三模试题讲解5.9.5升级版

光环PMP三模讲解冯振华信息系统项目管理师（高级）项目管理师（CPMP）（一级）暨南大学工程管理高级项目经理:

读题：找关键字考点：迅速抓考点出处：归到书本选择：最后选择解题思路说明题目的过程组知识领域选项题干1、题目In

the

closing

phase,

a

construction

project

has

an

extensive

change

issue.

The

projectmanager

gathers

project srequired

.which

of

the

following s

belongtothe

company’s

knowledge

closure?changecontrol

proceduresfinancial

control

issue

reportsoutstanding

issue

reportsorganization

matrix在收尾阶段，由于意外发生问题，一个施工项目有大量变更日志。项目经理收集需要的项目文件。下列哪一份文件作为项目收尾的组成部分属于公司的知识库？变更控制程序财务控制程序未决问题报告组织矩阵

C阶段/项目收尾2、题目During

the

development

of

the

project

charter,

the

project

manager

identifies

manyhighly

probable

risks

and

believes

the

project

will

fall.

What

is

an

appropriate

nextstep?Stop

working

on

the

proje the

risk

is

too

highStop

workingon

the

project

charter

and

start

work

on

the

risk

management

planContinue

working

on

the

project

charter

and

start

work

on

the

risk

management

planContinue

working

on

the

project

charter

then

review

it

whenit

with

the

stakeholders在制定项目章程的过程中，项目经理确认了许多可能性很高的风险，并认为项目将会失败。适当的下一步措施是什么?停止为项目工作，因为风险太高停止制定项目章程，开始制定风险管理计划继续制定项目章程，并开始制定风险管理计划继续制定项目章程，然后与项目干系人一起 项目章程

D题目的过程组3、题目The

project

reaches

closure

and

all

deliverables

areaccepteD.

What

should

theproject

manager

do

next?Creat

a

project

closurereportPerform

requirement

closureCreat

a

work

performance

closurePerform

quality

assurance项目达到收尾阶段，且所有可交付成果均已验收，项目经理接下来应该怎么做？创建项目收尾报告开展需求收尾创建工作绩效收尾实施质量保证

A阶段/项目收尾4、题目The

project

manager

is

approved

toexecute

a

US$12million,

three-yearproject.After25%

of

the

projectis

completedWhat

is

the

nextstep

after

calculating

the

schedule

performance

index

and

costperformance

index?Ask

for

more

moneyPerform

variance

ysis为C.

Develop

performanceforecastD.

Submit

a

change

request4.项目经理被批准执行一个价值1200万25%项目已完成，项目团队开支为400万年的项目，6个月后，。计算完进度绩效指数和成本绩效指数后，下一步应该做什么？要求执行偏差分析制定绩效D.提交变更请求B绩效5、题目5、A

project

manager

presents

the

project

plan

to

key

stakeholders,

citers

stakeholderinput,and

obtains

approvals.Later,a

stakeholder

says

that

a

detail

in

thecommunications

plan

reeds

to

be

changed,The

project

manager

discusses

it

withstakeholder

and

they

agree

to

the

suggested

changes.

What

should

the

project

managerdo

next?Create

subsidiary s

in

the

communications

management

plan.Generate

a

change

request

and

submit

it

to

the

change

control

board.Keep

the

project

plan

as

it

has

been

approved

by

stakeholders.Change

the

communicationsplan

and

request

stakeholders’

approval.5、题目5、项目经理将项目计划给利益相关者，并且获得他们的支持。后来，一个利益相关者说详细的交流计划需要改变。项目经理和利益相关者

这个计划，他们也同意项目经理给出的调整建议。接下来，项目经理应该怎么做？创建附属文件中的沟通管理计划制定一个变更请求，并提交给变更控制项目计划不变，与之前利益相关者批准的保持一致更改交流计划，并请求利益相关方的批准

B干系人=CCB?6、题目Whenare

key

project

constraintsDuring

definition

activityDuring

planningDuring

initiationAt

the

kick-off

meetinged?什么时候开始识别项目关键制约因素?在定义活动阶段在计划编制阶段在项目启动阶段在项目 议上C项目章程中是丌是有关键制约因素？7、题目When

the

project

relies

on

external

vendors

and

contractors,

whatdescribes

how

the

project

management

system

will

be

used?Statement

of

workMemorandum

of

understanding.letter

of

intentProject

management

plan.7.在项目依赖外部供应商和承包商时，下列哪份文件描述了如何使用项目管理系统？A.工作说明书

B.谅解备忘录C.意向书D.项目管理计划

D项目管理计划2部分7、解析读题：注意题目问的是什么考点：出处：选择：D8、题目8.

