单元测试4.pdf

上海处提企业管理老询有限公回htp:/021-3811169上连这较全业管置路有及公回http/0-63L1单元测试四4.A new technology,with which most tean members ars untamillar,is identified as a risk.Aspart ofth:risk respoase strategy,the preject marager defines a plan for forsaltraining,conching,and mentoring of the team cn this technology.1.During a breinstxrming session,the project tean develops a series of response strategiesWhat process should be used to evaluate whether these risk mitigaion offorts vill beto mitigate the impact of a power failure during the com ssicning phase of a new officeoffec:ive划ilding-A.Plan Risk BespoisesThat should tie project managor comsider when choosing the best s:rategy?且Control RisksA.Lowest costC Control Schedulz3.Ease of implementationD.Develop Preject TeanC.Cost effectiveness大部分团队成员不熟卷的一项新技术被识别为一入风融。作为风险应对策略的组成部分，日经理D.Ability to proride quick results制定了为团队提供该技术的正式培机、训谢和酯导计划，1.在一次头脑风暴会议期可，项日团队制定了一系列应用策略，以减轻在新动公授调试阶段电源故障屁使用哪个过程来评价这去风所减轻工作是否有效？的影购，远择最佳设略时，项目经理应考虑什么？A规划风险应对上，最低成本且控制风险B.易于实施C.成本效益理咨淘有限公C拉制进度几建设项日团围D,能够提供快速结有限公2.A peojects progress begins to for undeterminedthemultiple confl:cts arose due to tsan sembersbeharioral.Now tean members creinvestigate this?adjus:ing to esch thers work habits,beginnind to resdlve issues,and working welltogether.E.Question and arswer sessionWhat stage of tean developeent is the tean eperianeing now?C.Progress checklistA.FormingE.Teaa satisfaction sirveyB.Storaing2由于不要原因，项目的进度开始编移。项目经理知何查这个向题了C NormingA,观察与交胰且间答环市C进度清单D.团队满意度谓者企n Perforsing5在项目实施期可，真日经理使用酸冰方去，但由宁团队成员的行为差异，产生了许多冲突，现在，因队成员己经话饭被比的工作镯，开始解决问题，合作得根好。因队正在经历团队建设的厚一个阶段A形成阶受3.A project manager且震离阶受die ta insufficfenthuan resoureas.Beononie oonstraints deter the companr from recruiting规克阶风naw staff.Howver,the project sanager disccvers that praject B is nearing completion.0.成熟阶受To ensure the chedualed delivery of project A whatshauld the xroject mnager d?A.Wait Until project B is complete,then allocate the resources tproject A.6 A projeet nansger discovers a new risk that may impact the projee:s schedule.What shocldB.Nepotiste and influence for the required resocrces.the project manager do firs.?C.project Bs tean mebers to rork on rroje:t A.A Create mitigation ard contingency plans.D.Require project As tean nenbers to vork overtineB.Detersine the risks probab:lity and impact.3项目经理刚刚被任管班项目A,了解到由于人力资源不足，项日落后于进度，径济侧约因素艇得C.Schedule a team moeting.了公可招募所员工。但是，项目经理发现须目3即将完工。D Deteraine bow t monitor the risk.者要确保项日A按进度计交付，项目经理应该忽么做？(项非经理发现一个新风险，可能影响项目进度计划。项目经理首先应该微十么了A.等列项目B完工，然后分配资潭给项日九：人创健诚经和应急广划B。协商并影响潘要篚资源。良确定风险的概率和影响C,要求项目B的团队成员为项目A工作。C安排一次团顾会议。D,要果项目A的团队成员如班工作。几确定如可监督风险，PNP单无测试四2017.06P单元测武闪2017063T7上海久旋仑业管理咨池有限公司p必www.xnan.c型21-6分811169二海R旋企业管理咨有限公回http:/0216381119B.Check the toaa moabers perforence histery.14.A projset sanager is unable to implemant s projoct because the required resources areC.Initiate regular information meetings with all tean menbersnavailable.The project manager is eoncerned that the project:s coaing to a end withoutD.Hald a one-on-ove moeting with the team pletion of the deliverable.17.