创新pmp冲刺模拟题七

说明本模拟测试共有 道单项选择题，测试时间4小时过程中，完全转变思维，揣摩考题的意图；考试结束后，认真总结。Whileworkingonanexternalprojectyourcustomerasksyoutoperformsomeadditionaltasksthatarenotincludedintheformalcontract.Youshould.Honorthecustomer'srequestassignofcooperationtoensurefutureRefusetherequestandreportthecustomertoyourAcknowledgetherequestandadvisethecustomertosubmitaformalchangeConveneameetingoftheprojectteamandrewritethescopeDuringthedevelopmentoftheprojectcharter,theprojectmanageridentifiesmanyhighlyprobablerisksandbelievestheprojectwillfail.Whatisanappropriatenextstep?StopworkingontheprojectastheriskistooStopworkingontheprojectcharterandstartworkontheriskmanagementContinueworkingontheprojectcharterandstartworkontheriskmanagementContinueworkingontheprojectcharterthenreviewitwhenitwiththeWhichofthefollowingshouldbedeterminedbeforedeveloprojectmanagementProjectnStakeholderskillsandWorkauthorizationConstraintsandYouareassignedprojectmanagerinexecutingproject;theprojectisincontrolonbaseline,ifcustomersarenotsatisfiedwiththeperformance,thenwhatyoushoulddofirstly?DiscussingwithprojectBaselineContractMeetingwithInthecourseofmanagingaprojectforayoufindawaytosave$10,000inreducingtheworkinvestmentbasedonasimplerdevelopmentapproach.Thiswillnotreducethescopeoroperatingcapabilitiesfortheendproductinanyway.However,itwillreducethebillingforyour .Whatshouldyoudo?Saynothingandcontinueonthepriorcourseofaction,savingtheprojectbillingsfor.Informthecustomerofthecostsavingsandthebenefitsand mendchangingtheprojectntoreflectthesavings.ApproachyourmanagementandrequestApproachthecustomerwiththechange,butdonotmentionthe$10,000savings,keethatasabudgetcontingency.Whenarekeyproject DuringDuringAtthekick-offWhentheprojectreliesonexternalvendorsandcontractors,whatdescribeshowtheprojectmanagementsystemwillbeused?StatementofMemorandumofletterofProjectmanagementAprojectmanagerwasbeenassignedtoalargeenterpriselocatedinanothercountry.Theprojectmanagerhasnnedtheprojectproperlyandconductedallthephasesoftheprojectwithsuccess.Currently,theprojectmanageriscollectingthelessonslearnedduringtheproject.Inwhatstageistheprojectmanager?Aprojectmanagertakesoveralargeprojectsupportedbyculturallydiversework.Withinaweek,it esclearthatthereisasignificantamongtwoofthegroupsbecausetheformerprojectmanagerfavoredonegroupwithspecialperksandWhatshouldthenewprojectmanagerImmediaybeginfacilitatingasatisfactoryresolutiontotheusingacollaborativeapproachresolution.FindoutwhytheprojectmanagerfavoredonePostanewsetofrulesandregulationsinspubliclocationforallgroupstoReporttheproblemtohumanWhatisthemaingoalofregularriskToavoidallrisksthatcouldariseduringtheTocommunicateallpotentialriskstotheToreyzeexistingrisksandidentifynewriskToidentifyrisksbeforestartingtheproject10．定期风险的主要目标是什么？