A

project

manager

was

been

assigned

to

a

large

enterprise

located

in

anothercountry.

The

projectmanager

hasplanned

the

project

properly

and

conducted

allthe

phases

of

the

project

with

success.

Currently,

the

project

manager

is

collectingthe

lessons

learned

during

the

project.In

what

stage

is

the

project

manager?InitiatingPlanningExecutingClosing8、题目8.项目经理被分配到位于另一个国家的一个大型企业。项目经理已经制定了合适的项目计划，并成功实施了项目各个阶段。目前,项目经理正在收集项目过程中的经验教训.项目经理目前处于哪个阶段?A.启动阶段

B.规划阶段

C.执行阶段D.收尾阶段

D收尾过程组还要干嘛？9、题目9.

A

project

manager

takesover

a

large

project

supported

by

culturally

diverseworkforce.

Within

a

week,

it es

clear

that

there

is

asignificant

amongtwo

of

the

groups

because

the

former

project

manager

favored

one

group

withspecial

perks

and modations.

What

should

the

new

project

manager

do?A.Immedia y

begin

facilitating

a

satisfactory

resolution

tothe using

acollaborative

approachresolution.B.

Find

out

why

the

project

manager

favored

one

group.C.

Post

a

new

set

of

rules

and

regulations

in

s

public

location

for

all

groups

to

see.D.

Report

the

problem

to

human

resources.9、题目项目经理接手一个大型项目，该项目由不同文化的支持。不到一周时间，项目经理就发现其中有两组存在明显,因为前任项目经理更偏爱其中一组，为他们提供特殊的补贴和住宿条件。新项目经理应该怎么做?使用协作的方法,立即开始一个满意的解决方案来减轻找出前任项目经理偏爱其中一组的原C.在公共地点张贴所有成员都能看到的 则和制度D.向人力资源部报告此事A的解决10、题目10、A

project

manager

runs

a

mission

critical

project

with

a

tight

schedule

and

budgetconstraints

some

activities

are

keydependencies

for

the

other.Which

ofthe

following

components

should

be

monitoredclosely

to

keep

the

agreedupon

projectschedule

baseline?A.

Riske

andtheir

mitigation

planB.

Activitieson

the

criticalpathC.

Overall

change

controlD.

To

perform

a

task

with

less

experience10、项目经理在执行一项任务，日程非常紧张，项目也有限，活动之间是相互依赖的关系的。为了遵守约定的项目计划基线，下面哪个应该密切监查？A.风险和缓解计划B.关键路径上的活动C.整体变更控制D.由较少经验的资源执行的任务

B基线的关注点11、题目11、A

project

team

works,

overtime

to

compensate

for

resource

constraints.Theproject

manager

notices

a between

two

team

members

is

causing

a

split

in

theto

resolve

theproject

team’s

dynamics

.

What

should

the

project

manager

doand

restore

the

project

team’s

focus?A.

Issue

a

verbal

warring

to

the

two

team

members

causing

the.B.

Reallocate

the

resources

to

avoidfuture

s.C.

Meet

with

the

team

to

identify

key

issues

and

allow

open

discussion

to

resolve.D.

Escalate

theteam to

the

project

sponsor.11、项目团队加班工作来补偿资源制约条件。项目经理注意到两名团队成员之间的 正在导致项目团队精神动力的分散。项目经理首先应该怎么做来解决并恢复项目团队的注意力？A.给导致 的两名团队成员签发口头警告解决B.重新分配资源，避免将来产生的C.团队开会，确定关键问题所在，并允许公开D.上报给项目发起人C找出关键原因12、题目The

project

manager

estimatesproject

tasks

with

subject

matter

experts

(SMEs).

TheSMEs

feel

that

an

activity

will

most

likely

take

45

hours

to

complete.

However,

duringa

project

team

meeting,

the

same

activity

is

estimated

to

take

70

hours.

Some

teammembers

believe

that

this

activity

can

be

completed

within

32

hours.

