课堂模拟1、2题解析-1812一

清晖PMP本套测试题共有2003闭卷答题！

Acompanywantstoensurethatprojectfailuresareaddressedinprojectation.Whereshouldtheprojectmanagerincludethem?ProjectmanagementRiskmanagementChangemanagementCommunicationsmanagementprojectmeeting.Whatshouldtheprojectmanagementdo?Determinetheimpactand,manageUpdatetheprojectmanagementRequestachangecontroltoresolvetheAsktheprojectsponsortoresolvethe Aprojectmanagerisimplementingacompany-wideITsystem.Thesystemisexpectedtohaveamajorimpactontheorganizationandmanyofitsstakeholders.Whatshouldbeusedtocollecttherequirements?QuestionnairesandCommunicationofengagementshouldstakeholderAreceive?A.InfrequentprojectB.Executivehigh-levelprojectC.Regularface-to-faceD.Weeklydetailedstatus Aprojectteamencountersseveralanticipatedrisksthatcauseascheduledelay.Whatshouldtheteamdotominimizefurtherdelaysfromotheranticipatedrisks?PerformedriskreassessmentandperiodicConductavarianceand Updatetheprojectschedule,andincorporatecontingencyUpdatetheriskbreakdownstructureAcompanyCEOinformstheprojectmanagerthatthecustomercomplainedaboutthedenialoftheirrequestforanearlyproductrelease.Thecustomerisconcernedthattheproductwillnowbeunmarketable,andimpliedthattheymaynotusethiscompanyforfutureprojects.Whatshouldtheprojectmanagerdo?Immediaycallthecustomer,explainwhytherequestwasdenied,andagreeontheearlyrelease.Provideallnecessaryinformationabouttheimpactoftherequestandthereasonformakingthatdecision.Createachangerequest,updatetheprojectschedule,andinformthecustomerandprojectstakeholders.Makethesuggestedschedulechangeandnotifytheprojectstakeholders.一家公司的CEO通知项目经理，客户抱怨说他们的提前发布产品请求被了。客Ateammemberinamatrix-basedorganizationstopsattendingteammeetingandfailstorespondtostatusupdaterequestsfromtheprojectmanager.Whatshouldtheprojectmanagerdo?Speakwiththeteammember’sfunctionalRequesttheinformationfromanotherteamRequestanewteamContinuetorequestaresponsefromtheteamB.C.Todetermineprojectcosts,aprojectmanagerusestheactualcost(AC)fromapastsimilarproject.Whatestimatingtechniqueistheprojectmanagerusing?Bottom-Three-Priortotheconstructionofabridge,aprojectmanagerinvitestechnicalexperts,stakeholdersandutilitiescompaniestomappossibleevents.Whatactivityistheprojectmanagerperforming? ManagingDuringastatusmeeting,theprojectmanagerrealizesthattheteamdotoresolvethis?EscalateittotheprojectConductateam-buildingEnforcethecommunicationmanagementAskthehumanresourcesdepartmenttoreplacetheBC.Aprojectmanagerisassignedtoaprojecttodevelopanewproduct.Followingtheretirementofateammember,anewmemberjoinstheteamandadvocatestheuseofnewtechnology.Whatshouldtheprojectmanagerdotogainteammemberalignment?HolddailyConductameetingtogainconsensusonthetechnologytobeMeetwithnewteammemberstosuggestthattheirideabeusedinanotherAskthenewteammemberstobelessdisruptivetotheTomeettheneedsofaclient'stimedifference,twoprojectteamsarehiredatdifferentgloballocations.Theteammembershavemutuallyagreedontheproject'sstatusmeetingschedules.AndwhatTuckmanladderstagewilltheteammembersbeginworkingtogether? theissue,whatshouldbedonenext?RecordtheproblemintheissueCreatethelessonsRevisequalityUpdate Whatshouldtheprojectmanagerdotopreventthis?UpdatetheprojectmanagementIssuedchangeConductedareserveUsedcostdofirst?ClarifyandupdatetheprojectUpdateandrebaselinetheprojectscopeRequestapprovaltochangetheyzetheimpactoftheambiguities,andupdateriskregister.