PMP專題考核■范圍管理

一、選擇題

1、項(xiàng)目經(jīng)理正在管理一個(gè)先進(jìn)的計(jì)費(fèi)系統(tǒng)項(xiàng)目。項(xiàng)目經(jīng)理已經(jīng)檢查了現(xiàn)在的計(jì)費(fèi)系統(tǒng)以及公司項(xiàng)目

管理信息系統(tǒng)(PMIS)中的經(jīng)驗(yàn)教訓(xùn)知識(shí)庫(kù)。項(xiàng)目經(jīng)理將可能收集更多的系統(tǒng)需求。項(xiàng)目經(jīng)理下一步應(yīng)該怎

么做?Aprojectmanagerisleadinginastate-of-theartbillingsystemproject.Theprojectmanager

hascheckedtheexistingbillingsystem,aswellasthelessonslearnedrepositoryinthecompany1s

projectmanagementinformationsystem(PMIS).Theprojectmanagerwouldliketogathermore

systemrequirements.Whatshouldtheprojectmanagerdonext?()［單選題］*

A:參考所有的行業(yè)最佳實(shí)踐

Refertoexistingindustrybestpractices.

B:咨詢?nèi)魏斡薪?jīng)驗(yàn)的內(nèi)部或外部團(tuán)隊(duì)

Consultanyexperiencedinternalorexternalgroup.V

C:與外部主題專家(SME)一起工作

Workwithexternalsubjectmatterexperts(SMEs).

D:與內(nèi)部業(yè)務(wù)和技術(shù)支持姿源一起工作

Workwithinternalbusinessandtechnicalsupportresources

答案解析：解析：參考答案：B。排除法,A很難做不到，也沒(méi)有必要,BCD都對(duì)時(shí)，就要排優(yōu)先級(jí)，

B相對(duì)全面。

2、項(xiàng)目團(tuán)隊(duì)正在努力進(jìn)行可交付成果的工作，以滿足計(jì)劃的進(jìn)度。一名團(tuán)隊(duì)成員發(fā)現(xiàn)范圍蔓延正在影

響項(xiàng)目成本。項(xiàng)目經(jīng)理應(yīng)該怎么做？Aprojectisworkinghardodeliverablestomeettheplanned

schedule.Oneteammemberidentifiesthatscopecreepisaffectingprojectcosts.Whatshouldthe

projectmanagementdo?()［單選題］*

A:執(zhí)行風(fēng)險(xiǎn)評(píng)估和范圍變更管理程序

Performriskassessmentandscopechangemanagementprocedures

B:允許范圍登延，并與變更控制委員會(huì)(CCB)溝通以獲得批準(zhǔn)

Estimatetheimpactontheprojectandcommunicatethefindingstoprojectstakeholders

C:估算對(duì)項(xiàng)目的影響，并將結(jié)果傳達(dá)給項(xiàng)目相關(guān)方

Estimatetheimpactontheprojectandcommunicatethefindingstoprojectstakeholders

D:調(diào)查為什么會(huì)發(fā)生范圍蔓延，并立即啟動(dòng)變更管理程序

Investigatewhyscopecreepoccurredandimmediatelyinitiatechangemanagements

答案解析：參考答案：D。題干描述范圍蔓延，需要分析原因，根據(jù)情況啟動(dòng)變更流程。容易錯(cuò)選A,

因?yàn)锳具備風(fēng)險(xiǎn)評(píng)估，但是后半部分提到了范圍變更管理程序,不太確切。

3、項(xiàng)目經(jīng)理確信承包商正在請(qǐng)求項(xiàng)目范圍之外的工作。項(xiàng)目經(jīng)理應(yīng)該怎么做？Aprojectmanager

isconvincedthatacontractscopespreaWhatshouldtheprojectmanagerdo?()［單選題］*

A:與承包商一起審查范圍說(shuō)明書(shū)

Reviewthescopestatementwiththecontractor.V

B:舉行項(xiàng)目評(píng)審會(huì)議以解決項(xiàng)目團(tuán)隊(duì)的問(wèn)題

Holdaprojectreviewmeetingtoaddressheissuewithprojectteam.

C:向發(fā)起人通知該問(wèn)題

Informthesponsoroftheissue.

D:創(chuàng)建變更請(qǐng)求

Createachangerequest.

答案解析：

參考答案：A。解析：當(dāng)對(duì)項(xiàng)目范圍發(fā)生疑問(wèn)時(shí)，應(yīng)該首先查閱項(xiàng)目范圍說(shuō)明書(shū)。

4、項(xiàng)目經(jīng)理加入一個(gè)新的價(jià)值數(shù)百萬(wàn)美元的項(xiàng)目，要求成功實(shí)施來(lái)自各部門的可交付成果。若要成功

實(shí)施該項(xiàng)目，項(xiàng)目經(jīng)理首先應(yīng)該怎么做？Aprojectmanagerjoinsanewmulti-million-dollarproject

thatrequiresdeliverablesfromvariousdepartmentstosuccessfullyimplement.Whatshouldthe

projectmanagerdofirsttosuccessfullyimplementtheproject?()［單選題］*

A:拜訪客戶以確保已為關(guān)鍵客戶相關(guān)方識(shí)別到所有溝通渠道

Visittheclienttoensurethatallcommunicationchannelshaveidentifiedforkeyclient

stakeholders

B:執(zhí)行相關(guān)方分析并進(jìn)行詳細(xì)的需求會(huì)議

PerformastakeholderanalysisandconductdetailedrequirementssessionsV

C:立即識(shí)別在該項(xiàng)目上工作的最佳資源

Immediatelyidentitythebestresourcetoworkontheproject

D:與已經(jīng)成功向客戶交付的外部供應(yīng)商簽訂合同

Contractwithanoutsidevendorwhohasalreadysuccessfullydeliveredtotheclient

答案解析：

參考答案：解析：想要成果實(shí)施可交付成果，必須要可以確認(rèn)范圍，想要確認(rèn)范圍必須要收集清

Bo

楚需求。

5、項(xiàng)目經(jīng)理與項(xiàng)目團(tuán)隊(duì)開(kāi)會(huì)收集需求。團(tuán)隊(duì)成員向項(xiàng)目經(jīng)理詢問(wèn)相關(guān)方是否熟悉項(xiàng)目的假設(shè)條件，制

