PMP考試官方樣題

樣題二注意事項.PMP課堂模擬題是團隊針對PMP知識點提煉出來。.本套模擬題共有200道單項選擇題，測試時間為3個小時，閉卷答題！正確率要求答對140題（70%）或以上。（正式考試為4個小時）.本套模擬題盡可能地覆蓋PMP考試的題型，請學員們集中精力在4個小時內完成，達到全真的模擬效果.模擬考試過程中，調整思維，揣摩考題的意圖；考試結束后，認真總結。.解題策略：TKSC策略T（topic）真正讀懂題目K（key）迅速抓住考點S（source）準確找到出處C（choice）果斷做出選擇.PMP課堂模擬題，版權歸清暉所有，未經清暉許可，不得復制或抄襲。.對試題或參考答案如有疑問：?把試題整理好發(fā)給您的教務班主任，班主任會把您的疑問轉給講師為您解答。?清暉傅老師解答：E-mail：QQ：249286414.Acontractorinstallsthelastproductandreceivespayment.Theprojectmanagerdiscoversflawsintheinstallationandrequeststhatthecontractorcompletetherepairsatnocost.Whichofthefollowingargumentsshouldthecontractorusetorefusetheprojectmanagersrequest?A.contractualclosurewasapprovedinstallationwasimproperlyperformedbytheprojectteamcontractor,squalitypolicydoesnotallowforthissituationfinancialclosurewasapproved.承包商安裝最新產品并接收付款。項目經理發(fā)現安裝有缺陷，并要求承包商免費完成修理。承包商應使用下列哪一個論據，拒絕項目經理的請求？A.合同收尾已批準B.項目團隊執(zhí)行的安裝不當C.供應商的質量政策不允許發(fā)生這種情況D.財務收尾已批準.Abusinessanalystcollectsrequirementsforanewproject.Stakeholdersarefromdifferentdepartmentsandhavevariousrequirements.TheprojectbudgetislimitedandcanonlydeliverhalfoftherequirementsFacilitatedworkshopsFocusgroupsGroupdecisionmakingtechniquesGroupcreativitytechniques.業(yè)務分析員為一個新項目收集需求。干系人來自不同部門并且需求也各不相同。項目預算有限只能交付一半需求。為確保應包含那些需求，業(yè)務分析員應使用下列哪一項？A.引導式討論會B.焦點小組C.群體決策技術D.群體創(chuàng)新技術.Afteraqualityassuranceaudit,aprojectmanagerreceivesaformalchangerequestproposingamodificationtoacomponentdrawing.whichofthefollowingplansshouldtheprojectmanagerreviewfirst?ProjectmanagementplanChangemanagementplanConfigurationmanagementplanQualitymanagementplan.在質量保證審計之后，項目經理收到一份正式的變更請求，提出修訂一封部件圖紙。項目經理先查看下列那一份計劃？A.項目管理計劃B.變更管理計劃C.配置管理計劃D.質量管理計劃.Toincreasetrustandimproveinterpersonalrelationships,theprojectmanagerofvirtualteamschedulesanoff-sitebuildingactivity.However,duetoaschedulingconflict,akeyteammembercannotattendtheactivity.Toavoidthisconflict,whatshouldtheprojectmanagerhavereviewed?ProjectstaffassignmentResourcecalendarProjectscheduleProjectorganizationchart.為提高信任度和改善人際關系，一個虛擬團隊的項目經理安排了一次非現場團隊的建設活動。然而，由于進度沖突，一名關鍵團隊成員不能參加活動。為避免這個沖突，項目經理應已經審查那些內容？A.項目人員配備B.資源日歷C.項目進度D.項目組織圖.Aprojectmanagernegotiatescontracttermswithanexternalvendorthatwillprovideadditionalresourcestocompleteacriticalprojecttask.Tominimizeprojectrisk,whattypeofcontractshouldtheprojectmanagerselect?Cost-reimbursableFirm-fixed-priceFixed-price-incentive-feeTimeandmaterial.項目經理與將提供額外資源完成關鍵項目任務的外部供應商協商合同條款。為了減少項目風險，項目經理應選擇什么合同類型？A.成本補償合同B.固定總價合同C.總價加激勵費用合同D.工料合同.Aprojectteamcompletesaprojecttotransitionfromanolddatabasetoanewdatabase.Regardinglessonslearned,whatshouldtheprojectmanagerdonext?PresenttothesponsoratthestakeholdercloseoutmeetingPresenttotheclienttoensureagreementEnsureinformationisstoredinaprojectfileEnsureinformationisstoredinacorporateknowledgebase.項目團隊完成了一個從就數據庫轉變到新數據庫的項目。在經驗教訓方面，項目經理下一步該怎么做？A.在干系人收尾會議上提交給發(fā)起人B.提交給客戶確保協議C.確保信息儲存在一份項目文件中D.確保信息儲存在公司知識庫中.Duringtheprojectexecutionphase,aprojectmanagerlearnsthatthecustomer’sorganizationcouldbeacquiredbyanotherorganization.Whatshouldtheprojectmanagerdonext?RevisittheprojectcharterPerformariskreassessmentAskfortheprojectsponsor,sguidanceDiscusstheissuewithstakeholders7.