A.- B.- 27.項目經理進度績效，并計算出已完成工作的實際成本（AC）是220，成本偏差（CV）為-20，以及計劃價值180。項目的進度偏差（SV）是多少？（A.- B.- rinformstheprojectmanagerofadeliverydelay.Theprojectidentifiesthatthisdelaywillimpacttheentireproject.Tomaintaintheschedule,theprojectmanagerdecidestoshortentheequipmentinstallationtime.WhatshouldtheprojectmanagerdoA.Determinetheproject’scritical B.Managether’sC.Revisetheproject D.Submitachange設備供應商通知項目經理交付延遲。項目經理認識到該延遲將影響到整個項目。為了保持進度計劃，項目經理決定縮短設備安裝時間。項目經理下一步應該怎么做？（A.確定項目關鍵路 B.管理供應商合C.修訂項目進度計 Aprojectteaminformstheprojectmanagerthatacertainriskwasmitigatedatlower-than-expectedcosts.Whatshouldtheprojectmanagerdonext?A.Updatethecostmanagement B.PerformariskC.Revisethecontingency D.Informthe項目團隊告知項目經理某一特定風險以低于預期成本得到減輕。項目經理下一步該怎么做 更新成本管理計 B.執(zhí)行風險再評C.修訂應急儲 Aconsultantinformstheprojectmanagerthataninternalcustomerresourceisworkingontheprojectandwantstobeinformedofprojectstatus.Whatshouldbeupdated?Organization B.ProcurementC.Communicationsmanagement D.Meeting一位顧問告知項目經理，一名內部客戶資源正在為項目工作，并希望獲知項目狀態(tài)。哪份文件應更新（A.組織 Ariskassessmentforawebsiteprojectshowsthatimplementingaspecificfeatureismorecomplexthanexpected.ThiscouldimpactprojectperformancefrombothcostandscheduleWhatshouldtheprojectmanagerdoInitiateachangerequesttoscope,addthefeaturetothescopeexclusion,andupdatetheriskregister.Logtheriskintheriskregisterandsetupameetingwithkeystakeholderstodiscusstheriskresponsestrategies.Updatetheriskregister,reviewthescope,andevaluaterisk-responsestrategieswithkeyLogtheriskintheriskregisterandcontinuewiththe31.一個項目的風險評估顯示，某個具體功能的實施比預期復雜。這可能同時影響項目的成本和進度效項目經理下一步應該怎么做？（提出一項范圍變更請求，將該功能添加到范圍除外情況中，并更新風險登記將該風險登記進風險登記冊中，并與關鍵相關方開會討論風險應對策更新風險登記冊，范圍，并與關鍵相關方評估風險應對策將該風險登記進風險登記冊，并繼續(xù)32.Aprojectmanagerneedsadviceaboutaproject’scriticaltaskfromtwokeysubjectmatterexperts(SMEs).TheseSMEshaveahistoryofdisagreeingwhileworkingonpastprojects.Whatshouldtheprojectmanagerdo?Createarecognitionandrewards managementReviewthecorporateknowledgeIssueachangerequestforanew項目經理需要兩名關鍵專家（SME）對項目關鍵任務的建議，這兩名專家在為過往項目工作時曾有意見不一致的經歷。項目經理應該怎么做？（）創(chuàng)建認可與計使用管理技企業(yè)知識為新專家簽發(fā)變更請Aprojectmanagerisunabletoimplementaprojectbecausetherequiredresourcesareunavailable.Theprojectmanagerisconcernedthattheprojectiscomingtoanendwithoutcompletionofthedeliverable.Whatshouldtheprojectmanagerdo?A.Refertotherisk B.UpdatetheworkbreakdownstructureC.Updatetheprojectmanagement D.Escalatetotheproject由于必要的資源不可用，項目經理無法執(zhí)行項目。項目經理擔憂項目結束，卻未完成可交付成果。項目經理應該怎么做？（）A.查閱風險登記 B.更新工作分解結構C.更新項目管理計 D.上報給項目相關Amanufacturing identifiestheneedforanewlineofproducts.Whatshouldthedotojustifythis?A.Developaprojectmanagement B.ApplyforC.Completeabusiness D.Marketthenew一家制造公司為一條新產品生產線識別需求。公司應該怎么做來驗證這個需求？