模拟题7套7pmp才聚管理咨询成立1999年是首家专注致力于国际项目

说明本模拟测试共有200道单项选择题，测试时间4小时本模拟试卷尽可能地覆盖PMP考试的题型，请学员朋友能集中精力在4小时以内完成，达到全真的模拟效果；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1、Whichmustberevisedifanapprovedchangeaffectstheworkbreakdownstructure,scopeand/orschedule?ProjectmanagementProjectQualitymanagementResourcemanagement如果批准的变更影响到工作分解结构、范围和/或进度，则必须更新下列哪一份文件项目管理计项目章计资源管理计Beforeexecutingthenextprojecttask,theriskmanagementteamrequiresseveralriskstobemitigated.Theriskownerassurestheprojectmanagerthatthemitigationtaskiscompletedandthenexttaskcanbegin.Theprojectmanagershouldnowhowtodo?Approvedforthenextmission,andtoassesstheresidualAssessmentofresidualrisk,andclosetheriskIntheriskregisterinrenewalriskresults,andtoassesstheresidualWiththestakeholderstoreducethetaskofcarryingoutthereview,andC、在风险登记册中更新风险结果，并评估残余风D、与干系人一起对减轻任务开展，并更Thenforatechnologicalrestructuringprojectisinthenningphaseformonthsandwithinthattime,thetechnologyhasadvancedsignificantly.Theprojectisscheduledtobeginthismonth,andthescopemanagementnmustbeupdatedtoreflectthechangesinthetechnology.Theprojectmanagermustelaborateonthepotentialchangestotheprojectscopewiththekeystakeholders. Theprojectmanagerunderstandsthatthelevelofuncertainlyfortheprojectwilldowhichofthefollowing?StayatthelevelthatwasanticipatedandnnedInitiallyincreaseandthen该项目预计在这个月开始，而且必须更新范围管理计划来反映技术上的变化。项目经理必须保持在预期和计划的水开始时增加，然后减增减Afterproducingthecostperformancebaseline,theprojectmanagerrealizedthattheproject’sestimatedcostismorethanwhatwasanticipatedintheprojectcharter.Whatshouldtheprojectmanagerdonext?mendtheprojectbecancelledasthecostisAdjusttheworkbreakdownstructuretoremovecostlyactivitiesandretaincheaperPresentprojectsponsorwithoptionsforcostSeekadditionalfundingfromtheprojectsponsorand在产生成本绩效基准之后项目经理项目的估算成本超出项目章程中预期的成本项目经A、建议取消项目，因为成本令人却B、调整工作分解结构，撤销成本较高的活动，保证成本较低的活C、向项目发起人提供降低成本的方D、向项目发起人寻求额外的并继续项Aspecific,well-defineddeliverablesisbeingdevelopedbya facilitylocatedinacountry.Managementdecidedtosellthisportiontodifferentorganization.Theprojectmanagerisleftwiththetaskofrecingthecapacityofferedbythatfacilitytothedeliverables.Ifaccordingtothebudgetandriskwillberetainedinthelowerlevels,whatshouldtheprojectmanagerdo?ObtaintheprojectresourcestojointheprojecttodeveloptheSignacontractwithan todeveloptheEmploythecontractoronatimeandmaterialbasistocompletetheDevelopthedeliverablesandtraintheproject’sresourcecurrentlyallocatedtoothertasks.一个具体定义明确的可交付成果正在由位于一个国家的一家公司开发公司决定一部分可D、培训目前被分配到其他任务的项目资源，开发可交付成Theprojectmanagerinamatrixorganizationisstaffinganewproject,andidentifiesacriticalresourceintheorganization’sstaffinginventory.Thisresourceiscurrentlyworkingforthefunctionalmanager,andiscommittedtoanotherproject. Whattechniqueshouldtheprojectmanageruse?Pre-一个矩阵式组织中的项目经理正在为一个新项目配备人员，并在组织人员库中确定了一关键资、招募B、事先指C、谈判D、虚拟Theprojectmanagerisdeveloaprojectn.Onshortnotice,theprojectsponsoraskstheprojectmanagertocreateaninitialroughestimateofproject ingfiscalbudget.Theprojectmanageruseswhichofthefollowingforestimatingtheprojectcost?Bottom-upThree-pointogousParametricC类比估D建立参数模ThepreparationoftheprojectscopebaselinecanbestbedescribedasThefunctionalTheprojectAlltheTheproject对参与准备项目范围基准的人的最好描述是A能经理B目团队D项目促进Aprojectmanagerdeterminesthatapieceofsoftwarecanbegiventothequalityassurancegroup15daysaftercodingbegins. Howisthisrepresentedonaprojectn?Finish-to-finish-Finish-to-Finish-to-start-Start-to-项目经理确定在编程开始15天后，可以将一个软件提供给质量保证组。