在項目執(zhí)行階段，項目經理了解到客戶所在組織可能被另一個組織收購。項目經理下一步該怎么做？A.查看項目章程B.執(zhí)行風險再評估C.尋求項目發(fā)起人的知道D.與干系人討論這個問題8.Howshouldtheeffectivenessofaproject’squalitycontrolactivitiesbedetermined?EvaluatethequalityassuranceplanagainstmarketbenchmarksImplementaqualityauditstrategyConductaqualityauditofthedeliverablesEvaluatethecostofquality.應如何確定項目質量控制活動的有效性？A.對照市場標桿評估質量保證計劃B.實施質量審計策略C.對可交付成果實施質量審計D.評估質量成本.Ataprojectkick-offmeeting,thechiefexecutiveofficer(CEO)requestschangesthatwillimpacttheprojectscope.Howshouldtheprojectmanagerrespond?AdvisetheceothattheprojectteamwillestimatetheimpactofthechangerequestInformtheCEOthatthescopecannotimplementthechangebecausetheprojectscopeisfinalizedAcceptthechangesaccordingtoCEOsrequestConsidertheCEO,schangeduringtheprojectexecutionphase-9.在項目啟動大會上，首席執(zhí)行官(CEO)提出的變更將會影響項目范圍。項目經理應如何響應。A.通知CEO項目團隊將調查所建議變更的影響B(tài).通知CEO,范圍已最終確定，無法變更C.按CEO請求，接受變更D.在項目實施階段考慮CEO的變更10.WhichtaskhasthecorrectassignmentintheRACIchart?序TaskTeammember#1Teammember#2Teammember#3Teammember#4Teammember#51UnittestRAICA2IntegrationtestIACAR3SystemtestIRCIA4UseracceptancetestRACIATask1Task2

C.Task3D.Task410.那一個任務在RACI圖中的分配正確?序任務團隊成員#1團隊成員#2團隊成員#3團隊成員#4團隊成員#51單位測試RAICA2集成測試IACAR3系統測試IRCIA4用戶驗收測試RACIAA.任務1B.任務2C.任務3D.任務411.Attheendtestpart4,theprojectmanagerreviewsacontrolchart.Whatdoesthechart11.Attheendtestpart4,theprojectmanagerreviewsacontrolchart.WhatdoesthechartB.C.B.C.D.11.QualityexpectationsarenotachievableQualityhasnotimprovedsincethebeginningofthetestsQualityisnotinlinewithexpectations在測試零件4結束時，項目經理查看了控制圖。這個控制圖會說明說明？B.質量預期不可實現C.自從測試開始起，質量未得到改善D.質量與預期不符12.Duringaproject'simplementation,severalprovidersparticipateintheproject.Theprojectmanagermeetswithstakeholders,externalconsultants,andsubjectmatterexpertstodefinetheprojectscope.Theprojectmanagershouldincludewhichitemsaspartoftheprojectscopestatement?Requirementstraceabilitymatrix,riskregister,stakeholderregister,activitylistConstraints,schedule,assumptionsandworkbreakdownstructureScopedescription,acceptancecriteria,constraintsanddeliverableTechnicalreference,exceptions,deliverableandscopebaseline12.在項目實施期間，多名供應商參與項目。項目經理與項目干系人、外部顧問和主題專家一起開會定義項目范圍。項目經理應該將那些項內容包含作為項目范圍說明書的組成部分？A.需求跟蹤矩陣、風險登記冊、干系人登記冊和活動清單B.制約因素、進度計劃、假設和工作基準結構C.范圍說明、驗收標準、制約因素和可交付成果D.技術參考、例外情況、可交付成果和范圍基準13.Aprojectteaminstallsanewoperatingsystem.Beforeimplementation,theteamteststhesystemonasmaller,isolatednetworkanddiscoverssomeissues.Afterfindingsolutionstotheseissues,theteamstillencountersimplementationissues.However,thenumberandseverityofissuesaregreatlyreducedWhichofthefollowingdoestheprojectteamuse?TransferringriskMitigatingriskAcceptingriskAvoidingrisk.項目團隊安裝一個新的操作系統。實施之前，該團隊在一個較小獨立的網絡中測試該系統，并發(fā)現一些問題。發(fā)現這些問題的解決方案之后，團隊仍然碰到實際問題。然后，問題數量和嚴重程度大大降低。項目團隊使用的是下列哪一項？A.轉移風險B.減輕風險C.接受風險D.規(guī)避風險.Anewprojectmanagertakesoveraprojectintheexecutionphase.TheprojectmanagerlearnsthatthecustomerdidnotprovidethecorrectproductrequirementsTheprojectmanagershouldapplyactivitiesfromwhichofthefollowingplans?A.ScopemanagementplanChangemanagementplanConfigurationmanagementplanRequirementsmanagementplan.