一Aprojectmanagersthatanenduserofanewsystemwantstoaddaminorfeature.Addingthefeaturewillfitwellintothescheduleandbudget.Whatshouldtheprojectmanagerdofirst?ValidatethisassumptionwiththeendCheckwiththeprojectIssueachangeSpeakwiththeenduser'slineAnewprojectmanagerassumesaprojectafteraphaseclosing.Thenewprojectmanagersthatthereweredelaysduringthepreviousphase.Whatshouldtheprojectmanagerreviewtoconfirmthis?LessonsProjectScheduleperformanceindexworkperformance Acompanyisdeveloanewdrug.Regulatoryfeedbackindicatesthatabudgetincreaseof20percentforadditionalworkisrequiredbeforetheprojectcanmovetothenextphase.WhatshouldtheprojectmanagerInitiateachangeUpdatetheriskmanagementCheckthecurrentoutsourcingCommunicatethesituationtothe额外工作增加20%的预算。项目经理应该怎么做？更新风险管理计划Duetoseveralqualityissues,acompanydelaysaproductrelease.WhichofthefollowingtoolsshouldtheprojectmanagerusetoillustratethefrequencyandthemostcommoncausesofproductqualityCauseandeffectControlStatisticalAB.因果图C.控制图D.Aprojectmanageriscompletingtheplanningprocessofanewproductdevelopmentproject.Whatisthelastmajortonetobecompletedbeforeproceedingtotheexecutingprocessgroup?FinalizetheprojectReceiveprojectfundingtoObtainsponsorandstakeholderExecutethestakeholdermanagement接受执行项目的项目C.D.Aprojectmanagerisleadingacompany'sglobalsystemsproject.Duetoarecentmerger,mostofthecompany'ssteeringcommitteemembershavechanged.WhatshouldtheprojectmanagercontinuewithstakeholderyzestakeholderengagementIdentifystakeholdersandtheirexpectations,interestsandinfluenceyzeeachstakeholder'sAsseshowstakeholdersarelikelytorespondtovarioussituations导成员都发生了变动。项目经理应该如何继续进行干系人管理？ Aprojectteamiscreatingaprojectschedule.Duetotheproject'snature,detailedactivitieshavenotbeendefined.Whatshouldbeusedtocreatetheschedule?ExperttoneRollingwaveAB.里程碑C.D.Duringweeklyteammeetings,theprojectmanagernoticesthatoneteammemberconsistentlyvoicesaalagendathatismisalignedprojectscope.Theprojectmanagerrefusedtoaddressthedisruptivemember.WhatresolutionmethodistheprojectmanagerA.Withdraw/B.Smooth C.Compromise/D.Collaborate/problemA.撤销/回避Aproject'schangemanagementplanstatesthatallchangesmustbeapprovedbythechangecontrolboard(CCB).Astakeholder,concernedaboutapendingdeadline,asktheprojectmanagertorushacostchangeorderviaane-mailtothestakeholder.Whatshouldtheprojectmanagerdo?AsktheCCBtorevisetheprocessB.FollowthechangemanagementplanandriskaprojectdelayE-mailthestakeholders,thenupdatethechangemanagementthestakeholders'concern,thendiscussitwiththeproject项目变更管理计划规定，所有变更均必须由变更控制（CCB）批准，一名Twoprojectteammembersdisagreeonproductdesign.Themarketingmanagerwantsaprofessionallook,buttheaccountingmanagerisconcernedaboutthepotentialcostincrease.Theprojectmanagerengagestheresearchanddevelopmentteamtoreviewtheoptions.Whattechniquedidtheprojectmanageruse?Withdraw/Collaborate/problemCompromise/Force/两名项目团队对产品的设计意见不一致，市场经理希望外起来专业，但会计经理担心可能会增加成本，项目经理让研发团队这两种方案。