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公司聘用一名項(xiàng)目經(jīng)理來(lái)協(xié)調(diào)一個(gè)期限緊迫的敏捷項(xiàng)目,項(xiàng)目經(jīng)理和敏捷團(tuán)隊(duì)都由一位項(xiàng)目組合經(jīng)理管理,該項(xiàng)目
acompanyhiresaprojectmanagertocoordinateanagileprojectwithtightdeadlines,theprojectmanagersandtheagileteamareallmanagedbyaportfoliomanagerwhohasatendencytoreassigneddeveloperstootherurgentitemsasneeded,whenapproachedbytheprojectmanager,theportfoliomanagerisadamantthattheyhavetheauthoritytomorerequired,whatshouldtheprojectmanagerdo?公司聘用一名項(xiàng)目經(jīng)理來(lái)協(xié)調(diào)一個(gè)期限緊迫的敏捷項(xiàng)目,項(xiàng)目經(jīng)理和敏捷團(tuán)隊(duì)都由一位項(xiàng)目組合經(jīng)理管理,該項(xiàng)目組合經(jīng)理傾向于根據(jù)需要將開(kāi)發(fā)人員重新分配給其他緊急事項(xiàng),當(dāng)項(xiàng)目經(jīng)理與其接洽時(shí),項(xiàng)目組合經(jīng)理堅(jiān)持認(rèn)為他們有權(quán)根據(jù)需要調(diào)動(dòng)資源,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
在項(xiàng)目的質(zhì)量審查期間,團(tuán)隊(duì)討論了對(duì)當(dāng)前質(zhì)量管理計(jì)劃的必要變更,以滿足相關(guān)方的期望,目前的計(jì)劃包括特定
duringaprojectsqualityreview,theteamdiscussesnecessarychangestothecurrentqualitymanagementplantomeetstakeholderexpectations.thecurrentplanincludesproduct-specificitemsandcharacteristic,butismissingavitalaspect.whatshouldtheprojectmanagerdotocompletethequalitymanagementplan?在項(xiàng)目的質(zhì)量審查期間,團(tuán)隊(duì)討論了對(duì)當(dāng)前質(zhì)量管理計(jì)劃的必要變更,以滿足相關(guān)方的期望,目前的計(jì)劃包括特定產(chǎn)品的事項(xiàng)和特征,但缺少一個(gè)重要方面。若要完成質(zhì)量管理計(jì)劃,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
根據(jù)批準(zhǔn)的商業(yè)論證,項(xiàng)目必須在12個(gè)月內(nèi)完成,以最大限度地提高經(jīng)濟(jì)效益,在審查商業(yè)論證之后,項(xiàng)目經(jīng)理識(shí)
accordingtotheapprovedbusinesscase,aprojectmustbecompletedwithin12monthstomaximizefinancialbenefits.afterreviewingthebusinesscase,theprojectmanageridentifiesafewconstraintsthatwillmakeitimpossibletocompletetheprojectwithinthistimeframe.whatshouldtheprojectmanagerdo?根據(jù)批準(zhǔn)的商業(yè)論證,項(xiàng)目必須在12個(gè)月內(nèi)完成,以最大限度地提高經(jīng)濟(jì)效益,在審查商業(yè)論證之后,項(xiàng)目經(jīng)理識(shí)別到一些制約因素,這些制約因素將導(dǎo)致無(wú)法在此時(shí)間范圍內(nèi)完成項(xiàng)目,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
一個(gè)大型項(xiàng)目正處于收尾階段,客戶拒絕簽署同意項(xiàng)目可交付成果,提及之前從未討論過(guò)的需求,項(xiàng)目經(jīng)理要求與
alargeprojectisinitsclosurephase,theclientrefusestosignoffonprojectdeliverables,citingrequirementsthatwerenotpreviouslydiscussed.theprojectmanagerrequestsameetingwiththeclienttodiscusstheissue.whatshouldbeconsultedpriortothismeeting?一個(gè)大型項(xiàng)目正處于收尾階段,客戶拒絕簽署同意項(xiàng)目可交付成果,提及之前從未討論過(guò)的需求,項(xiàng)目經(jīng)理要求與客戶開(kāi)會(huì),以討論該問(wèn)題。在會(huì)議之前應(yīng)該查閱下列哪一項(xiàng)? [
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2021-06-24
項(xiàng)目經(jīng)理正在管理一個(gè)項(xiàng)目,向眾多機(jī)構(gòu)交付新的報(bào)告產(chǎn)品,該項(xiàng)目必須遵守立法變化,若要確保成功交付,項(xiàng)目
