光环外习题-pmbok5第1-4章练习题

PMBOK指南（第5版）第一章习Oneofyourteammembersinformsyouthathedoesnotknowwhichofthemanyprojectsheisworkingonisthemostimportant.Whoshoulddeterminetheprioritiesamongprojectsinacompany?ProjectSeniorTwoprojectteammembersarehavingadisagreementaboutdeliverables.Billcontendsthatdeliverablesareonlytangiblethingssuchasbuildings,roads,computerservers,etc.Andreainsiststhattheymustalsoconsiderthingsliketrainingandotherintangibledeliverablesaspartofwhattheyareproducing.Whoisright?BillisAndreaisBothBillandAndreaareNeitherBillnorAndreaisAndrea坚持声称他们应该把诸如培训的事情和其他BillBillAndreaBill和AndreaAsforprojectsandoperationalwork,whichofthefollowingsisAprojectisconstrainedbylimitedresourcesandoperationalworksgenerallyhavenosuchconstraints.OperationalworksarenotdefinedasaTheobjectivesofprojectsandoperationsarefundamentallyProjectsaredifferentbecausetheprojectconcludeswhenitsspecificobjectiveshavebeenattained,whileoperationsarerepetitive.AllofthefollowingarereasonsprojectfailPlansrequiretoomuchintoolittlePoorfinancialPlanningisperformedbyacentralplanningManagementhasnotsufficientexperienceinprojectAllthefollowingarecharacteristicsofaprojectDefinitebeginningandInterrelatedRepeatsitselfeveryThepolicies,methodologies,andtemplatesformanagingprojectswithintheorganizationshouldbedbythe:projectfunctionalprojectmanagementprojectAmarketdemand,acustomerrequest,andatechnologicaladvanceareexamplesof:changestothereasonstoinitiateacomponentsofaclaimstothe市场的需求,Projectmanagerisnewtomanagingprojectsandishavingdifficultycreatingforhelpfrom:TheOtherprojectTheprojectmanagementTheYourcountryhasheldthesportofbowlinginhighesteemeversinceindigenousbowlersintroducedittoyourregion3,000yearsago.Youaretheprojectmanagerforaernment-approvednationalmonumenttothesport:amarble-and-titaniumstructureintheformofabowlingpin.Thismonumentisexpectedtolastforcenturies.Inthissituation,theconceptofbeingtemporary,whichispartofthedefinitionofaprojectDoesnotapplybecausetheprojectwillhavealastingDoesnotapplytotheproducttobeRecognizesthattheprojectteamwilloutlivetheactualDoesnotapplybecausetheprojectwillnotbeshortin0一种高尚的运动。你作为一个项目经理要为建造一个保龄球运动的纪念碑:一个大理石--WhichofthefollowingBESTdescribesthemajorconstraintsonaScopeofwork,numberofresources,Scopeofwork,cost,andResources,quality,budget,scope,risk,andTime,cost,andnumberof下面哪项最好的描述了项目的主要制约因素Companyworkauthorizationsystemcanbecategoriaed Organization’sprocessesandproceduresforconductingEnterpriseenvironmentalOrganizationalcorporateknowledgeContractadministration公司的工作系统属 WhotakesthePrimaryResponsibilityforProjectQualityProjectUpperAsappliedtoprojects,temporarymeansProjectsareshortinEveryprojecthasadefinitebeginningandTheundertakingwillendatanundeterminedtimeintheProjectscanbecanceledatany13.14.Johnistheresponsiblefor plishingtheprojectobjectives.Johncannot,however,workonweekends.John AsponsorwithTheprojectAparttimeJohn是负责实现项目目标的然而他不能够在周末加班John Thehumanresourcedepartmentwantstohireanewprojectmanagerwithinthecompany.TheycanchoosefromthefollowingcandidateAhasgoodmanagementknowledge;CandidateBhasgoodprojectmanagementknowledge;CandidateChassolidtechnicalknowledge;CandidateDhasgeneralmanagement,projectmanagementandtechnicalskills.Whoisthebestcandidate?A.B.C.D.