这在项目计划上是如完成-到-完成-完成-到-开始完成-到-开始-开始-到-开始Theprojectmanagerdiscoversanunpredictable,high-impactriskhas eafactorintheproject.Selfinterestamongteammembersiskeetheissuefrombeingresolved.Theprojectmanagermustactquicklytorefocustheteamandgettheprojectontrack.Whichofthefollowingtechniquesshouldtheprojectmanagerusetoresolvetheissue? ABDTheactualexpenditureofaprojecttodateisUS$850,000,ofaUS$900,000totalprojectbudget.ThecurrentearnedvalueisUS$750,000.Whatisthestatusoftheproject?US$100,000overUS$50,000underUS$100,000underUS$150,000over某个项目到目前为止的实际支出是850,000，项目总预算为900,000。当前挣值750,000。项目的状态是什么超出预算100,000低于预算50,000低于预算100,000超出预算150,000Inateammeetingmanydisagreementsarise,andtheprojectmanagerusesconsensustoresolvethes.Whattechniqueisthisknowledges.Whattechniqueisthisknownas?什么技术？ABCD合Theprojectisthemiddleofalong-termprojectwhenamajorerrorisdiscoveredbythedevelopteam.Thiserrorcanbefixedbyimplementingalargechangetothescopeoftheproject.Thischangecouldinfluencebothtimeandbudgetns.Whatshouldtheprojectmanagerdofirst?yzethechangerequestandpresentittothechangecontrolImplementthechangerequestandinformthestakeholdersImplementthechangerequestandpresentittothechangecontrolboardyzethechangerequestandpresentittothesteering某项目处于一个长期项目中间此时研发团队发现了一个重大该可以通过变更一个大A、分析变更请求并提交变更控制B、执行变更请求，之后通知干系人C、执行变更请求，之后把它交给变更控制D、分析变更请求并将其提交给指导Theprojectmanagerhasinformedthesponsorthattheprojectisontrackwithnodateslippage.TeamChasnotprovidedrequirementstoTeamDandhasmisseddatesrepeatedly.TeamDhastocrashefforttokeeptheprojectonschedule.Theprojectmanagerisawareoftheproblembuthasdonenothingaboutit.WithwhomshouldTeamD’sleaderFIRSTdiscusstheproblem?SponsorProjectmanagerTeamCleaderandprojectProjectmanagerandA、直接与委托人讨B、只与项目经理讨CC组的组长和项目经D、项目经理和委托Thesponsoraskstheprojectmanagertoforegotheproject’skick-offmeetingduetothestakeholders’scheduleconstraints.Whichprojectmanagementprocessisbeingneglected?ManagestakeholdernningManageprojectIdentifythe管理干系人参规划沟管理项目团识别干系Duringtheprocurementofresourcesforaproject,whattypecontractwillbeusedwhenaprecisestatementofworkcannotbedefinedquickly?Cost-plus-award-Firm-fixed-Cost-plus-incentive-Timeand在获得项目资源过程中，当无法快速定义一个精确项目工作说明书时，应该采用什么合同A、成本加费用合B、固定总价合C、成本加激励费用合D工料合Theprojectmanagerlearnsthatthesubjectmatterexpert(SME)isconsideringleaving.Thisresourcehasadepthofknowledgeonthesubjectthatwouldbeirreceable.TheprojectmanagerdiscussespossibleactionswiththeSME’smanagerwhoremainsforthedurationoftheproject.Whereshouldtheseactionsbeed?HumanresourceRiskRiskmanagementB险登记册D组织分解结Aprojectmanagerhasheldaconferencewithsomeoftheprojectteamaboutatechnicalproblemontheproject.Varioussolutionswereproposedanddiscussed,andafewweresavedforlaterysis.Asaresult,theissueisbetterunderstoodanditsdescriptionhasbeenupdatedintheissuelog.Theprojectschedulehasnotbeenchanged.Duringafollow-upmeetingtomakeafinaldecision,ateammembernotifiestheprojectmanagerthatanotherteammemberexpressedconcernthathewasnotincludedinthemeetings.Anotherteammembermentionsthatheremembersseeingaletterfromoneofthepotentialsellersduringthebidderconferencethatmayshedsomelightonhowtosolvetheissue.Theteamtriestofindtheletterbutnoonerememberswhichsellersentitandtheycannotfinditintheirowne-mailarchives.WhichofthefollowingwoulditbeBESTfortheprojectmanagertodo?InvestigatethequalityoftherecordsmanagementContactallthepotentialsellerstofindoutwhomighthavesenttheDiscoverwhytheissuewasnotclearlydescribedintheissueloginthe Findoutwhytheotherteammemberwasnot项目经理和部分团队成员召开会议讨论了关于项目的一个技术问题。会议期间很多人提出将问题的描述记录在了问题日志里，项目进度没有受到影响。在下一次会议上准备做最终决策A、记录管理系统的质B、联系所有潜在的供应方，找到那位发邮件的卖方C、寻找问题没有清晰记录在问题日志上的原D、查找这位团队成员没有包括在与会里的原因Aprojectteamcompletesanassessmentofprojectriskandidentifiesaworkaroundsolutiontoreducethepotentialimpactofoneoftheriskitems.Whichofthefollowingdescribesthisproposedsolution?转规缓接Duringtheexecutionoftheproject,thecustomerreviewstheprojectstatuswithprojectmanager.Thecustomerrealizesthatexpectedworkwasnotincludedinthestatementofwork.Whatisthenextsteptheprojectmanagementshouldtake?SubmitthechangerequesttothechangecontrolboardforReviewtheprojectschedule modatethenewInvokethechangerequestPerformfasttrackingtoexceedcustomer’s在项目执行期间客户与项目经理一起评审项目状态客户预期工作未包含在工作说明书A、将变更请求提交给变更控制批B、评审项目进度表适应新的请C、调用变更请求过D、实施快速跟进，以超出客户期Threeweeksintoaconstructionproject,acontractorencountersanundergroundwaterpipewhichwasnotincludedinthecontract.Theyareverballyinstructedbythecustomer’srepresentativetodivertthewaterpipearoundtheconstructionsite.Whatshouldthecontractordonext?DivertthewaterpipeasSubmitachangeyzetheimpactoftheSubmita某个施工项目进入第三周，承包商发现一段水管道没有包含在合同范围内。他们接到客户按指示将水管改提交变更请分析变更的影提出索Projectriskhavebeenidentified,andhasdevelopedadetailedresponsetothen,thefinalscheduleandcostestimateswerealsocompleted.Theprojectmanagershouldhowtodonext?TodesignaneffectivecommunicationImplementationoftheproject,becausealldataareinGetstakeholdersontheprojectnToestablishprojectcriticalA、设计一份有效的沟通计B、执行项目，因为所有资料都已齐C、获得干系人对项目计划的批D、建立项目关键路Aprojectintheimplementationprocessrequirestheuseofthenewspecificsoftware.Duringtheprojectkick-offmeeting,ateammemberraisedinapreviousprojecttheyhadboughtandusedthefirstversionofthatsoftwareanditcausedalotofproblems.Whatshouldtheprojectmanagerdonext?Exinedthattechnologyhaschangedgreatlysincethetaskproject,soitwillneverarisetheissues.PerformedriskregisterforthepastprojecttoidentifysimilarrisksinthenewCloseprojectandcollectlessonslearned,sofutureprojectscanbenefitfromthislessonsC、设法将潜在风险上报给项目发起人，以便能够获得额外的D、结束项目并收集经验教训，让未来的项目可以从该经验教训中获益Acustomercallstheprojectmanagerrequestingasmallchangetoenablefunctionality.Theprojectmanageradvisesthedevelopmentteamtoimplementthereportingfeature.Duringthetestingphase,itisdiscoveredthatthereportingfunctionalitydoesnotmeetthecustomer’sexpectations. WhichofthefollowingshouldtheprojectmanagerhaveAskthedevelopmentteamtoprovidedetailedfeatureDonotimplementthechange,becauseitwastoolateinthetheprojectchangerequestforthesmallchange.InformthedevelopmentteamanddiscussthedetailsofthefeaturewithA、让开发团队提供详细的功能需B、实施该变更，因为项目所处阶段较C、针对微小变更制定项目变更请D、通知开发团队并与客户探讨功能详Anorganizationaddsanewstrategicproject,whichmustbecompletedbytheendoftheyear.Theprojectiscriticaltothestrategicsuccessofthecustomer.Anideaaboutthescope,budget,andscheduleopinionshavealreadybeendiscussed.Whatshouldbeincludedintheprojectcharter?Summarybudget,namedresources,andfixed-endReviewedrisks,constraintsandexclusions,andrevisedtoneHigh-levelrequirements,high-levelrisks,andidentifiedProjectn,scopen,andresource某组织增加了一个新的项目该项目必须在年底前完成该项目对于客户的成功至关重A、总体的预算、指定的资源和固定的完工日B、的风险、限制和例外情况，以及修订的里程碑日Duringthereviewmeetingforaconstructionproject,ateammembermentionsthatthereisastrikeinthecountrywheresomeequipmentwillbeshipped.Aftervalidatingtheinformation,whatshouldtheprojectmanagerupdatefirst?RiskmitigationRiskmanagementRiskRisk在一个施工项目的评审会上一名团队成员提到一些设备运出的所在国家正在发生在核实C险登记册D险日志Thesteeringcommitteedecidesthatanidentifiedriskshouldbemitigated.Whatshouldtheprojectmanagerdonext?ImplementactionfromtheriskPerformqualitativeriskRemovetheriskfromtheriskUpdatetheriskmanagement指导决定应减轻一项已被识别的风险。项目经理接下来应该怎么做C、从风险登记册中移除风险Theprojectmanagerismakingsuretheappropriatequalitystandardsandoperationdefinitionsareused.Accordingtothestatementabove,whichtoolandtechniquemayprovidesupporttoperformtheprocessQualityChangeTheprojectmanagerisassignedtoaproject,whichhasalreadystarted,andhasloggedseveralcompletedactivities.Theprojectcharterisnotcompletednorapproved.Theprojectscopestatementisalsonotfinished.Theprogrammanagerwantstheprojectmanagertocreateaworkbreakdownstructure.WhichofthefollowingshouldthenewprojectmanagerdoFinishtheprojectcharterwiththeFinishtheprojectscopeCreatetheworkbreakdownDonothinguntilthecharterisformallyA、与赞助人共同完成项目章B、完成项目范围说明C、创建工作分解结D、不开始项目直到项目章程获得正式批Inthemiddleofaproject,ateammembertoinformtheprojectmanager,inviewofcomplexityoftheprogressoftheprojectscope,seriouslag,estimationofuncertainty.Thefirstthingtheprojectmanagershoulddo?RiskmanagementandimplementationofriskresponseysistodeterminetheoptimalCollectandrecordtheexperiencePerformdetailedysis,ifrequired,cansubmitachangeA理风险并实施风险响应活动C集并记录经验教训D、执行详细的分析，如需要的话，可提交变更请Duringtheprojectexecutiveprocess,thesponsorindicatesthattheprojectmanagermustcreateaprojectmanagementnwiththeleastrisk.Tothebuyer,whichofthefollowingtypesofcontractshowsthatthissituation?CostplusincentivefeeFixedpriceincentivefeeCostplusfixedfeeTimeandmaterialA、成本加费用合同B、总价加激励费用合同C、成本加固定费用合同D料合同Youhaverecentlybeenassignedtobetheprojectmanagerforaprojectthatisalreadyunderway(thepreviousprojectmanagerhasbeenmovedtoadifferentproject).Asyoubegintolearnabouttheproject,yourealizethataprojectcharterwasneverestablished.Whatshouldyoudo?CominabouttheprojectcharternotbeingWaitandseeifaprojectcharterisEstablishaprojectcharteratthepointwhenyouentertheAssumethatitistoolateandcontinuewithoutaprojectA、项目章程没有完B、等待并且看是否需要项目章C、在你加入项目的时候制作项目章D、认为制定项目章程太晚了，没有项目章程继续项 isapioneerintheconstructionindustry.The ernmentrecentlyfloatedatenderforsettingupanewairport..Sinceyoudonothavealltherequisiteskillswithin,youenterintoajointventurewithaleadingairportconstruction tobidjointlyforthe ernmentcontract.Thisisanexampleof:公司在建筑行业是佼佼者。最近准备筹建一个新机场公司因为不拥有所有必备的技术，因此准备跟机场建设行业领先的公司合作投标这份合同。这是一个什么例子？