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項(xiàng)目管理網(wǎng)站|培訓(xùn)機(jī)構(gòu)|服務(wù)商 (2022年P(guān)MP
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項(xiàng)目經(jīng)理收到設(shè)備采購的兩份標(biāo)書。采購部門堅(jiān)持接受最低報(bào)價(jià),而制造部門更愿意選擇性能最好但價(jià)格更高的設(shè)
aprojectmanagerreceivestwobidsforthepurchaseofequipment.theprocurementdepartmentinsistsonacceptingtheleastexpensivebid.whilethemanufacturingdepartmentpreferstochoosethebestperforming.butmoreexpensive.equipment.tomeettheprojectbudget,theprojectmanagerselectstheleastexpensivebid.whatconflictmanagementtechniquedidtheprojectmanageruse?項(xiàng)目經(jīng)理收到設(shè)備采購的兩份標(biāo)書。采購部門堅(jiān)持接受最低報(bào)價(jià),而制造部門更愿意選擇性能最好但價(jià)格更高的設(shè)備。為了滿足項(xiàng)目預(yù)算,項(xiàng)目經(jīng)理選擇最便宜的報(bào)價(jià)。項(xiàng)目經(jīng)理使用的是哪種沖突管理技巧? [
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2021-06-24
在項(xiàng)目完成執(zhí)行階段后,一位相關(guān)方意識到忽略了一個(gè)重要功能,該相關(guān)方向項(xiàng)目經(jīng)理提供詳細(xì)的理由,說明為什
aftertheprojectcompletestheexecutionstage,astakeholderrealizesthatanimportantfeaturewasoverlooked,thestakeholderprovidestheprojectmanagerwithadetailedjustificationforwhythischangeiscriticaltothebusiness.inwhatprocessistheproject?在項(xiàng)目完成執(zhí)行階段后,一位相關(guān)方意識到忽略了一個(gè)重要功能,該相關(guān)方向項(xiàng)目經(jīng)理提供詳細(xì)的理由,說明為什么這項(xiàng)變更對業(yè)務(wù)至關(guān)重要。項(xiàng)目正處于哪個(gè)過程? [
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2021-06-24
根據(jù)一個(gè)工程項(xiàng)目的合同條款,付款與項(xiàng)目總體進(jìn)度的百分比掛鉤,項(xiàng)目經(jīng)理必須提交月度進(jìn)度報(bào)告,以促進(jìn)發(fā)票
peranengineeringprojectscontractterms,paymentarelinkedtotheprojectspercentageoftheoverallprogress.theprojectmanagermustsubmitmonthlyprogressreportstofacilitatetheinvoicingprocess.asprojectteammembersreportmonthlyontheirassignedactivities,whatshouldtheprojectmanagerdotomaintainahealthycashflow?根據(jù)一個(gè)工程項(xiàng)目的合同條款,付款與項(xiàng)目總體進(jìn)度的百分比掛鉤,項(xiàng)目經(jīng)理必須提交月度進(jìn)度報(bào)告,以促進(jìn)發(fā)票開具流程,在項(xiàng)目團(tuán)隊(duì)成員每月報(bào)告其分配的活動(dòng)時(shí),項(xiàng)目經(jīng)理應(yīng)該如何保持健康的現(xiàn)金流? [
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2021-06-24
在研究一個(gè)項(xiàng)目收購時(shí),項(xiàng)目經(jīng)理發(fā)現(xiàn)一種產(chǎn)品能夠大大縮短上市時(shí)間并提供未來設(shè)計(jì)解決方案,但是,由于該產(chǎn)
whenresearchingaprojectacquisition,theprojectmanagerdiscoversaproductthatwillconsiderablydecreasethetimetomarketandprovidefuturedesignsolutions.however,thereisalargetheriskinvolved,astheproviderofthisproductisnotyetindustrycompliant,.whatshouldtheprojectmanagerdonext?在研究一個(gè)項(xiàng)目收購時(shí),項(xiàng)目經(jīng)理發(fā)現(xiàn)一種產(chǎn)品能夠大大縮短上市時(shí)間并提供未來設(shè)計(jì)解決方案,但是,由于該產(chǎn)品的提供商尚未符合行業(yè)標(biāo)準(zhǔn),因此涉及的風(fēng)險(xiǎn)很大,項(xiàng)目經(jīng)理下一步應(yīng)該怎么做? [
