模拟题赶工一个任务时你应该

Incrashingatask,youwouldfocusAsmanytasksasNon-criticalAcceleratingperformanceoftasksoncriticalAccelerateperformancebyminimizing"IcannottestthesoftwareuntilIcodethesoftware."ThisexpressiondescribeswhichofthefollowingMandatoryorWhichofthefollowingformulasprovidesthemostaccurateresultforcomputingactivityAD=Workty/ProductionAD=Workty/NumberofAD=Productionrate/WorkAD=(Productionrate)(Workty)/NumberofAD(活动历时)=工作数量/生产AD=工作数量/资源数量AD=生产率/工作AD=x工作数量/ResourcedealswiththeeffectiveuseofresourcesthroughtheschedulingoftheprojecttominimizetheresourcetypicallytendstohavenoeffectonthedurationofthetendstoincreasetheoriginalprojectcompletionisparallelworkingfordecreasingtheprojectcompletionWhichoneofthefollowingisNOTatrade-offdecisionthatmustbemadeinthedevelopmentoftheprojectWhethertouseskilledorunskilledTheamountofprofitvendorsshouldmakeversustheprofitothervendorshavereceivedintheManufacturingin-houseorsub-contractingouttheTheimportanceofcostversusThemostimportantroleofPMinaMatrixorganizationWhenaprocessisincontrol,whatdoyouwanttodototheTheprocessshouldnotbeTheprocessmaybeadjustedforcontinuousTheprocessshouldbealwaysadjustedforcontinuousTheprocessshouldberegularlyYourcompanyhasstartedadevelopmentprojectforapublicsector.Thereareextenuatingcircumstancesrevolvingaroundtheprojectsite,whereitmaydestroythousandsofacresinhibitedbyhundredsofwildlifespecies.Youcompanyhaslongsupportedtheenvironmentandhasoffereditsnametonon-profitgroupstosupporttheenvironmentalmovement.Youaretheprojectmanagerandareconfrontedbyoneofthenon-profitenvironmentalgroupleader’sregardingyourcompany’sinvolvementinmanagingthis"environmentallydestructive"project.Howshouldyoureacttotheenvironmentalleader’squestions?Onlyanswerquestionsregardingtheprojectwork,otherwiseyoushouldsay"noSpeakoutinoppositiontoyourcompany’sinvolvementwiththisStatethatyouaretheprojectmanagerontheprojectandarenotqualifiedtoansweranyenvirnmentalquestionsregardingtheproject;thenreferthemtothepublicrelationsofficeforanyfurtheranswers.Admitthatyouaretheprojectmanagerandtrytohandleallofthequestionsthatyou坏数百种野生物种的数千亩家园。你的公司长期以来就支持环境问题，并且加入非小组支持的环境运动。你是项目经理，现在非小组的一关于你公司参与管理这个“破坏环境”的项目Duringplanningyousitdownandestimatethetimeneededforeachtaskandtotalthemtocomeupwiththeprojectestimate.Thisdurationiswhatyoucommittocompletetheproject.Whatiswrongwiththescenario?TheteamdidnotcreatetheestimateandestimatingtakestoolongusingthatTheteamdidnotcreatetheestimateandanetworkdiagramwasnotTheestimateistoolongandshouldbecreatedbyTheprojectestimateshouldbethesameasthecustomer’srequiredcompletion"costofquality"isaprojectmanagementconceptthatincludescostexceedingchangestotheensuringconformancetothequalitycontrolMr.Huangisaprojectmanagerforasmallcompany.Recentlyhewaspreparingatoughcompetitionproposal.Heknowsthatthecalculatedcostsaretoohighandsodoeshissupervisor,MissLiu.MissLiusuggeststoMr.Huangtocutthecostsby15%towinthebidding.Byngso,thecompanywillnotmakeaprofit.WhatistheethicalthingthatMr.Huangshoulddo?HuanglsLiuthathehasdifficultyinreducingthepricebelowcostbutwantstodiscusswaystoreducethebidprice.Huangthinksthatifhereducesthecost,thecompanywillwinthebusinessandhopefullycanpickupadditionalrevenuefromprojectchanges.SubmittheproposalatthecurrentcostLetthemarketingpeople黄先生是一个小公司的项目经理。