B、D、转ProductXistobeexpandedtosupportonlinecollaborationfor1000users. Theprojectmanagerispresentedwithtwooptionsbytheprojectteam.Option1istobuyanindependentmoduleandintegrateitatacostofUS$6000. Itisestimatedprobabilitythatthereisa50%probabilitythatuserswillutilizethefacility.Option2istobuildthecapabilityatacostofUS$10,000. Itisestimatedthatthereisa70%probabilitythatuserswillutilizethefacility.Whichisthemostappropriateoptiontochoose,basedontheexpectedvalueysis,andwhatisthepayoff,iftheperuserrevenueisUS$15?Option1withapayoffofOption2withapayoffofOption1withpayoffofOption2withpayoffofX产品将扩大规模以支持1000个用户的协作。项目团队向项目经理提交了两个选择方案：方案1是并集成独立模块，成本为6,000。预计用户有50%的可能性使用该设备；方案2是花费10,000建设系统能力。预计用户有70%的可能性使用该设备；根据预期价值分析，哪个方案最适合，并且如果每个用户收入为15，则回报是多少A、方案1，回报为1500B、方案1，回报为500C案2，回报为1500D案2，回报为500Intheprocessofimplementingtheproject,youdiscoveradeliverablehasnotreceived.Theselleritisnotthecontentofthecontract,butyourememberclearlybeforeyoudiscussedthismatter,evenreachedconsensus.Butyoureallyinthecontractdidnotfindtherelatedregulations.Yourbestapproachis:Thedeliverablesmaybedescribedinthespecificationrequirements,andnotintheRequiredtocompletetheSubmitrequestsforcontractchanges,inordertoobtaintheRequirethesellertocompletethe晰记得之 讨论过此事甚至还达成果一致意见但你的确在合同中没有发现相关的规定你的最佳做法是Theprojectwasgoingwellallofasuddentherearewerechangestotheprojectcomingfrommultiplestakeholders.Afterallthechangesweredetermined,theprojectmanagerspenttimewithallthestakeholderstofindoutwhytherewerechangesandtodiscoveranymore.Theprojectworkhasquieteddownwhenateammembercasuallymentionstotheprojectmanagerthattheteammemberaddedfunctionalitytoaproductoftheproject.Donotworrytheysay,“Ididnotimpacttime,costorquality!”Whatshouldaprojectmanagerdofirst?AsktheteammemberhowtheneedforthefunctionalitywasHoldameetingtoreviewtheteammember’scompletedLookforotheraddedAsktheteammemberhowheknowsthereisnotime,costorquality人讨论变更发生的原因同时发觉是否还存在的变更当一成员突然提到他给产品增加了一A、询问这位团队成员增加此项目功能是如何确定的B、召开会议，这位团队成员所完成的工作C、寻找其他增加了的功能D、询问这位项目团队成员，他们怎么知道不会影响进度，成本及质量Duringtheprojectseveralnnedrisksoccurred,25%ofthecontingencybudgettobeused,whileonly5%ofthennedwork.Whattechniqueshouldtheprojectmanagerusetoassessiftheremainingcontingencyallowanceisadequatefortherisks?EarnedvalueRiskRiskReserveA挣值管B风险审C风险重新评D储备分Theprojectmanageranddesignteamidentifyariskthattheproductperformancewillbeanticipatedtounmettheexpectationintheproductlifecycle.Whatshouldtheprojectmanagerandteamdonext?EscalatetheproblemimmediaDeterminethelikelihoodoftheeventAskmanagementtocontractathirdFocusonworkfinishtheprojecton项目经理和设计团队识别到一个可能导致产品在生命周期内性能低下的风险。项目经理和团队接下来应该怎么做？A、立即上报问B、确定该发生的可能C、让管理层分包给第D、集中精力工作，按时完成项 iswritingaidentifyingthebusinessneedforaprojectandisincludingadescriptionoftheproductcreatedbytheproject.Sheincludesalistofstakeholdersandpre-assignedresources.Whatistheroleofthis ontheproject?Theprojectmanagerfortheprojector