【文章內(nèi)容簡(jiǎn)介】 enter, causing a delay to the project. as a result of this unexpected event, what should the project manager do next?A. Use management reserve funds to generate a workaroundB. Delay the project and wait for management’s directionsC. Update the schedule and advise the project sponsorD. Meet with the project team to discuss the immediate response23. 一場(chǎng)風(fēng)暴損壞了數(shù)據(jù)中心，導(dǎo)致項(xiàng)目延遲。由于這是一個(gè)意外事件，項(xiàng)目經(jīng)理下一步該怎么做？A. 使用管理儲(chǔ)備金來(lái)生成一個(gè)權(quán)變措施B. 延遲項(xiàng)目，并且等待管理層的只是C. 更新進(jìn)度，并且通知項(xiàng)目發(fā)起人D. 與項(xiàng)目團(tuán)隊(duì)開(kāi)會(huì)討論直接的應(yīng)對(duì)措施 project manager works on a US$3 million project which involves two suppliers. The project manager creates a statement of work(SOW) for each supplierWhich of the following needs SOW?A. Risk management planB. Project charterC. Procurement management planD. Supplier scope statement24. 項(xiàng)目經(jīng)理正在管理價(jià)值300萬(wàn)美元，涉及兩個(gè)供應(yīng)商的項(xiàng)目。項(xiàng)目經(jīng)理為每名供應(yīng)商創(chuàng)建了一份工作說(shuō)明書(shū)（SOW）.下列哪一項(xiàng)需要SOW的信息A. 風(fēng)險(xiǎn)管理計(jì)劃B. 項(xiàng)目章程C. 采購(gòu)管理計(jì)劃D. 供應(yīng)商范圍說(shuō)明書(shū) project management plan is distributed to all key stakeholders. However, the project sponsor and the customer have ments and want to make some changesWho should receive this feedback and take the appropriate actionsA. Change control boardB. Project sponsorC. Project managerD. Project team25. 已將項(xiàng)目管理計(jì)劃分發(fā)給所有關(guān)鍵干系人。然而，項(xiàng)目發(fā)起人和客戶(hù)有意見(jiàn)，并希望做一些改進(jìn)。誰(shuí)應(yīng)負(fù)責(zé)收取該反饋并采取適當(dāng)?shù)男袆?dòng)？A. 變更控制委員會(huì)B. 項(xiàng)目發(fā)起人C. 項(xiàng)目經(jīng)理D. 項(xiàng)目團(tuán)隊(duì) unexpected risk occurs during a project. After analyzing risk, the project manager finds that mitigating the risk to make the project success, but will increase the project costWhat should the project manager do next?A. Get the approval from top management to increase the project budget B. Arrange a project meeting to discuss the reason why the risk wasn’t included in the risk registerC. Get the approval of top management to use contingency reserve to mitigate the riskD. Arrange a project meeting to discuss how to push project according to the plan26. 項(xiàng)目期間發(fā)生了意外風(fēng)險(xiǎn)。分析風(fēng)險(xiǎn)之后，項(xiàng)目經(jīng)理發(fā)現(xiàn)為了讓項(xiàng)目成功有必要減輕風(fēng)險(xiǎn)，但是會(huì)增加項(xiàng)目成本。項(xiàng)目經(jīng)理下一步該怎么做？A. 獲得高級(jí)管理層的批準(zhǔn)，增加項(xiàng)目資金B(yǎng). 安排一次經(jīng)濟(jì)項(xiàng)目團(tuán)隊(duì)會(huì)議，討論該風(fēng)險(xiǎn)未包含進(jìn)風(fēng)險(xiǎn)登記冊(cè)的原因C. 獲得高級(jí)管理層的批準(zhǔn)，使用應(yīng)急儲(chǔ)備減輕風(fēng)險(xiǎn)D. 與項(xiàng)目團(tuán)隊(duì)安排一次會(huì)議，討論推進(jìn)項(xiàng)目的計(jì)劃 estimating an activity cost, the team members estimate US$5,000 to hire a consultant for the next year, divided as follows:US$4,500 Consultant feeUS$200 – Inflation allowance for next yearUS$300 – Buffer for unforeseen costsWhat should the project manager do next?A. Estimate US$4,700B. Estimate US$5,000 with an explanationC. Estimate US$5,000 and update the cost baselineD. Estimate US$4,80027. 估算一項(xiàng)活動(dòng)成本時(shí)，團(tuán)隊(duì)成員估算下一年要花費(fèi)5000美元聘用一名顧問(wèn)，劃分如下4500美元顧問(wèn)費(fèi)200美元下一年的通貨膨脹余量300美元不可預(yù)見(jiàn)成本的緩沖項(xiàng)目經(jīng)理接下來(lái)應(yīng)該怎么做？A. 估算4700美元B. 估算5000美元，并附加說(shuō)明C. 估算5000美元，并更新成本基準(zhǔn)D. 估算4800美元 project is planned for four days with an allocated budget of US$4,000. The project manager allocated a resource for US$1,000 per day to plete the work in the scheduled time. At the end of the second day, the amount of work performed is evaluated at US$1,600.If the productivity rate of the resource remains the same, when is the project expected to be pleted?A. 6th dayB. 5th day C. 4th dayD. 3rd day28. 