测试与解析-1706清晖复习三

PMP题C（choice）果断做出选 ，或。7. Duringimplementation,acustomerrequestsachangetoaproduct.Theprojectmanagerinitiatesthechangerequesttoincorporatethenewrequirements,andthechangeisapproved.Twoweekslater,thescheduleperformanceindex(SPI)decreasesto0.89.Accordingtotheprojectteam,theSPI’sdecreaseisduetotherecentchange.WhatshouldtheprojectmanagerhavedonetopreventthisCrashedtheschedule,andupdatedthetimemanagement求，且变更获得批准。两周后，进度绩效指数（SPI）0.89.据项目团队称，是由于最近的变更导致SPI降低。若要防止这个问题，项目经理应该做什么？Thecompanyrequiresaspecificserviceforaproject,butthecapabilitydoesnotexistwithintheprojectteam.Whichofthefollowing sshouldbeusedtofindavendorwhichprovidesthebestservice,price,andminimalrisk?RequestforRequestforStatementofDuringprojectinitiation,theprojectmanagerwantsafullunderstandingoftheprojectscope.Aheadtotheprojectcharter’sapproval,which wouldhelptheprojectmanagerobtainthisUnderstanding?BusinessAcompanymustselectasellerfortheirsoftwareimplementationproject.Theprojectmanagercannotaccurayestimatetheextentoftheworkorthecosts.WhattypeofcontractshouldtheprojectmanagerTimeandTheprocurementdepartmentsubmitsarequestforproposal(RFP)topotentialvendorstoexecuteaproject.Afterthebidderconferences,theprojectmanagerreceivesan vendorarequestingclarificationoftheRFP.WhatshouldtheprojectmanagerdoAmendtheRFPwiththeclarificationandresendittoalltheallthevendorswiththevendorAwiththe（RFP目经理收到供应商A要求澄清RFP的电子邮件向供应商AAfterlearningofapotentialprojectchange,theprojectmanagerperformsanimpactysis.Theprojectmanagerthenpresentsthechangerequesttothechangecontrolboard(CCB)toreviewandapproval.TheCCBapprovesthechangeandreleasesitforimplantation.WhatshouldtheprojectmanagerupdateRiskQualitymanagement更控制（CCB）和批准。CCB批准变更并准予实施。Todate,theprojecthasbeenprogressingsmoothly.Anewprojectmanagerisassignedandthereisadisagreementwithavendorontheamountandpriceoftheworkcompleted.Whichshouldtheprojectmanagerconsulttodetermineworktobecompleted?StatementofNoticeto Theprojectsponsordefinesaproductdevelopment’sbudgetatUS$5million.Theproductiswell-Definedandmustbemarketedin10monthstocompetewithotherproducts.Aninitialfeasibilitystudyshowsthatallconstraintscannotbemet.WhatshouldtheprojectmanagerdoDevelopariskmanagementplantomanagethedifficultiesofmeetingscope,time,andcostconstraints.Kick-offtheprojectandusetheprojectscopemanagementprocessestoreducethescopeatalatertimeAccepttheproject,astheprojectsponsorpromisestoapproveachangerequestaftertheProjectstarts.Seekprojectapprovalfromtheprojectsponsorafteramendingoneormore项目发起人确定产品开发预算为500万 。产品定义明确，且必须在10个月内上市Theprojectmanagerplanstopurchaseconcreteforabuildingconstructionproject,thequalityofthematerialsisconsistentamongallvendors,leavingpriceasthemajordifference.Whichtypeofvendorresponseshouldtheprojectmanagerrequest?RequestforRequestforStatementofRequestforAprojectsponsorandaprojectmanageraredeveloaprojectcharterforanewenThereareseveralplantlocationsunderconsideration,whichcouldinfluenceprojectcoToselectthemostappropriatelocation,whichofthefollowingshouldtheprojectspProjectmanagerworkonBusinessBusinessDuringprojectclosure,avendordidnotfulfillacontractualobligationtosubmitmandatoryation,whichleadstoadispute.WhatshouldtheprojectmanagerdotosettlethedisputewiththeRecordthedisputeinthe SettlethedisputeinacourtofDuringtheproject’sclosingphase,theprojectmanagerclosesalloftheprocurementsfirst.Onevendordisputestheapplicationoftheliquidateddamageclausefordelayindelivery.TheprojectmanagerretrievesinformationrequiredfortheliquidateddamageclauseandcorrespondingationtoestablishthecorrectnessoftheWhichofthefollowinghelpstoretrieveallinformationandsupportingInspectionandauditTheprojectmanagerplanstopurchaseconcreteforaconstructionprojectoverthenextthreeyears.Duetoinsufficientlocalmarketinformation,theprojectmanagerisunabletoforecastfutureconcretepricetrends.Whichcontracttypeshouldtheprojectmanagerusewith