项目经理Aprojectmanagerreviewsvariousprojectsandcreatesalistofrisksthatmayimpacttheproject,alongwiththeircharacteristics.Whatwillbearesultofthisprocess?RiskRiskmanagementRiskbreakdownstructureRiskimpactAnidentifiedprojectriskoccurs,andtheprojectmanagerimplementstheresponsefromtheriskmanagementplan.Thiswilladdfivedaystooneofthetwoprojectpaths,neitherofwhichisonthecriticalpath.Thepathwhichtheresponseaffectshasatotalfloatoffourdays.Howmanydayswilltheprojectbedelayed?A.B.C.D.A.B.C.D.Alargevirtualprojectcontainsmanystakeholderslocatedinvariouslocationswhocontinuallyaskforupdates.Whatshouldtheprojectmanagerusetoinformthestakeholdersoftheprojectstatus?ProjectCommunicationsmanagementContextEarnedvalueAprojectmanagermustshortenaproject'stimelinewithminimalriskbyshiftingwork.Whatshouldtheprojectmanagerdofirst?A.CrashtheB.FasttracktheC.Usethefloatoftheproject'sD.Re-arrangeandredefineproject'sAprojectmanagerisclosingaprojectthathasbeenacceptedbythestakeholdersandforwhichtheteamfeelsworkiscomplete.Whatshouldtheprojectmanagerdonext?thelessonslearnedAskforstakeholderCompletethejobperformanceReleasetheteamC.D.Toincreasesales,amarketingteamwantstointroduceanewproductfeature.Aprojectmanagerassumesresponsibilityfordeveloaprojectbusinesscase.Whichtoolortechniquewillhelptheprojectmanagerplishthis?CostDesignofCost- Anewprojectmanagerisassignedtoaprojectduringitsexecutionphase.Afterreviewingthestatusreportandthedeliverables,theprojectmanagerrealizesthattheprojectisingacaseofgoldplating.Whatshouldtheprojectmanagerdo?EnsurethatallteammembershaveaclearideaofscopeReviewandimprovethecommunicationsmanagementUpdatethescheduleandbudgetconsideringtotheadditionalImplementthePerformIntegratedchangecontrol Duringaprojectinitiation,projectmanagerArealizesthattheprojectisdependentonandlinkedtootherprojects.ProjectManagerAattemptstochangetheplansoftheseotherprojects.TheotherprojectmanagerfeelthatprojectmanagerAhasoversteppedboundaries.sdoesprojectmanagerAneedtoScopemanagementStatementofWorkOrganizationalprocessProject在项目启动期间，项目经理A该项目与其他项目相互依存、关。项目A尝试更改这些相关的其他项目的计划，但其他项目的项目经理认为项目经理A界限。项目经理A需要重新查阅哪一份文件？Astakeholdersofasoftwaresolutionprojectaskstheprojectmanagerwhyakeyrequirementwasnotincludedinthedevelopmentproject.Afterinvestigatingtheproblem,theprojectmanagerlearnsthatthevendordidnotincludethisrequirementintheirestimatedprojectscope.Thevendorwillnotdevelopthemissingrequirementsincetheeffortwasnotestimated.Therequirementcannotbedroppedandmustbeincludedaspartofthesoftwaresolution,andtheimplementationdateisfastWhatshouldtheprojectmanagerAskthecurrentvendortoestimatetheeffortforthemissedrequirementtocompletetheprojectwithinthecurrenttimeline.TalktothestakeholderandexplainthatitwouldnotbefeasibletoincludetherequirementDiscusstheproblemwiththevendorandinsistthattheyshouldhaveincludedthisrequirementatnoadditionalcostmatrixwiththevendor一个软件解决方案项目的干系人询问项目经理一项关键需求为何未包含在开发目 Duringaprojectmeeting,theprojectteamreferstoprobabilityandimpactmatrixtodeterminewhethertheidentifiedprojectrisksarehigh,medium,orlowrisk.Ofwhatisthisisanexample?tative MonteCarloRiskurgencyQualitative AB.