最近他正在准备一个竞争十分激烈的。他知道计算出的成本太WhichofthefollowingisconsideredaofDiscussingyourprojectwithaStartingtoworkingforacompetitorjustafterresigningyourAmodestgifttoyoufromacompanythatyouhavedonebusinesswithforUseyourcompany’saffiliationtopromoteyourownYouraretheprojectmanagerinaprojectwhereyoushouldbuymanyoff-the-shelfparts.Forsomepartsthatarebeingdesignednow,theprojectsponsorindicatedacertainvendorandaskedyoutoreleaseapurchaseordertothevendor.Thecostofthevendordoesnotmeetyourcostandtherequirements.WhatshouldyouReleasethepurchaseorderasRefusethesponsor’sWithholdthepurchaseorderuntilthebudgetandrequirementsarereviewedfortheMakeapurchaseordertospecifylessexpensivepartsthatarebelievedtoberequiredfortheprojectproduct.TheprincipalsourcesofprojectfailureLackofaprojectizedorstrongmatrixstructure,poorscopedefinition,andlackofaprojectLackofcommitmentorsupportbytopmanagement,disharmonyontheprojectteam,andlackofleadershipbytheprojectmanagerPoorlyidentifiedcustomerneeds,ageographicallydispersedprojectteam,andlittlecommunicationwiththecustomeruntiltheprojectisdeliveredOrganizationalfactors,poorlyidentifiedcustomerneeds,inadequa yspecifiedprojectrequirements,andpoorplanningandcontrol没有管理的承诺和支持，项目小组不和谐，项目经理不Contractorhasperformedtheprojectuponcustomer’srequests.Attheprojectcompletion,CustomerrequestedminorScopeCreepbeforeFinalAcceptance.WhatisthebestresolutionwhichmaysatisfybothResolvewithcontingencyPersuadethecustomerthatthechangeisnotAskthecustomertosubmittheChangeLettheprojectteamtostudythealternativesfortheDuringcloseout,manyprojectmanagerstendto nelreassignmentaslongaspossibleTheyarereluctanttoconfrontanyinteralsthatmayoccurintheTheybelievethatnoonewillwanttoleavetheThefunctionalmanagersdonotwanttheteammemberstoTheteammembersdonotwanttomoveontonewACPIof0.80Asofnowweexpectthetotalprojectcostof80%morethanWhentheprojectiscompletedwewillhavespent80%Yourprojectisonlyprogressingat80%ofthatYourprojectisonlygetting80centsoutofeverydollar成本绩效指数(CPI)0.8080%项目完成是超支80%80%你项目投入的每一只收到80美分的效果Toassesstheimplicationsofcrashingaproject,aprojectmanagershouldfirstThecostandtimeslopeforeachcriticalactivitythatcanbeThecostofadditionalresourcestobeaddedtotheproject’scriticalThetimethatwillbesavedintheoverallschedulewhentasksareexpeditedonthecriticalThreeprobabilistictimeestimatesofPERTforeachcriticalpathPERTDuringtheexecutionofaprojecttheprojectmanagerdeterminesthatachangeisneededtomaterialpurchasedfortheproject.Theprojectmanagercallsameetingoftheirteamtoplanhowtomakethechange.Thisisanexampleof?ManagementbyLackofachangecontrolGoodteamLackofaclearworkbreakdown ProjectmanagementtechniquesappliedtoongoingoperationsiscalledasCodeofManagementbyManagementbyTheworkbreakdownTheneedfor()isoneofthemajordrivingforcesforcommunicationinaWhoisresponsiblefordeterminingtheprojectcostvarianceacceptableFunctionalDepartmentUpperProjectTwofundamentalobjectivesofprojectcontrolareAlteractivitiestoachieveresultsandmanageorganizationalEliminateunexpectedtechnicalproblemsandidentifytechnicaldifficultiesthatrequiremoreEnsurethatresourcesareavailablewhenneededandavoidincreasesinthescopeofHavetherequiredmaterial, nel,andequipmentavailablewhenneededandensurethatbudgetingisAprojectteamwascomposedof5members.Six(6)moremembersadditionallyjoinedtothi .Whatistheincreaseincommunicationchannel?Six4.52项目小组原来有5个成员。