Aprojectmanagertakesoveraprojectintheexecutionphase.Theprojectmanagerfindsthepreviousprojectmanagerhadissueswithsomeexternalstakeholdersandsomeseniormanagerswereoftenabsentfromstatusmeetings.WhatshouldthecurrentprojectmanagerdoMeetwithstakeholderstoexplaintheprojectreportingmanagementAnewlyhiredprojectmanagerreviewstheprojectcharterandfindsthatsomestakeholdersmaynothavebeenincluded.HowshouldthenewprojectmanagervalidatethestakeholderIdentifyonlythepeoplewhoareactivelyinvolvedwiththeIdentifyanyonewhoisinvolved,orhasaninterestintheIncludeonlythepeoplewhohaveamajorinterestinthe Afterbeingassignedtoanewproject,theprojectmanagerreceivesadraftoftheprojectcharter.Theprojectmanagerrealizesthatsomekeystakeholderswerenotinvolvedinthedefinitionoftheinitialspecifications.WhatshouldtheprojectmanagerdoObtainfinalapprovaloftheprojectcharterandconsiderthekeystakeholder’sneedthe AttempttokeeptheoriginalrequirementsandobtainprojectcharterObtainthesponsor’sprojectcharterapprovalandconsiderthekeystakeholders’indentifiedduringproject Duringaproject’sinitiationphase,stakeholdersinformtheprojectmanagerthatthescopewillchangefrequently.Vendorsareresponsibleforsomeoftheprojectdeliverables.Whichofthefollowingtypesofcontractsshouldtheprojectmanagerselect?LumpTimeandThecustomerofadelayedprojectrequestsanadditionalfeature.Thefeaturecanbebuiltwithnosignificantimpacttothescheduleorcost.WhatshouldtheprojectmanagerdoAccepttheproposalascompensationtothecustomerfortheprojectDenytherequest ywithoutfurtherPutthefeatureonhold,asafutureCreateachangerequestandsubmittothechangecontrolboardfor Aportionofaproject’ssolutionisestimatedtocostUS$75,000,andmaybeoutsourcedtoasubcontractor.Beforemakingadecisiontooutsource,whattypeofysisshouldbeExpert项目解决方案的其中一部分估算成本为75000 Aprojectmanagermonitorstheimplementationofacriticalworkpackage.Theprojectmanagerknowsthattheroftheworkpackageexperiencedqualityissuesinthepreviousproject.Toavoidissueswiththecurrentproject,theprojectmanagerimplementsabi-weeklyqualityauditwithther.WhatshouldtheprojectmanagerdoPerformQualityAcoreprojectteamimplementedastakeholder ysisintheinitiationphase.Theresultsof ysisshowthatafewstakeholderscouldnegativelyinfluencetheproject.WhatshouldtheprojectmanagerdoUpdatetheprojectrisklogwiththeresultsof Developacommunicationsmanagementplanbasedon ysisDevelopaplantomanagestakeholder Theprojectmanagerstartsanewprojectandbeginstoidentifytheproject’sstakeholders.Whichofthefollowingwouldbeusefulforthistask?Attheprojectplanapprovalmeeting,anunidentifiedstakeholderemerges.Toavoidthissituation,whichofthefollowingactivitiesshouldhavebeengivenmoreattention?Identify risselectedforastatementofwork,duetopreviousexperiencewithsimilarprojects.Duringtheproject’sexecution,the rannouncesthattheycannotfulfilltheirToensureaformalevaluationreviewintheselectionofa r,whatshouldtheprojectmanagerhavedone?PreparedanindependentUtilizedtheDelphi Threemonthsaftertheproject’sworkiscompleted,thecustomercontinuestorequestminorchangestothedeliverables,claimingthattheprojectisstillongoing.Thecustomer’soperationsgrouphasbeenworkingwiththesedeliverableswithoutanyisues,butmanagementhasnotyetacceptedtheproject.WhatactionshouldtheprojectmanagerContactthelegaldepartmenttoinitiatelegalactionsbasedontheNegotiatetheclosureoftheprojectbasedontheacceptance