備考pmp電子華夏智誠試題樣題

《PMBOK試題樣題WhendoweperformtheCommunicationsnningInitialnningWhenprojectmanagerisThroughouttheWhendowegetthestakeholders’formalacceptanceofthecompletedscopeandassociateddeliverables?ConceptualnningThroughouttheClosingWhendowehavekickoffAftertheprojectnisAllthroughouttheWhenprojectmanagerisIntheconceptualYouareaprojectmanageratalargemulti-nationaldeveloanext-generationwirelessphoneusingVOIPTechnology.Theprojectinvolvessignificantcoordinationofresourcesacrossmultipledifferentengineeringteamslocatedinvariousdifferentcountries.Specifically,yourhandsetteamisbasedin,yourtestingteamisinU.S.,andyourQAteamisinCanada.Theengineersineachoftheteamsreporttoadifferentgeographicfunctionalmanager,butarecurrentlyonloantoyouforyourproject.Youarecurrentlyintheprocessofassessingthecompletionstatusfroeachoftheworkpackages.Inordertodevelopanaccuratestatusoftheproject,you’veaskedeachoftheengineerstoreporttheircompletionsdatefortheirrespectivedeliverables.However,whenaskedforthecompletiondate,oneoftheQAengineersabrasivelyresponds,“Completiondateforwhat?”Eversincetheprojectstarted,you’vealwaysthoughtthatthisQAengineerwasdifficulttomanage.Especiallytiredofsuchcomments,youfinallydecidetoreporttheQAengineer’suncooperativebehaviortohisfunctionalmanager.Baseonthescenariosdescribedabove,whichofthefollowingBESTdescribestherealproblem?TheQAengineerwasactingdefensivelytomaskhisinabilitytomeethisprojectYoudidnotreceivethenecessarysupportfromthefunctionalmanagerregardingyourproject.Theworkpackageswerenot ydefinedfortheYoushouldhavemetwiththefunctionalmanagerthefirsttimeyouencounteredproblemswiththisengineer,ratherthanlettheproblemescalate.你是一大型公司的項目經(jīng)負責開發(fā)一款P技術(shù)的，項目涉及到多個國家的多個工程團隊。具體來說，機身部分在，測試團隊在，A團隊在工程師向各自地區(qū)的職能經(jīng)理報前借給你的項目中使用目前A終于你受這樣的態(tài)度了你最終定把這個A工程師的不合作Whentheprojectisgettingintothefinalizingphase,onewomanwhoisateamleaderwantstostayawayfromthe foraperiodoftimebecausesheispregnantnow.Projectmanagerfoundthatanewengineercouldbereced.Howsoever,afterreviewingthealternatives,heallowedhertoworkathome.Whydidhemakesuchadecision?InordertoavoidchangesofToofferheranopportunitytoacquiremoreknowledgeandskillsinprojectForthepurposeofcontrollingprojectInordertoreduceadditionaleffortsofteamTheprojectisgettingintoaverycriticalphase,andoneengineerisscheduledtostayinhospitalforonemonth.Projectmanagerdiscussedwithhimandtheteam,thenmadeadecisiontolethimcontinuehisworkforthemonth.Whatisthereasonfortheaction?TheengineeriswillingtocontinuehisInordertoofferhimanopportunitytoacquiremoreknowledgeandskillsinprojectForthepurposeofcontrollingprojectItisbecauseanewlyrecruitedengineermightbelesscompetentthanYourcustomerhasaskedfora2000callcapacityforthenewcallcenterproject.However,oneofyour ’stechnicalexpertsbelievesa3000callcapacitycanbereached.Anotherthinksthatbasedonthetechnicalneedsofthecustomer,thecapacityneedstobeonly1500.WhattheBESTthingtodo?Setthegoalat2000Setthegoalat3000Meetwiththecustomertobetterunderstandthereasonsbehindthe2000callMeetwiththetechnicalexpertsandhelpthemtoagreeona150020003000Duringameetingwithsomeoftheprojectstakeholders,PMisaskedtoaddworktotheprojectscope.PMhadaccesstocorrespondencesabouttheproject,whichsaidthattheprojectsponsorsspecificallydeniedthescopeofworkmentionedbythesestakeholders.TheBESTthingforthePMtodonextwouldbeto:Letthesponsorsknowofthestakeholders’EvaluatetheimpactofaddingthescopeoflthestakeholdersthescopecannotbeAddtheworkifthereistimeavailableintheprojectThecustomeronaprojectlsPMtheyhaverunoutofmoneytopayfortheproject.WhatshouldthePMdoFIRST?Shiftmoreoftheworktolaterpartinthescheduletoallowtimeforcustomertogetthefunds.ReducethescopeofworkandenterStopReleasepartoftheproject客戶告訴項目經(jīng)理說他們沒有來為項目付款了，項目經(jīng)理應(yīng)該Intheinitiationphaseofyourproject,itisapparentthatdifferentdepartmentsof holddifferentviewsonprojectstructureandprojectdeliverables.Whatisthebestactionforyou?Ask whentheywillfinalizetheirWorkwithleadershipsfromeachdepartmenttocollaborativelyengineeramutuallyacceptablesolution.MakesurethetermsandconditionsofthecontractareListtheconsequencesofchangesinthecontract’srequirements在項目的啟動階段，客戶公司的不同部門關(guān)于項目架構(gòu)和可交付成果存在不同意見，你最好應(yīng)該：Theprojecthasacriticaldeliverablethatrequirescertainexpertisetocomplete.Thewhowasgoingtocompletethetaskhasleft andthereisnowhocancompletetheworkinthe.So,PMneedstoacquiretheservicesofaconsultantassoonaspossible.Inorderforthat,PMshould–Followthe neladministrationproceduressetupbythe forusingoutsideservices.Bypassthe proceduresastherearemanyexceptionalcasesintheExpediteandgodirectlytoyourpreferredDiscussthesituationwiththeYoureceivenotificationthatamajoritemyouarepurchasingforaprojectwillbedelayed.Whatisthebestthingtodo?Ignoreit,itwillgoNotifyyourLetthecustomerknowaboutitandtalkaboutMeetwiththeteamandidentify通知你的Question13—14/13-14Projectmanagerauthorizedcertainworkpackage.Aftertwoweeksthedeliverablewascompletedwithfarbetterqualitythantheoriginalrequirements.Theengineerhasaddedsomenewfeatures,so,itisinnovationdevelopmenttothe.WhatshouldprojectmanagerdoVisitthecustomerandtryhardtogetthescopechangefortheimprovedAskthecustomerwhetherthedeliverableisacceptabletoSincethisisgold-ting,asktheteammembertoreworksothatitsatisfiestheinitialrequirements.Givenoticetothemarketingdepartmentsothattheycanofferbetterproducttothefuturecustomer.Basedupontheprevioussituationinquestion14,PMfoundtheengineerspentfarmorethanbudgeted.Thebudgetfortheinitialspecificationis10,000yuan,andheactuallyspent100,000yuan.Whereshouldbethefundingsourceforthedifference?A.ThedifferenceshouldnotbecalculatedintoprojectcostThedifferenceshouldbedrawnfromcontingencyThedifferenceshouldbecountedcostThedifferenceshouldbedrawnfrommanagement10Theinitialworkpackageoftestingisbudgetedat100,000yuanasitincludesfourmodulesoftasks.Whentheworkistobeimplemented,theteamfoundonlyonemoduleoftestisneededtocompletetheworkandthetotalcostisonly10,000yuan.Afterthetestisdone,howshouldyoudealwiththedifference?Savethe90,000ascostvarianceandkeeptheoriginalSincetheworkpackageischanged,givebackthemoneytothePutthemoneyintoprojectcontingencyUsethemoneyforsometeamdevelopment測試工作包的初始預(yù)算為10萬元，共四個模塊。