aprojectmanagerisleadingaprojecttodelivernewreportingproducttoalargenumberofagencies.thisprojectmustadheretolegislativechanges.whatshouldtheprojectmanagerdotoensuresuccessfuldelivery?項(xiàng)目經(jīng)理正在管理一個(gè)項(xiàng)目,向眾多機(jī)構(gòu)交付新的報(bào)告產(chǎn)品,該項(xiàng)目必須遵守立法變化,若要確保成功交付,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
敏捷團(tuán)隊(duì)正在根據(jù)商業(yè)分析師團(tuán)隊(duì)提供的用戶故事開(kāi)發(fā)產(chǎn)品。在第四沖刺之后,為相關(guān)方舉行了一次演示,其中三
anagileteamsisworkingonproductaccordingtotheuserstoriesprovidedbyateamofbusinessanalysts.afterthefourthsprint,ademoforstakeholdersisheldandthreecompletedstoriespass,theremainingtwostoriesfailtomeetstakeholders“expectations.whatshouldtheprojectmanagerdo?敏捷團(tuán)隊(duì)正在根據(jù)商業(yè)分析師團(tuán)隊(duì)提供的用戶故事開(kāi)發(fā)產(chǎn)品。在第四沖刺之后,為相關(guān)方舉行了一次演示,其中三個(gè)已完成的故事獲得通過(guò),其余兩個(gè)故事未能滿足相關(guān)方的期望,項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
項(xiàng)目經(jīng)理正在管理一個(gè)產(chǎn)品開(kāi)發(fā)項(xiàng)目,有許多國(guó)家的消費(fèi)者將使用該產(chǎn)品,而且開(kāi)發(fā)團(tuán)隊(duì)將在不同的地理位置工作
aprojectmanagerisleadingaproductdevelopmentproject,consumersacrossmultiplecountries,willusetheproductandthedevelopmentteamwillworkingindifferentgeographiclocations.whendevelopingtheimplementationstrategywhatshouldtheprojectmanagerdofirst?項(xiàng)目經(jīng)理正在管理一個(gè)產(chǎn)品開(kāi)發(fā)項(xiàng)目,有許多國(guó)家的消費(fèi)者將使用該產(chǎn)品,而且開(kāi)發(fā)團(tuán)隊(duì)將在不同的地理位置工作,在制定實(shí)施策略時(shí),項(xiàng)目經(jīng)理首先應(yīng)該做什么? [
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2021-06-24
在一個(gè)五階段項(xiàng)目的第二階段,遇到必須立即解決的問(wèn)題,項(xiàng)目經(jīng)理應(yīng)該怎么做?
duringthesecondstageofafive-stageproject,issuesareencounteredthatmustberesolvedimmediately,whatshouldtheprojectmanagerdo?在一個(gè)五階段項(xiàng)目的第二階段,遇到必須立即解決的問(wèn)題,項(xiàng)目經(jīng)理應(yīng)該怎么做?a.meetwithcompanyexecutivesandrequestmoretimetoapplychangecontrolprocedures與公司高管開(kāi)會(huì),請(qǐng)求提供更多時(shí)間來(lái)應(yīng)用變更控制程序 [
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2021-06-24
從事一個(gè)直接項(xiàng)目的項(xiàng)目經(jīng)理收到現(xiàn)場(chǎng)經(jīng)理關(guān)于設(shè)計(jì)團(tuán)隊(duì)施工圖紙質(zhì)量的反復(fù)投訴,項(xiàng)目經(jīng)理希望確定可能的行動(dòng)
aprojectmanagerworkingonastraightforwardprojectreceivesrepeatedcomplaintsfromthesitemanageraboutthequalityofthedesignteam’sconstructiondrawings.theprojectmanagerwantstoidentifypossibleactionstoensurethatthisproblemwillnotrecur.whatshouldtheprojectmanagerdofirst?從事一個(gè)直接項(xiàng)目的項(xiàng)目經(jīng)理收到現(xiàn)場(chǎng)經(jīng)理關(guān)于設(shè)計(jì)團(tuán)隊(duì)施工圖紙質(zhì)量的反復(fù)投訴,項(xiàng)目經(jīng)理希望確定可能的行動(dòng),以確保不再發(fā)生這個(gè)問(wèn)題,項(xiàng)目經(jīng)理首先應(yīng)該怎么做? [
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2021-06-24
項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理立即開(kāi)始一個(gè)新項(xiàng)目,項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?