What

should

theproject

manager

estimate

for

this

activity?32

hours45

hours47

hours70

hours12、题目项目经理与（SME）一起估算项目任务。认为某项活动最可能花45小时完成。但是，在项目团队会议上，相同的活动估计需要花70小时。而有些团队成员认为这项活动能够在32小时内完成。项目经理应该怎么估算这项活动？2小时5小时7小时0小时

C三点估算13、题目13、A

project

to

implement

a

new

system

has

trouble

launching

due

to

extensive

andcontradictory

discussions

regarding

the

project

deliverables.The

project

manager

leavesthe

company,and

a

new

project

manager

is

assignedto

the

task.What

should

bethe action

forthe

new

project

manager?Formalize

the

project

management

plan

and

communicate

this

torelevant

stakeholdersEscalate

tothe

project

sponsor

and

request

support

in

handling

the

ongoingdiscussions.Develop

a

work

breakdown

structure

and

communicate

this

to

all

relevantstakeholders.Formalize

a

project

charter

and

request

approval

from

the

sponsor

and

keystakeholders.13、题目13、启动实施项目新系统时会遇到麻烦，由于对项目可交付成果的 广泛且矛盾。项目经理离开公司，一个新的项目经理接手这个任务。那么新的项目经理首先应该采取什么行动？正式确定项目管理计划，并传达给相关利益方扩大项目发起人，并请求支持处理正在进行的制定工作分解结构，并传达给所有利益相关者形成一套完整的项目章程，并且能够得到项目发起人和关键利益相关者的支持D题目的过程组14、题目14、A

stakeholder

is

requesting

a

major

change

to

the

project

scope.The

change

is

ofvital

repentances

to

the

stakeholder.

The

project

manager

performs

thenecessaryysis

of

the

changeand

findsthat,

because

of

the

impact

on

project

costandschedule.

Itneeds

to

be

approved

by

the

changecontrol

board

(CCB).

The

CCB

deniesthe

change.What

should

the

project

managerdo

next?A.Implement

the

change

despite

the

decision

made

by

the

CCB,

because

the

change

isvital

to

the

stakeholder

and

to

the

success

of

the

projectB.

Include

the

decision

from

the

CCB

in

the

change

lag;

notify

the

stakeholders

and

theproject

team

of

the

situationmend

that

the

project

be

stopped

and

new

requirementsgathering

should

beperformedD.Meet

with

the

CCB

members

individually

to

influence

them

to

change

theirdecision14、题目14、项目干系人要求对项目范围进行重大变更。该变更对于干系人来说至关重要。项目经理对变更开展了必要分析，现由于对项目成本和进度产生的影响，变更需要得到变更控制 （CCB）的批准，但CCB

变更。项目经理接下来应该怎么做？由变更 做出决定，因为这个变更对相关利益者以及整个项目的成功与否起至关重要的作用包括变更 的决定，通知利益相关者和项目组这个情况建议停止该项目，进行新的要求收集与变更 成员单独会面，以此来影响和改变他们的决定

B完1、整对可的能引变更管理流程起变更的因素施加影响2、干系人正式提交并记录变更请求3、评估变更对所在领域的影响4、全面评估变更对整体的影响5、寻求处理变更的备选方案6、不发起人、管理层和干系人沟通7、不客户沟通8、提交吨解决方案的变更请求给CCB9、更新项目管理计划不项目文件10、通知受变更影响的干系人11、执行批准的变更12、

确认变更的实施情冴批准批准不否否决更新变更日志15、题目In

an

implementation

project,

the

development

phase

has

been

outsourced

to

an

off-shore

team.

Duringthe

execution

of

the

project,

the

off-shore

teamstates

that

vitalinformation

to

proceed

in

the

development

is

missing.

However,

the

on-shore

design

teamhas

statedthat

all

design s

have

been

provided.What

could

most

likely

be

the

cause

of

this

situation?The

communications

management

plan

has

not

been

createdproperlyThe

two

teams

do

not

get

along

well

witheachotherProject

managers

lack

communication

skillsThe

risk

management

plan

has

not

been

created

properly15.在一个实施项目中，开发阶段的工作已经外包给一支海外团队。在执行项目期间，海外团队通知说有重要信息遗漏，但是国内设计团队说已经提供所有设计文档。造成这这种情况最有可能的原因是什么?A.未正确创建沟通管理计划

B.两支团队相处的不好C.项目经理缺乏沟通技巧D.未正确创建风险管理计划

A虚拟团队16、题目In

the

development

of

a

new

project urance

testing

is

a

important

activityonthe

critical

path.