Whenclosingaproject,whenwillformalacceptancebeUponreceiptofaformalstatementthatthetermsofthecontracthavebeenUponreceiptofaformaluppermanagementUpondeliveryofthefinalproducttotheUpondeliveryofallproject-relatedsYourprojectneedstohaveamajorchangeintheequipmentusedonit.Youknowofaproductthatmeetsyourneeds,butyouareworriedthatyourbrotherownsthe producestheproduct.Whatshouldyoudo?NegotiateagooddealfortheprojectwithyourLetthecustomerknowoftheSubmitthebidandallowyourbrothertonegotiatewiththecontractingEliminateyourbrotherfromWhycouldtheprojectmanagerinterviewthecustomerafteralldeliverableshavebeenToensurethattheacceptationcriteriahasbeenTomeasurecustomerTocloseouttheTotransferknowledgefromprojectteamtotheAprojectmanagerisassignedtoleadadevelopmentteamwithmemberslocatedindifferentgeographiclocations.TheteamwillbeworkingonaprojectthatwillbelunchedWhatshouldtheprojectmanagerdoCreateacommunicationmanagementScheduleaconferencetointroduceteamCommunicatethe ysistotheprojectSendantoallteamInanimplementationproject,thedevelopmentphasehasbeenoutsourcedtoanoff-shoreteam.Duringtheexecutionoftheproject,theoff-shoreteamstatesthatvitalinformationtoproceedinthedevelopmentismissing.However,theon-shoredesignteamhasstatedthatalldesignshavebeenprovided.WhatcouldmostlikelybethecauseofthisThecommunicationsmanagementnhasnotbeencreatedThetwoteamsdonotgetalongwellwitheachProjectmanagerslackcommunicationTheriskmanagementnhasnotbeencreatedWhichprocessisintegrationmanagementProjectProjectAtkeyinterfaceAttheendofeachprojectmanagementYouhavejustbeenassignedasprojectmanagerinexecutionphaseandyouhavetodeterminehowyoushouldcontroltheproject,thebestwayisto：UseacombinationofcommunicationHoldscheduleRefertoGanttchartMeetwithmanagementWhichstrategycanbeusedtodealwithnegativeAnewproductdevelopmentprojectisinitsclosingphase.Duringproduction,unnnedredesigningandretestingwasnecessary.Theprojectmanagerrealizesthatthishappenedbecausemanufacturingengineerswerenotincludedinthenninganddesignprocess.What’sthenextactiontheprojectmanagershouldanewlessonPerformaqualityUpdateriskAPMOmanagerisprovidingthe ’sprojectmanagerwithtrainingonprojectmanagement.Thetrainerstatesthatforeveryproject,projectmanagersneedtoidentifyrelevantqualitystandardsforeveryprojectanddeterminehowtosatisfythem.TowhichisthePMOmanagerQualityauditQualitymanagementQualityQualityassuranceWhichatthefollowingtechniquesisanapplicationofthetheoryofconstraintsandisusefulwhenschedulingconstrainedresources?ResourceResourceCriticalchainAriskhasemergedthathasnotbeenanticipatedintheriskregister.Whichriskmonitoringtoolshouldtheprojectmanagerusetohandlethesituation?RiskRiskauditRiskregisterupdateRisktransferWhichofthefollowingisacostestimateonVarianceProcessWhatistheprocessnecessaryforproducingapreliminaryhighleveldefinitionthatwillbeusedbytheprojectownerandprojectparticipantsfornningandassessingprojectDeveloprojectstatementofDeveloprojectDeveloGatheringDuringthenningphaseofaproject,theprojectmanagerrealizedthattherearedifferencesontheunderstandingoftheprojectdeliverableswithprojectstakeholders,thoseresultsinastrainedrelationshipwiththosestakeholders.Whatshouldtheprojectmanagerdotoaddressthisissue?IgnoretheBArrangeasessionwiththestakeholdertounderstandthereasonsbehindthedifferencesandaddressthemEscalateittothesponsorsothattheycansortitoutfortheprojectAsktheotherteammemberstoconvincethestakeholdertobackTheprojectteamiscollectingalltherequirementsandscopefromthecustomerandstakeholders.Theprojectmanagerinchargeoftheprojectistryingtocompletethecharter.Whattoolandtechniqueshouldtheprojectmanager