现在新增加6个成员。沟通增加了多少A.6B4.5C2D.2Oneofteammemberscomplainsthatthejobconditionisnotsafe.Whatisthebestapproachoftheprojectmanagerindealingwiththiscomplaint?Sinceonlyonemembercomplains,doHavethesiteinspectedbyyourclient’ssafetymanagerandnotifyyourcompany’ssafetyorganizationregardingthepotentialhazard.Thenfollow-upwiththeemployeethatmadethecomplaint.HaveameetingwiththeemployeetodiscusstheproblemonlytomakethemfeelbetterabouttheTurntheentireproblemovertotheclientforthemtoThecriticalpathhasthefloatofminus20(-20)days.Ifthepathhastwoactivities,whatmaythisThecriticalpathmustbeevaluatedtodeterminetheactualProjectisexpectedtofinish20daysEachactivityhas–20daysDurationCompressionmayberequiredtosatisfytheproject2020SchedulecontrolisconcernedwithallthefollowingInfluencingthefactorsthatcreateschedulechangestoensurethatthechangesareDeterminingthattheschedulehasManagingtheactualchangeswhenandastheyChangingtheschedulebasedoncustomerWhoshouldbeincontroloftheprojectTheprojectTheteamFunctionalTheprojectmanager'sOnanenvironmentalremediationproject,anexampleofavalue-addingchangeisoneIscausedbyaneworrevisedernmentregulationnecessitatingthatthedesignbeTakesadvantageofcost-reducingtechnologythatwasnotavailablewhenthescopewasoriginallyUsesabillofmaterialstodefinethetotalscopeoftheproject,includingallassembliesandCorrectsomissionofarequiredfeatureinthedesignofaWhichofthefollowingapproachestoqualityimprovementisleastlikelytoproducepositivecontinuousincreasedstatisticalqualityclienttrackingInthestrongandweakmatrixstructures,thebalanceofpowermaybeshiftedtoeithertheprojectmanagerorfunctionalmanagerbychangingthe:LevelsatwhichtheprojectandtheparticipatingfunctionalmanagersSupportprovidedtotheprojectandfunctionalmanagersfromtopPhysicaldistancesbetweenthepeopleinvolvedintheAlltheLackofcommunicationandunsolvedargumentsComplicatedCrashedInefficientprojectUndefinedresponsibilityofprojectThecustomerwantstomakeamajorchangetothescopeofworkwhentheprojectismostlycomplete.Theprojectmanagershould?MaketheInformthecustomeroftheimpactoftheRefusetheReporttoChangeControl"Onlymybosscanagreetothatrequest,andheisn’there.Whydon’tweagreetoonlytheschedule?Icanagreetothat."Whattypeofnegotiationtechnique?Goodguy,badMissing Inwhichtypeofcontract,ContractorismostconcernedinCostFirmTime&WhichofthefollowingstatementsisNOTtruewithregardtocostreimbursementTheseller’sinterestincostcontrolPaymentisbasedsolelybythedeliveryofgoodsandThebuyer’sconcernabouttheseller’sperformanceThebuyerbearsthegreaterfinancialAnactivityhasthefollowingestimatedduration:Optimistic=6days,Mostlikely=21days,Pessimistic=36days.Whatisthepossibilitythattheactivityisfinishedfrom16daysto26days?一个活动的历时估算如下：最乐观估算=6天；最可能估算=21天；最悲观估算=36天。那么，该活动在16天到26天的时间完成的几率有多高？