約因素和可交付成果。哪一份文件將概述這些信息？Theprojectmanagermeetswiththeprojectteam

togatherrequirements.Teammembersasktheprojectmanagerifthestakeholdersarefamiliar

withtheprojectassumptions,constraints,anddeliverables.Whichdocumentwilloutlinethis

C:創(chuàng)建需求跟蹤矩陣

CreatedarequirementtraceabilitymatrixV

D:執(zhí)行相關(guān)方分析

Performedastakeholderanalysis

答案解析：

參考答案：C。需求跟蹤矩陣是把產(chǎn)品需求從其來(lái)源連接到能滿足需求的可交付成果的一種表格。需求

跟蹤矩陣提供了在整個(gè)項(xiàng)目生命周期中跟蹤需求的一種方法，有助于確保需求文件中被批準(zhǔn)的每項(xiàng)需求在

項(xiàng)目結(jié)束的時(shí)候都能交付。

7、一家公司正在冒險(xiǎn)進(jìn)入一項(xiàng)新業(yè)務(wù)，但之前在該市場(chǎng)中沒(méi)有經(jīng)驗(yàn)，項(xiàng)目經(jīng)理應(yīng)使用什么工具或技術(shù)

來(lái)收集需求？Acompanyisventuringintoanewbusinessbuthasnopreviousexperienceinthat

market.Whattoolortechniqueshouldtheprojectmanagerusetocollectrequirements?()［單選

題］*

A:原型法

PrototypesV

B:專家判斷

Expertjudgement

C:產(chǎn)品分析

Productionanalysis

D:制定決策

Decisionmaking

答案解析：

參考答案：A。由于沒(méi)有經(jīng)驗(yàn)，沒(méi)有可借鑒的組織過(guò)程資產(chǎn).原型法是指在實(shí)際制造預(yù)期產(chǎn)品之前，先

造出該產(chǎn)品的模型，并據(jù)此征求對(duì)需求的早期反饋。原型包括微宿產(chǎn)品、計(jì)算機(jī)生成的二維和三維模型、實(shí)

體模型或模擬。

8、客戶在用戶測(cè)試期間同意最終產(chǎn)品，但現(xiàn)在卻有另一種想法。若要解決這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該查

閱哪——份文彳牛？Theclientagreedtothefinalproductduringusertesting,butisnowhavingsecond

thoughts.Whatshouldtheprojectmanagerconsulttoresolvethisissue?()［單選題］*

A:驗(yàn)收標(biāo)準(zhǔn)

Acceptancecriteria

B:質(zhì)量管理計(jì)劃

Qualitymanagementplan

C:需求文件

RequirementsdocumentationV

D:項(xiàng)目章程

Projectcharter

答案解析：

正確答案：C。題目沒(méi)說(shuō)新想法，是要推翻之前的決定，還是增加新的需求。但不管何種情況，項(xiàng)目經(jīng)

理應(yīng)查看需求文件，核實(shí)是否符合原定的需求。而答案A驗(yàn)收標(biāo)準(zhǔn)，是默認(rèn)客戶反悔,只考慮一種情況。

由此，需求文件是必須查閱，而驗(yàn)收標(biāo)準(zhǔn)是可能查閱。

9、項(xiàng)目啟動(dòng)后，客戶合并業(yè)務(wù)單位，并識(shí)別額外需求.項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Aftertheproject

iskickedoff,thecustomermergesthebusinessunitsandidentifiesadditionalrequirements.What

shouldtheprojectmanagerdonext?()［單選題］*

A:暫停項(xiàng)目

Tosuspendtheproject

B:識(shí)別范圍變更以及對(duì)項(xiàng)目的影響

ToidentifyscopechangeanditsimpactontheprojectV

C:指示項(xiàng)目團(tuán)隊(duì)開(kāi)始滿足額外需求

Toinstructtheprojectteamtostartmeetingadditionalrequirements

D:更新項(xiàng)目管理計(jì)劃和風(fēng)險(xiǎn)登記冊(cè)

ToupdatetheprojectmanagementplanandRiskRegister

答案解析：

正確答案：B0項(xiàng)目經(jīng)理對(duì)實(shí)施整合變更控制承擔(dān)最終責(zé)任,必需識(shí)別變更的原因及影響，并充分了

解。并且額外需求屬于對(duì)項(xiàng)目范圍的變更，任何變更需要遵守整體變更流程。

10、完成一個(gè)項(xiàng)目的第一個(gè)可交付成果后，T立相關(guān)方告知該可交付成果不滿足業(yè)務(wù)需求。項(xiàng)目經(jīng)

理下一步應(yīng)該怎么做?Aftercompletionofaproject1sfirstdeliverable,astakeholderacvisesthatit

doesnotfulfillthebusinessrequirements.Whatshouldtheprojectmanagerdonext?()［單選題］

*

A:審查工作分解結(jié)構(gòu)(WBS片典

Reviewtheworkbreakdownstructure(WBS)dictionary.

B:提交一份變更請(qǐng)求，以增加時(shí)間修正可交付成果

Submitachangerequesttoaddtimetofixthedeliverable.

C:執(zhí)行確認(rèn)范圍過(guò)程

PerformtheValidateScopeprocess.V

D:更新項(xiàng)目管理計(jì)劃

Updatetheprojectmanagementplan.

答案解析：

參考答案：確認(rèn)范圍是驗(yàn)收可交付成果的前提。相關(guān)方的說(shuō)法需要先確認(rèn)

CePMBOK(6)P163-5.5

一下，要將結(jié)果和范圍對(duì)比,即Q

11、項(xiàng)目經(jīng)理正在執(zhí)行一個(gè)涉及不同業(yè)務(wù)部門的全公司項(xiàng)目。在一次規(guī)劃會(huì)議上，項(xiàng)目經(jīng)理注意到每

個(gè)部門的具體需求不能引起其他部門的興趣，這影響到會(huì)議的質(zhì)量。若要解決這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該怎

