2018年-pmp-模拟题试题五世纪教育管理

模拟1.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectmanager’srequest?contractor’squalitypolicydoesnotallowforthis装修理。承包商应使用下列哪一个论据，项目经理的请求？（）合同收尾已批 C.供应商的质量政策不允许发生这种情 D.财务收尾已批Abusinessystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitated B.FocusC.Groupdecisionmaking C.CGroupcreativity）引导式讨论 B.焦点小C.群体决策技 D.群体创新技Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.WhichofthefollowingplansshouldtheprojectmanagerreviewProjectmanagement 查看下列哪）AC.B.D.计Toincreasetrustandimproveinteralrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoascheduling,akeyteammembercannotattendtheactivity.Toavoidthis,whatshouldtheprojectmanagerhave C.Project 而，由于进度，一名关键团队成员不能参加活动。为避免这个，项目经理应已经哪些内容 C.

D.Aprojectmanagernegotiatescontracttermswithanexternalvendorthatwillprovideadditionalresourcestocompleteacriticalprojecttask.Tominimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselect? C.Fixed-price-incentive- D.Timeand项目经理与将提供额源完成关键项目任务的外部供应商协商合同条款。为了减少项目风险项目经理应选择什么合同类型）A.B.D.Aprojectteamcompletesaprojecttotransitionfromanolddatabasetoanewdatabase.Regardinglessonslearned,whatshouldtheprojectmanagerdonext?PresenttothesponsoratthestakeholdercloseoutPresenttotheclienttoensureEnsureinformationisstoredinaproject）在相关方收尾会议上提交给发起 Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext?Revisittheproject B.PerformariskC.Askfortheprojectsponsor’s D.Discusstheissuewith另么做？（）查看项目章 B.执行风险再评 ImplementaqualityauditConductaqualityauditofthe对照市场标杆评估质量保证计 DAtaprojectkick-offmeeting,thechiefexecutiveofficer(CEO)changesthatwillimpacttheprojectscope.HowshouldtheAdvisetheCEOthattheprojectteamwillestimatetheimpactoftheInformtheCEOthatthescopecannotimplementthechangebecauseprojectscopeis在项目启动大会上，首席执行官（CEO）变更将会影响项目范围。项目经理应如何响应通知CEO，范围已最终确定，无法变WhichtaskhasthecorrectassignmentintheRACI序 1UnitRAICA2IntegrationIACAR3SystemIRCIA4RACIATask C.Task RACI图中的分配正确？（序任团队成员团队成员团队成员团队成员团队成员1单位测RAICA2集成测IACAR3系统测IRCIA4用户验收试RACIA任务 B.任务C.任务 D.任务Attheendtestpart4,theprojectmanagerreviewsacontrolchart.WhatdoesthechartQualityisinlinewithQualityexpectationsarenotQualityhasnotimprovedsincethebeginningoftheQualityisnotinlinewith质量符合预 D.质量与预期不Duringaproject’simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.TheprojectmanagershouldincludewhichitemsaspartoftheprojectscopeRequirementstraceabilitymatrix,riskregister,stakeholderregister,activityConstraints,schedule,assumptionsandworkbreakdownScopedescription,acceptancecriteria,constraintsandTechnicalreference,exceptions,deliverableandscope和定义项目范围。项目经理应该将哪些项内容包含作为项目范围说明书的组成部分？（）需求矩阵、风险登记册、相关方登记册和活制约因素、进度计划、假设和工作基准结范围说明、验收标准、制约因素和可交付技术参考、例外情况、可交付成果和范围Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissues,theteamstillencountersimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteam B.MitigatingC.Accepting D.Avoiding一些问题。发现这些问题的解决方案之后，团队仍然碰到实际问题。然后，大大降低。项目团队使用的是下列哪一项？（）转移风 B.减轻风C.接受风 D.规避风Anewprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans?Scopemanagement B.ChangemanagementC.Configurationmanagement D.Requirementsmanagement目经理应采用下面哪一项计划中的活动（ ）C.