ProjectplansaredevelopedbySeniorFunctionalProjectProject项目计划 编制Theprojecthasaproblem nelperformance.ThisisbesthandledFormalwrittenFormalverbalInformalwrittenInformalverbalDuringtheprojectexecution,anewPMwasassigned.TheprojecthasbeenexecutedalongtheplanandPMhasfoundCustomerhadcomplaintsagainstReportingMethod.WhatisthefirstthingforPMtodo?CheckCommunicationAskCustomer'scomplaintsandrequirementsandsearchfortheSuggestthemodifiedreporttotheLettheprojectteamdevelopOfthefollowingfactors,whichonehasthegreatesteffectontheproject’scommunicationExternalinformationTheproject’sorganizationalWhichofthefollowingtoolsortechniquesareusedintheinformationdistributionCommunicationmanagementplan,projectplan,andinformationdistributionInformationdistributionsystem,informationretrievalsystem,andperformanceCommunicationskills,informationretrievalsystem,andinformationdistributionCommunicationskills,workresults,andstatusThechangecontrolsystemmustincludeallexceptTheThetrackingAuthorizationapprovalIncentivesforsuccessfulTheprojectplanisimportantinchangecontrolbecauseProvidesthebaselineagainstwhichchangesareProvidesinformationonprojectAlertstheprojectteamtoissuesthatmaycauseproblemsintheIsexpectedtochangethroughouttheThepurposeoftheprojectscheduleasaninputtoschedulecontrolisShowhowchangestotheschedulewillbeProvideinformationonscheduleServeasthescheduleDeterminewhetheraschedulerevisionis ysisisusedtoCausesofThequalitymanagementCustomerTechnical,cost,andscheduleAninputtoteamdevelopmentGeneralmanagementTheprojectTheschedule,sothateachteammembercanbeassignedresponsibilityforspecificworkTherewardandrecognitionInattributesamplingResuoesordoesnotResultisratedonacontinuousscalethatmeasuresthedegreeofEmphasisisonnormalprocessEmphasisisondeterminingwhetheraresultfallswithinspecificcontrolDuringaprojectteammeetingateammembersuggestsanenhancementtothescopeofworkthatisbeyondthescopeoftheprojectcharter.Theprojectmanagerpointsoutthattheteamneedstoconcentrateoncompletingalltheworkandonlytheworkrequired.ThisisanexampleScopeProject MissZhenisaprojectmanagerfortheAAACompanyandhasmaintainedagoodperformanceintheprojects.Shewasgivenanopportunityforaside-job,forwhichsheworksafterhoursandonweekends,managingaprojectforsmallcompany,BBBCompany.CompanyBBBisnotincompetitionwithAAA.CompanyAAAdoesnotknowofherextraworkactivitiesforanothercompany.Whatshouldshedojusttobeonthesafesidewithhercurrentemployer,AAA?DonothingsinceitisonherowntimeandAAAAisnotincompetitionwiththissmallTalkwithhermanagementtoensurethereare ofinterestpolicy lherdirectsupervisorandlet lherwhattoHavetheBBBCompanyassureherthattheywillnotdisclosetoAAAAherside-是AAA公司的项目经理，工作绩效一直很优良。她现在下班后和周末为一个小公司BBB管理项目。BBB公司不是AAA公司的竞争对手。AAA公司不知道她在为另一家公司工作。她应该怎么做才能维持她在AAA公司的安全？AAABBB让BBB公司保证不把她的事情告诉AAA公司CostforecastingcanbebestdescribedbywhichoftheTheprocessofdevelothefuturetrendsalongwiththeassessmentofprobabilities,uncertainties,andinflationthatcouldoccurduringtheproject.TheprocessofassemblingandpredictingcostsofaprojectoveritslifeTheprocessofestablishingbudgets,standards,andamonitoringsystembywhichtheinvestmentcostoftheprojectcanbemeasuredandmanaged.Theprocessofgathering,accumulating,yzing,monitoring,reporting,andmanagingthecostsonanon-goingbasis.ConsideringtheprojectscheduleduringthecostbudgetingIdentifiesthe ementssothatcostscanbeAllowscoststobeassignedtothetimeperiodwhentheywillbeProvidesanotherwaytohelpmeasureandmonitorcostAandA和AParetodiagramhelpstheprojectmanagerFocusonthemostcriticalissuestoimproveFocusonstimulatingExploreadesired