么做？Aprojectmanagerisrunningacompany-wideprojectinvolvingdifferentbusiness

units.Duringaplanningsession,theprojectmanagernoticesthateachunit'sspecificrequirements

areofnointeresttootherunits,whichaffectsthequalityofthemeeting.Whatshouldtheproject

managerusetoresolvespecificthis?()［單選題］*

A:石川圖和需求跟蹤矩陣

ishikawadiagramandrequirementstraceabilitymatrix

B:焦點(diǎn)小組會(huì)議和思維導(dǎo)圖

Focusgroupsandmindmapping

C:引導(dǎo)和親和圖

FacilitationandaffinitydiagramV

D:頭腦風(fēng)暴和需求跟蹤矩陣

Brainstormingandrequirementstraceabilitymatrix

答案解析：

參考答案：JPmbokP145弓|導(dǎo).弓I導(dǎo)與主題研討會(huì)結(jié)合使用，把主要相關(guān)方召集在一起定義產(chǎn)品

需求。研討會(huì)可用于快速定義跨職能需求并協(xié)調(diào)相關(guān)方的需求差異。因?yàn)榫哂腥后w互動(dòng)的特點(diǎn)，有效引導(dǎo)的

研討會(huì)有助于參與者之間建立信任、改進(jìn)關(guān)系、改善溝通，從而有利于相關(guān)方達(dá)成一致意見(jiàn)。比外，與分別

召開(kāi)會(huì)議相比，研討會(huì)能夠更早發(fā)現(xiàn)并解決問(wèn)題。

12、一個(gè)設(shè)施改善項(xiàng)目即將完成?？蛻籼峁┝伺鷾?zhǔn)，但注意到一些小缺陷并激活保修程序，客戶現(xiàn)在

對(duì)已移交的設(shè)備要求額外批準(zhǔn)的范圍。項(xiàng)目經(jīng)理即將開(kāi)始額外范圍的工作。由于保修程序已生效，項(xiàng)目經(jīng)

理應(yīng)查閱明B——份計(jì)戈?Afacilityimprovementprojectisnearcompletion.Theclientprovided,but

notedsomeminordefectsandactivatedthewarranty.Theclientnowrequestsadditional

approvedscopetoequipmentthathasalreadybeenhandedover.Theprojectmanagerisabout

tostartworkontheadditionalscope.Sincethewarrantyisineffect,whatplanshouldtheproject

managerconsult?()［單*

A:質(zhì)量管理計(jì)劃

Qualitymanagementplan.

B:變更管理計(jì)劃

Changemanagementplan.V

C:采購(gòu)管理計(jì)劃

Procurementmanagementplan.

D:需求管理計(jì)劃

Requirementmanagementplan.

答案解析：

參考答案：B。PMBOK(6)P169-5.6.1.1項(xiàng)目管理計(jì)劃。范圍變更的指導(dǎo)計(jì)劃，是項(xiàng)目管理計(jì)劃——

范圍管理計(jì)劃一變更管理計(jì)劃。

13、一家公司計(jì)劃擴(kuò)大其公司網(wǎng)站的服務(wù)范圍0項(xiàng)目經(jīng)理開(kāi)始根據(jù)批準(zhǔn)的項(xiàng)目章程收集詳細(xì)的需求.

項(xiàng)目經(jīng)理應(yīng)該怎么做才能就項(xiàng)目的可交付成果達(dá)成一致意見(jiàn)？Acompanyplanstoexpandtheservice

scopeofitscorporatewebsite.Theprojectmanagerstartstocollectdetailedrequirementsbased

ontheapprovedprojectcharter.Whatshouldtheprojectmanagerdotoreachagroupconsensus

ontheproject*sdeliverabies?()［單選題］

A:與相關(guān)方和主題專家(SMEs)一起召開(kāi)焦點(diǎn)小組會(huì)議

Conductafocusgroupwithstakeholdersandsubjectmatterexperts(SMEs).

B:與關(guān)鍵相關(guān)方一起使用引導(dǎo)技術(shù)

Usefacilitationskillswithkeystakeholders.V

C:與相關(guān)方一起進(jìn)行頭腦風(fēng)暴

Brainstormwiththestakeholders.

D:訪談關(guān)鍵相關(guān)方和發(fā)起人，以獲取有關(guān)需求的更多信息

Interviewkeystakeholdersandsponsorstoobtainadditionalinformationaboutrequirements.

答案解析：

參考答案：B°PmbokP1455.2收集需求的工具和技術(shù)引導(dǎo)與主題研討會(huì)結(jié)合使用，把主要相關(guān)方

召集在一起定義產(chǎn)品需求。研討會(huì)可用于快速定義跨職能需求并協(xié)調(diào)相關(guān)方的需求差異。因?yàn)榫哂腥后w互

動(dòng)的特點(diǎn)，有效引導(dǎo)的研討會(huì)有助于參與者之間建立信任、改進(jìn)關(guān)系、改善溝通，從而有利于相關(guān)方達(dá)成一

致意見(jiàn)。

14、在項(xiàng)目執(zhí)行期間，團(tuán)隊(duì)識(shí)別到幾個(gè)變更請(qǐng)求，其中包括項(xiàng)目成功所需的功能，這些功能未能包含

在需求跟蹤矩陣中。若要避免這種情況，項(xiàng)目經(jīng)理事先應(yīng)該做C么？Duringprojectexecution,thelearn

identifiesseveralchangerequeststhatincludefunctionalityneededforprojectsuccess.These

failedtobeincludedtherequirementstraceabilitymatrix.Toavoidthis,whatshouldtheproject

managerdobeforehand?()［單選題］*

A:創(chuàng)建工作分解結(jié)構(gòu)(WBS)

Createdaworkbreakdownstructure(WBS)

B:定義范圍

definedthescopeV

C：核實(shí)范圍

Validatedthescope

D:控制范圍

Controlledthescope

答案解析：

參考答案：B。PMBOK(6)P150-5.3需求跟蹤矩陣是定義范圍的輸出項(xiàng)。

15、項(xiàng)目經(jīng)理與相關(guān)方一起召開(kāi)一次引導(dǎo)式研討會(huì)，以收集產(chǎn)品需求并制定需求跟蹤矩陣。系統(tǒng)開(kāi)發(fā)

人員無(wú)法參加該研討會(huì)，但請(qǐng)求一份會(huì)議記錄以審查和確認(rèn)輸出。看完會(huì)議記錄后，系統(tǒng)開(kāi)發(fā)人員反饋說(shuō)列

出的功能需求與用戶的需求無(wú)關(guān)。若要解決這種情況，項(xiàng)目經(jīng)理應(yīng)該怎么做？Aprojectmanager

facilitateaworkshopwithstakeholderstogatherproductrequirementsanddevelopa

requirementstraceabilitymatrix.Thesystemdeveloperwasunabletoattendtheworkshop,but

requestedacopyoftheminutestoreviewandvalidatetheoutput.Thesystemdeveloperthen

providesfeedbackthatthelistedfunctionalrequirementsdonotmakesensewhencompeted

againsttheuserrequirements.Whatshouldtheprojectmanagerdotoaddressthis?()［單*

A:建議系統(tǒng)開(kāi)發(fā)人員參與下次審查會(huì)議

Advicethesystemdevelopertoattendthenextreviewmeeting.

