测试与解析-1706清晖复习一

清晖PMP（topic）真正读懂题目K（key）迅速抓住考点清晖PMP复习测试题，归清晖所有，清晖，或对试题或参考答案 Duringprojectproposalnegotiationsforanindustrialplant,thecustomerinformstheprojectmanagerthhangeisrequiredtoimproveperformance.Whatshouldtheprojectmanagerdo?AsktheprojectsponsorforadditionalCallseniormanagementforUpdatetheworkbreakdownstructureRevisetheriskresponseEarnedvalueActualcostPlannedvalueBudgetatcompletionEstimatetocompleteProjectstakeholderswanttounderstandtheperformanceofaprojectthatis80percentcompleteAssumingtheprojectcontinuesatthesamerate,andusingthenumbersinthetable,whatistheproject’sestimateatcompletion(EAC)?Aftercustomeracceptanceofthefinaldeliverable,theprojectmanagerdistributesthefinalprojectreports,gathersprojectsforarchiving,andconductsalessonslearnedsessionwiththeteam.Whtivitystillneedstobecompleted?CapturingworkperformanceUpdatingtheissueMeasuringandrecordingcustomeringcorrectiveAprojectbyineffectiveweeklyteammeetings.Somemorevocalteammembersareturningthemeetingsintolengthydiscussionsofareastheyviewasproblematic.Toimprovethemeetings'effectiveness,whatshouldtheprojectmanagerIncreasethelengthoftheExcludethemorevocalteammembersfromtheEnsurethatnoteammembers'feelingsareSetclearagendaswithspecifictimelimitsforeach D.Acustomerisconcernedwheninclementweatherresultsinscheduleslippage.Whenshouldtheprojectmanagerhaveexecutedappropriatecontingencyresponsestrategies?WhenfundingwasmadeavailableforadditionalWhenthecustomeragreedtoascheduleWhentheinclementweatherwas yaftertheinclementweather Aprojectisnearingcompletionwhentheprojectteamlearnsofnewregulationsfortheregion.wheretheproductistobeinstalled.Theprojectmanagerdeterminesthatanewfeaturewillhavetobeaddedtoensurecompliance,whichwillimpacttheresources,schedule,andbudget.WhatisneededtocommunicateandapplytheactivitiesrequiredtocomplywiththesenewRiskbreakdownstructureChangeIssueProcessD.过程分Aprojectmanager'smultidisciplinaryteamsarespreadoverseveralcountries.Eachteamhasprepareditsbudgetandresourceneeds,whichnowmustbeintegratedintoandcomparedwiththeprojectcharter’sestimatedbudget.WhatshouldtheprojectmanagerdoSeeksponsorConductakick-offGathertheinformationandfinalizetheReviewtheplan the AprojectmanagerassignedtoanexistingprojectlearnsthatteamAcollectsrequirementBimplementstheserequirements,andteamCdevelopsthetestplan.Whereshouldthis FunctionalStaffingmanagementOrganizationalbreakdownstructureResponsible,accountable,consult,andinform(RACI)执行、负责、咨询和知情（RACI）矩Duringprojectexecution,theprojectteammisunderstandshowtouseanewtechnology.Asaresult,significantreworkisrequired,whichincreasesoverallcosts.FromwhatsourcecantheprojectmanagerobtainadditionalfundsfortheKeyContingencyProjectB.C.应急储备D.Duringtheexecutionofaprojectthatisatriskoffallingbehindschedule,theprojectmanagerlearnsthatthecompany’smostskilledresourcewillbeavailablefromaprojectthatfinishedearly.Theprojectmanagerinsiststhattheresourcebeimmediayassignedtotheirprojectteam,withtheexpectationofapositiveimpactontheproject.Whatstrategydidtheprojectmanager在执行一个处于于进度风险的项目期间，项目经理了解到，某个项目提前完成，公接受C.转移D.