However,

the

lastfacility

is

occupied

by

a

higher

project,

Which

istaking

longer

than

initially

planneD.What

should

the

project

managerdo

text?Perform

a

root

cause ysis

for

the

delayed

project.Review

the

risk

register

forthe

appropriate

responseInformthe

project

stakeholders

about

the

delayEscalate

the

issue

to

senior

management.B16、题目在开发一个新产品时，耐久性测试是关键路径上的一项重要活动。然而，测试设施被一个优先级较高的项目占用，且占用时间比原计划长。项目经理接下来应该怎么做？A.为延迟的项目开展根本原因分析B.

风险登记册中的适当响应C.将延期情况通知项目干系人D.将问题上报给高级管理层B风险登记册17、题目17.A

project

manager

discovers

a

key

feature

of

the

deliverable

deviates

fromthe

customer's

original

specification,

but

meets

quality

and

legalrequirementsWith

budget

and

schedule

constraint members

suggest

kee

theoriginal

design.

White

other

team

members

insist

onmodifying

the

design

tomeet

the

customer's

requirement.

After

negotiation,

the

final

decision

is

to

keepthe

current

design.The

project

manager

should

take

which

of

the

following

actions

next?Follow

the

risk

response

matrixChange

the

quality

planUpdate

scope

management

planFollow

the

change

management

procedure

D17、题目项目经理发现可交付成果的一个关键功能与客户的原始规范存在偏差，但是满足质量和法律要求。在 和进度都有制约的情况下，一些团队成员建议保留原始设计，而另一些团队成员坚持修改设计，满足客户的需求。协商之后，最终决定是保留当前设计。项目经理下一步应该采取下列哪一项措施？遵循风险响应矩阵。变更质量计划更新范围管理计划遵循变更管理程序

D实施整体变更控制18、题目18、A

team

member

monitoring

the

processes

looks

atthe

project’s

control

chart,

There

aresix

consecutive

points

below

the

mean,but

within

control

limits.The

project

manager

should

take

which

of

the

following

actions?Adjust

the

process.Create

an

Ishikawa

diagramConduct

a

Design

of

experimentsNo

action

isrequired18、一名 流程的团队成员正在查看产品的控制图，有六个连续的点低于平均值，但是都在控制值范围内。项目经理应采取下列哪种行动？调整流程创建石川图执行实验设计不需要采取任何行动D7点原则、1点在外原则19、题目19、A

two-year

projectis

50%complete

has

a

schedule

performance

index

of1.051and

a

costperformance

index

of

1.02,A

newproject

enters

the

portfolio

and

isdeemed

a

higher

priority

than

the

current

project.As

a

result,the

current

project

losesthree

keyresources,Despite

tossing

resources,the

project

manager

is

askedby

seniormanagement

to

complete

the

project

on

time

and

within

budget

without

additionalresources.executive

resources

balancecrashingchangethe

projectbaselineimplementdeviation

ysis19、题目19、一个为期两年的项目完成了50%，进度绩效指数1.051和成本绩效指数为1.02。一个新的项目进入投资组合，被视为一个优先级并且高于当前的项目。因此，目前项目失去了三个关键资源。尽管资源紧张，但是高级主管仍然要求项目经理且不会有额外的资源补给。按时完成项目，并且按照执行资源平衡赶工变更项目基准实施偏差分析D1.051到底能丌能覆盖，需要分析20、题目There

are

several

defects

in

a

products

manufacturing

line.

A

senior

manager

askstheproject

manager

toorder

the

number

of

defects

by

category

and

prioritize

them

bydefects.

What

type

of

quality

control

tool

is

the

senior

manager

requesting

form

theproject

manager?Scatter

diagramCause

and

effect

diagramC．Fishbone

diagram

D．Pareto

diagram某个产品的生产线存在多个缺陷，高级经理让项目经理按类别整理缺陷数量，并按照缺陷排列优先顺序，高级经理向项目经理要求的是哪种质量控制工具类型？散点图因果图鱼骨图帕累托图

D帕累托图21、题目Which

atthe

followingtechniques

is

an

application

of

the

theory

of

constraints

and

isuseful

when

scheduling

constrained

resources?CrashingResource

levelingResource

loadingCritical

chainscheduling下列哪一项技术属于制约因素理论的应用，并在对制约资源制定进度时起到作用？赶进度资源平衡资源负荷关键链进度安排

D带资源限制的关键路径法22、题目22.The

project

deliverables

areapproved

and

the

project

manager

receivespayment

for

the

final .