（A.制定項目管理計 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方分類，然后才能更新溝通管理計劃滿足期望。應該使用什么來進行分類？（）A.資源評 Whatsystemisapartoftheprojectmanagementinformationsystem(PMIS)?A.Configurationmanagement B.CommunicationmanagementC.Change D.ContractchangeA.配置管 Aprojectmanagerresponsiblefordeveloatwo-phaseproductdecidesthateachphasewillbecompletedbydifferentvendors.Seniormanagementhasestablishedthatphasetwomustnotfinishbeforephaseone.WhatshouldtheprojectmanagerdotopreventexecutionA.Updatetheriskmanagement B.MeetwiththeC.Talktosenior D.Updatetheprocurement負責開發(fā)一個兩階段產品的項目經理決定由不同的供應商完成每個階段。高級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，項目經理應該做什么？（A.更新風險管理計 C.與高級管理層討 Duringaproject'sexecutionphase,anewprojectmanagertakesoverandallprojectsaretransferred.Thenewprojectmanageridentifiesthat50percentofthebudgethasbeenused,thecostperformanceindex(CPI)is1.05,andthescheduleperformanceindex(SPI)is0.75.WhatshouldthenewprojectmanagerdoA.Issueachange B.Updatethechange C.Crashorfasttrackthe D.Reviewthescopemanagement在項目執(zhí)行階段，新項目經理接管項目，且所有項目文件已交接。新項目經理確認已經使用了50成本績效指數（CPI）1.05，進度績效指數（SPI）0.75。新的項目經理下一步應該做什么？(A.簽發(fā)變更請 B.更新變更管理計C.趕工或快速跟進項 D.范圍管理計Duetoalreasons,aprojectteammemberinformstheprojectmanagerthattheywillbeoutofworkfortwoweeks.Thisteammemberistheonlyresourcewhocanperformacritical-patWhatshouldtheprojectmanagerupdateA.Workbreakdown B.Risk C.Humanresourcemanagement D.Project由于個人原因，一名項目團隊成員通知項目經理將不能工作兩周時間，該團隊成員是能夠執(zhí)行一項關鍵路徑任務的唯一資源。項目經理應首先更新哪一份文件？（）工作分解結 C.人力資源管理計 Duringameetingtoobtainprojectmanagementnapproval,theprojectmanagerlearnsthatastakeholderisbeingreced.Whereshouldtheprojectmanagerrecordthis?RiskStakeholderHumanresourcemanagementStakeholdermanagement將該信息記錄在哪里？（）風險登記 B.相關方登記C.人力資源管理計 decidestoimplementanewsupplychainsystemthatisexpectedtoincreasecorporateprofitsby15percent.Thefinancedepartmentisconcernedthatitsworkloadwillincrease,andstronglyopposestheproject.WhatshouldtheprojectmanagerManagethestakeholder’sResolvestokeepthestakeholderNegotiatemutualUpdatetheriskmanagement一家公司決定實施一個新的供應鏈系統(tǒng)，該系統(tǒng)預計將讓企業(yè)利潤提高15%。財務部門擔心其工作增加，項目。目經理該么做？（）管理相關方的期解決，讓相關方滿協(xié)商互惠互更新風險管理計Duringprojectexecution,ateammemberregularlycominsthatsomeinformationisnotprovidedonatimelybasis.Whatshouldtheprojectmanagerdo?Checktheteammember’sperformanceInitiateregularinformationmeetingswithallteamHoldaone-on-onemeetingwiththeteamReviewthecommunicationsmanagement在項目執(zhí)行期間，一名團隊成員經常抱怨說沒有及時提供某些信息。項目經理應該怎么做 檢查該團隊成員績效歷史記與所有團隊成員定期召開情況通報與該團隊成員召開一對一的會溝通管理計Aprojectmanagerisstrugglingtoidentifythecompletescopeofalargeproject.Whatshouldtheprojectmanagerreview?ProjectWorkbreakdownstructure(WBS)andsequenceNetworkProjectcharterandrequirements項目經理正在努力識別一個大型項目的完整范圍。