DAbicyclecompanyreleasesanewlineofbasketswithafive-yearwarranty.Thematerialwithstandsextremeweatherconditions.TheproductiswellreceivedbycustomersandisconsideredtopofthelinethedesignisbasicwithnoadditionalfeaturesWhichofthefollowingdescribesthisHighgrade,high B.Lowgrade,lowC.Highgrade,low D.Lowgrade,high品的描述）A.B.C.D.Aprojectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationandsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementofInteractive B.PushC.Pull D.Send-（交互式沟 B.推式沟C.拉式沟 D.发送-接Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject’sRBStotheorganization’sstandardUsetheexistingproject’sRBStosaveCreateanewRBSusingtheorganization’sstandardUsetheapplicablecategoriesoftheexistingproject’sRBS。项目经理下一步该怎么做？（将现有项目的RBS使用组织的标准模板创建一份新的Aprojectmanagerdiscoversthatakeyteammemberwillleavetheorganizationintwoweeks.TheteammemberworksontasksthatareonthecriticalpathWhatshouldtheprojectmanagerdoEvaluatetheimpactoflosingthisVerifyifcanchangetheUpdateworkbreakdownChangetheprojectteam）D.Acompany’sasksaprojectmanagertoimplementanewfinancialsystem.WhattechniqueshouldPerformamake-or-buyMeetwiththedirectorofinformationtechnologytoconductanDefinerequirementwiththecompany’sfinanceexpertsandbusinessCollectrequirementsfromfinancialapplication公司总监要求项目经理实施一个新的财务系统。项目经理应使用什么技术获得次项目范围（开展或外购分与总监开会开展一项分与公司的财务专家和企业所有者定义需收集财务应用程序供应商的Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskRecordthechange,reviewandupdatetheprojectmanagementCommunicatetheresourceavailabilitydelayandmanagethestakeholderparticipation项目经理下一步该怎么做？（在风险登记册中添加该资源记录该变更，并和更新项目管理计在资源可用性中沟通该延迟，并管理相关方的参与水不采取其他行动，因为该问题已在项目启动大会上讨论Theamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdoSolvetheinadvanceinDelaythe,andevaluateifitwillimpacttheprojectinReport tofunctionViewthehumanresourcemanagementplanandtakethecorrective提前并私下解决延迟，评估其是否将会在后期影响项将上报给职能经查看人力资源管理计划并采取纠正措AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare？（DirectcostsforthePartoftheproject’scontingencyIndirectcostsfortheSunkcostsnottakenintoaccountforthis情况，项目发起人要求项目经理停止该项目。在这种情况下，实际成本为？（）项目应急储备该决定不考虑Astormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?UsemanagementreservefundstogenerateaDelaytheprojectandwaitformanagement’sUpdatethescheduleandadvisetheprojectMeetwiththeprojectteamtodiscusstheimmediate一场风暴损坏了数据中心，导致项目延迟。由于这是一个意外事件，项目经理下一步该怎么做？（使用管理储备金来生成一个延迟项目，并且等待管理层的指更新进度，并且通知项目发与项目团队开会讨论直接的AprojectmanagerworksonaUS$3millionproject，whichinvolvestwors.Theprojectmanagercreatesastatementofwork(SOW)foreachrWhichofthefollowingneedsRiskmanagementProjectProcurementmanagementrscope作说明书（SOW）。下列哪一项需要SOW的信息？（）项目章Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolProjectProjectProject）项目经项目团Anunexpectedriskoccursduringaproject.Afteryzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectArrangeaprojectmeetingtodiscussthereasonwhytheriskwasn’tincludedintheriskGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtothe项目经理下一步该怎么做？