DetermineifaprocessisoutofAllthefollowingareinputstoprojectinitiationexceptProductorserviceProjectselectionProjectYouaretheprojectmanagerforalargeITcompany.Oneofthesoftwarenamed"PX"isdevelopedbyasoftwaredeveloperandwillbeintegratedtoyoursystem.Recentlyyouhavelearnedthat"PX"hassomebugandwillnotbedeliveredwithoutcorrection.The"PX"companydoesnotwantyourclienttoknowaboutthisproblem,sincetheproblemwillnotariseuntillongaftertheprojectcompletes.TheycsosellthenextVersionof"PX"aftercorrection,andmakeanotherprofittothemandalsotoyourcompany.HowcanethisMeetwiththeclientandteachthemhowtoask"PX"engineeraboutthefunctionofnewsoftwaresothattheclientcanfindtheproblem.IgnorethesituationsinceyouwillbegoneaftertheprojectDiscussthissituationwiththeManagerof"PX"andtrytodissuadehimfromusingthisSaynothingtotheclientfornow,buthaveameetingwithyoursupervisorandthe"PX"Managerandhis todiscussalternatives.IT公司的项目经理。“PX”软件由一家软件开发公司开发，并将合成到你的系统。最近会见客户，们如何向“PX”的工程师询问新软件的功能，这样客户就能发现问题了和“PX暂时不向客户透露，会见你的主管和“PXProjectPlaniscompletedandtheProjectislaunchedwiththefixedschedule.Whencustomerrequeststheadditionalworktobedone,whatisthemostproperway?IncludetheadditionalscopetothescopeandexecutetheExecutetheinitiallyplannedprojectandplanaseparateReporttotheCCBandfindtheSinceitisoutofscope,itmaynotbeCCBRe-baseliningmaybeneededShowthattheprojectisnotbehindProviderealisticdatatomeasureReportscheduleShowspecialformsofcorrectiveactionsThepurposeofthereviewofdeliverablesandprojectperformanceattheconclusionofaprojectphaseisDeterminehowmanyresourcesarerequiredtocompletetheprojectaccordingtotheprojectAdjustthescheduleandcostbaselinesbasedonpastObtaincustomeracceptanceofprojectDeterminewhethertheprojectshouldcontinuetothenextConditionaldiagrammingmethodssuchasGERTareToshowthefourtypesofdependencies(finish-to-start,finish-to-finish,start-to-start,andstart-toForagraphicalrepresentationofthenetworkthatiseasiertointerpretthanPERTBecausePDMandADMdonotallownonsequentialactivities,suchasloopsorconditionalTohelpexpeditethepreparationofaprojectnetworkGERTPERTPDMADMWhichofthefollowingistrueregardingcommunicationwithinaprojectTheprojectmanagermustassumetheprimaryburdenofresponsibilitytoensurethatmessagessenthavebeenreceived.Effectivemeetings,awarroom,andatightmatrixpromoteeffectiveIfaprojectconsistsof12people,48potentialchannelsofcommunicationMostprojectmanagersspend30percentoftheirworkinghoursengagedin如果项目有12个人，则有48条沟通30%WhichisconsideredimportantatthetimeofcompletionofalargeandimportantFinancialandrecordofYouhaveworkedasaprojectmanagerinyourown.YouareassignedtomanageaglobalprojectwhereEUcountriesareinvolved.Amongmanythings,whatshouldyouprepareforthisinternationalproject?Nospecificactionsarerequired.JuststartplanningyourGainknowledgeaboutthecountriesandtheirbusinessAlignyourChineseteamtohelpimplementtheprojectinyzetheprojectteammembers,andchooseonlypropermembersthathavesomeknowledgeintheWhatdoeshavingaprojectcharterdofortheprojectDescribesthedetailsofwhatneedstobeDescribesthenamesofallteamGivestheprojectmanagerAprojectmanagerconsidersmanythingsinorganizationalplanning.Whichofthefollowingsbestdescribestheprojectmanager’sconsideration?Projectinterfaces,informalreportingrelationshipamongdifferentindividuals,preferenceoftheprojectmanagementteamProjectinterfaces,organizationalpolicies,preferenceoftheprojectmanagementteam,andcompetenceofeachstaffProjectinterfaces,organizationalpoliciesand/oragreementwithlaborunion,preferenceoftheprojectmanagementteamOrganizationalinterfaces,projectinterfacesmanagement,inter