新項目經理接管了一個處于執(zhí)行階段的項目。項目經理了解到客戶沒有提供正確的產品需求。項目經理應采用下面哪一項計劃中的活動？A.范圍管理計劃B.變更管理計劃C.配置管理計劃D.需求管理計劃.Abicyclecompanyreleasesanewlineofbasketswithafive-yearwarrantyThematerialwithstandsextremeweatherconditions.TheproductiswellreceivedbycustomersandisconsideredtopofthelinethedesignisbasicwithnoadditionalfeaturesWhichofthefollowingdescribesthisproduct?Highgrade,highqualityLowgrade,lowqualityHighgrade,lowqualityLowgrade,highquality.一家自行車公司發(fā)布了一款擁有五年質保期的新車藍系列。材料能抵御極端天氣條件。產品廣受用戶接受，且視為是系列中的頂級產品。產品只有基本設計，無額外功能。下列哪一項是該產品的描述？A.高檔、高質B.低檔、低質C.高檔、低質D.低檔、高質.Aprojectcontainsseveralstakeholders,50teammembers,anumberofjobsites,andstakeholdersandprojectteammembermayreviewalotofinformationanddocumentsanytimeduringtheprojectperiod,whatcommunicationmethodtheprojectmanagershouldusetosolvetheinformationrequirementofproject?InteractivecommunicationPushcommunicationPullcommunicationSend-receive.一個項目包含多名干系人，50名團隊成員，多個工作現場，以及干系人和團隊成員可能需要在項目過程中任何時間查看的大量信息文件。若要解決項目的信息需求，項目經理應使用哪一個溝通方式？A.交互式溝通B.推式溝通C.拉式溝通D.發(fā)送-接收.Aprojectmanagerwantstodeveloparesourcebreakdownstructure(RBS)foranewproject.AteammemberstatesthattheteamalreadydevelopedanRBSforsimilar,existingproject.Whatshouldtheprojectmanagerdonext?Comparetheexistingproject'sRBStotheorganizationsstandardtemplateUsetheexistingproject'sRBStosavetimeCreateanewRBSusingtheorganization'sstandardtemplateUsetheapplicablecategoriesoftheexistingproject'sRBS.項目經理希望為一個新項目制定資源分解結構(RBS)。一名團隊成員稱該團隊已經為一個類似現有項目制定YRBS.項目經理下一步該怎么做？A.將現有項目的RBS與組織的標準模板進行對比B.使用現有項目的RBS節(jié)約時間C.使用組織的標準模板創(chuàng)建一份新的RBSD.使用現有項目RBS的適用類別.Aprojectmanagerdiscoversthatakeyteammemberwillleavetheorganizationintwoweeks.TheteammemberworksontasksthatareonthecriticalpathWhatshouldtheprojectmanagerdofirst?EvaluatetheimpactoflosingthismemberVerifyifcanchangethescopeUpdateworkbreakdownstructureChangetheprojectteammember.項目經理發(fā)現一名關鍵團隊成員將在兩周內離開組織。該名團隊成員正在為處于關鍵路徑上的任務工作。項目經理首先應該做什么A.確定該名團隊成員的影響B(tài).核實是否能夠變更范圍C.更新工作分解結構D.更換團隊成員.Acompany'spresidentasksaprojectmanagertoimplementanewfinancialsystem.Whattechniqueshouldtheprojectmanagerusetoobtainahigh-levelprojectscope?A.Performamake-or-buyanalysisMeetwiththedirectorofinformationtechnologytoconductananalysisDefinerequirementwiththecompany'sfinanceexpertsandbusinessownersCollectrequirementsfromfinancialapplicationvendors.公司總監(jiān)要求項目經理實施一個新的財務系統。項目經理應使用什么技術獲得高層次項目范圍？A.開展自制或外購分析B.與信息技術總監(jiān)開會開展一項分析C.與公司的財務專家和企業(yè)所有者定義需求D.收集財務應用程序供應商的需求.Afternegotiationwithresourcemanager,projectmanagerdevelopstheprojectmanagementplan.Inthekickoffmeeting,resourcemanagersaystheresourceonlycanbeavailableinthelatestateofprojectperiod,whatshouldtheprojectmanagerdonext?AddtheresourceriskintoriskregisterRecordthechange,reviewandupdatetheprojectmanagementplanCommunicatetheresourceavailabilitydelayandmanagethestakeholderparticipationlevelsDonottakeanyaction,sincetheissuehasbeendiscussedinthekickoffmeeting.在于資源經理協商之后，項目經理制定項目管理計劃。在項目啟動大會上，資源經理稱一名資源在進度計劃后期才可用。項目經理下一步該怎么做？A.在風險登記冊中添加該資源風險B.記錄該變更，并審查和更新項目管理計劃C.