选：候选人A具有丰富的管理知识；候选人B具有丰富的项目管理知识；候选人C具有扎实的技术知识；候选人D具有通用管理、项目管理和技术技能。谁是最A.B.C.D.DeliverablesareThepurposeforundertakingtheAnyuniqueandverifiableproduct,result,orcapabilitytoperformaservicethatmustbeproducedtocompleteaprocess,phase,orproject.ThespecificationsregardingthegoalsoftheprojectthatmustbeproducedtoconsidertheprojectcompleteThe esoftheprojectYouareinchargeofalargeprojectinvolvingmanypeopleandotherresources.Youwanttomakesurethatqualifiedpeoplearengtheirworkattherighttimeandinthepropersequence.Whatshouldyoudo?UseaworkauthorizationUseprojectmanagementHoldregularstatusreviewHavedailyprojectteam利用工 系WhichinformationisnotfoundintheenterpriseenvironmentalIndustrynelPoliticalChangecontrolAworkauthorizationsystemcanbeusedcontrolwhodoeseachcontrolwhattimeandsequenceworkiscontrolwhodoeseachcontrolwhodoeseachtaskandwhenitisD.ProjectsuccessdependsprimarilyThequalityofthescheduleandcostcontrolCustomerCustomercompromiseindefiningitsExceedingcustomerrequirementsthroughgold-20.项目的成功依赖于，PMBOK指南（第5版）第二章习Youhavebeenassignedasprojectmanageronwhatcouldbea"betthecompany"project.Iftheprojectissuccessful,managementwillbecarryingyouaroundonasedanchair,ifitfails,youwillbeintheumcontroloverprojectresources.Whichformofprojectorganizationshouldyouestablishforthisproject?StrongProjectWeak功，那么你的前途无量如果项目失败，那么你就要被炒鱿鱼。你:为Yourprojectismanagedunderaprojectizedorganization.Ithasjustenteredclosure.Underthecircumstances,whichofthefollowingshouldbeyourGREATESTconcern?Settingyourselfuptotakeoveralargemulti-yearTheteamisnotfocusedoncompletingtheYouwillhaveextrapressurefromtheMakingsureyourmanagerknowstheprojectisalmostYouhavebeenassignedtoaprojectinwhichtheobjectivesaretodirectcustomercallstoanInteractiveVoiceResponsesystembeforebeingconnectedtoaliveagent.Youareinchargeofthemediacommunicationsforthisproject.YoureporttotheprojectmanagerinchargeofthisWhichorganizationalstructuredoyouworkin?FunctionalWeakmatrixProjectizedBalancedmatrix目的项目经理和市场VP（与项目经理共同项目的权限和职责）汇报工作。WhatisnottrueofprojectlifecycleTheyaregenerallyTheycannotTheydefinewhatdeliverablesareTheyinvolvehandoffstootherThemajordifferencebetweentheprojectcoordinatorandprojectexpeditorformsoforganizationisthatexpeditorformoforganizationTheprojectcoordinatorcannotallymakeorenforceTheprojectexpeditoractsonlyasanintermediarybetweenmanagementandtheprojectteamTheprojectcoordinatorreportstoahigher-levelmanagerinthe项目协调者负责向组织中更的经理进行报ProjectAisbeingadministeredusingamatrixformoforganization.Theprojectmanagerreportstoaseniorvicewhoprovidesstatementsbestdescribestherelativepoweroftheprojectmanager?Theprojectmanagerwillprobablynotbechallengedbyprojectlinemanagers.Inthistightmatrix,thebalanceofpowerisshiftedtotheprojectInthisstrongmatrix,thebalanceofpowerisshiftedtotheproject后者对项目提供实际的帮助。在这种情况下，以下哪个陈述最好地说明了项目Atwhatpointintheprojectwouldstakeholdershavethemostabilitytoinfluencethefinaloutputsoftheprojectproduct?CloseAnorganizationisgoingthroughanevolutionphaseofrestructuringthewayitdoesprojects.Inashiftfromaweakmatrixorganizationtoastrongmatrixorganization,thepowerisshiftedfrom:ProjectmanagertofunctionalExpeditortoFunctionalmanagertoprojectFunctionalmanagerto8.