alinterfaces,andorganizationalInwhichofthefollowingprojectcharacteristicswoulditbemostappropriatetouseaprojectizedorganizationalformoverastrongmatrix?TheuncertaintyiscomplexandthetechnologyisThesizeissmallandtheuncertaintyisThesizeislargeandthetechnologyisThetimecriticalityismoderateandthedurationisYouaremanaginganinternalR&Dproject.Theinitialtestresultsareverypoor.Youareafraidyourmanagementmightcanceltheproject,andthiscouldreflectpoorlyuponyou.Verificationtestingcouldbedonequicklyandinexpensively.Youshould:Bethefirst mendcancelingtheInformmanagementabouttheresultsandwaitforaInformmanagement y mendretestingforWithholdtheinformationfrommanagementuntilyouperformadditionalteststoverifytheinitialInallprojects,needsmustbetemperedbyschedule,cost,andresourceconstraints.Projectsuccessdependsprimarilyon-ThequalityofthescheduleandcostcontrolCustomerCustomercompromiseindefiningitsExceedingcustomerrequirementsthroughgold-Aprojectmanager’scompanyoperatesinahigh-technologyarearequiringtheintegrationandsharingofseveralfunctionalspecialties.Theprojectmanagerisconsideringtheappropriateorganizationalstructureforanewproject.Thelikelychoicewouldbe-TightWhichofthefollowingisnotpartofaneffectivechangecontrolStandardsforLessonsCustomerisrequiringscopechanges.Inorderto yzetheinfluencestotheproject,PMshouldreviewWBS,changerequest,scopemanagementplanand–PerformanceParetoMonteCalro Aprojectmanagercallshisprojectteamtofyandassesstherisksoftheirproject.Thebenefitstheteamwillgainfromthisexerciseincludeallbutwhichofthefollowing?Thoroughlyunderstandtheproject,theassociatedrisksandtheimpactofriskonallpartsoftheDevelopriskmitigationstrategiesfordealingwithissuesEnsureallidentifiedriskissuesareincorporatedintoprojectIdentifyalternativeswhiayAfterpreparingtheprobabilitydistributionofcost eforaproject,theestimate,witha15%probabilityofbeingexceeded,isapproximayonestandarddeviation.BelowtheBelowtheAbovetheAbovethe Theconceptofstandarddeviationisimportantinriskysissincestandarddeviationmeasureanestimate’svariability.Therefore,the()thestandarddeviationofanestimate,the()itsvariabilityandrisk. WhatisthefunctionofChangeControlBaselineSpecification&StandardProjectPerformanceDeterminationoftheManagementIntegrationisdoneSeniorProjectteamProjectmanagementProjectWrittenchangeordersshouldberequiredAllprojects,largeandLargeProjectswithaformalconfigurationmanagementsysteminProjectsforwhichthecostofachangecontrolsystemcanbeWithaclearSOWacontractorcompletesworkasspecified,butthebuyerisnotpleasedwiththeresult.Thecontractisconsideredtobe:pletebecausethebuyerisnotpletebecausethespecsareCompletebecausethecontractorisCompletebecausethecontractormetthetermsandconditionsoftheInwhichofthefollowingcontracttypeisiteasiertochangethescopeoftheFirmFixedFixedPricePlusIncentiveCostPlusPercentageOfNoneoftheThethreeprojectsituationsthatrequirethemostnegotiationskillsWorkingwithfunctionalmanagerstoensurethatresourcesareavailabletosupporttheproject,providingperformanceappraisalstoprojectteammembers,anddevelotheWBSDevelotheWBS,determiningthemasterschedule,andmanagingprojectUsingsubcontractors,develotheprojectscopestatement,andmanagingchangesaftertheprojectisunderwaySecuringuppermanagementsupportfortheproject,workingwithfunctionalmanagers,andbuildingtheprojectteamWhichofthefollowingadministrativetasksmustthesellerperformbeforefinalpaymentonacontractcanbeauthorized?preparationofacontractcompletionauditoftheprocurementupdatingandarchivingofcontractsettlementofAcontractislegallybindingandmustcompriseallbutoneoftheMutualApprovedTheprojectmanagerisevaluatingthebidsoftwovendors.Bothvendorsoffertosellsimilarelectroniccomponents,whichareintegratedatthevendor’ssite.Toavoidthemostrisk,theprojectmanagerviewssuchitemsasthevendor’s;price,salesvolume,profitprice,promiseddelivery,inspectionprice,experience,delivery nelskills,materialcontrolTheEVMSreportshowsCV=SV=0.However,a tonehasbeenmissedthatwillcauseanoveralldelaytotheproject.Whichoneofthefollowingisbeinginadequa yreported? ysisCommunicationplanResourcemanagementCriticalpathTheprojectmanagermayrealizethatsometermsofthecontractandprojectobjectiveswillnotbemet.Itwouldbecostlyandtimeconsumingtomeetsomespecifications.Theprojecthasahighdegreeofexposuretoriskatthispoint.Negotiationwiththecustomertoreducetheriskexposureisameansthat:couldeliminateallrisktotheprojectandcustomeratnocosttoeithercouldredefinetheriskexposuretooneofopportunitiesforboththeprojectandcouldresultinreducedscopefortheprojectandanimprovedproductforthemaycostlesstopaypenaltiesandmeetamodifiedspecificationtomeetminimumcustomerrequirements.出现风险可能性较高。同客户协商降低风险可能性这种：DecisiontreesarebestuseddeterminingtheinteractionoftheamountatstakeandtheexpectedassociationoftheprobabilitieswiththeriskanillustrationofhowtoseetheinteractionsbetweendecisionsandtheassociatedaflowchartwhichdeterminesthestandarddeviationoftheriskFourprojectmanagersarehavinglunchtogetheranddiscussingtheirprojects.Mostofthetimetheyarejustcomplainingabouthowhardprojectsaretomanageintheircompany.Somecomplainaboutthestakeholdersandthenumberofchangestheycause.Otherstalkabouthowharditistogetpeopletocooperateandperform.Oneprojectmanagerwantstofocusontheadvantagesofthematrixtypeorganizationtheyallworkinfortheirprojects.Whichofthefollowingwouldhemention?ImprovedprojectmanagercontroloverMorethanonebossforprojectCommunicationsareReportingisTheprojectstatusreportisanexampleofwhichformofFormalwrittenFormalverbalInformalwrittenInformalverbalWhenaprojectmanagerisengagedinnegotiations,non-verbalcommunicationskillsareLittleMajorImportantonlywhencostandscheduleobjectivesareImportantonlywhendealingwithotherAllthefollowingareobjectivesofthekickoffmeetingEstablishingworkingrelationshipsandlinesofReviewingprojectEstablishingindividualandgroupresponsibilitiesandDiscussingspecificlegalissuesregardingtheAllthefollowingarebarrierstocommunicationDetrimentalattitudesassociatedwithlowLiquidateddamagesprovisionsinfixed-priceLackofclearcommunicationIngeneral,disagreementsamongstakeholdersshouldberesolvedinfavorofSeniorPerformingAprojectmanagermayusetomakesuretheteamclearlyknowswhatworkisincludedineachoftheirAprojectscopeofAprojectAWBSAriskmanagement