ExpertProjectTheprojectsponsorcallstheprojectmanagerandprovidesthemwithinformationaboutanewproject.Theprojectmanageraskstheprojectsponsortoprovideaprojectcharter.However,duetotheirbusyschedule,theprojectsponsorisunabletoprovideaprojectcharter.Whichofthefollowingpathsshouldtheprojectmanagerpursue?Proceedwiththeprojectscopestatementpreparation,ignoringtheabsenceofaPrepareafirstdraftoftheprojectcharterandin ctivelyworkonituntilitissignedoffbytheprojectsponsor.AssembleaprojectteamandbeginworkontheDraftdetailedprojectAprojectmanagerhasfacedseriousdisagreementsbetweentwoteammembersandhasdecidedtogainbetterunderstandingofthesituationbeforetakinganaction.Whichofthemanagementmodesistheprojectused. TheresultofcreatingWBSprocessProjectTeam'smeetingofProjectfinishRiskDuringaninformalmeetingwithyourprojectyouareofferedasubstantialmonetaryincentivetoaltertheconfigurationoftheproducttomeetthe's alneed.Thischangemayresultinadditionalprojectcostsandscheduledelays.TheappropriateactiontotakewouldbeRefrainfromacceptingtheofferandadvisethecustomertosubmitarequesttothechangecontrolboard.AccepttheofferandissueaninternalconfigurationchangerequesttothedesignObtainadditionalinformationabouttherequestandthecustomer’s alneedbeforeacceptingtheofferDelayacceptanceoftheofferuntilyoucanensurethatyoucanprotectyourselffromanylegalliabilitiesTwomembersofateamworkside-by-side.Bothareproductivebuttheirproblemsapproachesareverydifferent.Thisleadstofrequentargumentsanddistrust．WhatdevelopmentstageistheteamprobablyDuetoalackofanemployeetrainingandproperproductioncontrol,defectsinaproductionruncausedreworkwhichcostthe $250,000.Howmuchofthiscostisdirectlyattributabletotheemployeesontheproductionline?Anorganizationreceivesproposalsfromfivepre-qualifiedsellersforprovisionofservicesforaproject.Selectionofasellerwillbebaseduponevaluationofseveralqualitativecriteria.Itisnowrequiredtoshortlisttwosellersbasedupontheproposalssubmitted.Whattoolortechniqueshouldtheprojectmanagerusetoestablishtheshortlist?SellerratingWeighting一家组织收到五家资格预审合格的项目服务供应商的，供应商的选择将以多项指定标准的评估为基础，现在要求根据提交的缩减到二名供应商。若要获得缩减，项目Aprojectmanagerfindsasellerisnotmeetingitscontractualobligationsevenafterseveralmeetingsandwarnings.Whatshouldtheprojectmanagerdo?Ignorethefindingsandcontinuewiththethefindingsandcontinuewiththeseller.TerminatethecontractwiththeselleraccordingtheclausesofContinuetohavemeetingswiththesellerandgiveAllofthefollowingassistindeterminingtheimpactofascopechangeProjectTheprojectmanagersareperformingqualityassuranceofaproject.Whichofthefollowingtechniquesshouldbeused?RootCauseScatterParetoFlowScopechangecontrolMUSTbeintegratedwithallofthefollowingcontrolprocessesDuringtheexecutionoftheproject,thecustomerreviewstheprojectstatuswithprojectmanager.ThecustomerrealizesthatexpectedworkwasnotincludedinthestatementofWhatisthenextsteptheprojectmanagementshouldSubmitthechangerequesttothechangecontrolboardforReviewtheprojectschedule modatethenewInvokethechangerequestPerformfasttrackingtoexceedcustomer’sTheteam’sprojectmanagerhaslittletechnicalknowledgeabouttheprojectortheorganization.OnwhichtypeofpoweristheprojectmanagerMOSTLIKELYtorely?