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2021-06-24
項(xiàng)目經(jīng)理了解到,兩名團(tuán)隊(duì)成員晉升并將離開項(xiàng)目。為了向新團(tuán)隊(duì)成員說明項(xiàng)目角色,項(xiàng)目經(jīng)理應(yīng)該準(zhǔn)備或更新什
aprojectmanagerlearnsthattwoteammemberswerepromotedandwillbeleavingtheproject.whatdocumentshouldtheprojectmanagerprepareorupdatetoexplainprojectrolestonewteammembers?項(xiàng)目經(jīng)理了解到,兩名團(tuán)隊(duì)成員晉升并將離開項(xiàng)目。為了向新團(tuán)隊(duì)成員說明項(xiàng)目角色,項(xiàng)目經(jīng)理應(yīng)該準(zhǔn)備或更新什么文件?a.staffingmanagementplan人員配備管理計(jì)劃 [
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2021-06-24
在一個(gè)項(xiàng)目即將完成時(shí),一位相關(guān)方被替換,項(xiàng)目團(tuán)隊(duì)正在忙著完成剩余幾項(xiàng)需求的開發(fā),項(xiàng)目經(jīng)理與新相關(guān)方的
asaprojectnearscompletion,astakeholderisreplaced,theprojectteamisbusycompletingdevelopmentofthefewremainingrequirements,theprojectmanagersfirstmeetingwiththenewstakeholdersisnextweek,butthestakeholderhasalreadysentseveralemails,askingforchangetorequirementsthathavealreadybeenimplemented,whatshouldtheprojectmanagerdonext?在一個(gè)項(xiàng)目即將完成時(shí),一位相關(guān)方被替換,項(xiàng)目團(tuán)隊(duì)正在忙著完成剩余幾項(xiàng)需求的開發(fā),項(xiàng)目經(jīng)理與新相關(guān)方的第一次會(huì)議安排在下周,但該相關(guān)方已經(jīng)發(fā)送了幾封電子郵件,要求變更已經(jīng)實(shí)施的要求,項(xiàng)目經(jīng)理下一步應(yīng)該怎么做? [
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2021-06-24
項(xiàng)目經(jīng)理正在執(zhí)行一個(gè)高端公共工程項(xiàng)目,該項(xiàng)目具有一個(gè)多元化且忙碌的項(xiàng)目相關(guān)方團(tuán)體。項(xiàng)目相關(guān)方的公共部
aprojectmanagerisworkingonahigh-profilepublicworksprojectwithadiverseandengagedgroupofstakeholders.thepublicsectorofstakeholdersisveryconcerned,asthisprojectdirectlyimpactstheircommunity.,whatshouldtheprojectmanagerusetocommunicatewiththisstakeholdergroup?項(xiàng)目經(jīng)理正在執(zhí)行一個(gè)高端公共工程項(xiàng)目,該項(xiàng)目具有一個(gè)多元化且忙碌的項(xiàng)目相關(guān)方團(tuán)體。項(xiàng)目相關(guān)方的公共部門非常擔(dān)心,因?yàn)檫@個(gè)項(xiàng)目直接影響到他們的社區(qū)。項(xiàng)目經(jīng)理應(yīng)使用什么來與這個(gè)項(xiàng)目相關(guān)方團(tuán)體溝通? [
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2021-06-24
項(xiàng)目團(tuán)隊(duì)了解到新監(jiān)管法律可能影響項(xiàng)目,項(xiàng)目經(jīng)理執(zhí)行定量分析并確定了如果觸發(fā)此風(fēng)險(xiǎn)的重大財(cái)務(wù)影響,項(xiàng)目
aprojectteamlearnsofnewregulatorylawsthatmayimpacttheproject,theprojectmanagerperformedaquantitativeanalysisandidentifiesasignificantfinancialimpactifthisriskistriggered.whatshouldtheprojectmanagerdo?項(xiàng)目團(tuán)隊(duì)了解到新監(jiān)管法律可能影響項(xiàng)目,項(xiàng)目經(jīng)理執(zhí)行定量分析并確定了如果觸發(fā)此風(fēng)險(xiǎn)的重大財(cái)務(wù)影響,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
一個(gè)在實(shí)施中的項(xiàng)目對公司的成功至關(guān)重要,項(xiàng)目總監(jiān)不相信該項(xiàng)目將按時(shí)交付,項(xiàng)目經(jīng)理應(yīng)該怎么做?