sfromthescopeAdvisethecustomerthatallactivitieswereexecutedanddeclarethattheprojectisAdvisethecustomerthatallactivitieswereexecutedanddeclarethattheprojectisProceedwiththechanges,sincetheyarerequiredanditmaybenefitfuturecustomerTheprojectmanagerhasreceivedseveralapprovedchangestotherequirements.Allchangesweresubjecttochangecontrol.Aftersixmonths,theteamcannotidentifythepercentageofprogressachieved.WhatshouldtheprojectmanagerdotoavoidthisEnsurethattheprojectscheduleincludesallapprovedchangesandthattheyarecommunicatedtotheprojectteam.ScheduleaweeklymeetingwiththeteamtoreviewtheprojectmanagementplanandincorporatethechangesaccordinglyIdentify yzethedeliverablesandrelatedworkassignedtoeachteam Seniormanagementasksaprojectteamtoleverageoutsourcingaspartoftheprojectmanagementplan.Projectmembersidentifyanareaforoutsourcing.Toensureallpotentialvendorshaveaclearandcommonunderstandingoftheprocurement,theprojectmanagershoulddowhichofthefollowing?RequestsellerHoldbidderProvidetheprojectmanagementplantoallAfterreceivingacustomer’schangerequest,theprojectteamperformsanimpactysisandthechangecontrolboardapprovestherequest.Afterdelivery,thecustomerfindsthatthechangerequest’simplementationoverlookedsomebaselinedeliverables.WhatcouldbetherootcauseofthisThechangecontrolboardcannotauthorizethechange,asitdoesnothaveadequateknowledgeofthechangerequestThequalitycontrolwasThechangecontrolsystemwasnotintegratedwiththeconfigurationcontrolTheprojectschedulewasnotAprojecttoimplementanewsoftwaresystemwillcausechangestothecompany’sandbusinessprocesses.Afunctionalmanagerisopposedtotheproject’sWhatshouldtheprojectmanagerdoAcknowledgethefunctionalmanagerand thesituationintheriskmanagementplanAskthesponsortodiscusswiththefunctionalmanageranyactionstoderailtheApproachthefunctionalmanagerasperthestakeholdermanagementConvincethefunctionalmanagerofthevalueofthe Afterarigorousqualitycontrol,theproductmeetsstandardsandisrolledout.Theoperationsdepartmentrequestsseveralnewfeaturestobeadded,andbelievesthesecanbeeasilyimplemented.However,addingthesenewfeatureswilldelaytheprojectandresultincostTomanagetheoperationalgroup’sexpectationsandprovidescheduleandcosttransparency,whatshouldtheprojectmanagerdo?RefertothedefectcontrolchartstoshowstakeholderstheimpactofthenewfeaturesonproductstabilityUsetheproductchangemanagementprocesstoevaluatethenewfeaturesallowedintheproductDeferallnewproductfeaturesuntilanewprojectisinitiatedtodeliveranimprovedAsktheclienttoacceptalowerqualitycontrolstandardsotheprojectcanimplementthenewfeaturesfasterAcompanyisdeveloanautomatedprocessingsystemthatwillreduceaproduct’sprocessingtimefromtwoweekstothreedays.Thehardwareprocurement,testing,andinstallationareonschedule.However,competingprioritieswillcauseathree-monthdelayinthesoftwaredevelopment.WhatshouldtheprojectmanagerdoEscalatetheissuetotheprojectsponsorandkeyCreateachangerequesttoaddressthethree-monthUpdatetheriskregistertoincludethescheduleAprojectmanagerclosesoutaprojectwhichincludesseveralcontractorsaspartoftheTheprojectmanageralsonotifiestheprojectteam’scontractForpropercontractclosure,theprojectmanagershouldensurewhichofthefollowingare Lessonslearned,budget,and Anewprojectmanagerworksonaprojectthatinvolvesthepurchasingofmachinery.Acolleagueworkedwiththesameronasimilarprojectthathadamajorissuethatdelayedthemachinerydelivery.TheprojectmanagermeetswiththecolleaguetoaskaboutrelatedissuewiththeWhatactivityistheprojectmanagerPlanPlanRiskPlanAprojectteamworkswithathird-partyvendortopurchaseequipmentbeingdeveloped.Thethird-partyvendorrefusestoaccepttheriskifcostincreasesduringtheproject.Theprojectteamwantstominimizerisksofpoorqualityontheequipment.Whattypeofcontractisbeneficialtoboththeprojectteamandthethird-partyTimeand