型Youdecidedtoasktheteamtoworkovertimetomeetadeadline.Thisresultedinlaborcoststhatexceededyournnedbudgetby$9,250.Whenquestionedbyyoursupervisoraboutexceedingthebudget,youshould.Adviseherthatyoudidn'tauthorizedtheovertime,theymusthavejustbeenbehindontheirworkAdviseherthatyouaskedtheteamtoworkovertimetomeetthedeadlinewhichresultedintheoverrun.Adviseherthattheteamwasn'tperformingattheiroptimallevelandyouhadittakecorrectivemeasurestomeetthedeadline.Adviseherthatyouwereunawareoftheoverrunandyouwillfindoutwhathappenedandgetbacktoher.Duringconstructionofanewmanufacturingfacilityinanothercountry,oneofyourteammemberscominstoyouthatthewagepaidtotheworkersisbelowtheacceptablewageinyourhomecountry.InthissituationitisBESTto：PaytheworkersatthenewfacilitythesamewageasyourPaytheworkersatthenewfacilityalittlelessthanthesamewageasyourPaytheworkersasappropriatewageforthecountrywithinwhichtheyIgnoretheissueasyouhavenotheardtheworkerscomwhoisresponsibleforcreatingthequalitySeniorQualityteamProjectmanagerandprojectteammembersIntheearlystageofestablishingtheprojectn,theleadershipoftheprojectmanagershouldbe：newprojectmanagerhasbeenassignedtoworkonacomplexglobalproject.Thepreviousprojectmanagerhasbeenreassignedtoanotherproject.Duringthehandover,thenewprojectmanagerdiscoversthattheprojectcharterhasbeendevelopedandapproved.Toestablishprojectdeliverables,whatshouldthenewprojectmanagerdoReviewthecharterwithcustomersandstakeholderstoobtaintheirFilethecharterwiththeGatherthestakeholder’sneeds,wantsandDefineAteammembermakesaseriouserrorthatisleftuncorrectedonaprojecttohidetheirerror,theteammemberintentionallymisleadstherestoftheteamontheworktheyhadAfterdiscoveringtheerror,whatresolutiontechniqueshouldtheprojectmanagerusewiththeteammember? ingofdemocraticmanagementstyledifficulttoachievedecisionsThemajorityruledoesn'talwaysproduceappropriatewhenvoteforwrongmembersintheprojectteam,wrongdecision-makingwillAllofthe46.管理方式的缺点是UnderstandingtheHaloeffectisveryimportant,becausethereissuchkindoftheinteriorhiresthePromotesthosewhoexcelatrespectiveareaoftechnologytobeprojectPromotesthosewhohavehadprojectmanagementtrainingexperiencetobeprojectprojectmanagerbelievesthatthebestwaytomanageistoformagood,harmoniousworkingrelationshipwiththeteam,andhighperformancewillfollow.Theprojectmanagercouldbedefinedasa＿manager．Theprojectmanagermustcompletetheprojectintheshortesttimepossible.Todoso,theprojectmanagerdecidestoschedulenon-dependenttaskssotheyoccursimultaneously.Whichtechniqueisthemanageremploying?CrashingtheprojectAllowingteammemberstoworkFasttrackingtheSchedulingaphasedWhichofthefollowinginputsareincludedinintegratedchangeprojectmanagementn,changerequestsandworkperformancelessonlearned,projectnupdatesandperformanceadditionalnningandcorrectiveChangecontrolsystemfunctionalmanagerhasrefusedarequesttoreleasearesourcetoaproject.Theprojectmanagerdecidestomeetwiththefunctionalmanagertofindasolution.Whichskillistheprojectmanagerusing?managementWhichofthefollowingisarecognizedriskidentificationWatchMonte Situationscallingforamatrixorganizationincludeoutsidepressurefordualfocus,andpressureforhighinformationprocessingcapability．