开ProjectmanagerArealizesthatadditionalresourcesarerequiredtocompletetheirprojectontimeandasksprojectmanagerBforassistancewithresources.IfprojectmanagerBagrees,whatshouldbeProjectstaffResourceProjectorganizationD.Whileworkingonanassemblyline,ateammemberreportsthehighfailurerateofaproduct.Whatshouldtheprojectmanagerusetosupportthisevidence?KaizenNominalgroupQualityForcefieldForasystemimplementationprojectincountryA,amanagercompletesthedeliverablesdefinedinthescopeandcustomeracceptsthem.Thissystemwassuccessfullyimplementedinseveralothercountries,buttheusersincountryAaredissatisfiedwithsomeofthefunctions.WhatshouldtheprojectmangerdonexttoclosetheProject?ConsulttheriskregisterformitigationConductmeetingswiththeuserstounderstandtheirOrganizealessonslearnedmeetingtocapturefeedbackforthelessonslearnedProvidethecustomeranduserswithallsupportingproject ationtoestablishthatprojectobjectivesweremetandaccepted.Aprojectteamisworkingonthescopebaselinecomponentoftheprojectmanagementplan. shouldbeincluded?Workbreakdownstructure(WBS)RiskmanagementCostmanagementScopemanagement15.ThefollowingaretheprojectTaskA(duration4days);TaskB(duration3days);TaskC(duration4days);TaskD(duration2days);TaskE(duration3days);TaskF(duration4days).TasksDandFcannotstartuntiltaskCiscomplete.TasksAandBcanstartanytimeaftertaskCstarts,butmustcompletebeforeoftheproject.TaskEcannotstartuntiltaskDiscomplete.DuringtheexecutionoftaskB,whichwasstartedonedayaftertaskChadstarted,anexceptionhappenedwhichwillcausea2-daydelayforthistask. tionshouldbetakentoensuretheprojectiscompletedonAddmoreresourcestotaskReassignresourcestotasksoncriticalAddmoreresourcestotaskNoactionis任务A（持续时间4）；任务B（持续时间3）；任务C（持续时间4）；任务D（持续时间2）；任务E（持续时间3）；任务F（持续时间4）始一天后才开始的，在执行任务B2天。为任务B添 为任务D添 Aprojectmanagerassumesaprojectforacompanythatundergoingorganizationalchangesandabouttoberestructured.Whatshouldtheprojectmanagerdotoensurethattheprojectisalignedwiththecompany’sgoalsandobjectives?ObtainprojectcharterReachagreementatthekick-offPerformagapysisagainstthebusinessyzetheprojectagainstthecompany’smission,vision,andAftervisitinganongoingproject’soperatingfacilitiesandmeetingwithprojectsponsors,anewlyassignedprojectmanagerdiscoverspotentialrisks.Inaddition,someprojectteammemberscomplainedtotheprojectmanagerthat,duringexecution,unexpectedeventsoccurredforwhichnocorrectiveactionsweretaken.Theprojectmanagerschedulesameetingtoaddresstheseissues.Whatshouldtheprojectmanagerincludeonnda?Toprisks,risksthathaveoccurred,riskresponses,risksidentified,risksclosed,andanupdatedriskregisterToprisks,risksthathaveoccurred,riskresponses,newrisks,risksclosed,andlessonsToprisks,newrisks,risksummary,riskresponses,andanupdatedriskToprisks,newrisks,trendysis,riskresponses,andlessons D最大风险，新风险、趋势分析，风险应对和经验教Acontractorisbehindscheduleandrequeststheprojectmanager'sauthorizationtoworkovertime.Whatshouldtheprojectmanagerdofirst?Approvethecontractor’sRejectthe hangecontrolboard(CCB)Reviewtheenterpriseenvironmental Acompanydecidestosignafirmfixedprice(FFP)contractwithaproviderfortheimplementationofanonlinebankingsystem.Whatriskresponsestrategyisbeingused?B.回避C.开拓D.