在資源可用性中溝通該延遲，并管理干系人的參與水平D.不采取其他行動，因為該問題已在項目啟動大會上討論過了.Theconflictamongsomeprojectmembermaydelaytheproject,whatshouldtheprojectmanagerdonext?SolvetheconflictinadvanceinprivateDelaytheconflict,andevaluateifitwillimpacttheprojectinfutureReporttheconflicttofunctionmanagerViewthehumanresourcemanagementplanandtakethecorrectiveaction21.一些團隊成員的內部沖突可能延遲項目，項目經理下一步該怎么做？A.提前并私下解決沖突B.延遲沖突，評估其是否將會在后期影響項目C.將沖突上報給職能經理D.查看人力資源管理計劃并采取糾正措施22.AprojectisnearcompletionandanotherUS$120,000isneededtofinishtheproject.EventhoughUS$1millionhasalreadybeenspentontheproject,theprojectsponsorrequirestheprojectmanagertostoptheprojectforvariouscircumstancesInthiscasetheactualcostsare:DirectcostsfortheprojectPartoftheproject'scontingencyreserveIndirectcostsfortheprojectSunkcostsnottakenintoaccountforthisdecision22.項目接近完工，但另需120,000美元來完成該項目。雖然該項目已經花費100萬美元，處于各種情況，項目發(fā)起人要求項目經理停止該項目。在這種情況下，實際成本為：A.項目的直接成本B.項目應急儲備的一部分C.項目的間接成本D.該決定不考慮沉沒成本23.Astormdamagesadatacenter,causingadelaytotheproject.asaresultofthisunexpectedevent,whatshouldtheprojectmanagerdonext?UsemanagementreservefundstogenerateaworkaroundDelaytheprojectandwaitformanagement'sdirectionsUpdatethescheduleandadvisetheprojectsponsorMeetwiththeprojectteamtodiscusstheimmediateresponse.一場風暴損壞了數據中心，導致項目延遲。由于這是一個意外事件，項目經理下一步該怎么做？A.使用管理儲備金來生成一個權變措施B.延遲項目，并且等待管理層的只是C.更新進度，并且通知項目發(fā)起人D.與項目團隊開會討論直接的應對措施.AprojectmanagerworksonaUS$3millionprojectwhichinvolvestwosuppliers.Theprojectmanagercreatesastatementofwork(SOW)foreachsupplierWhichofthefollowingneedsSOW?RiskmanagementplanProjectcharterProcurementmanagementplanSupplierscopestatement.項目經理正在管理價值300萬美元，涉及兩個供應商的項目。項目經理為每名供應商創(chuàng)建了一份工作說明書(SOW).下列哪一項需要SOW的信息A.風險管理計劃B.項目章程C.采購管理計劃D.供應商范圍說明書.Theprojectmanagementplanisdistributedtoallkeystakeholders.However,theprojectsponsorandthecustomerhavecommentsandwanttomakesomechangesWhoshouldreceivethisfeedbackandtaketheappropriateactionsChangecontrolboardProjectsponsorProjectmanagerProjectteam25.已將項目管理計劃分發(fā)給所有關鍵干系人。然而，項目發(fā)起人和客戶有意見，并希望做一些改進。誰應負責收取該反饋并采取適當的行動?A.變更控制委員會B.項目發(fā)起人C.項目經理D.項目團隊26.Anunexpectedriskoccursduringaproject.Afteranalyzingrisk,theprojectmanagerfindsthatmitigatingtherisktomaketheprojectsuccess,butwillincreasetheprojectcostWhatshouldtheprojectmanagerdonext?GettheapprovalfromtopmanagementtoincreasetheprojectbudgetArrangeaprojectmeetingtodiscussthereasonwhytheriskwasntincludedintheriskregisterGettheapprovaloftopmanagementtousecontingencyreservetomitigatetheriskArrangeaprojectmeetingtodiscusshowtopushprojectaccordingtotheplan.項目期間發(fā)生了意外風險。分析風險之后，項目經理發(fā)現為了讓項目成功有必要減輕風險，但是會增加項目成本。項目經理下一步該怎么做？A.獲得高級管理層的批準，增加項目資金B(yǎng).安排一次經濟項目團隊會議，討論該風險未包含進風險登記冊的原因C.獲得高級管理層的批準，使用應急儲備減輕風險D.與項目團隊安排一次會議，討論推進項目的計劃.Whileestimatinganactivitycost,theteammembersestimateUS$5,000tohireaconsultantforthenextyear,dividedasfollows:US$4,500-ConsultantfeeUS$200-InflationallowancefornextyearUS$300-BufferforunforeseencostsWhatshouldtheprojectmanagerdonext?EstimateUS$4,700EstimateUS$5,000withanexplanationEstimateUS$5,000andupdatethecostbaselineEstimateUS$4,80027.