正处于调整其从事项目工作方式的发展阶段。从弱矩阵组织到强矩InaprojectizedorganizationtheprojectReportstomanyHasnoloyaltytotheWillnotalwayshaveaWillbelessinterestedinthe向很多汇WhichtypeoforganizationisBESTformanagingcomplexprojectsinvolvingcross-disciplinaryefforts?在管理多个部门的复杂项目时，下列哪种组织类型最有效InwhichorganizationprojectmemberfeelmostanxietyatclosingStrongconf1ictis—CommunicationingNeedforAmbiguous在矩阵组织结构中，导致的主要情况是相 的利需 意Thehighestriskimpactgenerallyoccursduringwhichofthefollowingprojectlifecyclephases?ConceptPlanningandImplementationandConceptandInwhichkindoforganizationstructure,doestheprojectexpeditorMatrixProjectizedFunctionalAnyInthestrongandweakmatrixstructures,thebalanceofpowermaybeshiftedtoeithertheprojectmanageroffunctionalmanagerbychangingLevelsatwhichtheprojectandtheparticipatingfunctionalmanagersSupportprovidedtotheprojectandfunctionalmanagersfromtopPhysicaldistancesbetweenthepeopleinvolvedintheAllthe在强矩阵与弱矩阵结构中，权力均势可以通过改变（）转移到项目经理或项目所涉及在空间上的距WhohasthepowerinastrongFunctionalSeniorProject谁在强矩阵中具有的权力OneofthemainadvantagesofaImprovesprojectmanagercontrolMorethanonebossforprojectCommunicationisReportingisAPM’sbossandtheheadofengineeringdiscussachangetoamajortask.Afterthemeeting,thebosscontactstheprojectmanagerandlshimgomakesomechanges.Thisisanexample？AprojectcoordinatorChangecontrolboardManagementattentiontotimeManagementinvolvementin AfrequentcomplaintofmatrixorganizationsisthatcommunicationsOpenandHardtoThegreatestofuncertaintyisencounteredduringwhichphaseoftheprojectlifecycle?ProjectshavetheleastattentioninwhatformofBalancedStrongThetermsstrongmatrix,balancedmatrix,andweakmatrixwhenappliedtothematrixstructureinprojectorganizationrefertotheAbilityoftheorganizationtoachieveitsPhysicalproximityofprojectteammemberstooneanotherandtotheprojectmanagerDegreeofauthoritytheprojectmanagerhasoverteamDegreetowhichteammembersbondWhichphaseisinfluencedhighestby项目干系人对项目最大的在AprojectstakeholdermayEndAlloftheTheamountofauthorityaprojectmanagerpossessescanberelatedTheprojectmanager'scommunicationTheorganizationalTheamountofauthoritythemanageroftheprojectmanagerTheprojectmanager'sinfluencingC.项目经理的所拥有的权D.Atthephaseendoftheproject,youshouldensurethat beforeyoubeginthenextphase.ResourcesareavailableforthenextProgresswasachievedtoitsThephasehasreachedtheobjectivesandformallyacceptsitsCorrectiveactionsaretakentobring在项目第一阶段末，在你开始下一阶段前，应确 Youareaprojectmanagerforalargeconstructionprojectwhenyourealizethatthereareover500potentialstakeholdersontheproject.WhichofthefollowingwouldbetheBESTcourseofactionforyoutoEliminatesomeFindaneffectivewaytogathertheneedsofallGathertheneedsofallthemostContactyourmanagerandaskwhichonesaremore收集所有最 的干系人的需WhoofthefollowingareAwhodoesnotwanttheproject AnassemblylineworkerthatwillusetheproductoftheAfunctionalmanagerfromtheAwhomightlosetheirpositionin panybecauseoftheProjectexpeditorisdifferentfromaprojectcoordinatorinthatcanmakemorereportstoahigher-levelcanmakenohassome可以制 的决 