A

procurement

audit

is

performeD.

Whoprovidesformal

authorization

for

the

closure

of

the

project？Project

teamSubject

matterexpertProject

sponsorProject

expediter项目可交付成果获得批准，且项目经理收到最终的付款。目前正在执行采购？审计。谁会提供项目收尾的正式A.项目团队B.C.项目发起人D.项目联络员C阶段/项目收尾23、题目23、After

obtaining

from

the

stakeholders.

The

project

team

defines

the

scope.Tocontinue

theproject,what

should

the

teamdonext?Develop

the

project

scheduleBreak

down

tasks

to

manageable

and

measurablecomponentsEstimate

activity

durations

and

resource

requirements.Estimate

theproject

costs.23、获得干系人的信息之后，项目团队确定了项目范围。若要继续项目，项目经理下一步应该做什么？制定项目进度表将任务分解成可管理和可衡量的部分估算活动工期和资源需求估算项目成本

B先后逡辑关系24、题目Team

member

A

wants

to

leave

the

team,

complaining

aboutteam

memberB’s ality.

What

should

the

project

manager

do？Talk

with

both

team

members

separa y

to

understand

the

facts

abouttheir

currentrelationshipAdvice

teammember

A

that

team

member

B.

will

be

removed

from

theprojectAddress

the in

a

team

meeting

and

facilitate

a

resolutionAsk

the

team

members

to

tryto

work

together

until of

theproject团队成员A希望离开团队，不断抱怨团队成员B的个性，项目经理应该怎么做？与二名团队成员分别谈话，了解他们当前关系的真实情况告知团队成员A

会把团队成员B从项目中解决团队会议上的 ，并促进解决方案

A让团队成员尝试合作到项目结束为止管理25、题目The

sponsor

asks

the

project

manager

to

stop

the

project

because

the

allocated

budget

isdepleteD.

What

should

the

project

manager

donext？Negotiate

with

vendors

to

finish

the

outstanding

tasksPrepare

a

final

report

to project

issues

and

deliverablesUpdate

the

project

chapter

to

reflect

the

project

end

datePrepare

a

change

request

to

update

the

project

scope已花完。项目经理接下来应该项目发起人要求项目经理停止项目，因为分配的怎么做？与客户谈判完成剩余任务准备最终报告，记录项目问题和可交付成果更新项目章程，并反映最终日期准备变更请求，更新项目范围B阶段/项目收尾26、题目Three

months

into

a

12-month

project，the

schedule

performance

index

（SPI）is

0.

99.Threemonths

later，the

SPI

shows

that

theproject

is

significantlybehind

schedule

.

Theproject

manager

realizes

that

the

customer

did

not

make

decisions

on

the

newrequirements.

What

could

be

the

reason

for

this？There

is

no

integration

management

planThere

is

no

quality

management

planThereis

no

risk

management

planThere

is

no

change

management

plan一个为期12个月的项目进入第3个月时，进度绩效指数（SPI）为0.99，三个月后，SP显示项目明显 于进度。项目经理认识到客户没有对新的需求做决定，产生这种D结果的原因是什么？没有整体管理计划没有质量管理计划没有风险管理计划没有变更管理计划变更管理计划27、题目27.A

network

implementation

in

a

construction

project

has

constant

instability

despiteefforts

to

correct

parts

of

the

installation.

The

project

manager

assigns

a

task

force

toidentify

the

root

cause

and

resolve

the

issue.

Which

of

the

followingtechniques

shouldthe

task

force

apply？Statistical

samplingMonte

Carlo

ysisIshikawa

diagramPareto

chart某个施工项目的网络实施持续的不稳定，即使花了一些精力来纠正部分安装工作.项目经理指定一支特别工作小组来确定根本原因并解决问题，特别工作小组应应用下列哪一项技术？统计抽样蒙特卡洛分析石川图帕累托图

C石川图28、题目28.

A

junior

project

team

member

questions

the

methods

in

a

proposal

submitted

fromanother

member.

The

argument

betweenthe

team

members

now

is

threat

totheproject

schedule.After

carefulconsideration,

the

project

manager

agrees

with

thejunior

team

member

to

modify

the

proposal.

What

method

is

the

project

managerusing?CollaborateSmoothForceWithdraw28、题目28.