接Aprojectmanagerreceivesabusinesscasefromacompany’sseniormanagement.Thiscompanyhasahistoryofabandoningprojectsmidwaythroughtheexecutionphaseandnotprovidingsufficientrequestedresources.WhatshouldtheprojectmanagerBuildaworkbreakdownstructureDevelopaprojectBuildaprojectmanagementDevelopastrategic（WBS Thereassignmentof nelwillcauseaprojectdelay.WhatshouldtheprojectmanagerConsultthestaffingmanagementInitiateachangeAcquireanewRevisetheproject D.Duringtesting,multipleproductdefectsareidentified.Whattoolortechniqueshouldtheprojectmanagerusetoprioritizethesedefects?ControlPareto RoughorderofmagnitudeestimateD.粗略量级估算Tocommunicatetheprojectmanagementplantokeystakeholders,announcethestartoftheproject,andsharerelevantinformation,whatcommunicationtoolshouldtheprojectmanageruse?StatusDailystandFocusD.Aproject’scostperformanceindex(CPI)is0.87anditsscheduleperformanceindex(SPI)1.3.Theprojectsponsorwouldnowliketoaddnewfunctionalitiestothefinalproduct.Whatshouldtheprojectmanagerdo?yzethetimeandcosttoaddthenewExplaintothesponsorthatthisisscopeAddtheAskthesponsortoissueachangeSixchangerequestshavebeensubmittedforapprovalbecausetheprojecdproductisnotmeetingspecifications.Theprojectteamcheckstherecords,andalprocessesarebeingexecutedasplanned.Initialmanagementexpectationswerethattheentireprojectcouldbecompletedwithfewerthanthreechangerequests.WhatshouldtheprojectmanagerReviewtheactivitylist,astheitemsmaybetooDetermineifadditionalrisksneedtobeaddedtotheriskReviewinputstothequalitymanagementReviewtheworkbreakdownstructure(WBS)activities,astheymaylack工作分解结构（WBS）Afterreceivingvendorproposals,whatshouldaprojectmanagerusetoensurethatthelowestpriceiswithinthecurrentmarketrange?IndependentProposalevaluationExpertyticalAprojectmanagerreviewsthescheduleperformanceandcalculatesthattheactualcost(AC)ofworkcompletedis220,thecostvariance(CV)is-20,andtheplannedvalue(PV)is180Whatistheproject’sschedulevariance(SV)?A.- A.-Anequipment rinformstheprojectmanagerofadeliverydelay.Theprojectmanageridentifiesthatthisdelaywillimpacttheentireproject.Tomaintaintheschedule,theprojectmanagerdecidestoshortentheequipmentinstallationtime.WhatshouldtheprojectmanagerdoDeterminetheproject’scriticalManage r’sRevisetheprojectSubmitachangeB.C.Aprojectteaminformstheprojectmanagerthertainriskwasmitigatedatlower-than-expectedcosts.Whatshouldtheprojectmanagerdonext?UpdatethecostmanagementPerformariskRevisethecontingencyInformtheD.Aconsultantinformstheprojectmanagerthataninternalcustomerresourceisworkingontheprojectandwantstobeinformedofprojectstatus.What shouldbeupdated?OrganizationProcurementMeeting Ariskassessmentforawebsiteprojectshowsthatimplementingaspecificfeatureismorecomplexthanexpected.ThiscouldimpactprojectperformancefrombothcostandscheduleWhatshouldtheprojectmanagerdoInitiateachangerequesttoscope,addthefeaturetothescopeexclusion,andupdatetheriskLogtheriskintheriskregisterandsetupameetingwithkeystakeholderstodiscusstheriskresponsestrategies.Updatetheriskregister,reviewthescope,andevaluaterisk-responsestrategieswithkeyLogtheriskintheriskregisterandcontinuewiththeD.Aprojectmanagerneedsadviceaboutaproject’scriticaltaskfromtwokeysubjectexperts(SMEs).TheseSMEshaveahistoryofdisagreeingwhileworkingonpastprojects.Whatshouldtheprojectmanagerdo?CreatearecognitionandrewardsUsemanagementReviewthecorporateknowledgeIssueachangerequestforanew 管理技术。