作业第二部分之场景拓展和计算题.docx

本文格式为Word版，下载可任意编辑作业第二部分之场景拓展和计算题 场景题： 1. A high ranking executive from the customer’s organization just gave you, the project manager, a change request. You have determined that if you implement the change the project will be late. Despite this, the executive insists you implement the change. What should you do？ A. Provide the documented request to the Change Control Board（CCB）. B. Begin implementing the change request to save time and then seek approval at the next scheduled CCB meeting. C．Call a meeting with the customer and the project team to develop implementation test plans. D．Refer the customer’s executive to the change control system section of the contract. 1. 客户的一名高管,刚刚向作为工程经理的您提出一项变更苦求，您察觉，实施变更将导致工程延迟。

尽管如此，对方仍坚持让您实施变更您理应怎么做？ A．向变更操纵委员会（CCB）供给书面苦求 B．开头实施变更苦求以俭约时间，并在CCB的下次预定会议上谋求批准 C．召集客户与工程组开会制定实施测试筹划 D．请客户高管参看合同的变更操纵系统片面 2. You are considering creating a project management office(PMO)at your firm and have solicited the opinions of some of the senior management in your company. The first representative recommends that the PMO should manage all projects in the firm. The second believes that the PMO should handle large projects budgeted over a defined dollar amount. The third thinks a PMO should simply provide support to the department project managers. What should you do? A. Go with the first representative’s opinion because a project management office is intended to be a central repository for all project information and management of all projects. B. Go with the second representative’s opinion because it is not practical for the project management office to manage all projects. The most important projects should be managed by a focused group of trained project professionals. C． Get other opinions from the representatives’ employees. D. Begin the process of gaining authority and formal approval for implementing all three choices. 2. 你抉择在公司内组建工程管理办公室（PMO），你征求了片面公司高级管理层的观法。

第一位代表认为，PMO理应管理公司全体的工程，其次位认为PMO理应管理预算在确定金额之上的工程，第三位那么认为PMO只负责支持部门工程经理你理应怎么做？ A. 采用第一位代表的观法，由于PMO就是全体工程信息和工程管理的智囊团 B. 采用其次位代表的观法，由于让PMO管理全体的工程是不符合实际的一些重要的工程理应由一片面受过专业培训的人管理 C. 再从其他员工代表那里获取建议 D. 就采取三位代表的观法获得授权及正式认同 3. You are managing a multi-million dollar project that is a joint venture between your company and another organization. You have repeatedly tried to get the contract and the project charter finalized between the two organizations, but there has been a great deal of arguing over PMP考试，不仅仅是拿到证书，更是工程管理理念的提升与进阶！ 1 language and details. The project's scope has been expanding, costs have been increasing, and the schedule has been regularly lengthening. You learn very suddenly that the project has been cancelled, because the other organization withdrew its share of the funding for the project. What is the MOST likely reason that this occurred? A． Failure to understand the budgetary process. B． Inadequate scope management. C． Lack of sponsor commitment. D． Poorly done initial cost-benefit analysis. 3. 你正在管理一个数百万美元的工程，这个工程你的公司和另外一公司合资创办的。

尽管你一向在努力，但由于语言和一些细节问题，合同和工程章程一向未有结果工程范围不断扩大，工程预算不断增加，进度也不断被延长这时你突然察觉，由于另外公司撤资，工程被取消了发生此问题的根本理由是什么？ A． 对预算流程缺乏理解 B． 缺乏范围管理 C． 缺乏发起人的承诺 D． 本金收益分析不当 4． The project is mostly complete. The project has a schedule variance of 300 and a cost variance of -900. All but one of the quality control inspections have been completed and all have met the quality requirements. All items in the issue log have been resolved. Many of the resources have been released. The sponsor is about to call a meeting to obtain product verification when the customer notifies the project manager that they want to make a major change to the scope. The project manager should: A. Meet with the project team to determine if this change can be made. B. Ask the customer for a description of the change. C. Explain that the change cannot be made at this point in the process. D. Inform management. 4. 工程即将完工。

此时，工程进度偏差为300，本金偏差为-900除了一项质量检查外，其余都已终止，而且全部都符合质量要求问题日志里的工程全部得到了解决，并且释放了一些资源发起人刚要召开产品确认的会议时，客户通知工程经理要对范围举行一项重要变更此时，工程经理理应： A. 与团队成员见面议论确定变更是否可行 B. 要求客户对变更做细致描述 C. 向客户解释在这个过程不能举行变更 D. 通知管理层 5．A project manager holds a meeting with his manager to explain that an activity has been delayed and the project manager will need additional resources to complete the project. The manager stops the meeting because the project manager has forgotten something. What might it have been? A. To investigate undoing previous fast tracking activities. B. To try to compress the project schedule before asking for additional resources. C. To look for options with the customer before meeting with management. PMP考试，不仅仅是拿到证书，更是工程管理理念的提升与进阶！ 2 D. To eliminate float in the near-critical path. 5. 工程经理和他老板正在开会议论关于某一活动延期需要增加额外资源以保证完成工程的问题。

老板突然中断了会议，理由是他认为工程经理忘却了什么那么，工程经理理应怎么做？ A. 调查之前未实施快速跟进的活动 B. 在要求增加资源之前理应先压缩工程进度。