（获得高级管理层的批准，增加项目安排一次项目团队会议，讨论该风险未包含进风险登记获得高级管理层的批准，使用应急储备减轻风与项目团队安排一次会议，讨论推进项目的计Whileestimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantUS$200–InflationallowancefornextyearUS$300–BufferforunforeseencostsWhatshouldtheprojectmanagerdoEstimateEstimateUS$5,000withanEstimateUS$5,000andupdatethecostEstimate4500-顾问200-下一年的通货膨胀余300-不可预成本的缓冲项目经理接下来应该怎么做？（A.估算4700 D.估算4800AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtoA.6th B.5thC.4th D.3rd项目预算工期为四天，分配的预算为4000。项目经理按每天1000分配一项资源以按计时间完成工作。在第二天结束时，所执行的工作量预估金额为1600。如果资源的生产率保相同，项目预计将于何时完成）A第6Afteridentifyingariskwiththecompany’sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractorChangeordertotheprojectmanagementProcurementmanagementRiskmanagement主承包商协 C.采购管理计 D.风险管理计Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskficationtechniquesshouldbeused?Probability B.ExpertC.Dataquality D.Riskurgency（概率分 B.专家判C.数据质量评 D.风险紧迫性评Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbeAdvisetheresourcetoworkovertimetocompletebothReviewthehumanresourcemanagementplanandcontactapreferredconsultingArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossible）通知资源加班工作完成两项人力资源管理计划并联系一家首选顾问公与两名团队安排一次联合问题解决会议，确定可能的行Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstousea ysismodel.Theprojectmanagerisinwhichofthefollowingprocesses?Identify B.PerformtativeriskC.Control D.Performqualitativerisk）识别风 B.实施定量风C.风险控 Duringaproject’sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionality.Whatshouldtheprojectmanagerdonext?AgreetoincludetheUpdatetheprojectmanagementplanaccordingtothenewReviewtheimpactofthechangeandstartthechangemanagementRejectanychangessincetheprojectisintheclosing目之前，客户希望增加额外功能。项目经理接下来应该做什么？按照新的请求更新项目管理变更影响，并开始变更因为项目处于收尾阶段，任何变Duringtheproject’sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.Thenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryschedule.Whatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementUpdatetheriskmanagementAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheConductarisk（）按照沟通管理计划通知相关方范围变调整项目管理计划、进度和优先级控制的Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintheDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthisdentifyben B.ReportC.Control D.Control）识别标 B.报告绩C.控制范 D.控制质Ariskidentifiedintheriskregister，isrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%.WhatshouldtheprojectmanagerdoExecutetheresponseplanfortheidentifiedriskinriskmanagementGettogetheralldesignmemberanddiscusstheotherInformthekeystakeholdersthatoneriskimpactstheprojectReduceothertasks’cost,balancethecosttomakesureprojectcostiswithinthe理下一步该怎么做？（）执行风险管理计划中识别的风险应对措集合设计团队讨论其他方通知关键相关方一个项目风险影响到项目减少其他任务的支出15%，平衡并保持在预算之Duringthecustomer’sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.Theprojectmanager’scompanyconductsarootcauseysisanddiscoversthattheprojectdidnotadequayconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeen B.MonitoringandC. D.）A.C.B.D.Aprojectmanagerworkswiththesalesmanageronarequestforproposal(RFP).Thecustomerisinterestedinanewproductfeaturewhichisstillunderdevelopment.Thesalesmanageraskstheprojectmanagertoincludeintheresponsethatthefeatureisavailable.Whatshouldtheprojectmanagerdo?Respondaccordingtothesalesmanager’sEscalatetheissuetotheprojectAdvisethecustomerthattheproductfeatureisnotRefusetorespondtothe（P）么（）按照销售经理的建议答 Whilepreparingformonthlystakeholdermeeting,theprojectmanagementavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpacttheAcquireadditionalresourcestoresolvetheDiscusstheissuewiththestakeholdersduringthemonthlyMeetwiththeprojectteamtobrainstormhowtoresolvethe项目经理下一步该怎么做？