D.为 Aprojectmanagerisunabletoimplementaprojectbecausetherequiredresourcesareunavailable.Theprojectmanagerisconcernedthattheprojectiscomingtoanendwithoutcompletionofthedeliverable.WhatshouldtheprojectmanagerRefertotheriskUpdatetheworkbreakdownstructureUpdatetheprojectmanagementEscalatetotheproject （WBSD.Amanufacturingcompanyidentifiestheneedforanewlineofproducts.Whatshouldthecompanydotojustifythis?DevelopaprojectmanagementApplyforCompleteabusinessMarketthenewDuringprojectplanning,theprojectmanageridentifiesthatthereareanextensivenumberofstakeholders.TheprojectmanagerasksateammembertoclassifyeachstakeholderbasedontheirpotentialimpactorsupportsothatthecommunicationsmanagementplanmaybeupdatedtomeetWhatshouldbeusedtoconductthisResourcePower/interestResourceStakeholderWhatsystemisapartoftheprojectmanagementinformationsystemConfigurationChangeContractchange什么系统属于项目管理信息系统（PMIS）D.Aprojectmanagerresponsiblefordeveloatwo-phaseproductdecidesthateachphasewillbecompletedbydifferentvendors.Seniormanagementhasestablishedthatphasetwomustnotfinishbeforephaseone.WhatshouldtheprojectmanagerdotopreventexecutionUpdatetheriskmanagementMeetwiththeTalktoseniorUpdatetheprocurementDuringaproject'sexecutionphase,anewprojectmanagertakesoverandallprojectsaretransferred.Thenewprojectmanageridentifiesthat50percentofthebudgethasbeenused,thecostperformanceindex(CPI)is1.05,andthescheduleperformanceindex(SPI)isWhatshouldthenewprojectmanagerdoIssueachangeUpdatethechangemanagementCrashorfasttracktheReviewthescopemanagementDueto alreasons,aprojectteammemberinformstheprojectmanagerthattheywillbeoutofworkfortwoweeks.Thi memberistheonlyresourcewhocanperformacritical-pat shouldtheprojectmanagerupdateRiskHumanresourcemanagementProjectDuringameetingtoobtainprojectmanagementplanapproval,theprojectmanagerlearnsthatastakeholderisbeingreplaced.Whereshouldtheprojectmanagerrecordthis?RiskStakeholderHumanresourcemanagementStakeholdermanagementA.companydecidestoimplementanewsupplychainsystemthatisexpectedtocorporateprofitsby15percent.Thefinancedepartmentisconcernedthatitsworkloadwillincrease,andstronglyopposestheproject.WhatshouldtheprojectmanagerManagethestakeholder’sResolvestokeepthestakeholderNegotiatemutualUpdatetheriskmanagement Duringprojectexecution,ateammemberregularlycomplainsthatsomeinformationisnotprovidedonatimelybasis.Whatshouldtheprojectmanagerdo?Checktheteammember’sperformanceInitiateregularinformationmeetingswithallteamHoldaone-on-onemeetingwiththeteamReviewthecommunicationsmanagementAprojectmanagerisstrugglingtoidentifythecompletescopeofalargeproject.Whatshouldtheprojectmanagerreview?ProjectWorkbreakdownstructure(WBS)andsequenceNetworkProjectcharterand D.Afunctionalmanagerneedstoknowwhencertainresourcesallocatedtoaprojectwill availableforotherassignments.WhatshouldtheprojectmanagerprovidetothefunctionalStaffreleaseResourceResponsibilityassignmentmatrixStaffacquisitionAprojectmanagerassesseperformancefollowingasuccessfulproject.Overall,theteamimproveditsperformance,movingfromastagewheretherewerenoclearrolesandresponsibilitiestoawell-organizedperformingunit.WhattypesofindicatorsshouldtheteamperformanceassessmentStaffturnoverrateandincentiveIndividualskillassessmentandStaffturnoverrateandindividualskillStaffcompetencies Aproductionlineisrestartedafteralengthydelay.Whattoolortechniqueshouldtheprojectmanagerusetovalidatethattheproductstillmeetstherequiredspecifications?DesignofExpertD.