Aprojectinthefinalstagesoftheexecutionphasehasascheduleperformanceindexof0.9.Aprojectteammembersubmitsachangerequestthatimpactstheprojectconstraints,andthechangecontrolboardapprovesit.WhatshouldtheprojectmanagerdoNotifytheprojectUpdatethechangeRe-baselinetheNotifytheTheconditionswhichallowacontracttobemutuallyendedpriortoitscompletionareidentifiedinwhichofthefollowing?StatementofAprojectmanagerpreparesafixed-pricecontractforaconstructionproject.Theprojectcharterisapproved,andthescope,schedule,andbudgetarecompleted.Beforethecontractissigned,whichofthefollowingmustbePerforma Organizethekick-offmeetingwith DraftthequalityassuranceInthelasttwomonthsoftheexecutionphase,asoftwaredevelopmentprojectistwoweeksaheadofschedule.Asubjectmatterexpertrealizestheydidnotdefinesomerequirementsthatwouldassistthesoftware’send-user.Developersestimatetherequirementswilltakeanadditionalweek.Sincethedevelopersareaheadofschedule,whatshouldtheprojectmanagerAdvisethesubjectmatterexpertthatthenewrequirementsareoutofscopeand,intheexecutionphase,scopecannotbemodifiedfornon-criticalrequirementsPrepareachangerequestandsubmittothechangecontrolboardforconsiderationandAddtherequirementtothelistoffutureenhancements,becauseachangeattheendofprojectcouldputtheprojectatriskAskthedevelopertomakethechange,sincethescopechangeisestimatedtotakeoneweek,butdonotprocessachangerequestOncetheprojectiscomplete,andtheproductistestedandvalidatedagainstthescopeandcontract,aprojectmanagershoulddowhichofthefollowing?anyknowledgelearnedthroughoutthedurationoftheChangethecommunicationsmanagementplantoincludeaCreateprojectcharterforthesecondphaseofthe Duringprojectexecution,thecustomerindicatesthattherewillbelimitedaccesstothetestfacilitiesduetoseveralconcurrentprojects.Thischangemayleadtoscheduledelays.Tominimizethenegativeimpact,whatshouldtheprojectmanagerdoAdvisethecustomeraboutscheduleChecktheriskregisterforapprovedcorrectivePerforma UpdatetheprojectscheduleaccordingtothisAprojectteampreparesarequestforproposaltooutsourceengineeringservices.Theprojectteamrequiresqualityservicesandasksforexperiencedcandidatesonly.WhatareaofrequirementsshouldbestressedintherequestforWhichofthefollowingauditswillbeperformedbytheprojectmanagementofficetovalidatethattheprojectisusingthecorrectprojectmanagementmethodology?Best Aprojectisdelayedbecauseoneitemintheequipmentspecificationisobsolete.Areplacementwillrequirealongerleadtime.Toavoidthissituation,theprojectmanagershouldhavedonewhichofthefollowingduringprojectplanning?PreparedacontingencySelectedamore SpentmoreeffortontheIdentifyRisksEnsuredthattheitemisnotonthecriticalCompanyX’ssubcontractor,whoworksonatimeandmaterialcontract,sendsmonthlyactivityreportsthatareapprovedbytheprojectmanager.Thesubcontractorthensendsdirectlytotheaccountingdepartment.Aprojectauditordiscoversanover-chargeerroronan.Thesubcontractorissuesacorrected.Whatshouldtheprojectmanagerdonext?AgreeonanapprovalprocesswiththeaccountingMeetwiththeauditortodiscusstheRequestthatthesubcontractorpayapenaltytocompensatecompanyEscalatethisissuetotheproject公司X的分包商，按照工料合同工作，发送经过项目经理批准的每月活动报告。