蒙特卡洛模拟C.D.feedbackthatthereweretoomanyattendees.Howshouldtheprojectmanagercorrectthis?CreatethechangeUpdatethecommunicationsmanagementDevelopthestakeholderInvitefewerparticipantstothenextMidwaythroughprojectimplementation,aprocurementteammustqualifyanewprovideandnegotiateamorecompetitivelycontractcontainingfewerdelaypenalties.Whatshouldtheprojectmanagerdonext?Reviewprocurement-relatedissuesintheissueDefineproviderperformanceRevisetheprocurementstatementofworkAmendthesourceselectionAprojectmanagerproducesaperformancereportforseniormanagementwhichpredictsthenextreleaseofasoftwarefunctionality.Thisreleasewillincreasesaleswhichwillpaybacktheentireprojectexpenditurewithineightmonths.Thispredictionissupportedbyusingscenariobuildingandsimulationestimates.TheseareexamplesofwhichoftheParameterVarianceForecastingBudgetAnexperiencedprojectmanagerisappointedtomanageaprojectthatcouldfailtomeetitsgoalsandobjectives.Whatshouldtheprojectmanagerdotodecreasethelikelihoodofthishappening?ActivelymanagestakeholderReviewchangecontrolPerformqualityRegularlyupdatelessonslearned变更控制程序Aprojectmanagerdeterminesthatahigh-risktaskwithcriticaldependenciesshouldbeoutsourced.Thistaskmustbeperformedwithinaspecificthree-weektimeframe.Avendorselectedbaseona10-yearhistoryofworkingonsimilarprojectsforthecompanywithoutissues.Whatcontracttypeshouldtheprojectmanagerpropose?CostplusincentivefeeFirmfixedpriceFixedpriceincentivefeeCostplusfixedfee(CPIF)D.成本加固定费用合同Duetothelackofstakeholderparticipation,aprojectmanagerishavingproblemscompletingprojectrequirements.Whatshouldtheprojectmanagerhavedonetoensurestakeholderparticipation?Performedastakeholderysispriortothekick-offDistributedastakeholdersurveypriortothekickoffEnsuredthatappropriatecommunicationstechnologywasbeingReviewedthelessonslearnedsfrompreviousB.在项目启动大会之前分发干系人表C.AnewprojectmanagerisassignedtoaprojectandlearnsthattwoImplementtheSubmitachangeImplementthePerformintegratedChangeControlUpdatethechangemanagement Thevendorofaproductcomponentinformstheprojectmanagerthatthepriceofthecomponentwillbeincreasedbyfivepercentnextmonth.Whatshouldtheprojectmanagerdo?RevisetheforecastedestimateatcompletionConductauditsandperformancereviewswiththeRevisetheworkperformanceCreateanaffinity修订预测的完工估算Thecustomerofarecentlyimplementedprojectrequeststheprojectmanagerinvestigatepost-implementationissuesthatcausebusinessrequestsmustbereferredtotheoperationsteam,astheprojectisformallyaccepted.Thecustomerdoesnotagreeandcomplainsabouttheofthefollowing?Asktheprojectteamtoevaluatetherootcause,correcttheissue, lessonslearnedReviewtheclosures,presentthemtocustomer,andbringintheoperationsrepresentativetoproceedwithissueresolutionEscalatethecustomer’scomplainttotheprojectsponsortoresourcesassignedtoresolvetheReviewtheriskmanagementplantodetermineiftheissuewasidentifiedandplannedinadvanceofinvolvementwithprojectstakeholders.Whatisthebestwaytodeterminetheappropriateinvolvement?Holdweeklyinformationalstakeholdermeetings,andlimitcommunicationstothesemeetingsDevelopacomprehensiveprojectupdatereportforallCreateaseparatecommunicationsplanforeachDevelopastakeholderclassificationmatrixandcorrespondingstakeholdersengagementassessmentmatrixAprojectmanagerholdsameetingtosolveatechnicalissueandthreeoptionsarepresented.Theprojectmanagerchoosesanoptionbasedonthedecisionofthelargestblockinthegroup.Whatgroupdecision-makingtechniquedidtheprojectmanageruse?