項(xiàng)目預(yù)算工期為四天，分配的預(yù)算為4000美元。項(xiàng)目經(jīng)理按每天1000美元分配一項(xiàng)資源以按計(jì)劃時(shí)間完成工作。在第二天結(jié)束時(shí)，所執(zhí)行的工作量預(yù)估金額為1600美元。如果資源的生產(chǎn)率保持相同，項(xiàng)目預(yù)計(jì)將于何時(shí)完成？A. 第6天B. 第5天C. 第4天D. 第3天 identifying a risk with the pany’s standard template for contract statements of work(SOW), the steering mittee decides to use a special SOW template for all project contraction which of the following should the mittee the special SOW template?A. Primary contractor agreementB. Change order to the project management planC. Procurement management planD. Risk management plan29. 識(shí)別到使用公司合同工作說(shuō)明書(shū)（SOW）標(biāo)準(zhǔn)模板存在風(fēng)險(xiǎn)之后，指導(dǎo)委員會(huì)決定為所有項(xiàng)目合同使用一種特殊SOW目標(biāo)。委員會(huì)應(yīng)在下列那一項(xiàng)保持特殊SOW模板？A. 主承包商協(xié)議B. 對(duì)項(xiàng)目管理計(jì)劃的變更單C. 采購(gòu)管理計(jì)劃D. 風(fēng)險(xiǎn)管理計(jì)劃 a weekly project review meeting, the project manager discusses various type project risksWhich of the following risk quantification techniques should be used?A. Probability distributionsB. Expert judgmentC. Data quality assessmentD. Risk urgency assessment30. 在每周項(xiàng)目審查會(huì)議上，項(xiàng)目經(jīng)理討論了不同類(lèi)型的項(xiàng)目風(fēng)險(xiǎn)。應(yīng)使用下列那一項(xiàng)風(fēng)險(xiǎn)量化工具？A. 概率分布B. 專(zhuān)家判斷C. 數(shù)據(jù)質(zhì)量評(píng)估D. 風(fēng)險(xiǎn)緊迫性評(píng)估 guarantee their next project delivery, two project teams require the same critical resource within the same timeframe. What should the project manager do first?A. Inform the customer that the delivery will be delayedB. Advise the resource to work overtime to plete both activitiesC. Review the human resource management plan and contact a preferred consulting firmD. Arrange a joint problemsolving session with the two team leaders to identify possible actions31. 為保證下一次項(xiàng)目交付，兩個(gè)項(xiàng)目團(tuán)隊(duì)在相同的時(shí)間范圍內(nèi)需要相同的關(guān)鍵資源。項(xiàng)目經(jīng)理首先應(yīng)該做什么？A. 通知客戶(hù)將延遲交付B. 通知資源加班工作完成兩項(xiàng)活動(dòng)C. 審查人力資源管理計(jì)劃并聯(lián)系一家首選顧問(wèn)公司D. 與兩名團(tuán)隊(duì)領(lǐng)導(dǎo)安排一次聯(lián)合問(wèn)題解決會(huì)議，確定可能的行動(dòng) project manager determines which risks have the greatest impact on the project and plans to use a sensitivity analysis model. The project manager is in which of the following processes?A. Identify risksB. Perform quantitative risk analysisC. Control risksD. Perform qualitative risk analysis32. 項(xiàng)目經(jīng)理確定了哪些風(fēng)險(xiǎn)對(duì)項(xiàng)目產(chǎn)生的影響最大，并計(jì)劃使用敏感性分析模型。項(xiàng)目經(jīng)理目前處于下列哪一個(gè)過(guò)程？A. 識(shí)別風(fēng)險(xiǎn)B. 實(shí)施定量風(fēng)險(xiǎn)C. 風(fēng)險(xiǎn)控制D. 實(shí)施定性風(fēng)險(xiǎn)分析 a project’s closing phase, a project manager presents the last project deliverable and run the acceptance criteria. However, before accepting the project, the customer wants to add extra functionalityWhat should the project manager do next?A. Agree to include the requirementB. Update the project management plan according to the new requestC. Review the impact of the change and start the change management processD. Reject any changes since the project is in the closing phase33. 在項(xiàng)目收尾階段，項(xiàng)目經(jīng)理提交了最后一個(gè)項(xiàng)目可交付成果，并運(yùn)行驗(yàn)收標(biāo)準(zhǔn)。但是，在驗(yàn)收項(xiàng)目之前，客戶(hù)希望增加額外功能。A. 同意包含該需求B. 按照新的請(qǐng)求更新項(xiàng)目管理計(jì)劃C. 審查變更影響，并開(kāi)始變更管理過(guò)程D. 因?yàn)轫?xiàng)目處于收尾階段，拒絕任何變更 the project’s execution phase, a key executive reports that a portion of the project will be given to a new external vendor for development. The new vendor provides their additional requirements which cause a potential delay in the delivery scheduleWhat sh