項目經理應該什么 項目進度計工作分解結構（WBS）和排列活動順Afunctionalmanagerneedstoknowwhencertainresourcesallocatedtoaprojectwill availableforotherassignments.WhatshouldtheprojectmanagerprovidetothefunctionalStaffreleaseResourceResponsibilityassignmentmatrixStaffacquisition什么文件？（）A.人員解散計 B.資源日C.責任分配矩陣 D.人員招募計Aprojectmanagerassessesteamperformancefollowingasuccessfulproject.Overall,theteamimproveditsperformance,movingfromastagewheretherewerenoclearrolesandresponsibilitiestoawell-organizedperformingWhattypesofindicatorsshouldtheteamperformanceassessmentStaffturnoverrateandincentiveIndividualskillassessmentandStaffturnoverrateandindividualskillStaffcompetencies 團隊績效評估應包含什么指標類型？（人員流失率和激勵計人員流失率和個人技能評人員的能力和Aproductionlineisrestartedafteralengthydelay.Whattoolortechniqueshouldtheprojectmanagerusetovalidatethattheproductstillmeetstherequiredspecifications?Cause-and-effect B.DesignofC.Expert D.技術？（）因果 D.檢Amustdevelopaprojectmanagementculturetosurviveinachangingenvironment.Inthepast,theorganization’svisionwasdrivenbythesupplydepartment.However,thesupplydepartment'svice(VP),whoisakeyprojectstakeholder,refusestoadoptthenewHowcanalignmentwiththisnewculturebeInvitetheVPtoprojectSpeakwiththeVPtodeterminetheissuesrootConductcoachingsessionswiththeAskmanagementtoscheduleastrategicmeetingwithallproject然而，作為關鍵項目相關方的供應部門副卻采用新文化. （邀請供應部門副參加項目會與供應部門副談話，確定問題的根本原給供應部門副開輔導讓管理層安排一次所有項目相關方參與的戰(zhàn)略會48.Aprojectmanagerisleadingateamdeveloanewonlinebankingapplication.After23months,theteamhasspentUS$100,000ondevelopmentandhasUS$70,000ofthebudgetedcostremaining.Thetargetedcompletiondateis12monthsaway,buttheteamexpectscompletioninninemonths.Ateammemberidentifiesaprovenoff-the-shelfproductthatcomplieswithallprojectspecifications,canbepurchasedforUS$60,000,andcanbeimplementedwithineightWhatshouldtheprojectmanager pleteperformanceindexCustomerorprojectsponsorTheamountalreadyspentonD.Make-or-buy項目經理正在一支團隊開發(fā)新的銀行應用程序。23個月后，團隊在開發(fā)方面已支出100,000，剩發(fā)現一款成現貨產品滿足所有項目規(guī)范，能夠以60,000的價格到，且能夠在八個月內實施。項目經理應該考慮什么？（）完工尚需績效指數客戶或項目發(fā)起人驗開發(fā)方面已支出的金或外購分Aprojectmanager,newlyassignedtoprojectA,learnsthattheprojectisbehindscheduleduetoinsufficienthumanresources.Economicconstraintsdeterthefromrecruitingnewstaff.However,theprojectmanagerdiscoversthatprojectBisnearingcompletion.ToensurethescheduleddeliveryofprojectA,whatshouldtheprojectmanagerWaituntilProjectBiscomplete,thenallocatetheresourcestoprojectNegotiateandinfluencefortherequiredRequireprojectB’steammemberstoworkonprojectRequireprojectA’steammemberstowork等到項目B完工，然后分配資源給項目協(xié)商并影響需要的資要求項目B的團隊成員為項目A工要求項目A的團隊成員加班工 isasaperformingorganizationonaninfrastructuredevelopmentprojectsponsoredbythe ernment.Afterrecentelections,allongoing, ernment-sponsoredinfrastructureprojectsareputonholdforreview.WhatprojectshouldtheprojectmanagerScopemanagementIssueRiskProject礎設施項目均被擱置。