（设法解决问题，以便不影响招募额源解决这个问在月度会议上与相关方讨论与项目团队开会，头脑风暴讨论如何解决Aprojectmanagerworks municationsproject，whichisahighpriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnext?CreateDetermineDevelophumanresourcemanagementDefine）创建 B.确定预 D.定义活Aprojectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorUpdatetheprojectmanagementplanandsendittoallContinuetothenextphaseandthenreviewtheminorConductindividualmeetingswiththestakeholderswhosuggestedtheminor，微项目经理下一步该怎么做？（以项目管理计划为基准，然后处理细微变更新项目管理计划，并将其发送给所有相继续下一个阶段，然后细微变与建议细微变更的相关方单独开Scheduling B.C. D.Adjustingleadsand下列哪一项技术尝试通过重新安排特定活动的进度以便平衡资源需求 进度压 B.平C.环 Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan? B.C. D.在相关方会议之前，项目经理应使用什么沟通方式获得相关方对项目管理计划的认可？（电子邮 B.交互式沟C.拉式沟 D.推式沟Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,ar’sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext? MeetwiththerandrequestanimmediateIdentifyandevaluatetheprojectedimpactoncostandExecutethecontingencyplantoaddresstheimpactontheproject）实施一次定量风险分析，并确定必须如何解决该风与供应商开会，并要求立即确定并评估对项目成本和进执行应急计划解决对项目进Whiledeveloaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers’expectationswitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdoDevelopacommunicationsmanagementPerforma EvaluatetheEscalatetotheproject理期相生。项目经理下一步该怎么做？（制定沟通管理计 B.执行相关方分C.评估风 Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.ndaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerEnsurethesuccessoffutureEnsurethefuturecooperationwiththeEvaluateprojectUpdatetheresponsibilityassignment）A.确保未来项目的成C..Oneprojectneedstopurchaseonemerchandisefromoner,butthisrisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedr.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewInformthecustomerwiththechangerequestandgettheapprovalofthechangeEvaluatetheimpactonprojectbudgetorcontingencyreserveonRequireprocurementdeparttocancelthepurchaseorderwithold计划从另一个合格供应商处获得采购订单。项目经理下一步该怎么做？（）按照新供应商采购订单的交付周期更新进度计立即向客户通知该变更并请求批评估对预算或进度应急储备的影要求采购部门取消原始供应Duringtheselectionofarforacomplexproject,theprojectmanagerwantstoensurethepotentialrshaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialrsfromaprequalifiedlistReviewthers’AskathirdpartytoselecttherthatbestfitstheAskthesponsorforfeedbackontheprospectiveInvitetherstoabidder审中确定了三名潜在供应商。项目经理下一步该怎么做？（）审核所有潜在供应商的让第选择一家最符合要求的供应寻求发起人对潜在供应商的邀请所有潜在供应商参加投标会Concernedthataprojectwillmissacriticaltone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactCrashing Dependencyand Cost 因为担心项目将延误一个关键里程碑，客户坚持同时实施阶段工作以便节约时间。批准这个变之前，项目经理应开展下列哪一项工作）A.B.DDuringateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?Assumptionsandconstraints,high-levelrisks,andstakeholderProjectpurpose,summarybudget,andprojectmanagementScopebaseline,teamcomposition,andprojectmanagementAssumptionsandconstraints,workbreakdownstructure,andsummary项目经理在团队会议上收集项目章程信息。