估算一項活動成本時，團隊成員估算下一年要花費5000美元聘用一名顧問，劃分如下4500美元-顧問費200美元-下一年的通貨膨脹余量300美元-不可預見成本的緩沖項目經理接下來應該怎么做？A.估算4700美元B.估算5000美元，并附加說明C.估算5000美元，并更新成本基準D.估算4800美元28.AprojectisplannedforfourdayswithanallocatedbudgetofUS$4,000.TheprojectmanagerallocatedaresourceforUS$1,000perdaytocompletetheworkinthescheduledtime.Attheendofthesecondday,theamountofworkperformedisevaluatedatUS$1,600.Iftheproductivityrateoftheresourceremainsthesame,whenistheprojectexpectedtobecompleted?6thday5thday4thday3rdday28.項目預算工期為四天，分配的預算為4000美元。項目經理按每天1000美元分配一項資源以按計劃時間完成工作。在第二天結束時，所執(zhí)行的工作量預估金額為1600美元。如果資源的生產率保持相同，項目預計將于何時完成？A.第6天第5天第4天第3天29.Afteridentifyingariskwiththecompany'sstandardtemplateforcontractstatementsofwork(SOW),thesteeringcommitteedecidestouseaspecialSOWtemplateforallprojectcontractionwhichofthefollowingshouldthecommitteethespecialSOWtemplate?PrimarycontractoragreementChangeordertotheprojectmanagementplanProcurementmanagementplanRiskmanagementplan29.識別到使用公司合同工作說明書(SOW)標準模板存在風險之后，指導委員會決定為所有項目合同使用一種特殊SOW目標。委員會應在下列那一項保持特殊SOW模板？A.主承包商協議B.對項目管理計劃的變更單C.采購管理計劃D.風險管理計劃30.Inaweeklyprojectreviewmeeting,theprojectmanagerdiscussesvarioustypeprojectrisksWhichofthefollowingriskquantificationtechniquesshouldbeused?ProbabilitydistributionsExpertjudgmentDataqualityassessmentRiskurgencyassessment.在每周項目審查會議上，項目經理討論了不同類型的項目風險。應使用下列那一項風險量化工具？A.概率分布B.專家判斷C.數據質量評估D.風險緊迫性評估.Toguaranteetheirnextprojectdelivery,twoprojectteamsrequirethesamecriticalresourcewithinthesametimeframe.Whatshouldtheprojectmanagerdofirst?InformthecustomerthatthedeliverywillbedelayedAdvisetheresourcetoworkovertimetocompletebothactivitiesReviewthehumanresourcemanagementplanandcontactapreferredconsultingfirmArrangeajointproblem-solvingsessionwiththetwoteamleaderstoidentifypossibleactions.為保證下一次項目交付，兩個項目團隊在相同的時間范圍內需要相同的關鍵資源。項目經理首先應該做什么？A.通知客戶將延遲交付B.通知資源加班工作完成兩項活動C.審查人力資源管理計劃并聯系一家首選顧問公司D.與兩名團隊領導安排一次聯合問題解決會議，確定可能的行動.Aprojectmanagerdetermineswhichriskshavethegreatestimpactontheprojectandplanstouseasensitivityanalysismodel.Theprojectmanagerisinwhichofthe followingprocesses?IdentifyrisksPerformquantitative risk analysisControlrisksPerformqualitativerisk analysis.項目經理確定了哪些風險對項目產生的影響最大，并計劃使用敏感性分析模型。項目經理目前處于下列哪一個過程？A.識別風險B.實施定量風險C.風險控制D.實施定性風險分析.Duringaproject'sclosingphase,aprojectmanagerpresentsthelastprojectdeliverableandruntheacceptancecriteria.However,beforeacceptingtheproject,thecustomerwantstoaddextrafunctionalityWhatshouldtheprojectmanagerdonext?AgreetoincludetherequirementUpdatetheprojectmanagementplanaccordingtothenewrequestReviewtheimpactofthechangeandstartthechangemanagementprocessRejectanychangessincetheprojectisintheclosingphase.在項目收尾階段，項目經理提交了最后一個項目可交付成果，并運行驗收標準。但是，在驗收項目之前，客戶希望增加額外功能。A.同意包含該需求B.按照新的請求更新項目管理計劃C.審查變更影響，并開始變更管理過程D.因為項目處于收尾階段，拒絕任何變更.Duringtheproject'sexecutionphase,akeyexecutivereportsthataportionoftheprojectwillbegiventoanewexternalvendorfordevelopment.ThenewvendorprovidestheiradditionalrequirementswhichcauseapotentialdelayinthedeliveryscheduleWhatshouldtheprojectmanagerdonext?NotifystakeholdersofthescopechangeaccordingtothecommunicationsmanagementplanUpdatetheriskmanagementplanAdjusttheprojectmanagementplan,schedule,andprioritiestocontroltheimpactConductariskreassessment34.