检Acompanymustdevelopaprojectmanagementculturetosurviveinachangingenvironment.Inthepast,theorganization’svisionwasdrivenbythesupplydepartment.However,thesupplydepartment'svice(VP),whoisakeyprojectstakeholder,refusestoadoptthenewHowcignmentwiththisnewculturebeInvitetheVPtoprojectSpeakwiththeVPtodeterminetheissuesrootConductcoachingsessionswiththeAskmanagementtoscheduleastrategicmeetingwithallprojectAprojectmanagerisleadingateamdevelo anewonlinebankingapplication.After23months,theteamhasspentUS$100,000ondevelopmentandhasUS$70,000ofthebudgetedcostremaining.Thetargetedcompletiondateis12monthsaway,buttheteamexpectscompletioninninemonths.Ateammemberidentifiesaprovenoff-the-shelfproductthatcomplieswithallprojectspecifications,canbepurchasedforUS$60,000,andcanbeimplementedwithineightWhatshouldtheprojectmanager pleteperformanceindexCustomerorprojectsponsorTheamountalreadyspentondevelopmentD.Make-or-buy Aprojectmanager,newlyassignedtoprojectA,learnsthattheprojectisbehindscheduleduetoinsufficienthumanresources.Economicconstraintsdeterthecompanyfromrecruitingnewstaff.However,theprojectmanagerdiscoversthatprojectBisnearingcompletion.ToensurethescheduleddeliveryofprojectA,whatshouldtheprojectmanagerWaituntilProjectBiscomplete,thenallocatetheresourcestoprojectNegotiateandinfluencefortherequiredRequireprojectB’memberstoworkonprojectRequireprojeteammemberstowork若要确保项目A按进度计划交付，项目经理应该怎么等到项目B完工，然后分配资源给项目A要求项目B的团队成员为项目A工作要求项目AAcompanyisasaperformingorganizationonaninfrastructuredevelopmentprojectsponsoredbytheernment.Afterrecenections,allongoing,ernment-sponsoredinfrastructureprojectsareputonholdforreview.WhatprojectshouldtheprojectmanagerScopemanagementIssueRiskProject D.Aprojectmanagerreceivestheapprovedprojectcharterforanewproject.Theprojectmanagerorganizesameetingwiththesalesdirector,humanresourcemanager,andotherkeyteammemberstocheckandconfirmtheroles,responsibilities,andexpectationsofeveryonewhomaybeimpactedbytheproject.WhatwillbeproducedasaresultofthisStakeholdercommunication ysisStakeholderStakeholderD.Aprojectmanagertakesoverastrugglingprojectandlearnsthattheteamisfrustratedbythewaytheformerprojectmanagerinteractedwiththem.Theteamwasconcernedthattheformerprojectmanagermadekeydecisionswithoutinvolvingthem.WhatmotivationaltheorydescribestheformerprojectMaslow'shierarchyofTheoryA.Y理D.X理Anengineerisconductingafacilityupgradeproject.Duringameetingtoexplaintheintentofthedeliverable,contractorsaskmultiplequestionsthattheengineerisunabletoanswer.Atofthemeeting,theengineerasksthecontractorstosubmitproposalsbasedontheirownunderstandingofthedeliverable.WhatshouldtheprojectmanagerhavecompletedtoobtainaclearervisionoftheWorkbreakdownstructureProjectmanagementProjectProject解提交。D.