PressureforclearPressureforreducedduplicationofPressureforsharedPressureforformalized Aconsultingfirmwasawardedamegacreditcardprocessingsystemrevamproject.Havingfailedtodelivertheexpectedproductwithinbudgetthelasttwomegaprojects,whatapproachshouldtheconsultingfirmtakeintheinitialstagesoftheprojecttoavoidpastAllowemployeestoworkMoveitsbestemployeefromsmallerprojectstothismegaDividetheprojectintomufti-phasesHireadditionaltechnicalemployeesfromoversea一家咨询公司获得一个大型处理系统改进项目。在过去己经有两个大型项目未能按Theprojectmanagerismandatedtoprovideacostestimateforaproject.Theestimateisacceptedbythesponsorasbeingofaroughorderofmagnitude(ROM)level,yetthesponsorisexpectinganaccuracyrangeof-5to＋10%．Whichrangeismoreappropriategiventhattheprojectmanagerhasjustcompletedtheprojectcharter?-25to-50to-25to-50to-25to-50to-25to-50toAprojectmanagerrecentlyrewardedanindividualwithapromotionthatcarriedwithitaverysmallsalaryincreasebutsubstantiallymoreresponsibility．Theprojectmanagerappearstobeappealingtotheemployee's＿need.Whichofthefollowingmanagementtechniqueswouldbethemosteffectiveforlong-termresolutionofs?Theprojectmanagerreviewtheprojectcharterwiththestakeholders.Whatisthestepoftheprocess?GainprojectcharterDeveloptheworkbreakdownFormtheprojectDevelopthepreliminaryscopeprojectmanagerdecidestolookintorisksandissuesfacedbytheproject．TheprojectmanagerusesanIshikawadiagram.Thistechniqueisanexampleofwhichofthefollowing?DelphiRootcauseSWOTParetowhendoesprojectmanagermost1ikely nelsubmittingprojectcustomerTheprojectstageDesigningprojectreviewWhyaretheprojectacceptancecriteriaanimportantcomponentoftheproject?ItsthestakeholdertoaccepttheItsignifiesasign-offontheitdefinestheconditionsofsatisfactionfortheitdefineraformalmethodtoconfirmstakeholderTherearehardcausesof(e。g．ingschedules)andsoftcauses．Softcausesareasimportantashardcauses．Softcausesincludediversityofdisciplinary ,andtheprojectmanager'spowerofrewardandpunishment．AmbiguityofThereisascheduledelayonaprototypeofcommercialproductforsixmonths.Theprojectsponsoraskedaconsultanttoevaluatetheimpactofthedelay.Theconsultantconfirmedsix-weekdelaywascausedbyaproblemthatprojectmanagerandteamfoundtwomonthsbeforeandwereworkingtoresolve.Whichofthefollowingreportshasbeenreviewedbythesponsorcanavoidthe municationbetweenthesponsorandtheprojectmanager?special一个商业产品原型明显于进度六个星期，项目发起人邀请了一名顾问来确定其产生WhatmustaprojectmanagerhavebeforedefiningProjectProjectProjectscopeProjectriskWhocontrolstheindirect(overhead)costsofaProjectCostaccountsInternalAparticularstakeholderhasareputationformakingmanychangesonprojects.WhatistheBESTapproachaprojectmanagercantakeatthebeginningoftheprojecttomanagethissituation?Say"No"tothestakeholderafewtimestodissuadehimfromsubmittingmoreGetthestakeholderinvolvedintheprojectasearlyasTalktothestakeholder’sbosstofindwaystodirectthestakeholder’sactivitiestoanotherAskthatthestakeholdernotbeincludedinthestakeholderListeninginvolvesmorethanhearingsounds.ThegoodRepeatssomeofthethingsFinishesthespeaker'sWriteseverythingNodshishead67.不只包含听声音。