Animportantconceptinprojectmanagementisholdingreviewsattheconclusionofmajorprojectphases.Whichofthefollowingisnotanamecommonlyusedforthesereviews?PhaseBenStageKillPMBOK指南（第5版）第三章习VelidatescopeisaPlanningExecutingMonitoringandcontrollingClosingPerformqualityassuranceisaPlanningExecutingMonitoringandcontrollingClosingControlqualityisa(an)A.PlanningprocessB.ExecutingprocessC.MonitoringandcontrollingprocessD.ClosingprocessfollowingEXCEPT:ConductCloseIdentifyPlanprocurementAllthefollowingaretrueThestakeholders’impactontheprojectmustbeThestakeholdersdonothavearoleindeterminingtheprojectplanunlesstheyarepartoftheprojectteam.StakeholdermanagementispartoftheprojectWhichofthefollowingisthemostBusinessneedsareedintheinitiatingprocesses,butprojectobjectivesaredeterminedintheplanningprocessesAtthetimeinitiatingprocessgroupoccurs,planningactivitiesalsoPMBOK,whichoftheprojectmanagementprocessgroupdoesthefeasibilitystudyphaseneed?Planning,monitoringandInitiatingandAllnoffiveprocess5Projectmanagementprocessesensuretheeffectiveflowoftheprojectthroughoutitsexistence.Product-oriented processesspecifyandcreatetheproject'sproduct.Therefore,projectmanagementprocessandproduct-orientedprocessOverlapandinteractthroughouttheAredefinedbytheprojectlifeAreconcernedwithdescribingandorganizingprojectAresimilarforeachapplication项目管理过程确保项目自始至终顺利进行。产品导向过程说明并创造项目产品。因此项目管理过程和产品导向过程:是的并且在整个项目期间是交互影响Projectmanagementprocessescanbecategorizedintofivegroups.Theprocessgroupsarelinkedbytheresultstheyproduce.Theoutputsofoneoftenetheinputtoanother.WhatistheMOSTappropriatesequenceofthefiveprojectmanagementprocessgroups?Initiating-planning-monitoringandcontrolling-executing-Initiating-executing-monitoringandcontrolling-planning-Initiating-planning-executing-monitoringandcontrolling-Initiating-monitoringandcontrolling-planning-executing-55启动－规划 －执行－收启动－执行 －规划－收启动－规划－执行－－收启动－－规划－执行－收Withineachprocessgroup,individualprocessesarelinkedTheprojectExit链PMBOK5AprojectcharterPrecedencediagrammingDetailedresourceHigh-levelYourcustomerasksforasmallchangeintheproject,whichwasnotbudgetedintheproject.Itisasmalleffortascomparedtothetotalprojectandyouneedthegoodwillofthecustomerforsuchamultimillion-dollarpipelineproject.Youwill:RefusetodotheAgreetodotheworkatnoDotheworkandbillhimAssessthecostandscheduleimpactandlthemyouwilldecide你的客户要求一个小的变更，它并没有包括在项目以内。和整个项目相比，这只是一个小的工作而且对于这样一个几百万的管道项目你需要客户的良好信赖你应该评估对进度和成本的影响，们，你随后再作决Oneofyourseniortechnicalspecialistsinformsyouamajordesignflawexistsinasystemsdevelopmentprojectyouaremanaging.Youarealreadytestingthesystemandplannedtorollitouttomorethan5,000usersinamonth.Youknowthatchangingthedesignnowwillcauseseverecostandscheduleoverruns.Asprojectmanager,whatshouldyoudo?IssueastopworkorderuntilyouunderstandtheextentoftheNotifyyourprojectsponsorimmediaytoseeifthereareadditionalfundsavailabletoworkonthisproblem.NotifyyourseniormanagementandletthemdecidewhattoHoldameetingassoonaspossiblewithkeymembersofyourprojectteamtodiscusspossiblesolutionstotheproblem.