一致同意原则Theprocurementdepartmentsubmitsarequestforproposal(RFP)topotentialvendorstoexecuteaproject.Afterthebidderconferences,theprojectmanagerreceivesanfromvendorArequestingclarificationoftheRFP.Whatshouldtheprojectmanagerdonext?AmendtheRFPwiththeclarificationandresendittoallallthevendorswiththevendorAwiththeObtainmanagement’sapprovalbeforesendingthe采购部门向潜在供应商提交一份执行一个项目的建议邀请书（RFP。投标人会议之后，项目经理收到供应商A要求澄清RFP的电子邮件。项目经理下一步该怎么Tworesourcescannotcollaboratenorbeinteammeetingstogether,whichaffectstheproject’sprocess.Whatshouldtheprojectmanagerdo?AssigndifferenttimeschedulestoeachSeekreplacementsfortheEscalatetheissuetotheirfunctionalUse modateresolutiontoolortechniqueshouldtheprojectmanagerusetoengagethem?ExpertRecognitionandmanagementB.认可与C.D.Aprojectmanagerdiscoversthatsometeammembersareunclearabouttheirrolesandactivities.Whattoolortechniquecanhelptheprojectmanagerclearlydefinetheserolesandactivities?OrganizationWorkbreakdownstructureResponsible,accountable,consult,inform(RACI)Projectmanagementinformationsystern工作分解结构Aprojectis40%complete.Toincreaseteamproductivityandimprovetheimplementationofprocesses.Whichofthefollowingshouldtheprojectmanagerconduct?BrainstormingRiskProcessoptimizationQualityAprojectteamperformsavarianceysis,andtheproject^forecastedestimateatcompletion(EAC)isgreaterthanthebudgetatcompletion(BAC).Whatshouldtheprojectteamusetodeterminethecauseanddegreeofvariance?ReservePerformanceTrend（EAC（BACAproject^high-levelscopehasbeendefined,andtheprojectsponsornowwantstheprojectmanagertoleveragerelationshipsandbuildpotentialpartnerships.Whatmustfirstbecreated?Power/interestStakeholderStakeholdersengagementassessmentCommunicationsmanagementTwoweeksafteramajorsystemdeployment,areportrevealsanissuethathascausedtheteamtomissitsperformancegoalsTheissuehasbeenresolved,buttheprojectmanagerknowsthatthisissuewillcontinuetooccurinthefutureunlesstheteamtakesimmediateaction.Whattypeofchangerequestshouldtheprojectmanagersubmit?PreventiveCorrectiveDefect在一个重要系统部署两周后，一份报告了导致团队来达成绩效目标的问题。Afewweeksbeforethereleaseofacloud-basedapplication,thequalityassuranceteamreportsasignificantnumberoferrors.Whatshouldtheprojectmanagerfofirst?ReviewthequalitymanagementInformtheConductaroot Identifynonconformities,gaps, 首先应该做什么？A.质量管理计划Aftercompletingaqualitativeriskassessment,aprojectmanagercompilesalistofprojectrisksandtheirestimatedimpactonthecost,schedule,andoverallprojectsuccess.Whatotherinformationisneededtocompleteprojectriskysis?RiskRiskoccurrenceRiskRiskAprojectinitiatedbyamultinationalcorporation(MNC)hascollaborationandprojectsuccess,whatshouldtheprojectmanagerIntroduceteamperformanceDevelopteam-buildingIdentitytrainingEstablishgroundAcompanyloseskeydeveloperstoacompetitor.Toprotectthecompany’sinlectualproperty,thecompanyimplementsnewsecuritymeasures.Whatshouldthecompany’sprojectmanagersberequiredtoRolesandresponsibilitiesCommunicationsmanagementStakeholderOrganizationalprocessBC.