好的聆听者C.D.Ensuringthatconfigurationitemsareregistered,assessed,approved,trackedandcorrectlyimplementedisanexampleofwhichofthefollowingconfigurationmanagementAllthetechniquesdescribedbelowcanbeusedtokeepameetingfocusedRecallagendaitems/purposeofEncouragepursuitofinterestingnewRephraseunclearideaspresentedbygroupmembersWhenaprojectmanagerintentionallydelayssharingaccurateinformation,whichofthefollowingareasofthePMICodeofEthicsandProfessionalConductisviolated?Theprojectmangerscheduledakick-offmeetingwithfivestakeholders.Eachstakeholderhasadifferentresponsibilityintheorganization.Whatarethestakeholders’rolesatthekick-offSign-offontheDemonstratecommitmenttoprojectProvideinputintoresourceIdentifyriskstotheWhichofthefollowingisNOTacharacteristicofmessageOneofthemostcommonpitfallsineffectivecommunicationnotselectingthecorrectnorconsideringthepositionoftheassumingthatbecauseamessageissent9ithasbeenAlloftheTheprojectmanagerofchainofstoresisconsideringopeninganewstoreineitherlocationAorlocationB.Theprojectmanagerdeliveredthefollowinginformation:ProjectlocationA:paybackperiodis18months,NPVis-2500.ProjectlocationB:paybackperiodis24months,NPVis3000.Whichprojectwould mendedtotheselectioncommitteebytheprojectProjectlocationA,becausethepaybackperiodisshorterthanthepaybackforprojectlocationB.ProjectlocationB,becauseitsNPVisapositiveProjectlocationA,becauseitsNPVisanegativeProjectlocationB,becauseitspaybackperiodisgreaterthanthepayback项目地点A.投资回报期为18个月，净现值为一2500项目地点B.投资回报期为24个月，净现值为3000项目经理将会向选择推荐哪个项目？Largelyused communicationhasthemostpossibilitytoassisttosolvecomplex informsyouthathis hasaproblemwiththecurrentdesignspecificationofyourproductandhowitwillinterfacetoexistingsystems．Ifthisoccurs,itcouldbeamajorproblemforyourproject．The iscomingtoyourofficeinoneweektodiscusstheproblemtoseewhatyourteamcandoto ethesetback．Allpreviousmeetingwereinformalwiththis,butthistimehewantsaformalmeeting．Whatshouldyoudotoprepareforthismeeting?UpdatethescheduleandassumeaninactiverolesincethehasnotgivenyouthespecificsofthepotentialproblemMakesurethattheteamhasincreasedproductivitysothecanseehowefficientyouteamisperformingAssembletheteamandaskthemtoprepareanagendafortopicstoMakesurethateachteammembershavetheirassignmentsinpreparationforanytopicsandneededns你收到客户通知，他们公司对于产品的设计标准有点问题将会影响到整个系统。如果这真的发生了将会对你的项目产生烦。客户一个星期之后来与你讨论你的团队能否在Theprojectmanagerisstartinganewprojectandispreparingthekick-offpresentationslides.Theprojectmanagerisworriedaboutwhatinformationputinthepresentation.Whichitemshouldtheprojectmanagerdiscardfromtheirpresentation?ProjectscheduledResourceassignmentsforthedifferentprojectRisksassociatedwithprojectLessonsAprojectmanagerwantstoidentifythecausesthatproducethelargemajorityoftheproblemsordefectsinaproject.Whichtoolshouldtheprojectmanagerusetohelpidentifytheproblemareas?ControlFlowParetoScatterAconsultant hasbeenawardedacontracttoexpandanexistingfacilityinarecentlypopulatedarea.Theexecutivesselectaprojectmanagerandinformthemtheircommitmenttosupporttheprojectandthesensitivenatureoftheissues.Whatshouldbeconsideredfirstlybytheprojectmanager?developtheprojectcharterandconfirmthisprojectnegotiateabouttheassignmentofinternalcommunicationexecutean