aprojectinimplementationiscriticaltoacompany’ssuccess.theprojectdirectorisunconvincedthattheprojectwillbedeliveredontime.whatshouldtheprojectmanagerdo?一個(gè)在實(shí)施中的項(xiàng)目對公司的成功至關(guān)重要,項(xiàng)目總監(jiān)不相信該項(xiàng)目將按時(shí)交付,項(xiàng)目經(jīng)理應(yīng)該怎么做?a.reviewthestakeholdersengagementassessmentmatrixandupdatetheriskregister審查相關(guān)方參與評估矩陣,并更新風(fēng)險(xiǎn)登記冊 [
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2021-06-24
虛擬團(tuán)隊(duì)正在為一個(gè)具有全球影響力的客戶執(zhí)行項(xiàng)目,由于組織重組,團(tuán)隊(duì)將從70人減少到58人,項(xiàng)目經(jīng)理應(yīng)該怎
avirtualteamisworkingonaprojectforacustomerwithglobalpresence.duetoorganizationalrestructuring,theteamwillbereducedfrom70to58members.whatshouldtheprojectmanagerdo?虛擬團(tuán)隊(duì)正在為一個(gè)具有全球影響力的客戶執(zhí)行項(xiàng)目,由于組織重組,團(tuán)隊(duì)將從70人減少到58人,項(xiàng)目經(jīng)理應(yīng)該怎么做?a.collocatestheremainingteammemberstoenhancetheirabilitytoperformasateam將剩余的團(tuán)隊(duì)成員集中在一起辦公,以提高他們作為團(tuán)隊(duì)執(zhí)行工作的能力b.obtainadditionalfundstoimprovecommunicationtechnologytobuildbetterunderstandingamongteammembers獲得額外資金以改善溝通技術(shù),以便在團(tuán)隊(duì)成員之間建立更好的共識 [
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2021-06-24
一個(gè)組織變更管理項(xiàng)目包含來自不同部門的相關(guān)方,項(xiàng)目經(jīng)理與所有相關(guān)方訪談,以收集項(xiàng)目需求,但有些需求似
anorganizationalchangemanagementprojectincludesstakeholdersfromvariousdepartments,andtheprojectmanagerinterviewsallstakeholderstocollectprojectrequirements,butsomeappeartobeunrealisticandoutofscope.whatshouldaprojectmanagerdo?一個(gè)組織變更管理項(xiàng)目包含來自不同部門的相關(guān)方,項(xiàng)目經(jīng)理與所有相關(guān)方訪談,以收集項(xiàng)目需求,但有些需求似乎不切實(shí)際并且超出范圍。項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
項(xiàng)目經(jīng)理正在審查狀態(tài)報(bào)告,該報(bào)告顯示進(jìn)度延遲和成本超支,該報(bào)告必須在兩周內(nèi)提交給指導(dǎo)委員會(huì),根據(jù)過去
aprojectmanagerisreviewingastatusreportthatshowsascheduledelayandcostoverruns.thisreportmustbepresentedtothesteeringcommitteeintwoweeks.frompastexperience,theprojectmanagerknowswhichstakeholderswillbeverydifficult,whatshouldtheprojectmanagerdo?項(xiàng)目經(jīng)理正在審查狀態(tài)報(bào)告,該報(bào)告顯示進(jìn)度延遲和成本超支,該報(bào)告必須在兩周內(nèi)提交給指導(dǎo)委員會(huì),根據(jù)過去的經(jīng)驗(yàn),項(xiàng)目經(jīng)理知道哪些相關(guān)方會(huì)很挑剔,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
一位新項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)處于規(guī)劃階段之后的項(xiàng)目。若要識別團(tuán)隊(duì)的角色與職責(zé),新項(xiàng)目經(jīng)理應(yīng)該審查哪一項(xiàng)