functionalAmemberoftheprojectmanagementteamworkingatthedirectionoftheprojectThesponsorortheprojectAmanagerorexecutiveintheorganizationwhoishigherinthecorporatehierarchythantheprojectmanager.A、项目经理或职能经B、项目经理的下C、项目经理或项目发起D、公司次的主管经Theprojectsponsorcallstheprojectmanagerandprovidesthemwithinformationaboutanewproject.Theprojectmanageraskstheprojectsponsortoprovideaprojectcharter.However,duetotheirbusyschedule,theprojectsponsorisunabletoprovideaprojectcharter.Whichofthefollowingpathsshouldtheprojectmanagerpursue?Proceedwiththeprojectscopestatementpreparation,ignoringtheabsenceofaPrepareafirstdraftoftheprojectcharterandin ctivelyworkonituntilitissignedoffbytheprojectsponsor.AssembleaprojectteamandbeginworkontheDraftdetailedprojectA始制定项目范围说明，忽视无项目章程这个问题B、制定项目章程的初稿，并且不断修订，直到获得项目发起人的签署同C、组建项目团队，并开始项目工D、起草详细的项目要Aprojectisdueforcompletioninsixmonths.Midwaythroughtheproject,anewtechnologyisintroducedtothemarketce.Theprojectmustincorporatethenewtechnologyanddeliveritontime.Whatis theprojectmanagershouldupdate?ProjectmanagementQualitymanagementCostmanagementProjectB、计Whichofthefollowingdefinesthetotalscopeoftheprojectandrepresentstheworkspecifiedinthecurrentapprovedprojectscopestatement?WorkBreakdownStructureBillofMaterialProjectRequirementsBreakdownStructure以下哪个过程定义了项目的总范围同时描述了在目前批准的项目范围说明书里特定的工作B、材料C项目章D需求分解结Thedirectorofthebusinessunitsubmitsarequestforanewsoftwareapplication.Theprojectmanagerdeterminestheneedforprojectrequirementsgatheringandscopedevelopment.Whichofthefollowingshouldtheprojectmanagerbeperformed?CreatethetechnicalspecificationandrequirementstraceabilityCreateissuelogandperformriskaproductdescriptionandcreatealistofstakeholders.Draftthecurrentandfutureprocessesanddrafttheworkbreakdown业务部门的总监提交了一份有关新的软件应用程序的需求。项目经理确定了为项目收集需求和定义范围的必要性。下列哪一项是项目经理需要执行的内容？A、创建技术规范和需求矩阵B建问题日志和执行风险分析D、起草项目当前和未来的流程以及起草工作分解结Acomplexprojectwilldeployin15stores,insixdifferentcities.Theprojectsponsorhopesprojecttostartimmedia Whatshouldtheprojectmanagerdonext?IdentifyandprioritizecustomerDetermineteamoperatingVisitallcitiestoidentifyinitialprojectSelectthecoreprojectteam一个复杂项目将在六个不同城市的15个商店中部署。项目发起人希望项目立即开始。A、确定客户期望并排列优先顺B、确定团队运作原C、所有城市，识别初步项目风D、选择项目团队成Theprojectteamisimplementingaproject.Organizationalrequiresforperformancereviewfilesandotherprojectreportstobelistedanded.Whichoneofthefollowingtoolsandtechniquesshouldtheprojectmanageruse?CloseQuality项目团队正在执行一个项目。组织政策要求关于绩效评审的文件以及每个完成项目的报告都得一一明示。项目经理及其团队使用的是以下哪一个工具和技术？C、质量审D、可交付成果验Ifyouareworkingonaprojectwithconstantlychangingscope,whichcontracttypewouldworkbestwhenhiringanoutsidevendortocompleteaportionofthework?CostLumpTimeandFixedA、成本补偿合B总价合C工料合D固定总价合Afterreviewingthemonthlyprojectperformancereport,theprojectmanager,whenmonitoring&controllingrisks,identifiestheneedtoimplementacontingencyn.Whatdoestheprojectmanagerneedtodo?Changetheprojectworkbreakdownstructureto modatetheimplementationofthecontingencyn.RaiseachangerequesttotheRe-baselinetheprojectsothatthecontingencyncanbeRaiseanissueandescalatetothesenior项目经理收到月度绩效报告后，项目经理识别到要实施应急计划，项目经理需要做什么C、重新设定项目基线，以执行应急计D、提出问题并报告上级主WhatiswronginthisS