ysisofdefinetheexpectations,objectsandsuccesscriteriainthestatementofCostofqualityThetotalofallcostsincurredtoassuretheproductionanddeliveryofacceptableproductsandservicesOnlycostsclassifiedasprevention,detectionandcorrectiveOnlythecostsofscrapreworkduetodefects,customerreturnsandwarrantyTheexpenseofuppermanagementJakehasbeenassignedthepositionofPMofamulti-organizationalproject.Hisorganization,whichistheprimaryperformingorganization,hasaweakquality.Theotherorganizationshavenoquality,JakeshouldUsetheforhisorganization,sincehisorganizationistheprimaryperformingAskforadditionalmoneyfromthestakeholderstofundaqualitySeekbuy-infromallorganizationstofundaqualityWorkwiththeteammembersfromthevariousorganizationsanddevelopaqualityfortheprojectwithoutlinganyone,toeliminatenegativefeedbackWhatbenefitscanqualitybringtoaRiskresponse,learning,riskmonitoring,andQualityproject,qualityproductandcustomercustomersatisfaction,qualityriskysis,andtativeriskQualitycostreducingandriskcontrolAttheendoftheproject,thebuyerwouldliketoclosetheprocurementsthroughitsauthorizedcontractadministrator.Whattoolsandtechniquescantheprojectmanagerusetomakesureallrequirementsforcloseprocurementsaremet?procurementmanagementLessonslearnedSellerperformanceevaluationAprojectisinprogressandtheprojectmanagerisworkingwiththequalityassurancedepartmenttoimprovestakeholders'confidencethattheprojectwillsatisfythequalitystandards.Beforetheycanbeginthisprocess,whichofthefollowingdotheyneedtohave?ResultsofprocessQualityQualitymanagementScopevalidationisdifferentthanqualityassuranceinQualityassurancedealswiththequalityontheproject,whilescopevalidationdealswithcustomeracceptance.Scopevalidationisperformedthroughouttheprojectandqualityassuranceisonlydoneduringnning.Qualityassurancehasbeenconsideredpartofqualitynningwhilescopevalidationhasnot.Scopevalidationisprovidedtotheprojectmanagementteamwhilequalityassuranceisprovidedtotheproject.Ability,interest,andcostarecharacteristicstobeconsideredbytheprojectmanagerwhenacquiringtheprojectteam.WhichofthefollowinginputsdemandattentiontotheseRolesandStaffingmanagementAprojectmanagerissuccessfullycompletingtheproject.Theteamislosingmoralebecauseattheendoftheprojectthetermwillbedisbanded.Whichtaskshouldbeundertakentowardtheclosureoftheproject?LookingforanewprojectmanagertomaintainthenningthereleaseofresourcesinAskingthelinemanagertoboostAskingthecustomertosendanofficialmessagetothanktheteamfortheirhardWhichstatementaboutadeliverable-oriented positionisAlldeliverableshavedifferent positionAlldeliverableshavehighest positionDifferentdeliverablescanhavedifferent positionAlldeliverableshavesame positionWhatwilltheprojectmanagerneedtoconsiderinpreparingacoherentriskmanagementn?CustomerriskattitudeandorganizationprocessScopestatementandenterpriseenvironmentalRiskregisterandscopeListofpotentialresponsesandtheprojectmanagementTheprojectmanageriscompletingtheprojectthefinalproductisfinished,alldefectsfoundtodatearecorrectedandtheproductisdeliveredtothe.Theprojectmanagerannouncestheendofproject.Aweeklaterthecontactstheprojectmanagerbecausetheyfoundadefectandtheywanttoprojectmanagertorepairit.Theclaimsthattheprojectisnotyetclosedbecausetheyarestilltestingtheproduct.Howdoestheprojectmanagerrespondtothissituation?lthethattheprojectisfinishedandtherewillbenorepairstothedefectbecausewarrantyperiodwasnotdefinedinthecontract.correctthedefectandltheit’sthefinalrepairtocorrectthedefectandgetformalacceptfromAskthetosendachangerequesttochangetheprojectscope他们仍在对产品进试。