B:通知系統(tǒng)開(kāi)發(fā)人員與用戶一起審查需求

Informthesystemdevelopertoreviewtherequirementsv/ithusers.

C:更新需求跟蹤矩陣以包含需求的相關(guān)關(guān)系

Updatetherequirementstraceabilitymatrixtoincludetherelevantrelationshipsofthe

requirements.V

D:要求系統(tǒng)開(kāi)發(fā)人員提交變更請(qǐng)求

Askthesystemdevelopertosubmitachangerequest.

答案解析：

參考答案：C。PmbokP1485.23.2需求跟蹤矩陣需求跟蹤矩陣是把產(chǎn)品需求從其來(lái)源連接到能滿

足需求的可交付成果的一種表格。使用需求跟蹤矩陣，把每個(gè)需求與業(yè)務(wù)目標(biāo)或項(xiàng)目目標(biāo)聯(lián)系遠(yuǎn)來(lái)，有助于

確保每個(gè)需求都具有商業(yè)價(jià)值。

16、一家工程咨詢公司的設(shè)計(jì)師已完成設(shè)計(jì)開(kāi)發(fā)并發(fā)布設(shè)計(jì)用于生產(chǎn)，在核實(shí)可交付成果過(guò)程中發(fā)現(xiàn)

設(shè)計(jì)標(biāo)準(zhǔn)發(fā)生了變化，已生產(chǎn)的可交付成果不符合新標(biāo)準(zhǔn)。若要避免這個(gè)問(wèn)題，項(xiàng)目經(jīng)理應(yīng)該事先實(shí)施哪

個(gè)規(guī)劃過(guò)程？Adesignerforanengineeringconsultingcompanyhascompletesthedesignand

releasesitforproduction.Duringthedeliverableverificationprocess,itisdiscoveredthatthe

designstandardwaschanged,andthattheproduceddeliverablefailstocomplywithit.What

planningprocessshouldtheprojectmanagerhaveimplementedtoavoidthisissue?()［單選題］*

A:項(xiàng)目整合管理

ProjectIntegrationManagement

B:控制質(zhì)量

ControlQuality

C:規(guī)劃范圍管理

PlanScopeManagementV

D:規(guī)劃質(zhì)量管理

PlanQualityManagement

答案解析：

參考答案：C。PMBOK(6),P155,項(xiàng)目范圍說(shuō)明書(shū)中包含了驗(yàn)收標(biāo)準(zhǔn)。此題為變更的驗(yàn)收標(biāo)準(zhǔn)沒(méi)有落

實(shí)到供應(yīng)商處，屬于范圍失控。故選C

17、項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理，即使已完成的項(xiàng)目符合進(jìn)度計(jì)劃，在預(yù)算范圍滿足范圍需求，但客戶

對(duì)最終產(chǎn)品感到不滿意。若要避免這種情況，項(xiàng)目經(jīng)理應(yīng)該事先做什么？Theprojectsponsorinformsa

projectmanagerthateventhoughacompletedprojectwasonschedule,withinbudget,andmet

scoperequirements,thecustomerisunsatisfiedwiththefinalproduct.Whatshouldtheproject

managerhavedonetoavoidthis?()［單選題］*

A:在制定質(zhì)量管理計(jì)劃的同時(shí)安排更多的會(huì)議

Scheduledmoremeetingswhiledevelopingaqualitymanagementplan.

B:確?？山桓冻晒腺|(zhì)量控制測(cè)量結(jié)果中列出的要求

Ensurethatdeliverablesmeetrherequirementslistedinthequalitycontrolmeasurements.

C:實(shí)施石川圖工具

ImplementtheIshikawadiagramtool.

D:完成需求跟蹤矩陣

Completetherequirementstraceabilitymatrix.V

答案解析：

參考答案：D。PMBOK(5),P138,進(jìn)度和預(yù)算均符合要求，但客戶不滿意,應(yīng)是范圍不滿足,也就

是客戶需求跟蹤落實(shí)不到位,應(yīng)提前完成需求跟蹤矩陣。古攵選D。

18、一家跨國(guó)公司的組織單位有大量的產(chǎn)品增強(qiáng)功能待辦事項(xiàng)，這些產(chǎn)品增強(qiáng)功能是暫時(shí)保留的用戶

故事.待批準(zhǔn)的預(yù)算申請(qǐng)?jiān)谏现塬@得批準(zhǔn).作為初始程序的一部分，新指派的項(xiàng)目經(jīng)理應(yīng)該做什么？An

organizationunitofamultinationalcorporationhasaverylargebackingofproductenhancements

describedasuserstoriesonhoiThependingbudgetwasapprovedlastweek.Whatshouldthe

newlyassignedprojectmanagerdoaspartofinitialprocedures?()［單選題］*

A:記錄項(xiàng)目生命周期和方法討論需求

DocumenttheprojectlifecycleandmethodologyrequirementsV

B:為所有用戶故事制定一份進(jìn)度計(jì)劃

Prepareascheduleforalluserstories

C:對(duì)所有用戶故事執(zhí)行風(fēng)險(xiǎn)評(píng)估

Performaariskassessmentofatuserstories

D:根據(jù)以前相同產(chǎn)品的項(xiàng)目分配資源

Assignresourcebasedonpreviousprojectsforthesameproduct

答案解析：

正確答案：A。PMBOK（6）P145-5.2.2.6人際關(guān)系與團(tuán)隊(duì)技能-用戶故事。用戶故事是對(duì)所需功能的

簡(jiǎn)短文字描述，經(jīng)常產(chǎn)生于需求研討會(huì)。用戶故事描述哪個(gè)相關(guān)方將從功能中受益（角色），他需要實(shí)現(xiàn)什

么（目標(biāo)），以及他期望獲得什么利益（動(dòng)機(jī)），通常采用敏捷開(kāi)發(fā)方法。選項(xiàng)BC:"為所有用戶故事"錯(cuò)