項目經理應該更新哪份項目文件？（范圍管理計 Aprojectmanagerreceivestheapprovedprojectcharterforanewproject.Theprojectmanagerorganizesameetingwiththesalesdirector,humanresourcemanager,andotherkeyteammemberstocheckandconfirmtheroles,responsibilities,andexpectationsofeveryonewhomaybeimpactedbytheproject.WhatwillbeproducedasaresultofthisStakeholdercommunication ysisStakeholderStakeholder項目經理收到一個新項目的已批準項目章程。項目經理安排了一次會議，與銷售總監(jiān)、人力資源經理以及其這個會議將會產生什么結果？（相關方溝通 B.相關方分析矩陣 Aprojectmanagertakesoverastrugglingprojectandlearnsthattheteamisfrustratedbythewaytheformerprojectmanagerinctedwiththem.Theteamwasconcernedthattheformerprojectmanagermadekeydecisionswithoutinvolvingthem.WhatmotivationaltheorydescribestheformerprojectTheoryMaslow'shierarchyofMotivation-hygieneTheory經理在沒有團隊參與的情況做出關鍵決策感到擔憂。哪種激勵理論描述的是前任項目經理？（）Y理 B.馬斯洛需求層次理 D.X理Anengineerisconductingafacilityupgradeproject.Duringameetingtoexintheofthedeliverable,contractorsaskmultiplequestionsthattheengineerisunabletoAttheendofthemeeting,theengineerasksthecontractorstosubmitproposalsbasedontheirownunderstandingofthedeliverable.WhatshouldtheprojectmanagerhavecompletedtoobtainaclearervisionoftheA.Workbreakdownstructure B.ProjectmanagementC.Project D.Project景，項目經理應事先完成哪一項？（）工作分解結構 Astakeholdercominsthatnotificationoftheproject’sdelayeddeliverywasnotreceived.Whatshouldtheprojectmanagerhavedonetopreventthis?UpdatedtherequirementstraceabilityReviewedthecommunicationsmanagementReviewedtheriskmanagementUpdatedthestakeholder一名相關方抱怨說未收到項目延期交付，若要防止這個問題，項目經理應該事先做什么？（）更新需求矩 B.溝通管理計C.風險管理計 D.更新相關方登記Aprojectmanagerwantstoperformforecastingtodetermineifaprojectwillmeetitscostandschedulegoals.Whatsourceprovidestheinformationtocreatethisforecast?Workperformance B.WorkperformanceC.Workperformance D.Workperformance項預測的信息？（）A.工作績效信 56Avendornotifiestheprojectmanagerthatarequirementcannotbemet.Towhatshouldtheprojectmanagerrefertodeterminehowchangerequestsarehandledforthisvendor'sA.Changemanagement B.ProjectmanagementC.Statementofwork D.Procurement請求？（）A.變更管理計 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項目經理收到某個產品的成本估算：樂觀（tO，1500;最可能（tM，2000;悲觀（tP，4000項目經理在成本管理計劃中使用2250。項目經理在這個計算中使用了什么方法？（貝塔分 Newsoftwaremustbemanufacturedbyaspecific,non-negotiabledate,andscopeandcostscannotbechanged.Deliverablesfrompreviousphasesoftheprojectarealreadylate.Beforemanufacturingthesoftware,whatshouldtheprojectmanagerusetonthetestingphase B.FastC.Risk D.Quality經延遲。在制造軟件之前，項目經理應使用什么來制定測試階段的進度計劃？