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　　1、項(xiàng)目經(jīng)理被分配管理一個(gè)項(xiàng)目范圍已經(jīng)定義的項(xiàng)目。但項(xiàng)目經(jīng)理難以快速對(duì)時(shí)間和成本做出估算。下列哪個(gè)項(xiàng)目生命周期模型可以協(xié)助項(xiàng)目經(jīng)理通過定期修改時(shí)間和成本的估算，為相關(guān)方提供價(jià)值?

　　A、迭代型生命周期

　　B、適應(yīng)型生命周期

　　C、預(yù)測(cè)型生命周期

　　D、增量型生命周期

　　2、項(xiàng)目經(jīng)理正在實(shí)施一個(gè)預(yù)算緊張的項(xiàng)目，為確保項(xiàng)目成功，項(xiàng)目經(jīng)理在制定項(xiàng)目章程時(shí)應(yīng)使用什么?

　　A、經(jīng)驗(yàn)教訓(xùn)

　　B、質(zhì)量測(cè)量指標(biāo)

　　C、戰(zhàn)略計(jì)劃

　　D、成本基準(zhǔn)

　　3、項(xiàng)目經(jīng)理要求所有團(tuán)隊(duì)成員在整個(gè)項(xiàng)目過程中遵守質(zhì)量標(biāo)準(zhǔn)和方向。若要考慮如何實(shí)現(xiàn)要求的質(zhì)量，團(tuán)隊(duì)成員應(yīng)查閱哪—份文件?

　　A、質(zhì)量測(cè)量指標(biāo)

　　B、質(zhì)量管理計(jì)劃

　　C、質(zhì)量核對(duì)單

　　D、質(zhì)量確保計(jì)劃

　　4、A stakeholder is requesting a major change to the project scope.The change is of vital repentances to the stakeholder.The project manager performs the necessary analysis of the change and finds that.because of the impact on project cost and schedule.It needs to be approved by the change control board(CCB).The CCB denies the change.What should the project manager do next?

　　項(xiàng)目相關(guān)方要求對(duì)項(xiàng)目范圍進(jìn)行重大變更。該變更對(duì)于相關(guān)方來說至關(guān)重要。項(xiàng)目經(jīng)理對(duì)變更開展了必要分析，現(xiàn)由于對(duì)項(xiàng)目成本和進(jìn)度產(chǎn)生的影響，變更需要得到變更控制委員會(huì)（CCB）的批準(zhǔn)，但CCB拒絕變更。項(xiàng)目經(jīng)理接下來應(yīng)該怎么做?

　　A、Implement the change despite the decision made by the CCB,because the change is vital to the stakeholder and to the success of the project由變更委員會(huì)做出決定，因?yàn)檫@個(gè)變更對(duì)相關(guān)利益者以及整個(gè)項(xiàng)目的成功與否起至關(guān)重要的作用

　　B、Include the decision from the CCB in the change lag notify the stakeholders and the project team of the situation包括變更委員會(huì)的決定，通知利益相關(guān)者和項(xiàng)目組這個(gè)情況

　　C、Recommend that the project be stopped and new requirements gathering should be performed建議停止該項(xiàng)目，進(jìn)行新的要求收集

　　D、Meet with the CCB members individually to influence them to change their decision與變更委員會(huì)成員單獨(dú)會(huì)面，以此來影響和改變他們的決定

　　5、隨著項(xiàng)目進(jìn)行，項(xiàng)目經(jīng)理會(huì)收到相關(guān)方的抱怨，他們聲稱項(xiàng)目狀態(tài)會(huì)議和電子郵件報(bào)告太少，無法讓相關(guān)方了解項(xiàng)目的全新狀態(tài)。項(xiàng)目經(jīng)理審查溝通管理計(jì)劃，并提交變更請(qǐng)求以修改報(bào)告狀態(tài)的方式。項(xiàng)目經(jīng)理較好在變更請(qǐng)求中包含以下哪項(xiàng)？

　　A：結(jié)合使用信息發(fā)射源

　　B：終止分發(fā)電子郵件報(bào)告

　　C：在每日站會(huì)匯報(bào)項(xiàng)目狀況

　　D：將項(xiàng)目狀態(tài)發(fā)送給更少的相關(guān)方

　　As the project progresses,the project manager gets complaints from stakeholders who say that project status meetings and email reports are too infrequent to keep the stakeholders up-to-date with the project's status.The project manager reviews the communications management plan and submits a change request to modify the way the status is reported.Which of the following is best for the project manager to include in the change request?

　　A．Incorporating the use of information radiators

　　B．Eliminating the distribution of email reports

　　C．Reporting project status at the daily standups

　　D．Sending project status to fewer stakeholders

　　PMP備考每日試題（240907）點(diǎn)擊跳轉(zhuǎn)

      （240907）答案

　　6、B

　　7、C

　　8、C

　　9、D

　　10、C