项目章Astakeholdercomplainsthatnotificationoftheproject’sdelayeddeliverywasnotreceived.Whatshouldtheprojectmanagerhavedonetopreventthis?UpdatedtherequirementstraceabilityReviewedthecommunicationsmanagementReviewedtheriskmanagementUpdatedthestakeholder 更新需求矩Aprojectmanagerwantstoperformforecastingtodetermineifaprojectwillmeetitscostandschedulegoals.Whatsourceprovidestheinformationtocreatethisforecast?D.工作绩5656Avendornotifiestheprojectmanagerthatarequirementcannotbemet.Toshouldtheprojectmanagerrefertodeterminehowchangerequestsarehandledforthisvendor'sChangemanagementProjectmanagementStatementofworkProcurement56.供应商通知项目经理 Aprojectmanagerreceivesthreecostestimatesforanitem:Optimistic(tO),US$1,500Mostlikely(tM),US$2,000Pessimistic(tP),US$4,000TheprojectmanagerusesUS$2,250inthecostmanagementplan.Whatmethoddidtheprojectmanageruseforthiscalculation?BetaBottomupExpert（tO，1500（tM，2000（tP，4000D.三角分Newsoftwaremustbemanufacturedbyaspecific,non-negotiabledate,andscopeandcostscannotbechanged.Deliverablesfrompreviousphasesoftheprojectarealreadylate.Beforemanufacturingthesoftware,whatshouldtheprojectmanagerusetoplanthetestingphaseFastRiskQualityD.质量控AProjectresourceismissingassignedtaskdeadlines.Theresourcecomplainsthatadditionaltaskswereassignedbytheirsupervisor.WhatshouldtheprojectmanagerProvideawrittenwarningtotheHireadditionalyzethesituationwiththeresourceandtheirIdentifyprojectprioritieswiththeprojectmanagementoffice （PMO）一起确定项目优先次序Acompanydecidestooutsourceitstechnicalsupportcenter.Afteraproofofconceptproject,manyuserscomplainabout munication,sothecompanydiscontinuestheprojecttooutsourcethesupportcenter.WhatdrovethisAcceptanceProductThresholdcontrolCustomerAkeystakeholderisconcernedaboutthedeliveryofthenextworkpackageandthecostsassociatedwiththenextphase.Whereshouldtheprojectmanagerfindthisinformation?IssuelogProcurementstatementofworkControlDuringanequipmentupgradeproject,theprojectmanagerrequestsweeklyprogressreportsfromaprovider.Theproviderstatesthatonlyonefinalreportisrequired. shouldbereviewedtovalidateResponsible,accountable,consult,andinform(RACI)WorkbreakdownstructureAprojectmanagermeetswithtwoKeystakeholderswhoeachidentifyeventsthatwillcreatesignificantprojectrisks.Withonlylimitedresourcesavailable,whatshouldtheprojectmanagerDeveloparisk-rankingPerformaqualitativeriskPerformatativeriskUpdatetheriskmanagementD.更新风险管理Aprojectmanagerorganizesagroupactivitytodiscussasolutionforarecentissue.Atofthesession,severalideasaregeneratedandsortedintogroupsforreviewandysis.WhatgroupcreativitytechniqueisbeingDelphiIdea/mindAcontractorrequestsachangethatwillimpacttheclient'sprojectandbusinessobjectives.Thechangeorderrequiresimmediateapprovaltopreventashut-downoftheproject.WhatshouldtheprojectmanagerNegotiatewiththecontractortominimizetheApprovethechangeduetoitsCDiscontinueworkuntilotheralternativesareD.RequestprojectsponsorDuringabrainstormingsession,theprojectteamdevelopsaseriesofresponsestrategiestomitigatetheimpactofapowerfailureduringthecommissioningphaseofanewofficebuilding.Whatshouldtheprojectmanagerconsiderwhenchoosingthebeststrategy?LowestEaseofCostAbilitytoprovidequickD.Anewprojectmanagerassumesanongoingprojectwhere50percentofprojectteammembersareoutsourced.Theprojectmanagerdiscoversthattheoutsourcedteammembersaredeliveringproductionationthatis pliantwithcompanystandards.