anewprojectmanagerassumesaprojectafteritsplanningphase,whatshouldthenewprojectmanagerreviewtoidentifytheteam’srolesandresponsibilities?一位新項(xiàng)目經(jīng)理負(fù)責(zé)管理一個(gè)處于規(guī)劃階段之后的項(xiàng)目。若要識別團(tuán)隊(duì)的角色與職責(zé),新項(xiàng)目經(jīng)理應(yīng)該審查哪一項(xiàng)?a.organizationalchart組織結(jié)構(gòu)圖b.resourcemanagementplan資源管理計(jì)劃 [
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2021-06-24
在項(xiàng)目執(zhí)行期間,項(xiàng)目經(jīng)理注意到正在使用項(xiàng)目管理軟件的免費(fèi)試用版準(zhǔn)備項(xiàng)目文件,該項(xiàng)目將在六個(gè)月后結(jié)束,
duringprojectexecution,aprojectmanagernoticedthattheprojectmanagementarebeingpreparedusingafreetrialversionofprojectmanagementsoftware.theprojectwillendinsixmonths.andtheteamwantstocontinueusingthesamesoftware.在項(xiàng)目執(zhí)行期間,項(xiàng)目經(jīng)理注意到正在使用項(xiàng)目管理軟件的免費(fèi)試用版準(zhǔn)備項(xiàng)目文件,該項(xiàng)目將在六個(gè)月后結(jié)束,團(tuán)隊(duì)希望繼續(xù)使用相同的軟件,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
新任命的項(xiàng)目經(jīng)理得知,因?yàn)橛刑嘞嚓P(guān)方意見不一致,項(xiàng)目可能會(huì)失敗。項(xiàng)目經(jīng)理應(yīng)該怎么做?
anewlyassignedprojectmanagerlearnsthattheprojectlikelytofailbecausetherearetoomanystakeholderwhoalldisagree.whatshouldtheprojectmanagerdo?新任命的項(xiàng)目經(jīng)理得知,因?yàn)橛刑嘞嚓P(guān)方意見不一致,項(xiàng)目可能會(huì)失敗。項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
發(fā)生了質(zhì)量監(jiān)督,變更控制委員會(huì)(CCB)批準(zhǔn)了所產(chǎn)生的額外費(fèi)用,但發(fā)生進(jìn)一步質(zhì)量問題的可能性很高,項(xiàng)目經(jīng)
aqualityoversightoccurs,andtheadditionalcostincurredareapprovedbythechangecontrolboard(ccb),theprobabilityoffurtherqualityissuesishigh,whatshouldtheprojectmanagerdo?發(fā)生了質(zhì)量監(jiān)督,變更控制委員會(huì)(ccb)批準(zhǔn)了所產(chǎn)生的額外費(fèi)用,但發(fā)生進(jìn)一步質(zhì)量問題的可能性很高,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
一家組織在項(xiàng)目執(zhí)行階段發(fā)生變化,結(jié)果,一位關(guān)鍵相關(guān)方離開項(xiàng)目,兩位新的項(xiàng)目主管加入項(xiàng)目,項(xiàng)目經(jīng)理首先
duringaprojectsexecutionphase.anorganizationchangeoccurs,asaresult,akeystakeholderleavestheprojectandtwonewprojectexecutivejoinit.whatshouldtheprojectmanagerdofirst?一家組織在項(xiàng)目執(zhí)行階段發(fā)生變化,結(jié)果,一位關(guān)鍵相關(guān)方離開項(xiàng)目,兩位新的項(xiàng)目主管加入項(xiàng)目,項(xiàng)目經(jīng)理首先應(yīng)該怎么做?a.evaluatethenewcommunicationrequirements評估新的溝通需求b.updatethestakeholderregister更新相關(guān)方登記冊 [
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2021-06-24
一個(gè)大型項(xiàng)目已經(jīng)完工。作為組織過程資產(chǎn)的一部分,項(xiàng)目經(jīng)理現(xiàn)在應(yīng)該提交什么?