一位初级项目团队成员对一位高级团队成员提交的 中的方法提出质疑到项目进度。仔细考虑之后，项目经理同意初。项目经理使用的是什么方法？。这两名团队成员的争论现在级团队成员的意见，修改A合作

B.缓解

C.强迫

D撤退C管理强制ForcingWin-lose解决问题

Confronting/Problem

SolvingWin-win撤退

Withdrawing/AvoidingLose-leave调和（求同存异）Smoothing/modatingYield-lose

有相同点才同意妥协Compromising（各让一步）面向

解决问题面向人际关系五种解决方法的对比强迫/命令撤退/回避缓解/包容妥协/调解合作/解决问题/面对面向决策面向人际关系合作/面对缓解/包容妥协/调解撤退/回避强迫/命令优劣顺序最好

记

文29、题目The

result

of

creating

WBSprocess

is:Project

scheduleTeam's

meeting

of

mindsProject

finish

dateD．Risk

lists创建工作分解结构过程的结果是项目进度计划团队意见项目完成日期

D．风险B难，WBS的直接结果30、题目30、An

international

company

is

locking

toexpandits

organization.Part

of

this

expansionplan

includes

establishing

a

series

of

branch

offices

in

selected

geographical

locations.

Theproject

charter

hasbeen

drafted

by

the

sponsor.who

is

now

seeking

the

project

manager’shelp

finalizing

the

content.Below

is

an

excerpt

of

the

current

version

of

thecharter.Project

charter

excerpt:Overall

purpose;

expand

the

company’s

presence

in

growing

marking

markets

and

offer

morelocal

access

to

private

customers.Objectives:-Establish

anumber

of

branch

offices.-Increase

the

number

of

private

customers-Offer

a

range

of

services.High

level

risks:-Limitedknowledge

oflocal

conditions,

rules

and

regulations-A

rapidlydevelo unstable

market-Large

number

of

competitors

looking

at

the

same

opportunities30、题目What

should

be

further

improved

in

the

project

charter

to

increasethe

chances

of

aSuccessful

completion

and

acceptance?Improve

the

project’s

purpose

to

clarify

the

overall

goalImprove

the

risks

by

develo a

setof

clear

riskresponse

strategiesImprove

the

objectives

and

add

definitive

measure

to

eachof

themLeave

the

charter

and

start

converting

this

into

a

project

management

plan30.一家 公司希望扩张组织。其扩张计划的其中一部分包括在选定地理位置建立一系列分支机构。项目发起人已经草拟了项目章程，现在正在寻求项目经理的帮助，最终确定项目章程的内容。以下是当前版本项目章程的摘录。项目章程摘录：总体目的，扩大公司在成长市场的 ，向私人客户提供 的本地接入服务目标：30、题目-建立多个分支机构。-增加私人客户的数量-提供一系列服务。次风险：-对当地条件、和 的认识有限-快速发展的不稳定市场-大量竞争对手都在关注相同的机会。为了提高验收成功的机会，

应该怎么样来进一步完善项目章程呢？明确该项目的目的，以更好的明确总体目标制定一套完善的风险应对策略改进目标，明确每个人的措施和方法撇开章程，而是转换到项目管理计划上A排除法启劢过程组31、题目Two

members

of

a

team

work

side-by-side.

Both

are

productive

but

their

problemsapproaches

are

very

different.

This

leads

to

frequent

arguments

and

distrust.What

development

stage

is

the

team

probably

in?FormationStormingConformingPerforming31.团队中的两个成员并肩合作，这两个成员工作能力都很强，但是他们各自的问题解决方法极为不同，导致频繁发生争论和互相不信任。该团队可能处于下列哪个开发阶段?A.组建阶段

B.震荡阶段

C.规范阶段D.成熟阶段

B情景式低高高支持活动：鼓励、倾听、询问、解释指导活动：计划、组织、、督导型参与型定有能力谨慎执行者一起探讨一起决

共享式SharedLead

Ship憧憬幻灭的学习者一起探讨我来决定委任（

）型独立自主的完成者你来决定指导型热情高涨的初学者我来决定32、题目Halfway

through

a

multiphase

project,

the

sponsor

terminates

the

work

becausethere

is

no

longer

an

organizational

need

for

the

project.