分包商要求分包商支付罚款补偿公司Theprojectmanagerwantstoconsiderdevelo theprojectinternallyoroutsourcingtheworktoathird-partycontractor.Whichofthefollowingshouldtheprojectmanagerdonext? Attheendofaproject’splanningphase,thereareinsufficientdetailstofinalizetheplanning.Whatshouldtheprojectmanagerdonext?ObtainapprovaltostarttheprojectandrefinetheplanningforsubsequentphasesinparallelwithexecutionSustainexecutionuntilallrequireddetailsarefinalizedintheSustainexecutionandconsultwithanexperttoobtaintherequireddetailstoObtainapprovaltostarttheproject,butinformthesponsorthatiftheprojectdoesnotmeetthedeadline,theprojectmanagerisnotresponsibleforthefailureDuringaconstructionproject’sinitiationphase,thecustomerandprojectsponsornotifythecontractorthattheprojectmustbecompletedinsixmonths.Theprojectsponsorwillprovidefullcommitmentandsupport.However,accordingtotheprojectmanager’sinitialcalculations,theprojectwilltakeninemonths.Whatshouldtheprojectmanagerdonext?NegotiatewiththeprojectsponsortoincreasetheprojectMeetwiththeprojectsponsorandcustomertoaskforIncludethetimeconstraintintheprojectReducetheproject’sscopetoachievetheprojectAsasoftwareprojectends,theprojectisaheadofscheduleandunderbudget.Akeyteammemberadvisestheprojectmanagerthatforanadditionalcost,newfeaturescouldbeaddedtothesoftwaretobenefitthecustomer.Thiswouldnotimpacttheinitialbudgetofschedule.Whatshouldtheprojectmanagerdonext?MaintaintheoriginalImplementthenewfeaturestoincreasecustomerPerformariskreassessmentandimplementthenewfeatures,ifthereisnoriskVerifywiththecustomerifthesenewfeaturesare Oneweekbeforetheteambeginstestinganewsystem,thetechnicaldepartmentindicatesacriticalspecificationwillnotbeavailableasrequested.ApossiblealternativeisofferedtotheWhatshouldtheprojectmanagerdoAcceptthealternativeasitissimilartotherequestandcontinuefollowingthestepstoavoidimpactingtimelinesPuttheprojectonholdandperformareviewofalltheLogachangerequestforthealternativeandreviewatthenextsteeringcommitteeEvaluatetheimpactofacceptingthealternativewiththekeystakeholdersandmakeaAprojectmanagerreceivesanapprovedprojectcharterforanewproject.Whatauthorityisgrantedbytheprojectcharter?Authoritytospendtheorganization’sfundsfortheAuthoritytoidentifytheteammemberspermittedtoworkontheAuthoritytoprovidetheprojectmanagerwithorganizationalresourcestocompletetheAuthoritytoapprovechangestotheproject Thedirectorofhumanresourcesconductsemployeeperformancereviewsonpaperformsandwouldliketoreplacethisinefficientprocesswithanonlineautomatedsolution.Thenextstepwouldbetodevelopthe:Requestfor Duetotechnicalissues,aprojectisstoppedintheearlystages.Whenclosingtheproject,whatshouldtheprojectmanagerdo?UpdateandarchivetheworkbreakdownUpdateandarchivetheprojectandarchivethelessonslearnedInformthetechnicalsupervisionabouttheEquipmentforatwo-yearconstructionprojectisorderedatthebeginningoftheproject,andwilltake17monthstobebuiltanddelivered.Afteroneyear,theequipmentsspecificationsmustbemodifiedduetoregulatorychanges.WhatshouldtheprojectmanagerdoAssesstheimpactofthischange,obtainthesponsor’sapprovalforthischange,andnegotiatewiththevendorObtainthesponsor’sapprovalforthischange,negotiatewiththevendor,andupdatetheriskmanagementplanAssesstheimpactofthischange,asktheprojectsponsorforascheduleextension,andnegotiatewiththevendorAsktheprojectsponsorforascheduleextension,negotiatewiththevendor,andupdatetheprocurementmanagementplan一个为期两年施工项目的设备是在项目开始时订购的，将需要花17个月建造和交付。 