下列哪一项应包含进项目章程假设和制约因素、次风险以及相关方项目目的、预算汇总和项目范围基准、团队构成和开支假设和制约因素、工作分解结构和预算汇Acompanyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudget.Toaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerSoftware B.InformationtechnologyC.Humanresources D.Project，项目经理应接洽下列哪一位相关方？（） B.经C.人力资源经 D.项目发起AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.Theseniorexecutivefortheprojectleavesthecompanyandanewseniorexecutiveisidentified.WhatshouldtheprojectmanagerdoUpdatetheprojectUpdatethestakeholderUpdatetheriskUpdatetheriskmanagement命了新的高级主管。项目经理下一步该怎么做？（）更新项目章 C.更新风险登记 Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.Theprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentified.Whatapproachshouldtheprojectmanagertaketogathertherequiredinformation？（）ConsultthelessonslearnedfromthepreviousConsulttheprojectcharterfromthepreviousStarttoprepareastakeholderysisfromObtaintheprojectmanagementplanfromtheprevious项目经理被任命管理一个新项目。项目发起人已经起草完项目章程的第一稿。项目发起人通知项目经理在之前一个类似项目中某些关键相关方被遗漏了。项目发起人要求项目经理确保所有项目相关方均已识别。若要收集必要信息，项目经理应该采取什么方式？（）查询之前项目的经验教 Afterconfirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdiscoversthattheresourceswillnotsufficientlymeettheprojectschedule.Theprojectmanagermeetswithafunctionalmanagerwhoagreestomakeadditionalresourcesavailableforthedurationoftheproject.Whattoolortechniquedoestheprojectmanager B. D.Co-项）谈 B.招C.预分 D.集中办Asaresultoffinancialissues,sellerawillbelateindeliveringacriticalproduct.Accordingtothecontingencyplan,sellerBisanapprovedvendorandcoulddeliverasimilarproduct.WhatshouldtheprojectmanagerdoSubmitachangerequesttothechangecontrolHoldabiddermeetingwithpotentialReviewbusinesscasetoensurethereturnonSubmitachangerequesttoprocurement批准卖方，可以提供类似产品。项目经理下一步该怎么做？（）向变更控制提交一项变更请 Whichoneofthefollowingtechniquescouldbeusedtomeasurethecomplianceofaprojecttotheorganizationalpoliciesandprocedures? B.C.Root D.Quality标杆对 B.德尔菲技C.根本原因分 D.质量审Whileevaluatingaproject,theprojectteamidentifiesseveralrisks,mostofwhichhavemitigationplans.However,oneprobableriskcannotbereduced.Whatshouldtheprojectmanagerdo?EscalatetheissuetoseniorAskforadditionalUsethemanagementImplementthecontingency个可能的风险不能减少。项目经理应该怎么做？（）将问题上报给高级管理 B.要求额C.使用管理储 D.实施应急储Duringaninternalprojectteammeeting,theschedulingassistantsharesinformationthattheprojectmanagerdoesnotwantsharedwiththeotherteammembers.Theprojectmanagerimmediayaskstheassistanttostopdiscussingthistopicandtomeetprivayaftertheteammeetinghasconcluded.Theprojectmanageruseswhattapeofmanagement? B.Collaborate/problemC. D.理员类型？（）缓解/包 B.合作/解决问C.强迫/命 D.撤退/回Attheendofaproject,acustomerinquiriesaboutamissingitem.Toensureallitemsarecompleted,whatshouldtheteamhavereferenced? B.ProjectC.Activities D.Projectmanagement）工作分解结 B.项目范C.活 D.