干系人登记册D.Duringprojectexecution,akeyresourceesunavailableduetootherorganizationalpriorities.Theprojectmanagerspeakswiththeinternally.Whatshouldtheprojectmanagerdo?Waitforthekeyresource eAcquireanexternalUseavirtualImplementA.等到关键资源可用为止Aprojectcharterisdevelopedandreviewedwiththesponsor.Thesponsorbelievesthatprojectcharterapprovalisunnecessarysincetheprojectisnothighrisk.Whatshouldtheprojectmanagerdo?Explaintothesponsorthatprojectcharterapprovalisnecessaryformallyestablishtheprojectmanager’sInformthesponsorthatprojectcharterapprovalisarequirementforernancecompliance.Agreewiththesponsor,thendeveloptheprojectmanagementLogthesponsor’sdecisionasapotential Abusinessmanager,whoisalsoaprojectsponsor,receivesamemofromorganizationalleaders,thatpasswordsecuritywascompromisedandthatincreasedsecurityshouldbeintroducedforanewproject.Whatshouldthebusinessmanagerdonext?CreatetheprojectstatementofworkDeterminestakeholderneedsandUpdatethesecurityservicelevelagreementDeveloptheproject B.C.更新安全服务等级协议Achangecontrolboard(CCB)approvesaprojectmanager’srequesttoaddresources.Thischangewillallowtheprojecttofinishontime,Recalculatethecostperformanceindex(CPI)andsendittotheprojectRun ImplementthePerformintegratedChangeControlRuna 按时完成，但将超出预算10000 Aprojectmanagerisconcernedaboutadelayinthedeliverables,andtheprojectmanagerdotodeterminetheunderlyingreason?Performacritical Completearoot CalculatetheearnedvalueEscalatetheC.计算挣值（EV）D.Acompany’sCEOhasverylittleinterestinaprojectforwhichtheyareastakeholder.WhatshouldtheprojectmanagerdotoalignInformtheCEOonlyaboutprojectProvidetheCEOwithdaily,edupdatesonprojectAsktheCEOhowtheywouldliketobemonthlytochecktheirsatisfaction.Aprojectteamannouncesthatproductdevelopmentiscompleteandthatthereisnofurtherworktobedone.WhatshouldtheprojectmanagerdoFinalizeandclosetheRequestformalacceptancefromseniorReleaseandreassigntheObtainformalacceptancefromtheprojectAprojectmanageridentifiesanissuewithanapplicationthatwasdevelopedbyanexternalcompany.Towhatcostofquality(COQ)categoryshouldthiscostbeassigned?ExternalInternalAcompanyexpandstheirportfoliotoincludeaernmentproject.theprojectmanagerimplement?DevelopProjectIdentifyPerformQualitative DevelopProjectManagement Aprojectmanagermustcommunicatelargevolumesofinformation.Theirdiverseaudienceincludesexecutivesandcross-culturalteamswithintheorganization.WhatcommunicationmethodshouldtheprojectmanagerBC.D.Sixmonthsafteraprojectbegins,anewprojectmanagerishired.Initially,teammembersdisregardthenewprojectmanager’sdirections,missscheduledmeetings,anddonotprovidestatusupdates.However,overtime,theprojectmanagergainsteamsupportbydemonstratingtheirexpertiseandpositiveattitude.Whichofthefollowingcharacteristicsdosetheprojectmanagerdemonstrate?ReferentPenaltyExpertB estimatesfromvariousdepartmentmanagersandaggregatesthosecosts.Whatprocessisbeingimplemented?PlanCostControlEstimateDetermine制定成本管理计划Duringaconstructionproject,theprojectmanagerwantstooutsourcethebuildingofaboundarywallattheconstructionsite,Prospectivevendorsareinvitedtoaconference.Thearchitectoftheprocuringcompanypreparesacostestimatetoconstructtheboundarywall，whichisnotsharedwiththeprospectivevendors.Whattechniqueshouldbeusedtoconductprocurements?IndependentProposalevaluationExpertScreeningprojectmanagerFishboneControlParetoAB.