alargeprojecthasbeencompleted.aspartoftheorganizationalprocessassets,whatshouldtheprojectmanagernowsubmit?一個(gè)大型項(xiàng)目已經(jīng)完工。作為組織過程資產(chǎn)的一部分,項(xiàng)目經(jīng)理現(xiàn)在應(yīng)該提交什么? [
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2021-06-24
在一個(gè)大型項(xiàng)目中,項(xiàng)目經(jīng)理決定將風(fēng)險(xiǎn)轉(zhuǎn)移給供應(yīng)商是最好的風(fēng)險(xiǎn)應(yīng)對措施,在項(xiàng)目執(zhí)行期間,項(xiàng)目經(jīng)理了解到
inalarge-scaleproject,theprojectmanagerdecidesthattransferringarisktoavendoristhebestrisksresponse,duringprojectexecution,theprojectmanagerslearnsthatthevendorisnolongerfinancialcapableofcoveringtheriskduetointernalproblems,itwilltakethreeweeksforanewvendortobeappointed?在一個(gè)大型項(xiàng)目中,項(xiàng)目經(jīng)理決定將風(fēng)險(xiǎn)轉(zhuǎn)移給供應(yīng)商是最好的風(fēng)險(xiǎn)應(yīng)對措施,在項(xiàng)目執(zhí)行期間,項(xiàng)目經(jīng)理了解到該供應(yīng)商因內(nèi)部問題不再具有財(cái)務(wù)能力來承受風(fēng)險(xiǎn),指定新的供應(yīng)商需要三周時(shí)間,在新計(jì)劃生效之前,項(xiàng)目經(jīng)理應(yīng)該做些什么?a.b.d.a.updatetheriskresponseplanto"avoid"byhaltingwork更新風(fēng)險(xiǎn)應(yīng)對計(jì)劃,通過停止工作來“規(guī)避” [
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2021-06-24
在項(xiàng)目開始時(shí),項(xiàng)目發(fā)起人宣布可用資金比原計(jì)劃少5%,項(xiàng)目經(jīng)理應(yīng)該怎么做?
atthebeginningoftheproject,theprojectannouncesthatthereis5percentlessfundingavailablethanoriginallyplanned.whatshouldtheprojectmanagerdo?在項(xiàng)目開始時(shí),項(xiàng)目發(fā)起人宣布可用資金比原計(jì)劃少5%,項(xiàng)目經(jīng)理應(yīng)該怎么做?a.meetwithstakeholderstodeterminehowthescopeshouldchange與相關(guān)方開會(huì)以確定如何變更范圍b.reorganizetheprojectteamtoabsorbthereductioninfunding重組項(xiàng)目團(tuán)隊(duì)以消化資金減少問題c.activatetheprojectcontingencyreservetoreplacethefundsthathavebeencut激活項(xiàng)目應(yīng)急儲(chǔ)備以取代被削減的資金d.monitorprojectprogresstodecidewhichtaskscanberemovedfromthescope監(jiān)督項(xiàng)目進(jìn)度以確定可以從范圍中刪除哪些任務(wù) [
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2021-06-24
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