誤。選項(xiàng)D:"根據(jù)以往相同產(chǎn)品的項(xiàng)目”錯(cuò)誤，每個(gè)項(xiàng)目具有獨(dú)特性，經(jīng)驗(yàn)不能照搬復(fù)用。

19、項(xiàng)目經(jīng)理與項(xiàng)目相關(guān)方和團(tuán)隊(duì)成員開(kāi)會(huì)，審查范圍管理計(jì)劃、批準(zhǔn)的章程和其他需求文檔、專家

判斷和引導(dǎo)技術(shù)用于制定所需產(chǎn)品的詳細(xì)描述。項(xiàng)目經(jīng)理還應(yīng)使用哪一項(xiàng)其他輸入？Aprojectmanager

meetswithprojectstakeholdersandteammemberstoreviewthescopemanagementplan,the

approvedcharter,andotherrequirementsdocumentation.Expertjudgementandfacilitationare

usedtodevelopadetaileddescriptionoftheproductrequired.Whatotherinputshouldthe

projectmanageruse?（）［單選題］*

A:過(guò)往項(xiàng)目的經(jīng)驗(yàn)教訓(xùn)

Lessonslearnedregisterfrompreviousprojects

B:假設(shè)日志

AssumptionlogV

C：相關(guān)方登記冊(cè)

Stakeholderregister

D:需求跟蹤矩陣

Requirementstraceabilitymatrix

答案解析：

正確答案：B。PMBOK(6)P150-5.3定義范圍。輸入項(xiàng)目章程、項(xiàng)目管理計(jì)劃、需求文件、假設(shè)日

志、風(fēng)險(xiǎn)登記冊(cè)等項(xiàng)目文件、事業(yè)環(huán)境因素和組織過(guò)程資產(chǎn)。選項(xiàng)A:過(guò)往的經(jīng)驗(yàn)教訓(xùn)已經(jīng)考慮到需求文檔

中了。選項(xiàng)C:相關(guān)方登記冊(cè)不是定義范圍過(guò)程的輸入。選項(xiàng)D:需求跟蹤矩陣不是定義范圍過(guò)程的輸

入。

20、項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)處于執(zhí)行階段的項(xiàng)目，并希望審查項(xiàng)目范圍以進(jìn)行成本結(jié)算，項(xiàng)目經(jīng)理發(fā)

現(xiàn)在工作分解結(jié)構(gòu)(WBS)中遺漏了一項(xiàng)可交付成果。項(xiàng)目經(jīng)理下一步應(yīng)該怎么做？Aprojectmanager

assumesaprojectduringitsexecutionstageandwantstoreviewtheprojectscopeforcost

settlement.Theprojectmanagerdiscoversthatsomedeliverablesweremissedinthework

breakdownstructure(WBS).Whatshouldtheprojectmanagerdofirst?()［單選題］*

A:詢問(wèn)相關(guān)方是否需要添加這些遺漏的可交付成果

Askthestakeholdersifthesemisseddeliverablesneedtobeadded

B:請(qǐng)求項(xiàng)目管理辦公室(PMO)批準(zhǔn)這頊工作的額外資金

Requestthattheprojectmanagementoffice(PMO)approveadditionalfundsforthiswork

c：根據(jù)100%的規(guī)則將工作添加到WBS中，并重新計(jì)算項(xiàng)目總成本

AddtheworktotheWBSaccordingtothe100percentruleandrecalculatethetotalprojectcostV

D:要求主題專家(SMEs)檢查這些可交付成果是否有必要

Asksubjectmatterexperts(SMEs)tocheckwhetherthesedeliverablesarenecessary

答案解析：

參考答案：c解析：PMBOK(6)P167-5.6控制范圍。監(jiān)督項(xiàng)目和產(chǎn)品的范圍狀態(tài)，管理范圍基準(zhǔn)變

更。在整個(gè)項(xiàng)目期間保持對(duì)范圍基準(zhǔn)的維護(hù)，且需要在整個(gè)項(xiàng)目期間開(kāi)展。

21、項(xiàng)目經(jīng)理被任命管理一個(gè)現(xiàn)有項(xiàng)目，需要了解項(xiàng)目可交付成果，項(xiàng)目經(jīng)理應(yīng)該參考f列哪一份文

件？Aprojectmanagerisassignedtoanexistingprojectandneedstounderstandtheproject

deliverables.Theprojectmanagershouldrefertowhichofthefollowing?()［單選題］*

A:項(xiàng)目章程

Projectcharter

B:項(xiàng)目需求規(guī)范

Projectrequirementsspecification

C:項(xiàng)目范圍說(shuō)明書(shū)

ProjectscopestatementV

D:項(xiàng)目進(jìn)度表

Projectschedule

答案解析：

參考答案：C。解析：PMBOK(6)P151-5.3.3.1項(xiàng)目范圍說(shuō)明書(shū)包括了產(chǎn)品范圍描述、驗(yàn)收標(biāo)準(zhǔn)、

可交付成果、除外責(zé)任、制約因素和假設(shè)條件。

22、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)該審查什么？Aprojectmanager

isstrugglingtoidentifythecompletescopeofalargeproject.Whatshouldtheprojectmanager

review?()［單選題］*

A:項(xiàng)目進(jìn)度計(jì)劃

Projectschedule

B:工作分解結(jié)構(gòu)(WBS井口排列活動(dòng)順序

Workbreakdownstructure(WBS)andsequenceactivities

C:網(wǎng)絡(luò)圖

Networkdiagram

D:項(xiàng)目章程和需求文檔

ProjectcharterandrequirementsdocumentationV

答案解析：

參考答案：D。解析：PMBOK(6)P150-5.3圖表?？键c(diǎn)是定義范圍的輸入。

23、一名工程師正在從事一個(gè)設(shè)施升級(jí)項(xiàng)目。在項(xiàng)目可交付成果目的說(shuō)明會(huì)上，承包商詢問(wèn)了多個(gè)工

程師無(wú)法回答的問(wèn)題。會(huì)議結(jié)束后，工程師讓承包商根據(jù)他們自已對(duì)可交付成果的理解提交建議書(shū)。若要獲

得更為明確的可交付成果愿景，項(xiàng)目經(jīng)理應(yīng)事先完成哪一項(xiàng)？Anengineerisconductingafacility

upgradeproject.Duringameetingtoexplaintheintentofthedeliverable,contractorsaskmultiple

questionsthattheengineerisunabletoanswer.Attheendofthemeeting,theengineerasksthe

contractorstosubmitproposalsbasedontheirownunderstandingofthedeliverable.Whatshould

theprojectmanagerhavecompletedtoobtainaclearervisionofthedeliverable?()［單選題］*

A:工作分解結(jié)構(gòu)(WBS)