-WhatshouldtheprojectmanagerReviewthehumanresourcemanagementplantoeducatetheresourcesoncompanyFollowtheactionsoutlinedintheprocurementConductperformanceassessments,andthenbegintheterminationReassigntheworktoteammembersfamiliarwithcompanyDuringaproject'sschedulereview,theprojectmanagernoticesvariancesinactivitylatedatesthatexceedacceptedthresholds.Theprojectmanagersubmitsachangerequesttotheprojectownerforanincreaseinthetimetocomplete. ysisshouldtheprojectmanagerperformtosupportthisEarnedvaluemanagement D.基Aprojectteammemberreportsapotentialriskduringprojectexecution.Whattoolortechniquesupportsriskcontrol?tativeriskRiskRiskQualitativeriskD.Aprojectmanagerrecentlyremovedadifficultteammemberfromaproject,yetteammoralehasnotimproved.Whatshouldtheprojectmanagerdonext?RewardindividualhighSetupanemergencymeetingwithteamTemporarilydisengageunmotivatedteamRewardteamC暂时解除不自觉的团队成员。Duringateammeeting,ateammemberstatesthatapreviouslyidentifiedriskshouldbedosed.Whatshouldtheprojectmanagerdo?UseexpertScheduleperiodicriskConductaroot Performaqualitative 72Athird-partyvendorisrequiredtoprovideexpertsupportonaninnovativeprojectwithapoorlydefinedscopeandanuncertainduration.Whatisapossibleresultofusingafirmfixedprice(FFP)contractwiththevendor?ThecontractcouldincluderatesforunitlaborormaterialthatmayimpactThecontractpricecouldincreasewithanychangeinThecontractpricecouldbeadjustedbyThecontractpricecouldincludecost AcompanyplanstoinvestUS$1millioninthedevelopmentofanewproduct.Accordingtoafeasibilitystudy,thenewproductwillcreaterevenuesofUS$300,000inthefirstyearandUS$400,000ineachofthetwosubsequentyears.Basedontheassumptionthatthediscountrateis10percent,whatarethestatusesofthenetpresentvalue(NPV)andNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityisNPVispositiveandfeasibilityisNPVisnegativeandfeasibilityis根据折现率为10%的假设条件，项目的净现值（NPV）和可行性情D.NPVAprojectmanagertransitionsthefinalproducttotheclientandreleasestheprojectteam.Theclientlatercallstheprojectmanagerandstatesthatanewfeatureisrequired.WhatshouldtheprojectmanagerCreateachangeRecalltheprojectteamAdvisetheclienttoinitiateanewInformtheprojectsteering Inavirtualorganization,whatshouldbedonetomanagetheflowofprojectinformationduringtheplanningstage?DevelopastructuredcommunicationsmanagementEstablishaformalchannelforAssembleateamofpeoplethatworkinthesametimeReviewlessonslearnedfrompreviousvirtualD.过往虚拟项目的经验教训Aprojectteamconsistsofsometeammemberswhoareactivelyinvolvedandsomewhoarepassive.Whattoolortechniqueshouldtheprojectmanagerusetoobtainthebest etoidentifyrisks?ExpertAteammemberisinconsistentwiththedeliveryoftasksandhasbeenlateforthelastthreeprojectstatusmeetings.Thisimpactstheproject’scriticalpath.WhatshouldtheprojectmanagerSpeak ywiththeteamRemovetheteammemberfromcritical-pathAddresstheissueduringthenextprojectstatusIgnorethe Tounderstandtherequirementsofanewproject,whatshouldaprojectmanagerreviewBusinessStatementofworkD.Adedicated,specializedresourceforacriticalactivityaskstoworkfromhomebeginningnextmonth.Theprojectrequiresthimembertoworkonsiteforthenextthreemonths.WhatshouldtheprojectmanagerAskmanagementforaDiscussthisissuewiththeteammember’syzetheimpactoftheteammemberworkingoffImmediaydiscussthisissuewiththeteamA.