尽快和你的项目团队关键成员开一个会议解决问题的可能方WhichofthefollowingprovideproceduresforprovidingthestatusofthedeliverablesandthattheproposedchangesarethoroughlyconsideredandedbeforeapprovingachangetotheFormalconfigurationmanagementUpdatedprojectmanagementUpdatedPreliminaryprojectscopeYouaretheprojectmanagerforalargeernmentcontract.Thecontractwassignedayearagoforthisthree-year,multi-million-dollarproject.Youwerenotinvolvedinwritingthecontractorsettingupchangecontrolprocedures,butnowyouarebeinginundatedwithchangerequestsfromtheprojectsponsorandfromyourownseniormanagement.Whatshouldyoudo?lthesponsorandyourseniormanagementthatanychangesareoutofscopeatthispointandcannotbeconsidered.AsksenormanagementtosetasidemoremanagementreservetoavoidpotentialfinancialTalktoyourlegaldepartmenttomakesureyoudon'tdoanythingMeetwiththeprojectsponsorandseniormanagementtodiscussthisproblemandpotential要求设立的管理储备来避免财务问会见项目的发起人和，商讨问题和可能的解决方particularstakeholderhasareputationformakingmanychangesonprojects.Whatisthebestapproachaprojectmanagercantakeatthebeginningoftheprojecttomanagerthisstituation?Say“no”tothestakeholderafewtimestomakehimchangehishabits.B．Beginstakeholderinvolvementintheprojectsasearlyaspossible.Talktothestakeholder’sbosstofindwaystodirectthestakeholder’sactivitiestoanotherAskthatthestakeholdernotbeincludedinthestakeholder对这位干系人说几次“不”WhichofthefollowingistrueregardingconstraintsandConstraintsrestricttheactionsoftheprojectteam,andassumptionsareconsideredtrueforplanningpurposes.Constraintsareconsideredtrueforplanningpurposes,andassumptionslimittheoptionsoftheprojectteam.Constraintsconsidervendoravailabilityandresourceavailabilitytobetrueforplanningpurposes.Assumptionslimittheprojectteamtoworkwithinpredefinedbudgetsortimelines.ConstraintsandassumptionsareinputstotheInitiationprocess.Theyshouldbeed,astheywillbe.usedthroughouttheprojectPlanningprocess.Aprojectmanageristryingtoconvincemanagementtouseprojectmanagementandhasdecidedtostartwithacharter.Whywouldthecharterhelptheproject?ItdescribesthedetailsofwhatneedstoItliststhenamesofallteamItgivestheprojectmanagerItdescribestheproject'sYourcompanyjustamajornewproject.ItwillbegininthreemonthsandisvaluedatUS$2000000.Youaretheprojectmanagerforanexistingproject.Whatisthethingyoushoulddoonceyouhearofthenewproject?AskmanagementhowthenewprojectwillResourcelevelyourCrashyourAskmanagementhowthenewprojectwillaffectyour10.公司刚刚赢得一个大的新项目.项目将于三个月后开始,价值达2百万.你是目前Anoilfielddevelopmentprojectmanagerbelievesthatmodifyingtheprojectscopemayincreaseproductionandwillincreasetheowner’sprofitlevel.WhatshouldtheprojectmanagerChangetheContactthecustomertoimproveCallameetingwiththeprojectUpdatethescopemanagement一个油田开发项目的经理认为修改项目范围可以增加产量并提高业主的利润率，他应该：Inaproject,twoteammemberswereusingdifferentversionsofWBS.Teammemberscouldnotknowthestatusofprjectmanagementplan.Projectmanagershalllycheck？PerformanceChangeConfigurationmanagementWBS。团队成员不知道项目管理计划的ThemostimportantroleofPMinamatrixorganizationAllofthefollowingarecorrectstatementsaboutaprojectmanagerTheyareassignedafterworkperformancereportsareTheyhavetheauthoritytosaynoTheymanagechangesandfactorsthatTheyareheldaccountableforprojectsuccessorA.