執(zhí)試時，團隊發(fā)現(xiàn)只需要APMisnningaprojectwhenhediscoversthattheprojecthasmanydifferentphases,andeachphasemustbedoneinasequence.WhatistheBESTthingtheprojectmanagercando?ObtainacharterforeachMakesuretheWBShastasksthatincludeextrateamMakesureeachteammemberknowshowtheirtasksinctwithotherMakesurethecommunicationnaddresses保證WBS包括的團隊會Yourprogrammanagerhascometoyou,theprojectmanager,forhelpwithabidforhernewproject.Youwanttoprotectyour fromfinancialrisk.Youhavelimitedscopedefinition.WhatistheBESTtypeofcontracttochoose?FixedpriceCostpluspercentofcostTimeandmaterialCostplusfixedfeeTherehasbeenatendencyinrecentyearstomanagemoreactititiesimmoreapplicationsusingprjectmanagement.EarnedValueTechniquecouldbeapplicdto:Projectonly,excludingOperationsonly,excludingNeitherprojectnorBothprojectand適用于Thefinalprojectschedule resourceshouldalwaysismayshouldnot

Projectbudgetis10,000yuan,andpercentofcompletionis50%,theactualcostis7000yuan.WhatisCVandSV?CV=-2000,CV=-2000,SVcannotbeCV=2000,SVcannotbeCV=2000,150%7000元，CVSVCV=-2000,CV=-2000,SVCV=2000,SVCV=2000,WhichofthefollowingisnotADMcannotcalculateLS,LFandResourcelevelingmaynotdelayprojectcompletionResource-restrainedschedulingisdifferentfromresourced-basedfloatcanbezero,eventhoughtotalfloatmaybepositive.ADMLS,LFAfterwhatpercentageofprojectwork,theCPIofaprojectstartstodemonstratearelativelystableperformance?25%-15%-Over5%-25%-15%-大于5%-ThefundamentalweaknessofEVisItcannotltheaccurateprogressoftheItcannotbeusedtopredictWhentheCPIandSPIispoor,itistoolatetotakecorrectiveItisdifficulttocalculateCPISPIInaproject,thetotalamountofCVisveryclosetoSV.WhatispossibleCVisduetoCVisusuallyequaltoSVinmostCViscalculatedbyCVismarkedasriskthreshold,SVisCVSVCVCVSVCV可以當作風險警戒線，SVAsellerisworkingonacostreimbursablecontractwhenthebuyerdecideshewouldliketoexpandthescopeofservicesandchangetofixedpricecontract.Allofthefollowingatetheseller’soptionsEXCEPT:CompletingtheoriginalworkonacostreimbursablebasisandthennegotiatingafixedpricefortheadditionalworkCompletingtheoriginalworkandrejectingtheadditionalNegotiateafixedpricecontactthatincludesalltheStartoverwithanew完成初始的工作，新增的工作TheSVofaprojectispositive,butoneimportanttoneismissed.Whatisnot yreported?CriticalCostTrendSV大于零，但是一個重要的里程碑被錯過了，這是由于哪一個報告不充分Assuminga+/-3δlevelofaccuracy,whichofthefollowingestimationofdurationisofleastrisk?30+/-522-3026,30,33About28+/-3δ， 522—3026,30,3328Intheprocessofeitherstaffassignmentsorcontractawarding,negotiationskillsandtacticsysanimportantrole.Asprojectprationers,weshouldnegotiateinwhichofthefollowingmanner?PayfullattentionstoWithgoodFocusonresponsibilitiesandClarifythetechnical業(yè)者，談判的方式應(yīng)該是Duringtheexecutionofproject,oneteamstopsworkingandstartaoverallcheckingbecausetheyfoundanerrorintheirdeliverable.WhatstrategyshouldthePMuseindealingwiththesituation?StresstheimportanceofkeeStoptheirAskthemtosetupatestDoTheteammemberaretalkingaboutthepossiblelayoffinthe anddonotpayattentiontowork.WhatshouldPMdo?FirethemrightDiscussthesituationwiththemlthemthattheywill belaidlthemtocalmdown,andiftheyworkhard,andthingsgettingbetterandtheymaynotbefired.Indevelopreliminaryprojectscopestatement,whatdoyoudowithprojectassumptionsinthefirstce?yzethemajorassumptionsforyzealltheassumptionsfor