向管理层要求80.Aprojectmanagerwillcommunicatewiththreecommunitymembersandthreeinternalcustomers.Howmanycommunicationchannelswilltheprojecthave? Anewproductrequiresanextensiverecallthatincurscosts.Whatshouldtheprojectmanagerhavedonetoreducethechanceofarecall?Heldin-processproductInstitutedrigorousprocurementObtainedAdheredtotheriskmanagement D.Aprojectmanagerreceivesaprojectcharterandschedulesaninitialkick-offmeeting.Howeverthemeetingispoorlyattendedbycompanyresources.WhatshouldtheprojectmanagerhaveconsideredtoavoidEnterpriseenvironmentalD.Aprojectmanageridentifiesandsthespecificactionsthatproduceprojectdeliverablesbybreakingdownworkpackagesintoactivities.Whatwillbeproducedasaresult?ResourcebreakdownstructureActivityresourcetoneActivityduration结果将产生哪一份文件？Aprojectmanagerplanstodeployaglobalprojectinonemonth.However,severalmanagershavecontactedtheprojectsponsorindicatingalackofawarenessofprojectdeliverables.WhatshouldtheprojectmanagerhavedoneduringConductedaproject ysis,scheduledactivities,andtakenReviewedprojectchartertoclarifyScheduledweeklyriskreviewIdentifiedprojectstakeholdersandincludedtheminthecommunicationsmanagement Duringprojectimplementation,theprojectmanagerusedicebreakerexercisesinwhich saroseduetoteammembers'behavioraldifferences.Now,teammembersareadjustingtoeachother'sworkhabits,beginningtoresolveissues,andworkingwelltogether.Whatstageofteamdevelopmentistheteamexperiencingnow?Ataweeklymeetingduringprojectimplementation,aprojectmanagerpresentstheprogrammingmanagerwithanupdated,departmental-resourceexpensereport.Whathelpedtheprojectmanagerobtainthisinformation?ResponsibilityassignmentmatrixOrganizationalbreakdownstructureWorkbreakdownstructureResourcebreakdownstructure ofaproject,theprojectmanagerdiscoversthatseveralregulatoryrequirementswentomittedfromtheapprovedscopeand,therefore,notaddressed.Whatshouldtheprojectmanagerdonext?InitiateachangerequesttoaddresstheseInstructteammemberstomakethechangesbeforeclosingtheStartanewprojectwiththeserequirementsastheUsethemanagementreservetoaddressthese Aprojectmanagerisplanningane nyprojectthathasseveralstakeholderspercompany.Whatcommunicationmethodshouldtheprojectmanageruse?B.C.拉式沟通D.Anewprojectmanagertakesonanongoing,multi-phaseproject.Whatinputsshouldtheprojectmanagerusetoidentifytheproject'srisksandassumptions?Projectcosts,projectschedule,andprojectProjectcharter,organizationalprocessassets,andenterpriseenvironmentalCostmanagement,schedulemanagement,andqualitymanagementRiskregister,stakeholderregister,andexpert Acompanyisworkingtocreateaninnovativeproducttoaddressanidentifiedbusinessopportunity.Aseniormanageristryingtodeterminewhatriskscouldbefacedduringimplementation.Theseniormanageraskstheplantmanagerifthereissufficientplantcapacityandthenspeakswiththevice (VP)offinanceregardingtheavailablebudgetandthefinancialperformanceofaprevioussimilarproject.Whatistheproject Determiningthepositionofthemainstakeholderstodevelopaninfluence/impactGatheringinformationtodevelopariskmanagementApplyingexpertjudgmenttodeve