Duringtheimplementationofanapprovedprojectchange,theprojectsponsorstatesthattheimplementationistakinglongerthanexpected.Theprojectsponsorrequeststhattheprojectteamtakeadifferentapproach,whichleveragesresourcesfromanotherprojectteam.WhatshouldtheprojectmanagerdoEvaluatetheeffectonthescheduleandObtainfeedbackfromtheproject Achangerequestforadditionalfeatureswasapprovedatthelastprojectsteeringcommitteemeeting.Whatshouldtheprojectmanagerdonext?DirectthedevelopmentteamtocontinuewiththecurrentprojectmanagementUpdatetheprojectmanagementplanandothernecessaryprojectMeetwiththedevelopmentteamtodiscussthechangeDirectthedevelopmentteamtocompletetheadditionalDuringcontractnegotiationswithavendor,theprojectmanagerusesogouscostestimatingtosavetime.Theestimatingtechniqueispoorlyexecutedandcostsareunderestimated,whichnegativelyimpactstheproject’sduration.Inwhichofthe sshouldtheprojectmanagerincludethisRiskScope Aprojectmanagerinafunctionalorganizationishiredtoleadaproductdevelopmentproject.Thereisnoprojectmanagementoffice,andtheorganizationdoesnothaveestablishedprojectmanagementstandards.Inthefirsttwoweeks,whatshouldtheprojectmanagerdotoensuretheproject’sPerformakey ysistoalignexpectationsandgainprojectCreateandobtainapprovalforthecreationofprojectmanagementCreatetheprojectcharterandobtainapprovalfromthemarketingDuringaproject’sexecutioninaweakmatrixorganization,thefunctionalmanager,sponsor,andprojectmanagerdiscusshowtoimproveateammember’sknowledgeandskills.Whoisresponsibletoaddresstheseneeds?HumanresourceAprojectwithanestimatedcostofUS$5millionisapprovedandfunded.Theprojectmanagerisentitledtoa1%bonusonanycostsavingsiftheprojectfinishesunderUS$5million.Atthecompletionoftheproject,theactualcostsavingsandthebonusamountpaidshouldbeedandThisinformationcouldbeusedinfutureprojectsforwhichofthefollowingEstimatingtheAssistinginfuturevendorAddingtothelessons 估算成本为500万 到位。如果项目在500万 获得1%的奖金。在项目完成时，应记录并存档 Halfwaythroughasoftwareproject,thecustomerwantstoaddadditionalfeature,butwithnoadditionalcost.Whatshouldtheprojectmanagerdo?DiscusstherequestwiththecustomertounderstandtheEscalatetherequesttoseniormanagementtoseekRejecttherequestasthisisnotapartoftheagreedscopeofAprojectmanagerdeterminesthatimplementingtheprojectusingsubcontractorswillbemorebeneficialthanperformingtheprojectin-house.Whatprocesswillensurethatthesubcontractors’performancemeetstheagreed-uponrequirements?CloseAprojectinvolvingmultiplecontractorsiscompleted.Whenclosingtheproject,whatshouldtheprojectmanagerdo?Ensureall ationisUpdate Aprojectmanagerleadsaprojectwithhighdemandsandshorttimeframes.Duringteammeetings,theengineeringteamdisruptsthemeetingbyswitchingtopics,whichcreatesissuesfortheotherparticipants.HowcouldtheseissuesbeavoidedduringprojectEstablishameetingtemplatewhenplanningRecordtheissueintheissueloganddiscusswiththeprojectLimittheteammemberswhoareinvitedtoeachAteamisnotabletofollowtheprojectspecifications.However,thereisnoformalreportthisissue.Asaresult,theprojectmanagercannotconfirmthattheteamistechnicalcompetencetoperformthework.WhatshouldtheprojectmanagerdoRequestaqualityauditreviewbythequalityassuranceReviewthesituationwiththeproject’sAsktheteammembersabouttheirtechnicalissuesinmeetingtheproject Theprojectmanagementofficeaskstheprojectmanagertoformallyclosetheproject.Theprojectmanagerensuresthefinalproductisformallydelivered,accepted,andtheprojectsareTheprojectmanagershoulddowhichoftheReleasealloftheAuditqualityEdittheriskresponse Aprojectteamiscomprisedoftenteammembers.Duetoascopeincrease,twoteammembersareaddedlater.HowmanymorecommunicationschannelsareAprojectmanagerhas12teammembers/stakeholdersforwhichcommunicationisrequired.Duringtheexecutionphase,fivemembersareremovedandonenewstakeholderasksforadditionalrequirements.Duringthemonitoringandcontrollingphase,howmanycommunicationchannelswilltheprojectmanagerhave? Inamatrixorganization,anadditionalresourceisrequiredtocompleteanunfinishedtask,theprojectmanagerrequeststheresourcefromafunctionalmanager.Toobtainthefunctionalmanager’sapproval,whichofthefollowingshouldtheprojectmanagerincludeintheresourcerequest?Requiredskills,resourcecost,andRequiredskills,startdate,and