Workbreakdownstructure(WBS)

B:項(xiàng)目管理計(jì)劃

Projectmanagementplan

C:項(xiàng)目范圍

ProjectscopeV

D:項(xiàng)目章程

Projectcharter

答案解析：

參考答案：C。解析：PMBOK(6)P154,項(xiàng)目范圍說(shuō)明書(shū)是對(duì)項(xiàng)目范圍、主要可交付成果、假設(shè)條

件和制約因素的描述。本題問(wèn)的是甲方的PM本應(yīng)該事先完成而沒(méi)有完成哪一項(xiàng)。

24、項(xiàng)目經(jīng)理應(yīng)使用什么工具來(lái)向客戶證明最終產(chǎn)品需求滿足業(yè)務(wù)需求？Whattoolshouldthe

projectmanagerusetodemonstratetothecustomerthatthefinalproductmeetsthebusiness

needs?()［單選題］*

A:工作分解結(jié)構(gòu)

Workbreakdownstructure

B:項(xiàng)目范圍說(shuō)明書(shū)

Projectscopestatement

C:需求跟蹤矩陣

RequirementstraceabilitymatrixV

D:項(xiàng)目管理計(jì)劃

Projectmanagementplan

答案解析：

參考答案：C。解析：PMBOK(6)P148-5.2.3.2需求跟蹤矩陣是把產(chǎn)品需求從其來(lái)源連接到能滿足

需求的可交付成果的一種表格.需求跟蹤矩陣提供了在整個(gè)項(xiàng)目生命周期中跟蹤需求的一種方法，有助于

確保需求文件中被批準(zhǔn)的每項(xiàng)需求在項(xiàng)目結(jié)束的時(shí)候都能交付。

25、創(chuàng)建工作分解結(jié)構(gòu)(WBS)時(shí)，項(xiàng)目經(jīng)理必須分解一項(xiàng)名為“招標(biāo)"的任務(wù)。項(xiàng)目經(jīng)理使用什么

來(lái)進(jìn)一步細(xì)分任務(wù)？Whilecreatingaworkbreakdownstructure(WBS),aprojectmanagermust

decomposeatasktitled“solicitbids."Whatcantheprojectmanagerusetofurthersubdivide

thetask?()［單選題］*

A:石川圖

Ishikawadiagram

B:關(guān)鍵鏈法(CCM)

Criticalchainmethod(CCM)

C:專家判斷

ExpertjudgmentV

D:類比估算

Analogousestimating

答案解析：

參考答案：C。解析：PMBOK(6)P156-5.4圖表。考點(diǎn)創(chuàng)建WBS的工具一專家判斷.

26、項(xiàng)目經(jīng)理已經(jīng)在一個(gè)項(xiàng)目上工作了三個(gè)月，該項(xiàng)目是關(guān)于在公司的網(wǎng)站上發(fā)布了一個(gè)新功能，然

而，一位關(guān)鍵相關(guān)方感到不滿，因?yàn)榭山桓冻晒茨軡M足他們的期望。項(xiàng)目經(jīng)理應(yīng)該參考什么文件？A

projectmanagerhasbeenworkingforthreemonthsonaprojecttolaunchanewfunctionalityin

acompany'swebsite.However;akeystakeholderisdissatisfiedbecausethedeliverablefailsto

meettheirexpectations.Whatdocumentshouldtheprojectmanagerconsult?()［單選題］*

A:范圍管理計(jì)劃

Scopemanagementplan

B:項(xiàng)目范圍說(shuō)明書(shū)

Projectscopestatement

C:需求跟蹤矩陣

RequirementstraceabilitymatrixV

D:需求文件

Requirementsdocumentation

答案解析：

參考答案：C解析：PMBOK(6)P148-5.2.3.2需求跟蹤矩陣連接需求與項(xiàng)目目標(biāo)。

27、項(xiàng)目經(jīng)理了解到，一名團(tuán)隊(duì)成員變更客戶需求以提供更高價(jià)值，并且實(shí)施這一變更的工作已經(jīng)開(kāi)

始，項(xiàng)目經(jīng)理應(yīng)該怎么做?Aprojectmanagerlearnsthatalearnmemberchangedacustomer

requirementtoprovidehighervalueandthatworktoimplementthischangehasalready

starteWhatshouldtheprojectmanagerdo?()［單選題］*

A:將該問(wèn)題上報(bào)給項(xiàng)目發(fā)起人

Escalatetheissuetotheprojectsponsor.

B:指示該團(tuán)隊(duì)成員立即修改工作，滿足客戶的原始需要

Directtheteammembertoimmediatelyrevisetheirworktomeetthecustomer'soriginal

requirement.

C:指示該團(tuán)隊(duì)成員停止對(duì)變更的工作，直到收到變更控制委員會(huì)(CCB)的批準(zhǔn)

Instructtheteammembertostopworkingonthechangeuntilreceiptofchangecontrol

board(CCB)approval.V

D:批準(zhǔn)該變更，并將其記錄在變更日志中

Approvethechangeanddocumentitinthechangelog.

答案解析：

正確答案：Q5.6控制范圍鍍金，當(dāng)出現(xiàn)鍍金或范圍蔓延時(shí)，項(xiàng)目經(jīng)理應(yīng)指示立即停止超出的工作，

直到變更通過(guò)

28、一個(gè)大型項(xiàng)目正處于收尾階段，客戶拒絕簽署同意項(xiàng)目可交付成果提及之前從未討論過(guò)的需求，

項(xiàng)目經(jīng)理要求與客戶開(kāi)會(huì)，以討論該問(wèn)題。在會(huì)議之前應(yīng)該查閱下列哪一項(xiàng)？Alargeprojectisinits

closurephase,Theclientrefusestosignoffonprojectdeliverables,cititingrequirementsthatwere

notpreviouslydiscussed,Theprojectmanagerrequestsameetingwiththeclienttodiscussthe

issue.Whatshouldbeconsultedpriortothismeeting?()［單選題］*

A:工作績(jī)效數(shù)據(jù)

