版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請(qǐng)進(jìn)行舉報(bào)或認(rèn)領(lǐng)
文檔簡(jiǎn)介
PMP題C(choice)果斷做出選 ,或。7. Duringimplementation,acustomerrequestsachangetoaproduct.Theprojectmanagerinitiatesthechangerequesttoincorporatethenewrequirements,andthechangeisapproved.Twoweekslater,thescheduleperformanceindex(SPI)decreasesto0.89.Accordingtotheprojectteam,theSPI’sdecreaseisduetotherecentchange.WhatshouldtheprojectmanagerhavedonetopreventthisCrashedtheschedule,andupdatedthetimemanagement求,且變更獲得批準(zhǔn)。兩周后,進(jìn)度績(jī)效指數(shù)(SPI)0.89.據(jù)項(xiàng)目團(tuán)隊(duì)稱,是由于最近的變更導(dǎo)致SPI降低。若要防止這個(gè)問題,項(xiàng)目經(jīng)理應(yīng)該做什么?Thecompanyrequiresaspecificserviceforaproject,butthecapabilitydoesnotexistwithintheprojectteam.Whichofthefollowing sshouldbeusedtofindavendorwhichprovidesthebestservice,price,andminimalrisk?RequestforRequestforStatementofDuringprojectinitiation,theprojectmanagerwantsafullunderstandingoftheprojectscope.Aheadtotheprojectcharter’sapproval,which wouldhelptheprojectmanagerobtainthisUnderstanding?BusinessAcompanymustselectasellerfortheirsoftwareimplementationproject.Theprojectmanagercannotaccurayestimatetheextentoftheworkorthecosts.WhattypeofcontractshouldtheprojectmanagerTimeandTheprocurementdepartmentsubmitsarequestforproposal(RFP)topotentialvendorstoexecuteaproject.Afterthebidderconferences,theprojectmanagerreceivesan vendorarequestingclarificationoftheRFP.WhatshouldtheprojectmanagerdoAmendtheRFPwiththeclarificationandresendittoalltheallthevendorswiththevendorAwiththe(RFP目經(jīng)理收到供應(yīng)商A要求澄清RFP的電子郵件向供應(yīng)商AAfterlearningofapotentialprojectchange,theprojectmanagerperformsanimpactysis.Theprojectmanagerthenpresentsthechangerequesttothechangecontrolboard(CCB)toreviewandapproval.TheCCBapprovesthechangeandreleasesitforimplantation.WhatshouldtheprojectmanagerupdateRiskQualitymanagement更控制(CCB)和批準(zhǔn)。CCB批準(zhǔn)變更并準(zhǔn)予實(shí)施。Todate,theprojecthasbeenprogressingsmoothly.Anewprojectmanagerisassignedandthereisadisagreementwithavendorontheamountandpriceoftheworkcompleted.Whichshouldtheprojectmanagerconsulttodetermineworktobecompleted?StatementofNoticeto Theprojectsponsordefinesaproductdevelopment’sbudgetatUS$5million.Theproductiswell-Definedandmustbemarketedin10monthstocompetewithotherproducts.Aninitialfeasibilitystudyshowsthatallconstraintscannotbemet.WhatshouldtheprojectmanagerdoDevelopariskmanagementplantomanagethedifficultiesofmeetingscope,time,andcostconstraints.Kick-offtheprojectandusetheprojectscopemanagementprocessestoreducethescopeatalatertimeAccepttheproject,astheprojectsponsorpromisestoapproveachangerequestaftertheProjectstarts.Seekprojectapprovalfromtheprojectsponsorafteramendingoneormore項(xiàng)目發(fā)起人確定產(chǎn)品開發(fā)預(yù)算為500萬 。產(chǎn)品定義明確,且必須在10個(gè)月內(nèi)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項(xiàng)目解決方案的其中一部分估算成本為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,發(fā)送經(jīng)過項(xiàng)目經(jīng)理批準(zhǔn)的每月活動(dòng)報(bào)告。分包商要求分包商支付罰款補(bǔ)償公司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一個(gè)為期兩年施工項(xiàng)目的設(shè)備是在項(xiàng)目開始時(shí)訂購(gòu)的,將需要花17個(gè)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 估算成本為500萬 到位。如果項(xiàng)目在500萬 獲得1%的獎(jiǎng)金。在項(xiàng)目完成時(shí),應(yīng)記錄并存檔 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工作是開展的。