Aprojectteamcreatesacostestimatebasedonthemostlikely,optimistic,andpessimisticestimatesofeachactivity.Whichofthefollowingestimationtechniquesdoestheteamuse?PERTweightedExpertDuringdevelopmentofacriticalactivity,akeyteammemberannouncesthattheywillbeleavingtheproject.Thisriskwasnotpreviouslyidentifiedaspartoftheriskassessment.Thisactionlikelyimpacttheprojectschedule.WhatshouldtheprojectmanagerdoNegotiateadelayintheprojectdeliverydatewiththeProposeachangerequesttoreducethecomplexityofthecriticalEvaluateandassesstheimpacttotheprojectscheduleandScheduleanurgentmeetingwiththehumanresourcesDuringtheplanningphase,theprojectteamgathersrequirementsfromtheclientonmultipleoccasionswithmultipleteammembers.Whichofthefollowinggroupcreativitytechniqueswouldassisttheprojectteamandtheclienttogenerateandcollectmultipleideasrelatedtotherequirements?QuestionnairesandAfteridentifyingapotentialriskthatcoulddelaytheproject,theprojectmanagerimplementstheplannedresponse.Whatshouldtheprojectmanagerdonext?UpdatetheprojectmanagementRequestapprovaltousecontingencyPerformariskAfteraprojectisapprovedbythesponsor,aprojectmanagerisassigned.Whichofthefollowingshouldtheprojectmanagerreviewfirst? Duringtheproject’sinitiation,aprojectmanagergathersopinionsfromvariousexpertstoassessthefeasibilityofaproject’srequirements.Aftertheopinionsarecollected,theyaresummarizedanddistributedtotheteamofexpertsforfurtherreview.Toavoidanybias,thisworkisperformedanonymously.WhatisthisinformationgatheringtechniqueNominal工作是开展的。Duringaprojectstatusmeeting,twomanagersdiscussthefeaturesofthedeliverablesforthenexttone.Iftheteammembersdeliverwhattheyplanned,thedeliverableswillnotmeetToensuretheprojectdeliversallthebusinesscriticalfeatures,whatshouldtheprojectmanagerdonext?ConductareviewoftherequirementstraceabilityyzethecompliancematrixtoresolvetheRecognizeitasariskandaddittotheriskPerformavarianceCompanyadeliveredaprojecttoaclient.However,onthenextproject,theclientdoesnotincludecompanyA‘sresponseontheshortlistforconsideration.CompanyAdeterminesthattherelationshipwiththeclientwasdamagedduringthepreviousproject’sexecutionwhattoolsortechniquesshouldcompanyA’sprojectmanagerhaveusedtoensureabetterrelationshipwiththeclient?Measuredtheclient’ssatisfactionbycapturingcustomerfeedbackattheendofeachCalltheclienttodeterminewhytheresponsewasnotCreatedaqualitymanagementplanatthestartofthePerformedariskassessmentattheendofeach 中，公司A确定与客户的关系在上一个项目的执行过程中被损害了 Aprojectmanagermustdevelopanewproductwithinthreemonths.Theprojectmanagerreportsthemostlikelyestimateis45days.However,ifanotherproject’sresourcesareavailableatanearlierdate,itcouldbe plishedin28days.Ifresourcesarenotavailableuntilalaterdate,theworkmaytakemorethan56daystocomplete.Basedonavailabledata,whatistheproject’sexpectedcompletion4244454642444546Theprojectmanagerdecidewhethertorentorleaseequipmentneededforprojectexecution.TherentalcostperdayisUS$50.TheleasingcostperdayisUS$20,plusaone-timecostofWhatisthethresholdafterwhichitwillbemorepracticaltoleasetheequipmentratherthanrenttheequipment?8095100125借成本为每天20 成本3000 8095100125ThemostlikelycostforanactivityisUS$2,000.TheoptimisticcostisUS$1,500.ThepessimisticcostisUS$3,100.Whatwouldbetheexpectedactivity某项活动的最可能成本是2000 。乐观成本是1500 Whichofthefollowingtechniqueshelpstoreducebiasinthedataandkeepsanyindividualhavingundueinfluenceonthe D