发生这种情况，项目经理应该如何回应？Theprojectteamandotherstakeholdersarelistinganddescribingthespecificprojectconstraintswiththecharacteristicsoftheproductthatwilllimitteam'soptions.Whichoneofthefollowingprocessescoversthisactivity?CreateworkbreakdownControlDifineVarianceAformalstatusreportwassenttothetoday．Itstated25%ofthetotalprojectisThecurrentcostoftheprojectisTheprojectisonscheduleandwillbecompletedbyDecemberAteammembernotedamiscalculationinyourfigureswhichwillresultinanestimatedprojectcompletiondateofDecember31．Whatshouldyoudo?StandbyyouroriginalWaituntilthenextreportisdueandreportthechangesSendtheacorrectedWaituntiltheprojectisat75completetoseeifactionisevennecessary92．一份正式的项目状态报告在今天提交给了你的客户，报告中：Theprojectmanagerispartofabidteamtryingtosecurean$500millioncontract.Theprojectmanagerhaseliminatedallbuttwocompaniesbiddingfortheworkandhastomakeafinalpresentationontheirbestandfinaloffer.Uponenteringtheroomwherethepresentationwilltakece,theprojectmanagerrealizesoneoftheevaluationpanelmemberswastheirmanageratapreviousjob.Whatshouldtheprojectmanagerdo?KeepquietanddelivertheAdvisetheevaluationpanelandthebidteammembersofthepreviousrelationshipwiththepanelmember.AdvisethebidteammembersonlyofpotentialsofDeliverthepresentationanddiscusswiththepreviousmanagerafter项目经理属于投标团队一员，希望得到一笔5亿的合同，除了两家公司以外项目经理Oneoftheprojectmanager’smajorchallengesisorganizingandmanagingtheprojectteaminamulti-cultureproject.Whatareexamplesoftoolsandtechniquestheprojectmanagercoulduseforthispurpose?Observationandconversation,performanceappraisals,management,rolesandresponsibilities,staffingmanagementn.Issuelog,workperformanceinformation,rolesandAprojectmanagerisleadingacross-functionalteamof12members,includingtheprojectmanager.Whencreatingthecommunicationn,theteamidentifiedtwoadditionalstakeholders.Thesetwoadditionalstakeholdersaretheprojectsponsorand ’svice.Howmanypotentialchannelsofcommunication项目经理着一支包括其本人在内的12名成员组成的跨职能团队。在创建沟通管理计划Ofwhichpartofthefollowingiscustomerqualityscopeprojectmanagerhasbeenassignedtoimplementnewserverequipmentintoadatacenter.Throughariskworkshop,thefollowingtworiskshavebeenidentifiedandassessedashighlylikelytooccur.EquipmentisdelayedduetoshortagesofkeyThecustomerhasnotinitiatedpreparationofthedatacenter,riskingadelayintheWhatshouldtheprojectmanagerdoInitiatetheriskmitigationConductaMonte AddtotheriskmanagementInitiateriskresponseProjectmanagerisevaluatingtheriskassociatedwithpossible esofaparticularprojectdecision.Inthiscase,itisexpectedthatthedecisionhasa40%chanceofresultinginalossof$50,000,butan80%chanceofrealizinga$200,000profit.ThisisanexampleofwhattypeofriskmanagementPerformtativeriskPerformqualitativerisknriskMonitorandcontrolprojectmanagerassignedtoaglobalprojectwasvisitinganothercountrytopresentarevisedschedule.Theprojectmanagerisuncertainaboutthesignificanceofthe“sidetosideheadshake”ofthepeople,erroneouslyconsideringthisadisagreement.Whatshouldtheprojectmanagerdo?Theprojectmanagershouldaskattheendofthemeetingaboutthemeaningofthe“sidetosideheadshake”．Theprojectmanagershould alstyletofittheTheprojectmanagershouldexpresstheperceiveddisagreementandaskfortheTheprojectmanagershouldreporttomanagementthattherevisedscheduleisnotagreedtoandmustber