在項目執(zhí)行階段，一名關鍵主管報告將把項目的一部分外包給一名新的外部供應商開發(fā)。這名新供應商提供了他們的額外需求，導致交付進度可能發(fā)生延遲。項目經理下一步該怎么做？A.按照溝通管理計劃通知干系人范圍變更B.更新風險管理計劃C.調整項目管理計劃、進度和優(yōu)先級控制的影響D.執(zhí)行風險再評估35.Whileworkingwithacustomertovalidateadeliverable,thecustomernotifiestheprojectmanagerthatseveralrequireddatafieldsaremissing.ThecustomerindicatesthatthedatafieldsareincludedintherequirementsDuringwhichofthefollowingprocessesshouldtheprojectteamhavediscoveredthiserror?IdentifybenchmarkReportperformanceControlscopeControlquality.當與客戶合作核實可交付成果時，客戶通知項目經理多項必須的數據字段趨勢。客戶表示這些數據字段已包含在需求當中。項目團隊應該在以下哪一個過程中發(fā)現這個錯誤？A.識別標桿B.報告績效C.控制范圍D.控制質量.Ariskidentifiedintheriskregisterisrealizedbythedesignteam.Asaresult,theprojectexpenseswillincreaseby15%Whatshouldtheprojectmanagerdonext?ExecutetheresponseplanfortheidentifiedriskinriskmanagementplanGettogetheralldesignmemberanddiscusstheothersolutionInformthekeystakeholdersthatoneriskimpactstheprojectbudgetReduceothertasks'cost,balancethecosttomakesureprojectcostiswithinthebudget.設計團隊意識到了在風險登記冊中已識別的一個風險。結果，項目支出將增加15%。項目經理下一步該怎么做？A.執(zhí)行風險管理計劃中識別的風險應對措施B.集合設計團隊討論其他方案C.通知關鍵干系人一個項目風險影響到項目預算D.減少其他任務的支出15%，平衡并保持在預算之內.Duringthecustomer'sfinalacceptanceofdeliverables,theprojectmanagerencountersoppositionfromalocalgroup.TheprojectmanagerscompanyconductsarootcauseanalysisanddiscoversthattheprojectdidnotadequatelyconsiderenvironmentalfactorsfortheprojectDuringwhichprocessshouldthishavebeencompleted?InitiatingMonitoringandcontrollingPlanningExecuting.在客戶最終驗收可交付成果期間，項目經理遭遇到其他地方團隊的反對意見。項目經理所在公司開展了一次根本原因分析，發(fā)現項目并未充分考慮項目的環(huán)境因素。這本應該在下列那一個過程中完成？A.啟動B.監(jiān)控C.規(guī)劃D.執(zhí)行.Aprojectmanagerworkswiththesalesmanageronarequestforproposal(RFP).Thecustomerisinterestedinanewproductfeaturewhichisstillunderdevelopment.ThesalesmanageraskstheprojectmanagertoincludeintheresponsethatthefeatureisavailableWhatshouldtheprojectmanagerdo?Respondaccordingtothesalesmanager'ssuggestionEscalatetheissuetotheprojectsponsorAdvisethecustomerthattheproductfeatureisnotavailableRefusetorespondtotheRFP.項目經理與銷售經理一起合作答復建議邀請書（FRP）?？蛻魧σ粋€仍處于開發(fā)階段的新產品功能非常感興趣。銷售經理要求項目經理在答復中包含可提供該功能的內容項目經理應該怎么做？A.按照銷售經理的建議答復B.將該問題上報給項目發(fā)起人C.同時客戶無法提供該產品功能D.拒絕答復該RFP.Whilepreparingformonthlystakeholdermeeting,theprojectmanagementidentifiesaresourceavailabilityissuethatcouldimpacttheprojectschedulewillnotbeimpactedWhichshouldtheprojectmanagerdonext?WorktoresolvetheissuesothatitdoesnotimpactthescheduleAcquireadditionalresourcestoresolvetheissueDiscusstheissuewiththestakeholdersduringthemonthlymeetingMeetwiththeprojectteamtobrainstormhowtoresolvetheissue.在準備每月干系人會議時，項目經理識別到一個可能影響項目進度的資源可用性問題。項目經理認為如果問題能在幾周內解決，則不會影響到進度。項目經理下一步該怎么做？A.設法解決問題，以便不影響進度B.招募額外資源解決這個問題C.在月度會議上與干系人討論這個問題D.與項目團隊開會，頭腦風暴討論如何解決這個問題.Aprojectmanagerworksonatelecommunicationsprojectwhichisahighpriorityfortheorganization.Afterdefiningthescope,whichofthefollowingprocessesshouldtheprojectteamworkonnext?CreateWBSDeterminebudgetDevelophumanresourcemanagementplanDefineactivities.