项目管理计划Midaythroughaproject’sexecution,acustomerrequestsadditionalfunctionalitythatwillbecriticalfromabusiness.Whichofthefollowingsubsidiariesoftheprojectmanagementplanwillbeprimarilyimpacted? B.ScopemanagementC.Riskmanagement 项目管理计划附件）AC.B.DAprojectmanagermustprovideperformancedatatotheprojectsponsor.Toensureconsistencywithpreviousstatusreports,theprojectmanagerverifiesthequalityoftheinformation.Whattechniquedoestheprojectmanageruse? C.Information D.Checklist项目经理必须向项目发起人提供绩效数据。为确保之前的状态报告保持一致，项目经理核实信质量。项目经理使用的是）A.C.B.D.Duetoanorganizationalchange,somefunctionalhumanresourceswillnolongerbeavailableworkontheproject.Theorganizationlacksinternalresourcetofillthevacancies.Whatshouldtheprojectmanagerdotoaddressthisresourceissue?RedistributetheworkloadacrosstheremainingfunctionalAssessexternalRescheduletheEscalatethishumanresourceissuetotheproject）在剩余的职能资源中重新分重新制定项目将这个人力资源问题上报给项目发起Beforethebidorproposalsubmittals,acompanymeetswithallprospectivesellers.Thecompanywantstoensurethatallprospectivesellershaveaclearandcommonunderstandingontheprocurementprocess.ThecompanyisinwhichofthefollowingprocurementmanagementConduct B.PlanC.Control D.Close或程有一个明确的共识。该公司正处于下列哪一项采购管理过程组中？（）实施采 B.计划采C.控制采 D.结束采Aftercompletingthedefinescopeprocess,whichtechniqueshouldtheprojectmanagerusetogenerate B.PrecedencediagrammingC.Earnedvalue D.Establisha 分 B.紧前关键绘图C.挣值管 D.确立基Ataprojectstatusmeeting,thevendorreportsthattheywillmissthedeadlinetoreleasesoftware,whichwillberequiredfortheprojecttomoveforward.Whatshouldtheprojectmanagerdofirst?UpdatetheprojectmanagementNegotiateanewreleasedatewiththePerformthechangecontrolIssueachangerequestfor）更新项目管理计 Awebdevelopmentfirmdeliversaproducttotheclientontimeand20%overtheoriginalbudget.Theclientiscurrentlysolicitingbidsforanewwebproject.Whatshouldthewebdevelopmentfirm’sprojectmanagerdoduringtheclosurephasetoenhancecustomerrelations?RequestrequirementsforthenewwebConducta MeetwiththeclienttoreviewlessonsImplementcorrectiveactionsofthebudget一家网络开发公司按时向客户交付产品，但超出原始预算20%。客户目前正在为一个新网络项目投标。若要增强客户关系，网络开发公司的项目经理在收尾阶段应怎么做？（）索取新网络项目的需 B.进行相关方分 Theprojectmanagerbeginstoclosearcontract.Inordertoensurethecorrectacceptanceofthecontract,whichofthefollowingcompletingsequenceshouldtheprojectmanagerfollow?Verifycompletedwork,closefinancialwork,closeClosecontract,verifycompletedwork,closefinancialClosefinancialwork,closecontact,verifycompletedVerifycompletedwork,closecontract,closefinancial核实已完成的工作、财务收尾、合同收合同收尾、核实已完成的工作、财务收财务收尾、合同收尾、核实已完成的工核实已完成的工作、合同收尾、财务收Duetoabudgetreduction,aprojectisterminatedintheimplementationphase.Theprojectmanagerisaskedtoformallyclosetheproject.Whatshouldtheprojectmanagerdonext?UpdatethechangemanagementplanaspartofprojectDraftlessonslearnedwiththeteamandaddtothehistoricalRequestanincreaseinthebudgetsothattheprojectcanContinuetomanageproject下一步应该怎么做？（）更新变更管理计划，作为项目收尾的组成与团队起草经验教训，并添加到历史数据请求增加预算，让项目继Adivisionofacorporationundertakesaone-yearintegrationproject.Attheendofthesecondmonth,theprojectstatusreportshowstheprojectisprogressingaccordingtoplan.Thecorporateofficeannouncesthisdivisionwillbesoldinthreemonths.WhatshouldtheprojectmanagerdoCommunicatewiththeprojectsponsorandthekeystakeholderstovalidateiftheprojectisstill Canceltheprojectimmediayasthereisnoneedforintegrationwiththecorporation’sContinuewiththeprojectuntilthedivision’ssaleis司宣布该子公司将在三个月内出售。