aprojectsponsoraskstheprojectmanagertobeginanewprojectimmediately.whatshouldtheprojectmanagerdonext?項(xiàng)目發(fā)起人要求項(xiàng)目經(jīng)理立即開(kāi)始一個(gè)新項(xiàng)目,項(xiàng)目經(jīng)理下一步應(yīng)該怎么做?a.preparetheprojectmanagementplan準(zhǔn)備項(xiàng)目管理計(jì)劃b.identifypotentialprojectrisks識(shí)別潛在的項(xiàng)目風(fēng)險(xiǎn)c.participateinthedevelopmentoftheprojectcharter參與制定項(xiàng)目章程 [
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2021-06-24
相關(guān)方已就項(xiàng)目可交付成果,關(guān)鍵里程碑以及角色與職責(zé)達(dá)成一致意見(jiàn),項(xiàng)目經(jīng)理與商業(yè)分析師開(kāi)會(huì),以評(píng)估項(xiàng)目
stakeholdershaveagreedonprojectdeliverables,keymilestones,androlesandresponsibilities.theprojectmanagermeetswiththebusinessanalysttoassesstheprojectsdetailedrequirements.whatshouldtheprojectmanagerdofirst?相關(guān)方已就項(xiàng)目可交付成果,關(guān)鍵里程碑以及角色與職責(zé)達(dá)成一致意見(jiàn),項(xiàng)目經(jīng)理與商業(yè)分析師開(kāi)會(huì),以評(píng)估項(xiàng)目的詳細(xì)需求,項(xiàng)目經(jīng)理首先應(yīng)該怎么做? [
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2021-06-24
一次項(xiàng)目會(huì)議后,市場(chǎng)營(yíng)銷經(jīng)理要求在公司網(wǎng)站上添加一個(gè)在線服務(wù)功能,項(xiàng)目經(jīng)理首先應(yīng)該怎么做?
afteraprojectmeeting,themarketingmanageraskedtoaddanonlineservicefeaturetothecompany“swebsite.whatshouldtheprojectmanagerdofirst?一次項(xiàng)目會(huì)議后,市場(chǎng)營(yíng)銷經(jīng)理要求在公司網(wǎng)站上添加一個(gè)在線服務(wù)功能,項(xiàng)目經(jīng)理首先應(yīng)該怎么做?a.reviewthebudgetandincorporatethechange審查預(yù)算并合并該變更b.updatethechangemanagementplan更新變更管理計(jì)劃 [
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2021-06-24
項(xiàng)目經(jīng)理希望確保相關(guān)方能充分參與項(xiàng)目的整個(gè)生命周期,項(xiàng)目經(jīng)理應(yīng)該在相關(guān)方參與計(jì)劃中包含下列哪一項(xiàng)?
aprojectmanagerwanttoensuresufficientstakeholderparticipationthroughoutaproject’sincycle.whatshouldtheprojectmanagerincludeinthestakeholderengagementplan?項(xiàng)目經(jīng)理希望確保相關(guān)方能充分參與項(xiàng)目的整個(gè)生命周期,項(xiàng)目經(jīng)理應(yīng)該在相關(guān)方參與計(jì)劃中包含下列哪一項(xiàng)?a.stakeholderpower/interestsgrid相關(guān)方的權(quán)利/利益方格b.changerequestinitiatedbystakeholders由相關(guān)方提出的變更請(qǐng)求 [
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2021-06-24
一家推出一項(xiàng)新產(chǎn)品的公司估計(jì),實(shí)施質(zhì)量控制系統(tǒng)將花費(fèi)100萬(wàn)美元,預(yù)期的故障和潛在維修成本估計(jì)為50萬(wàn)美
acompanylaunchinganewproductestimatesthatimplementingaqualitycontrolsystemwillcost$1million,expectedfailuresandpotentialrepaircostsareestimatedatus$500,000.whatshouldtheprojectmanagerpropose?一家推出一項(xiàng)新產(chǎn)品的公司估計(jì),實(shí)施質(zhì)量控制系統(tǒng)將花費(fèi)100萬(wàn)美元,預(yù)期的故障和潛在維修成本估計(jì)為50萬(wàn)美元。項(xiàng)目經(jīng)理應(yīng)該提出什么建議? [
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2021-06-24
在第三方供應(yīng)商交付項(xiàng)目組件后報(bào)告發(fā)生故障,項(xiàng)目經(jīng)理在供應(yīng)商的支持下應(yīng)用應(yīng)急計(jì)劃。為了確保風(fēng)險(xiǎn)應(yīng)對(duì)措施