項目經理正在管理一個在組織中處于優(yōu)先級的電信項目。定義范圍之后，項目團隊下一步應從下列那一個過程？A.創(chuàng)建WBSB.確定預算C.制定人力資源管理計劃D.定義活動.Aprojectmanagerschedulesameetingwithallstakeholderstoreviewandapprovetheprojectmanagementplanandallsubsidiaryplans.Afterminorchangesaremade,approvalisgiventoproceedtothenextstageWhatshouldtheprojectmanagerdonext?BaselinetheprojectmanagementplanandthenprocesstheminorchangesUpdatetheprojectmanagementplanandsendittoallstakeholdersContinuetothenextphaseandthenreviewtheminorchangesConductindividualmeetingswiththestakeholderswhosuggestedtheminorchanges.項目經理與所有干系人安排了一次會議，審查并批準項目管理計劃以及所有子計劃。在進行細微變更之后，獲得批準繼續(xù)進行下一個階段。項目經理下一步該怎么做？A.以項目管理計劃為基準，然后處理細微變更B.更新項目管理計劃，并將其發(fā)送給所有干系人C.繼續(xù)下一個階段，然后審查細微變更D.與建議細微變更的干系人單獨開會.Whichofthefollowingtechniquesattemptstobalanceresourcerequirementsbyreschedulingspecificactivities?SchedulingcompressionLevelingSmoothingAdjustingleadsandlags42.下列哪一項技術嘗試通過重新安排特定活動的進度以便平衡資源需求？A.進度壓縮B.平衡C.環(huán)節(jié)D.調整時間提前量和滯后量43.Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan?A.EmailInteractivePullpush.在干系人會議之前，項目經理應使用什么溝通方式獲得干系人對項目管理計劃的認可？A.電子郵件B.交互式溝通C.拉式溝通D.推式溝通.Anewlyassignedprojectmanagerdeterminesthattheprojectisontimeandwithbudget.However,asupplier'sdeliverableswillbedelayedWhichshouldthenewprojectmanagerdonext?ConductaquantitativeriskanalysisandidentifyhowtheriskmustbeaddressedMeetwiththesupplierandrequestanimmediateresolutionIdentifyandevaluatetheprojectedimpactoncostandscheduleExecutethecontingencyplantoaddresstheimpactontheprojectschedule44.一名新任命的項目經理確定項目符合時間和預算要求。但是，一名供應商的可交付成果將延遲。新項目經理下一步該怎么做？A.實施一次定量風險分析，并確定必須如何解決該風險B.與供應商開會，并要求立即解決C.確定并評估對項目成本和進度的影響D.執(zhí)行應急計劃解決對項目進度的影響45.Whiledevelopingaprojectcharterforaninternalproject,theprojectmanagerrealizessomefunctionalmanagers'expectationsconflictwitheachotherandcouldnegativelyimpacttheprojectWhatshouldtheprojectmanagerdonext?DevelopacommunicationsmanagementplanPerformastakeholderanalysisEvaluatetherisksEscalatetotheprojectsponsor.在為一個內部項目制定項目章程時，項目經理意識到一些職能經理的期望與另一些職能經理的期望相沖突，可能對項目產生負面影響。項目經理下一步該怎么做？A.制定溝通管理計劃B.執(zhí)行干系人分析C.評估風險D.上報給項目發(fā)起人.Theprojectmanagerholdsaprojectclosuremeetingwiththecustomer.TheagendaincludescollectingcustomerfeedbackandevaluatingtheirsatisfactionWhichofthefollowingworkthisinformationallowstheprojectmanagerdo?EnsurethesuccessoffutureprojectEnsurethefuturecooperationwiththecustomerEvaluateprojectperformanceUpdatetheresponsibilityassignmentmatrix46.項目經理與客戶召開項目收尾會議。議程包括搜集客戶的反饋并評估他們的滿意度。這個信息可以讓項目經理進行下列那一項工作？A.確保未來項目的成功B.確保與該客戶的未來合作C.評估項目績效D.更新責任分配矩陣47.Oneprojectneedstopurchaseonemerchandisefromonesupplier,butthissupplierisoutofstockforthismerchandise,theprojectmanagerplanestopurchasethemerchandisefromanotherqualifiedsupplier.Whatshouldtheprojectmanagerdonext?UpdatethescheduleplanaccordingtothepurchaseleadtimeforthenewsupplierInformthecustomerwiththechangerequestangettheapprovalofthechangerequestEvaluatetheimpactonprojectbudgetorcontingencyreserveonscheduleRequireprocurementdeparttocancelthepurchaseorderwitholdsupplier.一個項目取決于一個從供應商采購的一件商品。但是，該供應商庫存里沒有這件上鋪。項目經理計劃從另一個合格供應商處獲得采購訂單。項目經理下一步該怎么做？A.按照新供應商采購訂單的交付周期更新進度計劃B.