Duringaprojectstatusmeeting,twomanagersdiscussthefeaturesofthedeliverablesforthenexttone.Iftheteammembersdeliverwhattheyplanned,thedeliverableswillnotmeetToensuretheprojectdeliversallthebusinesscriticalfeatures,whatshouldtheprojectmanagerdonext?ConductareviewoftherequirementstraceabilityyzethecompliancematrixtoresolvetheRecognizeitasariskandaddittotheriskPerformavarianceCompanyadeliveredaprojecttoaclient.However,onthenextproject,theclientdoesnotincludecompanyA‘sresponseontheshortlistforconsideration.CompanyAdeterminesthattherelationshipwiththeclientwasdamagedduringthepreviousproject’sexecutionwhattoolsortechniquesshouldcompanyA’sprojectmanagerhaveusedtoensureabetterrelationshipwiththeclient?Measuredtheclient’ssatisfactionbycapturingcustomerfeedbackattheendofeachCalltheclienttodeterminewhytheresponsewasnotCreatedaqualitymanagementplanatthestartofthePerformedariskassessmentattheendofeach 中,公司A確定與客戶的關(guān)系在上一個(gè)項(xiàng)目的執(zhí)行過程中被損害了 Aprojectmanagermustdevelopanewproductwithinthreemonths.Theprojectmanagerreportsthemostlikelyestimateis45days.However,ifanotherproject’sresourcesareavailableatanearlierdate,itcouldbe plishedin28days.Ifresourcesarenotavailableuntilalaterdate,theworkmaytakemorethan56daystocomplete.Basedonavailabledata,whatistheproject’sexpectedcompletion4244454642444546Theprojectmanagerdecidewhethertorentorleaseequipmentneededforprojectexecution.TherentalcostperdayisUS$50.TheleasingcostperdayisUS$20,plusaone-timecostofWhatisthethresholdafterwhichitwillbemorepracticaltoleasetheequipmentratherthanrenttheequipment?8095100125借成本為每天20 成本3000 8095100125ThemostlikelycostforanactivityisUS$2,000.TheoptimisticcostisUS$1,500.ThepessimisticcostisUS$3,100.Whatwouldbetheexpectedactivity某項(xiàng)活動(dòng)的最可能成本是2000 。樂觀成本是1500 Whichofthefollowingtechniqueshelpstoreducebiasinthedataandkeepsanyindividualhavingundueinfluenceonthe D
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請(qǐng)下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請(qǐng)聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁(yè)內(nèi)容里面會(huì)有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
- 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
- 5. 人人文庫(kù)網(wǎng)僅提供信息存儲(chǔ)空間,僅對(duì)用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對(duì)用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對(duì)任何下載內(nèi)容負(fù)責(zé)。
- 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請(qǐng)與我們聯(lián)系,我們立即糾正。
- 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時(shí)也不承擔(dān)用戶因使用這些下載資源對(duì)自己和他人造成任何形式的傷害或損失。
最新文檔
- 2024年度云南省高校教師資格證之高等教育學(xué)模擬考試試卷A卷含答案
- 贛南師范大學(xué)《課外音樂活動(dòng)的組織與指導(dǎo)》2022-2023學(xué)年第一學(xué)期期末試卷
- 阜陽(yáng)師范大學(xué)《學(xué)前比較教育》2023-2024學(xué)年第一學(xué)期期末試卷
- 阜陽(yáng)師范大學(xué)《非政府組織管理》2022-2023學(xué)年第一學(xué)期期末試卷
- 南京市2024-2025學(xué)年三年級(jí)上學(xué)期11月期中調(diào)研數(shù)學(xué)試卷一(有答案)
- 福建師范大學(xué)《綜合自然地理》2023-2024學(xué)年第一學(xué)期期末試卷
- 福建師范大學(xué)《演藝娛樂經(jīng)營(yíng)管理》2022-2023學(xué)年第一學(xué)期期末試卷
- 專題77 實(shí)驗(yàn)八:其它測(cè)量電阻的方法(含答案)-十年(2014-2023)高考物理真題分項(xiàng)匯編(全國(guó)用)
- 福建師范大學(xué)《小學(xué)課程與教學(xué)研究》2022-2023學(xué)年第一學(xué)期期末試卷
- 福建師范大學(xué)《體育競(jìng)賽學(xué)》2022-2023學(xué)年第一學(xué)期期末試卷
- 2022年癲癇性精神病臨床路徑
- 三年級(jí)心理健康教學(xué)課件 第15課 專注的力量
- 廣西壯族自治區(qū)北海市各縣區(qū)鄉(xiāng)鎮(zhèn)行政村村莊村名明細(xì)居民村民委員會(huì)
- 藥劑科質(zhì)量與安全管理考核表正式版
- 新教材高考化學(xué)一輪復(fù)習(xí)元素“位-構(gòu)-性”推斷技巧及元素周期律應(yīng)用中的關(guān)鍵點(diǎn)課件(19張)
- 無機(jī)離子檢測(cè)
- 五年級(jí)上冊(cè)數(shù)學(xué)課件 - 三角形的面積 人教版(共16張PPT)
- 乳腺癌科普講座課件
- 2022年《國(guó)民經(jīng)濟(jì)行業(yè)分類》
- 通止規(guī)設(shè)計(jì)公差自動(dòng)計(jì)算表
- 胃癌淋巴結(jié)清掃ppt課件(PPT 39頁(yè))
評(píng)論
0/150
提交評(píng)論