他们在工作绩效报告分发之后被指派到项目中D.TheBESTtimetoassignaprojectmanagertoaprojectisAllofthefollowingarecharacteristicsoftheprojectcharterItisthethatformallyauthorizesItisissuedbyaprojectinitiatororsponsorexternaltotheprojectorganization,atalevelthatisappropriatetofundingtheproject.ItisusedprimarilytorequestbidsfordifferentphasesofaItprovidestheprojectmanagerwiththeauthoritytoapplyorganizationalresourcestoprojectYouareamemberofalargeernmentproject.YouknowthatthecontractinsiststhatallequipmentbemanufacturedintheUnitedStates.Youseeaseniormemberofyourteamreplacingacompanyetchingonapieceofequipmentthatwasmadeinaforeigncountry.Youconfrontthis,andhesaysheisfollowingtheprojectmanager’sorders.Whatshouldyoudo?Nothing;theprojectmanagermadetheImmediayreporttheviolationtotheUpdateyourresumeandlookforanotherTalktotheprojectmanageraboutthesituation,andthendecidewhatto立即向报告AprojectisconsideredclosedwhenclientacceptsthelessonslearnedarearchivesarecontractisYouhavebeenassignedtomanageapportionofalargerprojectthatissupposedtobefinishedwithinatwo-weekperiod.Youhavemetwiththeleadershipoftheareatogatherrequirements,andyouhaveaprojectcharter,scopestatementandprojectplanthathavebeenapprovedbytheseindividuals.Youaretoldtomeetwiththeactualuseroftheresultsoftheprojecttodemonstration,itisclearthattheuser’srequirementsareverydifferentfromtheonesyouwereinitiallygivenandtowhichbothyouandtheclientagreed.WhatistheBESTthingforyoutodonow?Generateachangerequestfortheuser’sConveneanothermeetingwiththeleadershipoftheareaandtheusertogeneratearevisedsetofAttempttomeetasmanyoftheuser’srequirementsaspossiblewithintheproject’sestablishedbudgetandscheduleCompletetheworkasoriginallyspecifiedandformulateanewprojecttomeettheuser’s在项目和工期内尽量多地满足用户的要WhendoweneedtomakenewProjectisbehindthescheduleandover-runningtheWhenweneedrealisticdataforprojecttoperformanceAfterwehavetakencorrectiveactionsandpreventiveWhentherewerebigchangesintheresourecesorwhenanewprojectmanagerwasassignedinthemiddleoftheprojectexecution20.何时需要制定新的基项目于进度并且成本超当需要项目的真实数据来测量绩效Youareworkingona municationproject.Theproductandsystemrequirementshavebeendeterminedandagreedtobythecustomer,yourmanagement,andotherkeystakeholders.Workisproceedingontheprojectaccordingtoschedule.Everyoneseemspleasedwiththeprogresstodate.Youhavejustlearnedthatanewregulatoryrequirementwillcauseachangeinoneoftheproject’sperformancespecification.Toensurethatthischangeisincorporatedontotheprojectplan,youshould.callameetingofthechangecontrolchangetheWBS,projectschedule,andprojectplantoreflectthenewprepareachangeimmediayinformallaffectedstakeholdersofthenewapproachtotakeonthe召开变更控制会WhatisthefunctionofapprovingandrejectingtherequestedSpecificationandStandardProjectPerformanceDeterminationoftheManagementAmajorconstructionprojecthasbeenhavingalotofschedulechangesduetounanticipatedweatherproblems.Whoshouldbenotifiedofthesechanges?ProjectFunctionalYouareaprojectmanagerandareintheClosingprocessesoftheproject.Yourcustomerhasbeenpresentedwithaformalacceptanceandsign-off.Theyrefusetosign,claimingtheproductdoesnotmeettheirexpectations.Youknowthatthissituationcouldhavebeenpreventedbyngallofthefollowingexcept:ingtheclient’sPerformingqualityauditsduringtheingthecustomer’srefusaltoRequestingsign-offatimportantWhenisintegrationProjectProjectAtkeyinterfaceAtofeachprojectmanagementWhichofthefollowingBESTdescribesformalacceptanceofaSubstantialcompletionisCustomersignoffoftheproductisFinalpaymentisFinaldeliverablesaresenttotheTheprojectchartershouldbeapprovedProjectProjectmanagementFunctionalProject29．.Duringprojectclosureaprojectsponsorcomplainsthattheprojectdidnotincreasethedepartment’sknowledgeofJavaprogrammingandtherefore,theprojectisnotcomplete.Thecustomerhasacceptedtheproject.Theprojectmanagerdeterminesthatallstatedobjectivesanddeliverableshavebeenmet.HedoesnotfindevidencethatJavaprogrammingwasanobjective.Areviewofprojectcorrespondenceshowsnomentionofthedeliverable.Theprojectmanagerbeginprojectre-plantheprojecttoincludethenewmeetwiththeteamtodiscusstheissueandfindagettheprojectstakeholdersinvolvedtohelpresolvethe在一个项目收尾阶段，投资人抱怨该项目没有提升部门的Java编程知识，因此该项目Java程序设计列为项目目标，回顾项目的相关信件表明没有提到过这一事项，项重划项目以包含新的目召开团队会议问题并寻求解决方Projectmanagerisinvolvedinthedevelopmentoftheprojectcharter.Heneedstofurtherdevelopprojectjustification.Whichofthefollowingisthebestidea?InterviewwiththeCollectorganizationalprocessassets,especiallyfocusonhistoricalRefertotheprojectstatementofRefertotheprocurementstatementof31WhichprojectmanagementprocessgroupdefinesandauthorizestheMonitoringand.IntegrationisdoneSeniorProjectteamProjectmanagementProject整合 Yourapprovedcostbaselinehaschangedbecauseofamajorscopechangeonyourproject.YournextstepshouldbetoEstimatethemagnitudeofthescopeIssueabudgetlessonslearnedExecutetheapprovedscopeAprojectiscompletedAdministrativeclosureisDeliverableshavebeenacceptedbyAllscheduledependencieshaveFinalprojectcostfigureshaveYouhavejustfinishedmostoftheworkonanewsystemsintegrationprojectwhenthesellercomestoyouwithdetailedproceduresforcloseoutofthecontract.Thecontractincludedcloseoutprocedures.Whatshouldyoudo?Revisethecloseoutproceduresaftergettingmanagement'sGetachangeCreatenewproceduresthataremoreAssessthequalityoftheseller'snewdetailedproceduresandiftheyarebetterthanthecurrentprocedures,usethemchangecontrolsystemshouldbeasneededonthebyasaformaledbytheAllofthefollowingarerequiredtobringaprojecttoclosurePerformprojectfeedbackwiththeObtainsignofffromtheReviewprojectationforUpdatetheprojectThecarpetingsubcontractorhas,withoutpriorapproval,installedcarpetthatisaslightlydifferentpatternfromthepatternselectedfortheproject.ThedifferenceincostpersquareyardsavesapproximayUS$10000.Uponlearningofthechange,theBSETcourseofactionfortheprojectmanageristo:DemandthattheoriginalcarpetingMeetwiththecustomertoexplainwhathappenedandcelebratethe$10000thechangeinthechangecontrolplan.Determinetheoverallimpactonthe会见客户，对发生的事情进行解释。然后庆祝发了一笔10000的横WhichisthelatestactivitydoneatclosingphaseoftheReassignmentofteamNewtrainingresourceplanforprojectTeamperformanceappraisalIndividualappraisal39.团队评Theprojectmanager’sroleduringexecutionoftheprojectcanbedescribedasaPMO，PMBOK变更请求由下述提出WhichofthefollowingisnotnecessaryatthetimeofprojectNegotiatewithfunctionalmanagersforrelocationofteammemberstothefunctionaldepartments.Transfertheproject’sproducts,services,orGatherlessonsHaveaTheprojectsponsordecidedtointerruptfundingforyourproject.Yo