Workperformancedata

B:驗(yàn)收標(biāo)準(zhǔn)

Acceptancecriteria

C:經(jīng)驗(yàn)教訓(xùn)儲(chǔ)存庫(kù)

Lessonslearnedrepository

D:需求跟蹤矩陣

RequirementstraceabilitymatrixV

答案解析：

正確答案：D。5.23.2需求跟蹤矩陣需求跟蹤矩陣是把產(chǎn)品需求從其來(lái)源連接到能滿足需求的可交付

成果的一種表格。是否是新的需求，可以通過(guò)查看需求跟蹤矩陣得知。

29、一個(gè)組織變更管理項(xiàng)目包含來(lái)自不同部門的相關(guān)方，項(xiàng)目經(jīng)理與所有相關(guān)方訪談，以收集項(xiàng)目需

求，但有些需求似乎不切實(shí)際并且超出范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做？Anorganizationalchange

managementprojectincludesstakeholdersfromvariousdepartments,andtheprojectmanager

interviewsallstakeholderstocollectprojectrequirements,butsomeappeartobeunrealisticand

outofscope.Whatshouldaprojectmanagerdo?()［單選題］*

A:記錄需要澄清和分析的所有需求

DocumentallrequirementstobeclarifiedandanalyzedV

B:從需求文件中排除低層級(jí)需求

Excludethelow-levelrequirementsfromtherequirementsdocument

C:將所有需求包含進(jìn)工作說(shuō)明書(shū)(SOW)中

includedallrequirementsinthestatementofwork(SOW)

D:更新相關(guān)方登記冊(cè)以包含這些需求

Updatethestakeholdersregistertoincludetherequirements

答案解析：

正確答案：A。不是所有需求都要滿足和實(shí)現(xiàn)，要管理和篩選。A沒(méi)有問(wèn)題；需求只分必要不必要，不

分低級(jí)高級(jí)；C本末倒置；D杜撰。

30、在項(xiàng)目執(zhí)行期間，項(xiàng)目發(fā)起人通知項(xiàng)目經(jīng)理，現(xiàn)金流制約因素已經(jīng)導(dǎo)致原始預(yù)算資金不可用。項(xiàng)

目發(fā)起人修改資金可用性，并要求項(xiàng)目經(jīng)理繼續(xù)執(zhí)行已減少活動(dòng)的項(xiàng)目。項(xiàng)目經(jīng)理首先應(yīng)該做什么？During

projectexecution,aprojectsponsorinformstheprojectmanagerthatcashflowconstraintshave

causedtheoriginallybudgetedfundstobecomeunavailable.Theprojectsponsorrevisesfund

availabilityandaskstheprojectmanagertocontinuetheprojectwithreducedactivities.What

shouldtheprojectmanagerdofirst?()［單選題］*

A:生成變更請(qǐng)求

Generateachangerequest.V

B:更新項(xiàng)目管理計(jì)劃

Updatetoprojectmanagementplan.

C:更新工作分解結(jié)構(gòu)(WBS)

Updatetheworkbreakdownstructures(WBS).

D:接受請(qǐng)求并繼續(xù)執(zhí)行項(xiàng)目

Accepttherequestandcontinuetheproject.

答案解析：

正確答案：A?；顒?dòng)減少，即削減范圍(是預(yù)算不夠的正確做法)，但削減范圍屬于范圍變更，必須走變

更流程。

31、在項(xiàng)目執(zhí)行兩年后，項(xiàng)目經(jīng)理確信項(xiàng)目范圍將按照承諾交付，項(xiàng)目團(tuán)隊(duì)按計(jì)劃工作，所有問(wèn)題都

得到迅速解決，在完成日期前兩個(gè)月，首席執(zhí)行官命令執(zhí)行一項(xiàng)范圍變更，項(xiàng)目經(jīng)理應(yīng)該怎么做？Twoyears

aftertheprojectwasimplemented,theprojectmanagerisconfidentthatthescopewillbe

deliveredaspromisedjheteamisworkingasplanned,endallissuesareresolvedquickly.Two

monthsbeforethecompletiondate,theCEOordersachangeinscope.Whatshouldtheproject

managerdo?()［單選題］*

A:因?yàn)闀?huì)對(duì)進(jìn)度和預(yù)算產(chǎn)生負(fù)面影響，建議首席執(zhí)行官重新考慮該范圍變更

SuggestthattheCEOreconsiderthescopechangeduetonegativeimpactonscheduleand

budget

B:向首席執(zhí)行官詢問(wèn)該范圍變更的原因，討論潛在影響，然后采取適當(dāng)?shù)拇胧?/p>

AsktheCEOaboutthereasonsforthescopechange,discussthepotentialimpact,andthentake

appropriatestepsV

C:告知首席執(zhí)行官，必須通過(guò)適當(dāng)?shù)那肋M(jìn)行該范圍變更

InformtheCEOthatthescopechangemustbedonethroughtheproperchannels

D:向前推進(jìn)并按要求記錄該范圍變更

Moveforwardanddocumentthescopechangeasrequired

答案解析：

正確答案：B。范圍變更,走變更流程。5.63.2變更請(qǐng)求,變更請(qǐng)求需要經(jīng)過(guò)實(shí)施整體變更控制過(guò)程

(見(jiàn)4.6節(jié))的審查和處理。

32、在執(zhí)行一個(gè)新產(chǎn)品開(kāi)發(fā)項(xiàng)目期間，T立關(guān)鍵相關(guān)方要求添加一項(xiàng)功能，項(xiàng)目經(jīng)理下一步應(yīng)該怎么

做?Duringtheexecutionofanewproductdevelopmentproject,akeystakeholderrequeststhe

additionofafeature.Whatshouldtheprojectmanagerdonext?()［單選題］*

A:分析該變更的影響

AnalyzetheimpactofthechangeV

B:更新變更日志

Updatethechangelog

C:拒絕該變更

Rejectthechange

D:尋求項(xiàng)目發(fā)起人的批準(zhǔn)

seekthesponsor,sapproval

答案解析：

正確答案：A。變更問(wèn)題，走變更流程，A符合。B更新變更日志多在變更批準(zhǔn)或否決之后。

33、一家公司計(jì)劃改進(jìn)其計(jì)算機(jī)系統(tǒng)，為其用戶提供增值功能。項(xiàng)目經(jīng)理需要從位于全球各地的大量