（）趕 AProjectresourceismissingassignedtaskdeadlines.Theresourcecominsthatadditionaltaskswereassignedbytheirsupervisor.Whatshouldtheprojectmanagerdo?ProvideawrittenwarningtotheHireadditionalyzethesituationwiththeresourceandtheirIdentifyprojectprioritieswiththeprojectmanagementoffice59.一名項目資源錯過分配任務的期限。該資源抱怨說其主管分配了額外任務。？（）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目管理（PMO）一起確定項目優(yōu)先次60.A decidestooutsourceitstechnicalsupportcenter.Afteraproofofconceptproject,manyuserscom inabout munication,sothe discontinuestheprojecttooutsourcethesupportWhatdrovethisA.Acceptance B.ProductC.Thresholdcontrol D.Customer持中心。這項決定的驅動因素是什么？（）驗收測 Akeystakeholderisconcernedaboutthedeliveryofthenextworkpackageandthecostsassociatedwiththenextphase.Whereshouldtheprojectmanagerfindthisinformation?Issuelog B.ProcurementstatementofworkC.Workperformance D.Control息？（）問題日志報 B.采購工作說明書 Duringanequipmentupgradeproject,theprojectmanagerrequestsweeklyprogressreportsfromaprovider.Theproviderstatesthatonlyonefinalreportisrequired.WhatshouldbereviewedtovalidateResponsible,accountable,consult,andinform(RACI)WorkbreakdownstructureCommunicationsmanagement即可。若要核實這一點，應該查閱哪一份文件？（）執(zhí)行、負責、咨詢和知情（RACI）矩工作分解結構溝通管理計協(xié)AprojectmanagermeetswithtwoKeystakeholderswhoeachidentifyeventsthatwillcreatesignificanprojectrisks.Withonlylimitedresourcesavailable,whatshouldtheprojectmanagerDeveloparisk-rankingPerformaqualitativeriskPerformatative Updatetheriskmanagement由于只有有限的資源可用。項目經理應該怎么做？（）制定風險排序 B.執(zhí)行定性風險分C.執(zhí)行定量風險分 D.更新風險管理計Aprojectmanagerorganizesagroupactivitytodiscussasolutionforarecentissue.Attheendofthesession,severalideasaregeneratedandsortedintogroupsforreviewandysis.Whatgroupcreativitytechniqueisbeingused? B.DelphiC.Idea/mind D.Affinitydiagram多個意見，并分成不同類別進行和分析。這使用的是哪種群體創(chuàng)新技術？（）頭腦風 D.親和Acontractorrequestsachangethatwillimpactthe'sprojectandbusinessobjectives.Thechangeorderrequiresimmediateapprovaltopreventashut-downoftheproject.WhatshouldtheprojectmanagerNegotiatewiththecontractortominimizetheApprovethechangeduetoitsDiscontinueworkuntilotheralternativesareRequestprojectsponsor承包商請求一項變更，但該變更將影響客戶的項目和商業(yè)目標。變更通知單要求立即批準，以防項目停工。項（）與承包商協(xié)商.盡可能減少影由于其緊急性，批準中止工作，直到探索到其它可選方Duringabrainstormingsession,theprojectteamdevelopsaseriesofresponsestrategiestomitigatetheimpactofapowerfailureduringthecommissioningphaseofanewofficebuilding.Whatshouldtheprojectmanagerconsiderwhenchoosingthebeststrategy?Lowest B.EaseofC.Cost D.Abilitytoprovidequick擇最佳戰(zhàn)略時，項目經理應考慮什么？（）最低成 C.成本效 D.