项目经理接下来应该怎么做？（）与项目发起人和关键相关方沟通，核实项目是否仍然有立即终止项目，等待子公司立即取消该项目，因为不再需要该集成项继续进行该项目，直到该部门最后被收Beforedeveloaprojectcharter,theprojectmanagerworkswithaconsultantandsubjectexpertstodetermineanyconstraints.WhichofthefollowingtechniquesdidtheprojectmanagerLessons C.Strategic D.Expert列哪一项技术？（） B.历史信C.计 D.专家判Toreportthequalitytestresultsonthedeliverables,whatshouldtheprojectmanagertaketothestakeholdersmeeting? B.UpdatedqualitymanagementC.Processimprovement D.Qualitycontrol为了报告可交付成果上的质量测量结果，项目经理应该携带什么材料参加相关方会议？（工作绩效报 B.更新的计C.过程改进计 D.质量控制衡Aprojectmanagerassignsanactivitytoateammember.Theteammemberperformstheactivityastheunderstood.However,theresultsdonotmeettheprojectmanager’sexpectationsToavoidthissituation,whattoolshouldhavebeenused?Interactive B.ActiveC.Encodeand D.Push）交互式沟 B.积极C.编码 D.推式沟通 pleted.Whatshouldtheprojectmanagerdotoclosetheproject?Preparethechange Prepare ationindicatingwhytheprojectUpdatethebenefits Reassigntheteam由于不可避免的情况，项目在完工前终止。收尾项目时，项目经理应该做什么 准备变更管理文 AUS$150,000projectrequiresthecompletionofthefollowingtasks:Task1startstodayandhasanestimateddurationof2daysTask2cannotstartuntiltask1isfinishedandhasanestimateddurationof8daysTask3cannotstartuntiltask1 Task4cannotstartuntiltask2isfinishedandhasanestimateddurationof8daysTask5cannotstartuntil4isfinishedandhasanestimateddurationof1dayWhatisthedurationofthecriticalA.15 B.17C.19 D.232183144428A.15 C.19 D.23Duetoscopecreep,projectteammembersmustworklonghours,whichresultsinlowmorale.Afterateammemberresigns,otherteammembersmustpostponevacationstomaintaintheprojectscheduleAtthenextprojectreviewboardmeeting,theprojectmanagershoulddowhichofthefollowing?UsethehumanresourcemanagementplantorequestadditionalUsetheprojectmanagementinformationsystemtorequestanextensiontotheprojectProposeachangeinscopetoreducetheteam’s mendtheteammembersforan列哪一项措施？（）使用人力资源管理计划请求额外的资使用项目管理信息系统请求延长项目进提出一项范围变更，减少团队的工作表明项目能按进度完成，并建议团队成Inaprojectclosurereport,aprojectteamdiscoversrisks,whichwerenotidentifiedduringtheprojectlifecycle.Theprojectteam mendsperformingariskreassessmentforfutureprojects.Inwhichofthefollowingshouldthis mendationbeed?OrganizationalprocessassetsProjectHistoricalRiskregister执行风险再评估。这项建议应该记录在下列哪一项中？（）组织过程资产更 B.项目报C.历史信 D.风险登记册更Apotentialclientsubmitsamultiyearproject’srequestforproposaltotheprojectmanager.presentingany s,theprojectmanagerspeakswiththeclientanddiscussestheinformationreceived.Next,theprojectmanagerdiscussestheinformationinternally.Theprojectmanagerisngwhichofthefollowing?Developtheproject B.Definethehigh-levelC.Identifythehigh-level D.Performakeystakeholder哪一项工作？（）制定项目章 B.定义次范C.识别次风 Duringtheexecutionphase,anewcontractortakesoveraprojectdeliverable.Theremainingprojectdeliverablesarenotaffectedbythecontractorchange.Duringthekick- ,whatshouldtheprojectmanageraddressDiscussthecost B.ReviewthescopeC.Identifytheteam’srolesand D.Outlinetheroleoftheproject影响。在与新承包商团队召开项目启动大会期间，项目经理首先应解决什么问题？（）讨论成本基 B.范围基 hangerequestisapproved.Thischangeimpactstheprojectcostandschedule.Whatshou