在项目我行期闻，一名团队成员经常抛怨说没有及时是供某些偏息。项目经理应该然么像？What should the project marager do?人，审查沟通管理计划A,Refer to t白e registo且检查该打队成员效氏史记录B.Update the work breakdom structare(WBS).与所有团队成员定期召开情况通最会。C.Urdate the proect sanagement plan.几与该团队成员召于一刻一的会议。E.Escalate te the project stakeholders.14,由于必要的登源不可用，项明经理无法执行项目。项日经厘担忧项目临近结束，却未光成可交付18.An engineer working an projec:A and B is losing motlvation for project A.What shouldthe project manager of project A do?A Discuss the isse with project Bs project mmager.咨诚有限公成果。项目经理店该忽么做？A演风经登记册B.Discuss the issue with the project teams.更新工作分解结构(S)。C.Ask tean mebera to provide encouragenent to the engineer.更新项目管理计划。D.Meet with the engineer to identify a satisfactory solution.D.上服给须目千系人13.在须目1和E上工作的工程师正在失去为项日A工作豹动刀，项目4的项自经里应孩怎么徽？A与项目B的项目经理讨论该问题15.During project nxecstior,an earthquake sauseswill not impactR与项目团队计论该问题。theschedule.C让团队成员为工程师提供鼓最Mhat should the prejeet manager do next?D与工程师开会，确定一个端意的解决方案。A.Fo.low the risk response plan.咨询B.Cal the insuraace ompany.13.A Project manager is working en implementitg a aew software spplieation critical to acxmpany8 operations.During risk analysis,teas meeber identifies a high-probabilityD.Stop the project and order demage ropoirrisk of eletrleal failure dure o energy suply issues at the Projects location.This1正，在项目执行振间，一次地膜造成起微报环不会影响进度。明日下一步应该第么蛋？could affeet the se-vers and make the applicat:on tavailable.The Projeet sponsors agree.遵福风险应素计划：to establish a redundant secondary site.B,眠系保险公司。Wiat risk respense strategy is boing usec?C.。请求项目发起人指示.A TransferD。停止项目并金令镇复损不B AcoeptC Avoid16.A compary decides tosign a firm fixed price(FFP)contract with a proviler for theD Mitigateimplementation/xf an ooline banking systen Wat risk espcnse strategy is being used?19项日经理正在实需一质时公司经智至关重要的新载件应用程序，在风险分析期间，由于项目所在地能泻供应月愿，一名团队成员贯别到一个高发生幅率的电气放障具险，这可能影响服务器，让应用巴序不可用，真目发起人同意建立一个备用轴励站点，C.Exploit这使用的是什么风险区对策略TA.转B16,公司快定与一个供应商姿署一份圆定总介(P)合同，实准一个在线银行系统。这佳用的是什么B接受风险应对策肾？C同意A.转移D.减轻B.同道C.开据20.When preparing project As husan resource mnagoment plan,a project menager discoversD.接受that the I?director reqiires a specific resource.Because the dates the resource vill eneeded are unkrown,the resource is rot incorporated into the schedale.After the datis17.During project execution,a tean momber regularly coplains that some informat.on isare finalised,the projeet manager learns that the resource was assiged to projeet B fyrnot provided on a timely basis.Mhat shouli the preject manager do?the next six moaths and there is to other available rescurce.Project A mst be completidA.Review te communications manageneat plan.:thin six months,but project Bs sponsor refuses to accept an risks that coulc delay单元则试四201700617P伊单无测2017%17上海武旋全业管理音海有限公司h即：/ww.shxinxan.a021-63811169上海R旋企业管理查孢直卫公国http:/0则1-6331119their prajectA.Develo)a risk-ranking table.That should project manage:A do next?E.Perfors a qualitatire risk aalysis.A.Recomnend to the steering committee that pro.ect A be cancelled.C.Perfors a quantitative risk salrsisB.Recomsond to the steering comittee that a meeting e held betwem the sponsors of bothE.Update the risk managemcnt plan.pcoJect8.2然，项目经理与两名关健干系人开会，这丙名千系人都识别到将产仁严重项目风险的事件。