【文章內(nèi)容簡介】 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. 一場風暴損壞了數(shù)據(jù)中心，導(dǎo)致項目延遲。由于這是一個意外事件，項目經(jīng)理下一步該怎么做？A. 使用管理儲備金來生成一個權(quán)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(yīng)對措施 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. 項目經(jīng)理正在管理價值300萬美元，涉及兩個供應(yīng)商的項目。項目經(jīng)理為每名供應(yīng)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(yīng)商范圍說明書 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. 已將項目管理計劃分發(fā)給所有關(guān)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(yīng)負責收取該反饋并采取適當?shù)男袆?？A. 變更控制委員會B. 項目發(fā)起人C. 項目經(jīng)理D. 項目團隊 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. 項目期間發(fā)生了意外風險。分析風險之后，項目經(jīng)理發(fā)現(xiàn)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(jīng)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(jīng)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(yīng)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 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(yù)見成本的緩沖項目經(jīng)理接下來應(yīng)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 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. 項目預(yù)算工期為四天，分配的預(yù)算為4000美元。項目經(jīng)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(jié)束時，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，項目預(yù)計將于何時完成？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(dǎo)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(yīng)在下列那一項保持特殊SOW模板？A. 主承包商協(xié)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 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. 在每周項目審查會議上，項目經(jīng)理討論了不同類型的項目風險。應(yīng)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(shù)據(jù)質(zhì)量評估D. 風險緊迫性評估 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. 為保證下一次項目交付，兩個項目團隊在相同的時間范圍內(nèi)需要相同的關(guān)鍵資源。項目經(jīng)理首先應(yīng)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(lián)系一家首選顧問公司D. 與兩名團隊領(lǐng)導(dǎo)安排一次聯(lián)合問題解決會議，確定可能的行動 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. 項目經(jīng)理確定了哪些風險對項目產(chǎn)生的影響最大，并計劃使用敏感性分析模型。項目經(jīng)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 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. 在項目收尾階段，項目經(jīng)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 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