員工那里收集需求，并且需要快速周轉(zhuǎn)。項(xiàng)目經(jīng)理應(yīng)該怎么做？Acompanyplanstorevampitscomputer

systemtoprovidevalue-addedfeaturesforitsclients.TheProjectmanagersneedstocollect

requirementsfromalargenumberofstaffmemberslocatedglobally.andaquickturnaroundis

required,Whatshouldtheprojectmanagerdo?()［單選題］*

A:要求所有相關(guān)方參與虛擬研討會(huì)

Inviteallstakeholderstoavirtualworkshop

B:與選中的客戶一起召開(kāi)現(xiàn)場(chǎng)研討會(huì)

Organizeon-siteworkshopwithselectedclients

c：向:廚卜員工分發(fā)問(wèn)卷調(diào)查

DistributequestionnairesandsurveystooverseasstaffV

D:確保收集需求符合時(shí)間限制

Ensurethatcollectingrequirementswillmeetthetimeconstraints

答案解析：

正確答案：C°PMBOK-5.2,2,2.向大量受眾收集需求，用問(wèn)卷調(diào)查。題目關(guān)鍵詞是收集需求，定位于

收集需求過(guò)程組，怎么做則是問(wèn)的工具技術(shù)，題目中面向全球各地大量員工且要需要快速周轉(zhuǎn)，完全符合問(wèn)

卷調(diào)查的特征，受眾多且多樣，地理位置分散，需要快速完成,選擇C最為方便且能解決問(wèn)題。

34、準(zhǔn)備驗(yàn)收文件時(shí)，項(xiàng)目經(jīng)理意識(shí)到未能包含兩個(gè)功能。開(kāi)發(fā)人員表示，雖然這些功能不完整，但

客戶不會(huì)注意到。公司需要為該開(kāi)發(fā)項(xiàng)目開(kāi)具發(fā)票并收取付款，以支付未來(lái)六個(gè)月的工資。項(xiàng)目經(jīng)理應(yīng)該怎

么做？Whilepreparingtheacceptancedocument,theprojectmanagerrealizedthattwofeatures

failedtobeincludeTheDeveloperstatesthatalthoughthesefeaturesareincomplete,the

customerswillnotnotice.Thecompanyneedstoinvoiceandreceivepaymentsforthisprojectto

coversalariesforthenextsixmonths.Whatshouldaprojectmanagerdo?()［單選題］*

A:根據(jù)開(kāi)發(fā)人員的意見(jiàn)準(zhǔn)備驗(yàn)收文件

Preparetheacceptancedocumentsbasedonthedeveloper7scomment

B:在準(zhǔn)備驗(yàn)收文件之前包含這些功能

Includethefeaturespriortopreparingtheacceptancedocument

C:審查需求管理計(jì)劃

Reviewtherequirementsmanagementplan

D:提交變更請(qǐng)求

SubmitachangerequestsV

答案解析：

正確答案：Do5.5確認(rèn)范圍，本題為職業(yè)道德問(wèn)題，不能欺騙客戶，有錯(cuò)必改。題目中表示發(fā)現(xiàn)功能

不完整，項(xiàng)目范圍有遺失，需要提變更請(qǐng)求進(jìn)行補(bǔ)救，開(kāi)發(fā)人員的說(shuō)法不符合情理，道德問(wèn)題，A錯(cuò)誤，B

是變更請(qǐng)求被批準(zhǔn)之后的事情，題目中已發(fā)現(xiàn)，C不需要再去審查需求，D為正確選項(xiàng)。

35、在項(xiàng)目章程獲得批準(zhǔn)，實(shí)施新的會(huì)計(jì)制度之后，項(xiàng)目經(jīng)理試圖了解會(huì)計(jì)部門的結(jié)構(gòu)和流程。項(xiàng)目經(jīng)

理下一步應(yīng)該倉(cāng)U建什么？Followingprojectcharterapprovaltoimplementanewaccounting

system.theprojectmanagertriestounderstandtheaccountingdepartment1sstructureand

processes.Whatshouldtheprojectmanagercreatenext?()［單選題］*

A:項(xiàng)目基準(zhǔn)

Projectbaseline

B:范圍管理計(jì)劃

ScopemanagementplanV

C:商業(yè)案例

Businesscase

D:項(xiàng)目范圍說(shuō)明書(shū)

Projectscopestatement

答案解析：

正確答案：制定項(xiàng)目管理計(jì)劃是定義、準(zhǔn)備和協(xié)調(diào)項(xiàng)目計(jì)劃的所有組成部分，并把它

Bopmbokp82

們整合為一份綜合項(xiàng)目管理計(jì)劃的過(guò)程。創(chuàng)建項(xiàng)目章程之后，就是開(kāi)始創(chuàng)建項(xiàng)目管理計(jì)劃，只有B選項(xiàng)是

項(xiàng)目管理計(jì)劃的子計(jì)劃。

36、一個(gè)項(xiàng)目剛剛完成啟動(dòng)階段，項(xiàng)目經(jīng)理正在開(kāi)始該項(xiàng)目的需求收集過(guò)程。相關(guān)方都位于同一地點(diǎn)，

但來(lái)自優(yōu)先級(jí)有沖突的不同部門。之前的項(xiàng)目經(jīng)理經(jīng)常被要求在執(zhí)行階段包含新的范圍，導(dǎo)致項(xiàng)目預(yù)算的

計(jì)劃外增加并延長(zhǎng)商定的進(jìn)度計(jì)劃。在滿足所有相關(guān)方需求的同時(shí)，項(xiàng)目經(jīng)理應(yīng)該如何及時(shí)收集需求？A

projectmanagerisbeginningtherequirementsgatheringprocesslotaprojectthathasjust

completedtheinitiationphase.Projectstakeholdersareallinthesamelocationbutcomefrom

differentdepartmentswithconflictingpriorities.Previousprojectmanagershaveoftenbeen

requiredtoincludenewscopeduringtheexecutionphase,causingunplannedincreasetothe

projectbudgetanddelayingtheuponschedule,whatshouldtheprojectmanagerdotogather

therequirementsinatimelyrrannerwhilemeetingtheneedsofallstakeholders?()［單選題］*

A:與所有相關(guān)方一起召開(kāi)需求收集會(huì)議,以記錄初始范圍，然后將其分解為可完成的小部分可管理工

作

Conductarequirement