能夠提供快速結Anewprojectmanagerassumesanongoingprojectwhere50percentofprojectteammembersareoutsourced.Theprojectmanagerdiscoversthattheoutsourcedteammembersaredeliveringproductionationthatis pliantwith standards.Whatshouldtheprojectmanagerdo?Reviewthehumanresourcemanagementntoeducatetheresources FollowtheactionsoutlinedintheprocurementConductperformanceassessments,andthenbegintheterminationReassigntheworktoteammembersfamiliar 50%的項目團隊成員均屬于外包。項目經理發(fā)現外包團隊成員交付的生產文檔與公司標準不符。項目經理應該怎么做？（）人力資源管理計劃，教育這些資源遵循公司標遵循采購文件中描述的行開展績效評估，然后開始終止過將工作重新分配給熟悉公司標準的團隊成Duringaproject'sschedulereview,theprojectmanagernoticesvariancesinactivitylatedatesthatexceedacceptedthresholds.Theprojectmanagersubmitsachangerequesttotheprojectownerforanincreaseinthetimetocomplete.WhatysisshouldtheprojectmanagerperformtosupportthisEarnedvaluemanagement B.C. D.請求，增加完成時間。項目經理應執(zhí)行什么分析來支持這項請求？（）掙值管理 B.趨C.儲 D.基Aprojectteammemberreportsapotentialriskduringprojectexecution.Whattoolortechniquesupportsriskcontrol?tativerisk B.RiskC.Risk D.Qualitativerisk69項目團隊成員報吿了項目執(zhí)行期間的一個潛在風險。哪一項工具或技術支持風險控制 A.定量風險分 Aprojectmanagerrecentlyremovedadifficultteammemberfromaproject,yetteammoralehasnotimproved.Whatshouldtheprojectmanagerdonext?RewardindividualhighSetupanemergencymeetingwithteamTemporarilydisengageunmotivatedteamRewardteam項目經理最近將一名難對付的團隊成員從項目中，但仍未提振團隊士氣。項目經理下一步應該怎么做（與團隊成員召開一次緊急會Duringateammeeting,ateammemberstatesthatapreviouslyidentifiedriskshouldbedosed.Whatshouldtheprojectmanagerdo?Useexpert B.ScheduleperiodicriskC.Conductarootcause D.Performaqualitativerisk在團隊會議期間，團隊成員提出之前識別的風險應關閉。項目經理應該怎么做 A.使用專家判 B.安排定期風險再評C.開展根本原因分 D.執(zhí)行定性風險分72Athird-partyvendorisrequiredtoprovideexpertsupportonaninnovativeprojectwithapoorlydefinedscopeandanuncertainduration.Whatisapossibleresultofusingafirmfixedprice(FFP)contractwiththevendor?ThecontractcouldincluderatesforunitlaborormaterialthatmayimpactThecontractpricecouldincreasewithanychangeinThecontractpricecouldbeadjustedbyThecontractpricecouldincludecost一個范圍定義較差且工期不確定的創(chuàng)新項目需要第供應商提供專家支持。與供應商使用固定合同價合同（FFP）的可能結果是什么？（）合同可能包含可能影響成本的單位人工或材料費合同價格可以隨任何范圍變化而增合同價格可以隨通貨膨脹的調整而調合同價格可能包含成本補AnstoinvestUS$1millioninthedevelopmentofanewproduct.Accordingtoafeasibilitystudy,thenewproductwillcreaterevenuesofUS$300,000inthefirstyearandUS$400,000ineachofthetwosubsequentyears.snetpresentvalue(NPV)andNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityisNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityis公司計劃投資100萬開發(fā)一項新產品。根據可行性研究，新產品將在第一年創(chuàng)造30萬的收入，在隨后兩年每年創(chuàng)造40萬的收入。B.NPV為負的，可行性為負的C.NPV為正的，可行性為正的D.NPV為負的，可行性為正的Aprojectmanagertransitionsthefinalproducttotheandreleasestheprojectteam.Thelatercallstheprojectmanagerandstatesthatanewfeatureisrequired.Whatshouldtheprojectmanagerdo?A.Createachange B.RecalltheprojectteamC.Advisethetoinitiateanew D.Informtheprojectsteering項目經理應該怎么做？