直方图C.控制图D.Aprojectmanageridentifiesariskonaprojectwhichcausesworktostop.Theprojectteamisforcedtouseacontingencyplan.Inwhatprojectmanagementprocessgroupistheprojectmanagerworking?MonitorPlanRiskIdentifyMitigaterequireresolution.Whatshouldtheprojectmanagerdo?CreateanissuelogtotrackopenAddmorecontingencytimetotheprojectmanagementAsktheprojectteamtobemoreMeetwiththeprojectteamtoaddressopen 的应急时间。C.Afterreceivingcustomeracceptanceforaproduct,whatshouldaprojectmanagerdotoclosetheproject?AddressrejectedchangeConfirmthatexitcriteriaareMakearrangementstoreassignCalculateprojectperformanceAprojectmanagerisassignedaprojectforwhichthesponsorhasalreadyapprovedtheprojecttoneschedule.Afteryzingtheschedule,theprojectmanagerconcludesthatitisunrealistic.Whatshouldtheprojectmanagerdonext?CreateaprojectmanagementplanbaseduponamorerealisticObtaintheprojectsponsor’sapprovaltocanceltheReviewthescheduleysiswiththeprojectsponsorandpresentarevisedschedule.Reviewtheschedulewiththeprojectteam,anddevelopsolutionstomeettheapprovedschedule.Anexperiencedprojectmanagerispreparingakick-offmeetingforanewserviceassessment.Ahigh-leveldescriptionoftheservicehasbeenprovided.Whatshouldtheprojectmanagerdonext?DeveloptheprojectDeveloptheresponsible,accountable,consult,andinform(RACI)DefinetheprojectscopeCreatetheworkbreakdownstructure目服务的次描述。项目经理下一步应该怎么做？创建工作分解结构Anidentifiedprojectriskmaterializesthatwillincreaseprojectcost.Whatshouldtheprojectmanagerdo?RequestabudgetCheckthecontingencyDevelopariskmanagementInformtheprojectAprojectmanagerisaskedtorefineprojectestimatesbythesponsor.Theprojectmanageridentifiesaspecificactivityontheprojectmanagementplanthatneedsrefinement.Basedoninitialestimates,themostlikelyactivitydurationistwodays;howeverthebest-casescenarioisonedayandtheworst-casescenarioisfourdays.Usingtheprogramevaluationandreviewtechnique(PERT),whatistheexpectedactivitydurationthattheprojectmanagershouldputintotheprojectmanagementplan?2.331.882.173.23（PERTA.2.33B.1.88C.2.17D.3.23Aprojectmanagermeetswithtwoteammemberswhomaintainopposingviewpoints.Inthemeeting,theprojectmanageremphasizesareasofagreementandplaysdowndifferences.Whichmanagementtechniqueistheprojectmanagerpracticing?Aprojectmanagerisadvisedtouseatornadodiagraminaninformationtechnologyactivity.Whatprojectriskmanagementtechniqueshouldtheprojectteamuse?Qualitative tative ProbabilityExpectedmonetary D.