themajorIgnoretheminorassumptionswhenwefinalizetheprojectTheearlycompletionofprojectwillenabletheprojectteamobtainanincentivefromthecustomer.Buttheteamlthatonefunctionfailedbutthedeliverablemeetthecontractrequirements.WhatshouldPMdo?AsktheteamtoreworkandpostponeInformthecustomeranddiscussaappropriateKeepsilentabouttheerrorandjustfollowtheCriticizetheteamfortheerroranddeliveritalltheTheprojecthadaproblemwith nelperformance.Threemonthsafteraproperactiontaken,performancewasnotimproved.Thisisbesthandledthrough:FormalwrittenFormalverbalInformalwrittenInformalverbal正式的溝非正式的溝Empathiclisteningentailsunderstandinganother ’sframeofreference.Toexhibitempathiclisteningskills,aprojectmanagershould—MimicthecontentoftheProbeandthenevaluatetheEvaluatethecontentandthenRephrasethecontentandreflectthe移情式就是要設(shè)身處地的理解他人的處境要展示移情式項目經(jīng)理應(yīng)該WhichofthefollowingarefrequentlyusedtoolsinprocurementMakeor ysis,expertjudgement,andcontracttypeContracttypeselection,bidders’conferences,andexpertExpertjudgement,audits,andbiddersMakeor ysis,contracttypeselection,andweighting//外購分析、合同類型選擇、系WhattoolsandtechniquesaretypicallyusedinthescopedefinitionWorkbreakdownstructuretemtesand positionofdeliverablesintosmaller,moremanageablecomponents.ysisoftheproduct,identificationofalternativeapproaches,expertjudgment,facilitatedReviewofhistoricalinformation,creationofprojectconstraintsandassumptions,and ysisestimates.Projectjustification,workbreakdownstructuretemtes,andidentificationofalternativeapproaches.Whenmanagingafixedpricelumpsumcontractforrefineryrehabilitationproject,theprojectmanagerrealizesthatoneofthelargecustomer-requestedchangesmightimpacttheprojectschedule.Heshallimmediay:DiscusswiththeMeetwiththeteamRenegotiatethecontractwithconstructionFollowthechangecontrolYouaremanagingaconstructionprojectofalarge-scalechemicalworks.Attheclosingphase,yougetareportfromateammemberthatcertainprojectdeliverableshavebeenattainedwithoutperformingalltheassignedworkpackagesintheWBS.Whatshouldtheprojectmanagerdo?CommunicatethechangestoallteammembersandDirectthechangethroughthechangecontrolChangetheprojectperformancemeasurementChangetheprojectcommunicationmanagementWBS中的工作包就完成了，項目經(jīng)理應(yīng)該：Anewproductdevelopmentprojecthasfourlevelsintheworkbreakdownstructureandhasbeensequencedusingthearrowdiagrammingmethod.Theactivitydurationestimateshavebeenreceived.WhatshouldbedoneNEXT?CreateanactivityBegintheFinalizetheCompresstheWBS分為四個層次，并且按照箭線圖進行了排序，活Thecustomerincreaseyourprojectscopeby65%.Thisincreasedyourcostestimatesfivefold.Nowyoumustchangetheschedulestartandfinishdatesinyourapprovedschedule.Yourfirststepshouldbeto:CompresstheModifytheResetthescheduleAddYouhavebeenassignedtomanageaportionofalargerprojectthatissupposedtobefinishedwithinatwo-weekperiod.Youhavemetwiththeleadershipoftheareatogatherrequirements,andyouhaveaprojectcharter,scopestatementandprojectnthathavebeenapprovedbytheseindividuals.Youaretoldtomeetwiththeactualuseroftheresultsoftheprojecttodemonstration,itisclearthattheuser’srequirementsareverydifferentfromtheonesyouwereinitiallygivenandtowhichbothyouandtheagreed.WhatistheBESTthingforyoutodonow?Generateachangerequestfortheuser’sConveneanothermeetingwiththeleadershipoftheareaandtheusertogeneratearevisedsetofrequirementsAttempttomeetasmanyoftheuser’srequirementsaspossiblewithintheproject’sestablishedbudgetandscheduleCompletetheworkasoriginallyspecifiedandformulateanewprojecttomeettheuser’srequirements.Youaretheprojectmanageronaninformationtechnologyproject.Aninformationspecialistonyourteam,afterhavinglunchwithalowrankingcustomerrepresentativeworkingwithhimonasoftwareproject,learnsthatasimplealtioninthedisywouldbeagreatadditiontotheproject.Youandtheprojectsponsorhavealreadysignedoffthescope.Theinformationspecialistinstallsthechangewithnonegativeaffecttotheprojectscheduleandatnoadditionalcost.Whatmanagementactionshouldbetaken?Theinformationspecialistshouldberecognizedforexceedingcustomerexpectationwithoutaffectingprojectcostorschedule.TheprojectmanagershouldaddatoldtotheprojectnwithnoassociatedTheinformationspecialistshouldbetoldthathisbehaviorwasunacceptable,asitmayhavenegativelyaffectedtheoverallproject.Theprojectmanagershouldcreateachangecontrolfrom,andhavethecustomersignsincethechangeisalreadymade.你是一個T來影響，也沒有增加額外費用。你應(yīng)采取什么管理措施？A來影響。 AprojectmanagerisperforminganauditonadeliverablewhenPMhearsthattheteammemberwhodidtheworkiscominingtoeveryonethatheisbeingpickedonbyhavinghistaskaudited.Youknowthisisnottrue.Whatlessonlearnedcouldyoutaketofutureprojects?lalltheteammembersthattheirdeliverableswillbeauditedatthebeginningoftheSetainthescopemanagementAuditlessUseawalk-throughinsteadof審計他做的工作是挑的你知道是不對的對于今后的項目你該吸取什么教訓？Twomonthsintoadesignproject,thecustomerrequestedamodificationtotheproduct.Thechangewasmadewithoutnotifyingtheprojectmanager.Duringthefinaltestingphase,resultsweredifferentthenwhatwasnnedfor.Thisscenarioisanexampleofwhichofthefollowing?PoordefinitionofthetestPoordevelopmentofthequalitymanagementPooruseofscopechangePooradherencetothecommunication在最終測階段當初計劃的不同這種情況是列哪項的例子？45．Aprojectmanagerisassignedtoanew,highpriorityproject.Thereareonlyavailableresourcesbecauseotherresourcesarealreadycommittedtoprojects.Theresource’stimeavailabletocompletetheprojectislessthanhalfthetimeneeded,andtheprojectmanagercannotconvincemanagementtochangetheenddate.Theprojectmanagershould:CoordinatewithteammemberstheovertimenecessarytocompletetheProvidetheteamwithopportunitiestodoagreatjobontheworkthatcanbeCutthescopeofworkbyremovingtheworkthatcannotbecompletedinthetimeUsemoreexperiencedresourcestocompletethework5個可用的資源，因為其他資Youhavefourprojectsfromwhichtochooseone.ProjectAisbeingdoneoverasix-yearperiodandhasanNPVofUS$70000.ProjectBisbeingdoneoverathree-yearperiodandhasanNPVofUS$30000.ProjectCisbeingdoneoverafive-yearperiodandhasanNPVofUS$40000.ProjectDisbeingdoneoveraone-yearperiodandhasanNPVofUS$60000.Whichprojectwouldyouchoose?ProjectProjectProjectProject4A6年完成，NPVUS$70000B需1年完成，NPVUS$60000。你選那個？Anewstoredevelopmentprojectrequiresthepurchaseofvariousequipment,machinery,andfurniture.Thedepartment,responsibleforthedevelopmentrecentlycentralizeditsexternalpurchaseprocessandstandardizeditsnewordersystem.In c