日于只有C.Recoemend that a project A team member be trained to obtain the necessary skilla有限们资调可用。项目经理应谈忽么做？D.Recoeeend that the IT direetor acquires a backup for the resource.A。制定风验排序表。,拉准备项目！的人力资源管理计划时，项目经理发现IT总监需要一名特定资潭。由于需要该蛋聊E.执行定性风险分析的日期未如，未将该资源包含在进度计划中。日期确定之后，项目经理得知该资己被分配到项目日(.共行定量风险分析工作大个月，没有其色可用资面了，项日A必额在大个月内完成，但是有日B的发起人拒绝受任何【.更新风险管理计划可能延迟触们项目的风险，项目经理A下一步应该怎么做？24.A bey project team mesber refuies to work on a specifie task.The projec:向指导委员会建议取丽项日A:to pstpose.farther discussion of the matter mtil the following day.Wht conflict8.建议指导委员会程开一次由两个项目的发足人参加的会议。managament technique is the projeet manager using?c建议培训项日A的团队成员获得必要技能。咨阁有限公A.Cllaborate/problen solve几建议11总胎招那一名后备资源E.Fcrce/fireetC.Seooth/accommodate21.A projeet manager invites a customer to sonthly meetiromer does no:alwaysI.Withdrsw/aroid司有attend.What siould the project managper do?4.一名关健项目困队成员拒绝为某雨具体任务工作。项日经远择雅迟到第二天继续讨论该闻愿。A.Contine to invite customer.類口经理使用的是娜种冲突管理技术？B.Update the risk register.人合作/解换有题C.Escalate the issue to the project sponsor人登迫/合令D.Review and update the communications aanareaeet planC缓解/包容2,项目经理遂请客户参加月会，但客户不常都加。项自经理应该怎么做？L据退/日避A.维续道请客户。管理B.更新风段登记册25.A consultant informs the projet annnger that as intermal customer resouree is workingC.将族问愿上报给项目发起人on the projeet and vants to be inorned of project status.Wat dacunmt should be updated?D.审查并更新沟通管理计划：A.Organisatien chartB.Procuremen:contrect22 During a project,the projectmanager discovers that rroje:t teun menbers lack essentialC.Communicat:ons mangent planskills to complete tieir tasks on schedule.Wha:plas vill help the praject manager resolveD.Mceting minutes纸.一位顺问告项目经理一名内部客户资源正在为项目工作，并希蔓获知项目状态。哪仔文年应A,Requiresent可ng0nt更新？A,组枫用C.B.D.Schidule maragementC.汽通管理计划22在项日期间。项目经理发现项目匿队成员缺乏按进度计划完成任务的基本技能。下列娜一份计划D.会议记录将帮助项目经理解决这个问腿？A。雷求管理26.A stakeholcer exmplains that notifieation of the project8 delayed delirery was notB,人质配名管理received.What shoald the project nenager hate dcne to prevent this?C,沟通管理A.Updated the recuirenents traceability matrixD,进度管理B.Revlewed the communicatlons nanagenert planC.Reviewd the risk mnagrment plan23.A projeet marager mee:s with tro key stakehlders who each icentify events tha:willD.Updated the stekeholder registercreate sign ficant project risks.With only linited rescurces available,what should the6.一名干质人指您说来最到项目延朝交付的通知。若防止这个月思，项日经理应该事先酸什么？prcject manager do?A.更新雷求限除矩界P元测西20170年817P元测网201i0%17上春政旋全业管理老询有限公回ht2ww.hxingan组021-381169上海政旋企业管理咨有限公画http/021-631119responsibilities to a well-organized performing mit.at ypes of ndicators should theD.