立即向客戶通知該變更并請求批準C.評估對預算或進度應急儲備的影響D.要求采購部門取消原始供應商的合同.Duringtheselectionofasupplierforacomplexproject,theprojectmanagerwantstoensurethepotentialsuppliershaveaclearunderstandingofrequirements.TheprojectmanageridentifiesthreepotentialsuppliersfromaprequalifiedlistA.Reviewthesuppliers'proposalsAskathirdpartytoselectthesupplierthatbestfitstherequirementsAskthesponsorforfeedbackontheprospectivesuppliersInvitethesupplierstoabidderconference.在為一個復雜項目選擇供應商期間，項目經理希望確保潛在供應商能明確了解需求。項目經理在資格預審名單中確定了三名潛在供應商。項目經理下一步該怎么做？A.審核所有潛在供應商的建議書B.讓第三方選擇一家最符合要求的供應商C.尋求發(fā)起人對潛在供應商的反饋D.邀請所有潛在供應商參加投標會議.Concernedthataprojectwillmissacriticalmilestone,thecustomerinsistsonconductingthephasesconcurrentlytosavetime.Beforeapprovingthischange,whichofthefollowingshouldtheprojectmanagerconduct?ScheduleimpactanalysisCrashingimpactanalysisDependencyandrequirementsanalysisCostimpactanalysis.因為擔心項目將延誤一個關鍵里程碑，客戶堅持同時實施階段工作以便節(jié)約時間。批準這個變更之前，項目經理應開展下列那一項工作？A.進度影響分析B.趕工影響分析C.依賴關系和需求分析D.成本影響分析.Duringateammeeting,theprojectmanagercollectsinformationfortheprojectcharter.Whichofthefollowingwillbeincludedintheprojectcharter?Assumptionsandconstraints,high-levelrisks,andstakeholderlistProjectpurpose,summarybudget,andprojectmanagementplanScopebaseline,teamcomposition,andprojectmanagementplanAssumptionsandconstraints,workbreakdownstructure,andsummarybudget.項目經理在團隊會議上收集項目章程信息。下列哪一項應包含進項目章程A.假設和制約因素、高層次風險以及干系人名單B.項目目的、預算匯總和項目管理計劃C.范圍基準、團隊構成和開支限制D.假設和制約因素、工作分解結構和預算匯總.Acompanyimplementsnewsoftwareforthehumanresourcesdepartment.However,technicalissuescausescheduledelaysandimpacttheprojectbudgetToaddressthesituation,whichofthefollowingstakeholdersshouldtheprojectmanagerengage?SoftwarevendorInformationtechnologymanagerHumanresourcesmanagerProjectsponsor51.一家公司為人力資源部門實施了新軟件。然而，技術問題導致進度延期并影響項目預算。為解決這種情況，項目經理應接洽下列哪一位干系人？A.軟件供應商信息技術經理人力資源經理D.項目發(fā)起人52.AnapprovedstrategicplanallocatesUS$15milliontoabuildingrenovationproject.TheseniorexecutivefortheprojectWhatshouldtheprojectmanagerdonext?Update the projectcharterUpdate the stakeholderregisterUpdate the riskregisterUpdate the riskmanagement plan52.一個已批準的戰(zhàn)略計劃向一個建筑翻新項目分配了1500萬美元。項目高級主管離開公司，且任命了新的高級主管。項目經理下一步該怎么做？A.更新項目章程B.更新干系人登記冊C.更新風險登記冊D.更新風險管理計劃53.Aprojectmanagerisassignedtoanewproject.Afirstdraftoftheprojectcharterwasalreadywrittenbytheprojectsponsor.Theprojectsponsornotifiestheprojectmanagerthatsomekeystakeholderswereforgottenduringaprevioussimilarproject.TheprojectsponsormandatesthattheprojectmanagerensurethatallstakeholdersbeidentifiedWhatapproachshouldtheprojectmanagertaketogathertherequiredinformationA.ConsultthelessonslearnedfromthepreviousprojectB.ConsulttheprojectcharterfromthepreviousprojectC.StarttoprepareastakeholderanalysisfromscratchD.Obtaintheprojectmanagementplanfromthepreviousproject.項目經理被任命管理一個新項目。項目發(fā)起人已經起草完項目章程的第一稿。項目發(fā)起人通知項目經理在之前一個類似項目中某些關鍵干系人被遺漏了。項目發(fā)起人要求項目經理確保所有項目干系人均已識別。若要收集必要信息，項目經理應該采取什么方式？A.查詢之前項目的經驗教訓B.查詢之前項目的項目章程C.開始從頭準備一份干系人分析D.獲得之前項目的項目管理計劃.Afterconfirmingtheavailabilityofhumanresourceandobtainingteamsforprojectassignments,theprojectmanagerdi