Thedatadatemustbe ybetween ACcannotbehigherthanPVwhenEVisEVcannotbeassessedbeyondthedataPVcannotbeassessedbeyondthedata图中哪里有错误A、每周之间的数据日期必须精确BEV低于PV时，AC不能高于PV。C、出数据日期估算EV。D、出数据日期估算PVTheprojectmanagerreceivesnegativefeedbackfromthecustomersfortheproductqualityattributes.Inordertosolvethisproblem,changesinmanufacturingprocessarerequired.Toevaluatetheeffectivenessofthechanges,whichofthefollowingqualitycontroltoolsshouldtheprojectmanagerfindthemostuseful?DesignofParetoControlCauseandeffectA实验设计B帕累托图C制图D根本原因分Forthefirsttime,aisconsideringanewproductforglobalrelease.Itshouldbevalidatedwhethertheprojectisworththerequiredinvestment.Whatshouldtheprojectmanagertheproject’sobjectivesandbusinessjustificationinaproject mendthattheprojectproceedtheproject’sobjectivesandknowndeliverablesintheprojecttheproject’sbusinessneed mendafeasibilitydetermineviabilitythethehigh-levelproductrequirementsandstakeholderexpectationscope一家公司第一次考虑全球发布一项新产品必须确定项目是否值得投资项目经理应该怎么C、记录项目的业务需求，并推荐一个为确定项目可行性而执行的可行性研D、在项目范围说明书中，记录次产品需求和干系人期Howmanypotentialcommunicationchannelsdoesaprojecthaveiftherearesix6如果项目中有六名干系人，那么存在多少潜在的沟通6Asprojectmanager,youwouldliketoshowtherelationshipbetweentwovariablestohelpyourprojectteamunderstandthequalityimpactsbetter.Whichtoolshouldbeused?ScatterRunFishboneParetoA点图B势图C骨图Theprojectmanagerinitiatesprojectclosurework.Whichofthefollowingtoolsandtechniquesshouldtheprojectmanageruse?ExpertOrganizationalprocess项目经理开始项目的收尾工作。项目经理应采用下列哪种工具和技术确认范可交付成专家判组织过程资WhichofthefollowingactivitiesshouldtheprojectmanagerperformwhenclosingtheDisposeofmaterials,reviewfinancialpayments,andEvaluateworkorders,completefinancialpayments,andReviewlessonslearned,finalizeworkorders,andevaluateCloseworkorders,disposeofmaterials,andtransfer项目收尾时项目经理应该执行以下哪些活动A、材料处置、财务支付并汇B、评估工作单，完成财务支付并汇C、经验教训，确定工作单并评估资D、关闭工作单，材料处置并转移资Projectmanageraccordingtotheagreedprojectscoperequiredtheabilitytodeterminetheprojectteammembercandidates.Whatshouldtheprojectmanagerdo?NegotiatewiththefunctionalmanagertodistributetheresourceofNegotiatewiththeidentifiedresourcestojointheEscalatetheresourceneedstotheprojectsponsorimmediaUpdatetheriskmanagementlogwiththeneed项目经理根据交付约定项目范围所需的能力来确定项目团队成员候选人。项目经理应该怎B确定的资源协商让其加入项目。D、将能力需求更新到风险管理日志中Akeydeliverable’stimelineisimpactedbyabnormalweather.Facingthissituation,whichprojectswouldbeusefulfortheprojectmanager?RiskWorkbreakdownProjectRiskbreakdownA险登记册C目进度表Whilemonitoringaprojectprocess,thequalitymanagernotesfourconsecutivepointsareonthesamesideofthemean,noneofwhichisoutsidethecontrollimitation.What’sthestatusforthisprocess?ItisoutItisunderItneedsItneeds在项目过程中质量经理注意到四个连续数据点落在平均线的同一侧没有任何一个超出控A过程失C程需要减轻D程需要 nstohostaregionalconference.Thelastsimilarconferenceisnotsuccessful.Theprojectmanagerappointedtoleadthisconferenceexpectsaflawlessthisconferencewillbeacompletesuccess.Toyzetheproblemsfromthelastconferenceanddeterminestepsforthisconferencetosuccess.Whatthetoolsandmethodsshouldtheprojectmanageruse?IshikawaControlPareto会议能够取得成功为了分析上次会议出现的问题以及确定成功举行本次会议的步骤项目C制图Theprojecthasbeengoingwellwhenoneofthersinformsyouthat,astheywarnedyouduringprojectnning,theywilldeliveryourequipmenttwodayslate.Atthesametime,yougetacallfromateammemberinformingyouthatthecriticalpathactivitysheisworkingonwilltakelongertocompetethannned.WhatistheBESTthingtodo?Useacontingencyreserveforthefirst,andfindouthowmuchlatertheactivitywillAskforachangeorderforHavebothreviewedwiththechangecontrolFindoutwhytheactivitywas项目一切进展顺利，突然一供应商告诉你，他们提供的设备将比预期晚到2天。