Thiscould

have

been

avoidedif:More

effort

was

spent

on

develo the

project

management

planThe

project

business

case

was

properly

developedLegal

requirements

were yzedat

the

start

of

the

projectThe

project

statement

of

work

was

more

detaileD.在一个多阶段项目的中途，由于对该项目不再有组织上的需求，发起人终止了项目工作。下列哪种情况可以避免这个现象？在制定项目管理计划时多花些精力正确制定项目商业论证在项目开始时分析法律要求更为详细地描述项目工作说明书

B商业论证33、题目33．An

organization

receives

proposals

from

five

pre-qualified

sellers

for

provision

of

servicesfor

a

project.

Selection

of

a

seller

will

be

based

upon

evaluation

of

several

qualitativecriteria.

It

is

now

required

to

shortlist

two

sellers

based

upon

the

proposals

submitted.

Whattool

or

technique

should

the

project

manager

use

to

establish

the

shortlist?A．Seller

rating

systemB．Weighting

system

C．Contract

negotiationD.

Independent

estimates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

，项目经理应该使用下列哪项工具或技术？供应商分级系统系统C.合同谈判

D.独立估算B供应商选择标准34、题目34、Before

seekingendorsement

of

the

project

plant,

the

project

manager

prepares

astakeholder ysis.

Which

of

the

following

should

the

project

manager

identify?Methods

or

technologies

to

be

usedconveythe

project

planLevelof

participation

for

each

identified

stakeholderStakeholders

according

totheir

judgment

and

expertiseRoles,

interests,

expectations,

and

influence

of

the

stakeholders34、寻求项目计划获得批准之前，项目经理准备了一份干系人分析，项目经理应该识别下列那一项？传达项目计划的方法或技术每位识别的干系人参与度根据判断和专业知识识别干系人干系人的角色， ，期望和影响

D干系人识别的内容35、题目35.A

project

is

terminated

one

month

before

completion.

The

project

managerinvestigates

the

reasons

for

the

early

termination.The

project

is

currently

in

which

of

the

following

phases?initiatingClosingmonitoring

andcontrollingPlanning了提前终止的原因。项目目前处于下某项目在完工前一个月终止。项目经理列哪个阶段？A.启动B.收尾C.D.计划B阶段/项目收尾36、题目Two

months

into

a

designed

project,

the

customer

requested

a

modification

totheproject.

The

change

was

made

without

notify

the

project

manager.

During

the

finaltesting

phase,

result

weredifferent

from

what

was

planned

for,

This

scenario

is

anexample

of

which

of

following?Poor

definition

of

the

test

planPoor

development

of

quality

managementPoor

use

of

scopechange

controlPoor

adherence

to

the

communication

plan36．在一个设计项目开始两个月后，客户要求对产品作修改。在没有通知项目经理的前提下就做了这项变更。在最终测试阶段，与当初计划的不同。这种情况是下列哪项例子？A．测试计划定义不完善B．质量管理计划编制不完善

C．使用范围变更控制的技能差

D．不坚持沟通计划C变更控制流程，所有的变更应该在PM控制中，因为PM对整个项目负责37、题目、

position

isa

technique

used

in

devoicing

which

of

the

following?Cost

planResource

management

planStatement

of

workWork

breakdown

structure37、分解属于制定下列哪一份文件时使用的技术？成本计划资源管理计划

C.工作说明书

D.工作分解结构D丌止WBS吧38、题目During

the

execution

of

the

project,

the

customer

reviews

the

project

status

withproject

manager.

The

customer

realizesthat

expected

work

was

not

included

in

thestatement

of

work.

What

is

the

next

step

the

project

management

should

take?Submit

the

change

request

to

the

change

control

board

for

approvalReview

the

project

scheduleto modate

the

new

requestInvoke

the

change

request

processPerform

fast

tracking

to

exceed

customer’s

expectations38．在项目执行期间，客户与项目经理一起评审项目状态，客户未包含在工作说明书中。项目经理下一步应该采取什么措施？预期工作批准A．将变更请求提交给变更控制

B．评审项目进度表适应新的请求

C．调用变更请求过程D．实施快速跟进，以超出客户期望C要有解决方案只是时间39、题目39.A

project

has

consistently

missed

the

delivery

dates.

After

assessing

the

situationwith

the

project

manager

realizes

the

poor

performance

is

due

to

a

lack

of

charity

forteam

member’s

responsibilities?

What

should

the

project

manager

focuson

?Create

a

RACI

chartConsolidate

the

role

ofthe

leadershipNegotiation

fo