WBSTosuccessfullymotivateateamintoday’shigh-techenvironment,whi otivationaltheoriesshouldthePMusetomaintainahappy,productiveteam?ExpectancyandTheoryTheoryYandMaslow’sHerzberg’sHygieneFactorsandYMaslow理论Y，期待、Herzberg因Herzberg因素、期AccordingtotheDouglasMcgregor’sTheory,TheoryYanticipatepeopleneedtobewatchedeveryPeopleareincapableandavoidPeopleavoidworkwhenevenPeoplecandirecttheirownDouglasMcgregorYProjectexpeditorisdifferentfromaprojectcoordinatorinthatcanmakemorereportstoahigher-levelcanmakenohassomeWhichofthefollowingparametersareaffectedbyschedulingandallocatingresourcestomultipleResourceuseandresourceDurationcompressionandActivitylistsandtheScheduleslippageandin-processWhichtermdescribesamodificationofalogicalrelationshipthatdelaysasuccessor闲置Youhaveanopportunitytomakeagoodprofitofanewserviceproducttoanewcustomer.Althoughyouhadenoughexperiencesinthesimilarprojects,thegeneralmanagerasksyoutoexaggerateyourexperiencestomakeaquickcontract.Whatisthebestwayyoucannthissituation?RefusethatOfferthatyouhaveperformedsimilarprojectlthegeneralmanagerthatyoucannotmisrepresentyourqualifications,butwouldyourpastexperiencesofsimilarprojectstothenewclientandseektrainingonthenewproductlinebefore mendanotherprojectmanagertoassistsuchsalespromotion.你现在有机会为客户提供Iftheoptimisticestimateforataskis12days,pessimisticis18days,whatisthemostlikely151316Notenough151316ThefourtypesofcoststhatarefoundintheLifeCycleCostingconceptoperating/maintenance,discard,direct,andindirect,auxiliary,development,andoperating/maintenance,development,andindirect,auxiliary,indirect,andYouaretheprojectmanagerofanITcompany.Youareintheprocessofcreatingacollectionandfilingstructurethatdetailswhatmethodswillbeusedtogatherandstorevarioustypesofinformation.Proceduresshouldalsocovercollectinganddisseminatingupdatesandcorrectionstopreviouslydistributedmaterial.Wherewillyouincludethisinformation?InformationRetrievalInformationDistributionProject你是一个IT公司的项目经理。你在创建一系列文档用来描述收集和不同类型信息的过。流程Inyourcompany,youareintheprocessofdecidingwhethertobuyaproductormakeitin-house.Allthefollowingstatementsrelatedtomake-or-buyysisarecorrectEXCEPT:Make-or-buyysisispartofinitialscopeplanningprocessthatcanbeusedtodeterminewhetheraparticularproductcanbeproducedcosteffectivelybytheperformingorganization.Make-or-buyysismusttakeinaccounttheoftheperformingorganization,aswellasimmediateneedsoftheproject.Iftheperformingorganizationhasanongoingneedfortheitem,theportionofthepurchasecostallocatedtotheprojectmaybelessthanthecostoftherental.Buysideofmake-or-buyysisshouldincludeboththeactualout-of-pocketcosttopurchasetheproductaswellastheindirectcostsofmanagingthepurchasingprocessDuringprojectexecution,ariskoccursandhasagreaterimpactontheprojectthanwasanticipated.TheBESTthingtodowouldbeto:executethecontingencycreateaperformadditionalriskresponsecreatearisktransferenceAmetricisanoperationaldefinitionthatdescribes,inveryspecificterms,whatsomething