预Eachdatapointinthechartrepresentsaproject’sreportingperiod.Thefirstdatapointisclosestto0.Whatisthestatusoftheprojectinreportingperiodeight?OverbudgetandbehindUnderbudgetandbehindUnderbudgetandaheadofOverbudgetandaheadof超出预算 于进低于预算但与进度CompanyAwantstosubcontracttheinstallationofafactory’sbuildingmanagementsystemtocompanyB.Aftersomeadjustmentsandadeveloptheprojectcharterapproval.WhatshouldcompanyB’sprojectmanagerconsiderasaninputwhendevelotheprojectcharter?SubcontractorsubmittalLetterofSubmissionofprojectmanagementLetterof公司A望将安装一家工厂的建筑管理系统分包给公司B。在几次调整并B的项目经理需要制定项目章程供批准。在制定项目章程时，公司B的项目经理应将下列哪一项视为一项输入？Acompanymanufactures10,000piecesofthesamecomponentdaily.WhatshouldbeusedtoverifythatthecomponentsconformtoqualityScatterStatisticalCause-and-effectUseracceptanceB.C.shouldtheprojectmanagerdo?InitiatethePerformIntegratedChangeControlConsultthechangemanagementInformtheprojectReviewthestakeholdermanagementAprojecttobuildaviationinstrumentswillbeheldtotightspecifications.Componentswillbetestedduringmanufacturing,andthosebereportsasacostofconformance?AppraisalExternalfailureInternalfailurePreventionDuringeachphase,whatshouldaprojectmanagerdotoavoidtherecurrenceofaconsistentissue?RecorditintheprojectclosurePerformqualityConductlessonsCompleteaworkperformanceWhereshouldtheexpectations,potentialinfluences,andinterestsofthecriticalpeopleinvolvedwithaprojectberecorded?CommunicationsmanagementStakeholdermanagementStakeholderPower/interestAB.C.干系人登记册D.AprojectmanagerhasidentifiedtheexternalstakeholdersforanewinternalpartiesthatshouldbeincludedinthestakeholderScheduleameetingwiththeprojectPrepareprojectstaffyzetheinterestsofandimpactonthevariousRefertotheorganizationalTheprojectmanageridentifiesseveralissuesthatcouldnegativelyimpactastrategicproject’sobjectives.Whatshouldtheprojectmanagerdonext?Ensureeachissueisgivenaprioritythatisbasedontheimpacttotheprojectobjectives.ConductaspecialprojectmeetingtodelegateissuestoteamObtainthesponsor’sapprovalforchangestotheprojectUseprojectcontingencytoallocateadditionalresourcestoresolveBC. Priortoprojectapproval,thecustomerreviewsthefinalprojecteandrequestsinformationonhowsimilarprojectscanbemoreefficientandWhatshouldtheprojectmanager edresultsoftheusers'acceptance edlessonslearnedHoldabrainstormingmeetingwithprojectDelivertheproduct'sfunctionaland Duringastrengths,weaknesses,opportunities,andthreats(SWOT)ysis,ateamdiscoversthatanotherprojectcouldbenefitfromeconomiesofscalebyworkingwiththatteam.Thecostofbothprojectsmaysignificantlybereduced,andthebenefittothecompanycouldrealized.WhatshouldtheprojectmanagerthisintheriskAskthesponsorfortheirWorkwiththeotherprojectmanagertoexploittheopportunityandizerevenue.theopportunityasanassumptionintheriskmanagementplan.在优势、劣势、机会与（SWOT）分析期间，团队发现另一个项目通过与该团Aprojectmanagerlearnsthatachangeintheproductionprocesscausedtwoitemstobemovedtothewatchlist.WhatshouldtheprojectmanagerRiskIssueRiskmanagementProcessimprovement风险登记册Aqualitydepartmentsubmitsachangerequesttointroduceanewtestresultstrackingsystem.Thechangerequestisrejectedviathechangecontrolprocess.Whatshouldtheprojectmanagerdonext?RecorditinthechangeAskthequalitydepartmentmanagertocancelthechangeReviewtheimpactontheproject'sscheduleandInformtherelevant CD.Duringtheexecutionphase,aprojectmanagerreceivesseveralreviewercomplaintsthatationisdifficulttocheck,asitisunclearwhatw