货币是模与仿真分析team performance aises:nent include37.A project sanager learns that a key team meaber wants to leave the project in one noith.A.Staff turnever rate and inoentive plenTher:is insufficient time to transitior their responsibilities to a new menber with theB.Irdividual skill assessnent and trainingC.Staff turnover rate and individual skill assessmentsame expertis,which could leed to project delays.What should the project manager do?Staff competencies and conflicts4.项目经理在一个项目成功之后评估团队姨效。息体来说，团队改进了绩效。从一个没有明确角色A.Ferform an earned ralue management(EVM)analysis.B.Adjust the risk management plan.与（贡的阶段进入组织良好的成熟单位阶段。C.Meet vith the sponsor to expedite incorperation of a aew mesber.困队锁效评估区包含什么常标类型？D.Identify sponsor expectations ard develop the humin resource management plaA。人员葡失率和章局计划37.项目经理了解到一名关键圆队成员想在一个月内离开项目。将该成员的队责交接给拥有相同3.个人技能评估和者河知识的新成员时何不足，这可能导致项日延期。C,人员流失率和个人技能得台项日经理应该怎么福？D.人员的能力和冲夹4。执行静值管理(VW)分析：ct anager that they3.调整民险管理计划。vill be out o?work for two weets.This team menter is the only who can perorm与项目发起人会面，。如快新成员的脸合。识别项日发起人的期巴，于制定人力资源管理计划，s er.ticel-path task.有限公That document should the projeet manager update first?A.Work xreakdown structureteaa B implements these recuirements,ard tesn C develops the test plan.B.Risk registerThere should this be documented?C.Bman ressuree mansgement planA.Functional matrixD.Frojeet schedcle35.由于个人原因。一名须目团队成员延知项日经菲将不能工作两周时间。该团队成员是能够执行一B.Resporsible,accoumtable,cnsult,and icfor(RACI)mtrirC.Saffing mnagement plan项关键路径任务的峰一赞源。项日经理应首先更新娜一份文件？A,工作分解结构B.风险是记利C,人力资源管理计划企业管D.O:ganizational breakdom structurey(0S)8.项目经理被任命管理一个现有项日，构了解到国队A负责收集菁求，团队B负责实施这些需求，面团黑C负责制定测试计划，这应记录在哪一简文件中：A.职能矩阵D.類日进度计划B。其行、负责，咨询和妇黄(CD矩阵36.A prcject manager advises the project sponsor of an issue with projects externalC.人员配备管理计划dependency.A preject partner neecs to upgrade its poin:-of-sale sys.em,which appearsD,织分解结构(5)unlikely to pecur prior to the go-live date.Although this v.11 incur add!tionl costs,the projeet sponsor decides to move forward with the preject59.Ore of the tisks identified in a projects init:atim phase oocurs during the executionphase.The inpect is high and could result in a majcr change in the projects environment.What tyre of response is this?What should the projeet manager do?A.Expected monetary valte(EAV)analysisUrdate the risk register,and creae a new change in the change log incorporating detailsB.Risk acceptancefcrm the risk ngiser.C.Thiri-party risk transferE.Create a nee change in the change log,condet an impact analysis,and prepere a projectD.Monetary modeling and simulation aralysis36项口经理同项日发在人店知一个与项目外部依赖有关的同愿，一人项目合作伙件需要升级其销售status report.点系统，这在上线目期之葡似平不可能发生，虽然将发生银外成本，项目发起人决定继续向曲进该C.Update the risk register.and create and cont:nuously nonitor the issue in the issue项目。I.Create a now issue in the isaue log,and immediately infora the stabeholfers.这属于什么类型的应对8,在现日启动险段别到的一个风魔在执行阶段发生了，影响很大，可能导致项目环境的重大变更。A.预期货币价值(BW)分折项目短理应该怎么酸：B.风险接受A更斯风险登已用，并在变更日志中创建一项新变更，包括风验登记册中能样情。C,第三方风险转移12/17八P灵测四2017001317PP单元测试酒2017.0