此时，一项目C、交给变更控制去审核供应商和团队成员的问题D、寻找活动延期的原因Aprojectmanagerhasbeenassignedtoimplementnewserverequipmentintoadatacenter.Throughariskworkshop,thefollowingtworiskshavebeenidentifiedandassessedashighlytoEquipmentisdelayedduetoshortagesofkeyThecustomerhasnotinitiatedpreparationofthedatacenter,riskingadelayintheproject。Whatshouldtheprojectmanagerdonext?InitiatetheriskmitigationConductaMonteCarloAddtotheriskmanagementInitiateriskresponse由于关键部件短缺，导致设备延A动风险减轻过程B行蒙特卡洛分析D动风险应对计划Duringwhichofthestagesoftheteamdevelopmentdotheteammembersadjusthabitsandbehaviors,andstarttrustingeachother?团队成员在团队建设五阶段的哪一阶段中调整习惯和行为并开始相互信任成解规形AconstructionprojecthasaworkpackagethatcouldresultinfatalitiesorlongtermdisabilitieswithlossesofoverUS$2million.The hashadacleanrecordinthepastandhaswonseveralsafety.Anappropriateriskresponsestrategyisto:PostasignthatdescribesthenumberofinjuriestodateandremindeveryonetobeInsureagainsttheAddclassroomtrainingonsafetyfortheprojectNotdothework一个建筑项目上某一工作包会导致事故或永久残疾损失的成本将超过2,000,000你A、贴告示通知受伤的数量，提醒所有人当心B、C、给团队增加安全方面的培D、不要做这个工作Aprojectisaweekbehindschedulebecauseanengineerisnotfamiliarwithsomeoftechnology.Theprojectmanagerassignsaseniorresourcetomentortheengineerandsitintheprojectmanagementn.Thisisanexampleofwhichofthefollowing?WorkperformanceExpertPreventive由于工程师不熟悉某些技术，项目于进度一周。项目经理任命一名高级资源来指导工程师工作绩效信专家判纠正措预防措Theprojecthasbeengoingrelativelywell,althoughtherehavebeensomeproblemswithresourceavailabilityandtheprojectscopehaschangedmorethanwasexpected.Theprojectisnowcompletingoneofitsphase.Ofalldecisionsthesponsormustconsiderduringanend-of–phasereviewmeeting,theMOSTdifficultis:AuthorizingscopechangeforthenextAuthorizingbudgetincreaseforthenextphasebasedonscopeCancellingtheDecreasingscopetomaintaintheA、对下一项目阶段范围变更的。B、对下一阶段由于范围变更导致预算增加的C取消项目D、为了维持预算而进行范围消减Fourmonthsintoa10-monthproject,theprojectmanagerrealizesthattheprojectisbehindscheduleandslippagewillleadtoanoverrunof25%oftheproject’sbudget.Achangerequestiscreated,butwhentheprojectmanagerseeksapproval,theexecutiveisreluctanttodoso.Whatcouldbethereasonforthisexecutive’sreluctance?LackoftheprojectmanagementnLackoftheriskmanagementnLackofthecommunicationsmanagementnLackofthechangemanagementn在一个为期10个月的项目进入第4个月时，项目经理项目于进度，且进度偏移将缺乏项目管理计划批缺乏风险管理计划批缺乏沟通管理计划批缺乏变更管理计划批Theprojectarewelldefined,however,theperformingorganizationdoesnothavetheresourcetodeveloptheprojectandwantstouseaproviderforallmanagementservicestocooperateinthedevelopmentofthisproject.Whatshouldusethetypeofcontracttheprojectmanagersuggests?FirmfixedpriceTimeandmaterialCostplusincentivefeeFixedpriceincentivefeeD、总价加激励费用合Duringtheexecutionphase,marketinginformsthesponsorthatfocusgroupsgivetheproductmixedreviewsandaminorchangeisrequired.Thesponsorinstructstheprojectmanagertoincorporatethechange,becauseitwillnotchangethescopeorbudget.Whatshouldtheprojectmanagerdonext?therequestedchange.AssignresponsibilityforimplementingtheCommunicatethechangetotheaffectedConvenetheteamtoevaluatetheimpactofthe在执行阶段，市场部通知项目发起人中心小组提供了产品的混合,需要进行细微变更。项目B、为执行变更分配职D、召队来评估变更的影响Duetosignificantcostoverruns,thesteeringcommitteedecidestoterminatetheproject.Thekeystakeholdersdon’tagreewiththisdecision.Becausetheybelievet