failuresarereportedafterathird-partyvendordeliversaprojectcomponent.theprojectmanagerappliesacontingencyplanwiththevendor’ssupport.toensuretheeffectivenessoftheriskresponse,whatshouldtheprojectmanagerdo?在第三方供應(yīng)商交付項(xiàng)目組件后報(bào)告發(fā)生故障,項(xiàng)目經(jīng)理在供應(yīng)商的支持下應(yīng)用應(yīng)急計(jì)劃。為了確保風(fēng)險(xiǎn)應(yīng)對(duì)措施的有效性,項(xiàng)目經(jīng)理應(yīng)該怎么做?a.updatetheriskregister.更新風(fēng)險(xiǎn)登記冊(cè)b.conductriskaudits.開(kāi)展風(fēng)險(xiǎn)審計(jì) [
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2021-06-24
按照既定的變更管理程序,一項(xiàng)變更請(qǐng)求獲得批準(zhǔn),在實(shí)施該變更過(guò)程中,一位高級(jí)管理人員對(duì)其未參與批準(zhǔn)變更
achangerequestwasapprovedaccordingtoestablishedchangemanagementprocedures,duringitsimplementation.aseniorexecutiveexpressessurpriseatnotbeinginvolvedinthisapproval,sincethesizeandcostofthechangewassignificant.whatshouldtheprojectmanagerhavedonetopreventthis?按照既定的變更管理程序,一項(xiàng)變更請(qǐng)求獲得批準(zhǔn),在實(shí)施該變更過(guò)程中,一位高級(jí)管理人員對(duì)其未參與批準(zhǔn)變更表示很驚訝,因?yàn)樵撟兏囊?guī)模和成本都很大。若要避免這個(gè)問(wèn)題,項(xiàng)目經(jīng)理應(yīng)該事先做什么? [
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2021-06-24
一個(gè)項(xiàng)目的團(tuán)隊(duì)成員正在使用問(wèn)題管理程序,但問(wèn)題描述通常填寫不正確,從而導(dǎo)致減慢速度,項(xiàng)目經(jīng)理已經(jīng)與團(tuán)
teammemberonaprojectareusingissuemanagementprocedures,butissuedescriptionareoftencompletedincorrectly,whichslowsprogress.theprojectmanagerhasspokenwiththeteam,butnotimprovementhasbeenobserved.whatshouldtheprojectmanagerdo?一個(gè)項(xiàng)目的團(tuán)隊(duì)成員正在使用問(wèn)題管理程序,但問(wèn)題描述通常填寫不正確,從而導(dǎo)致減慢速度,項(xiàng)目經(jīng)理已經(jīng)與團(tuán)隊(duì)進(jìn)行交談,但沒(méi)有觀察到任何改進(jìn)。項(xiàng)目經(jīng)理應(yīng)該怎么做? [
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2021-06-24
一個(gè)地理位置分散的團(tuán)隊(duì)成功完成了一個(gè)項(xiàng)目,項(xiàng)目經(jīng)理希望快速獲得團(tuán)隊(duì)的統(tǒng)計(jì)分析反饋,項(xiàng)目經(jīng)理應(yīng)該使用下
ageographicallydispersedteamsuccessfullycompletedaproject.theprojectmanagerwantsquicklyobtaintheteam’sfeedbackforstatisticalanalysis.whichmethodshouldtheprojectmanageruse?一個(gè)地理位置分散的團(tuán)隊(duì)成功完成了一個(gè)項(xiàng)目,項(xiàng)目經(jīng)理希望快速獲得團(tuán)隊(duì)的統(tǒng)計(jì)分析反饋,項(xiàng)目經(jīng)理應(yīng)該使用下列哪種方法?a.videoconference視頻會(huì)議b.focusgroup焦點(diǎn)小組會(huì)議c.questionnaires調(diào)查問(wèn)卷 [
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2021-06-24
項(xiàng)目經(jīng)理了解到,一名團(tuán)隊(duì)成員變更客戶需求以提供更高價(jià)值,而且實(shí)施這一變更的工作已經(jīng)開(kāi)始,項(xiàng)目經(jīng)理應(yīng)該
aprojectmanagerlearnsthatateammemberchangedacustomerrequirementtoprovidehighervalueandthatworktoimplementthischangehasalreadystarted.whatshouldtheprojectmanagerdo?項(xiàng)目經(jīng)理了解到,一名團(tuán)隊(duì)成員變更客戶需求以提供更高價(jià)值,而且實(shí)施這一變更的工作已經(jīng)開(kāi)始,項(xiàng)目經(jīng)理應(yīng)該怎么做?a.escalatetheissuetotheprojectsponsor.將該問(wèn)題上報(bào)給項(xiàng)目發(fā)起人 [
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2021-06-24
在項(xiàng)目的制造階段,在工程圖紙中發(fā)現(xiàn)一個(gè)錯(cuò)誤,該錯(cuò)誤導(dǎo)致重大的返工和成本超支,項(xiàng)目經(jīng)理執(zhí)行根本原因分析
duringthemanufacturingphaseofaproject,anerrorisdetectedintheengineeringdrawings.theerrorresultsinsignificantreworkandcostoverruns.theprojectmanagerperformedarootcauseanalysisanddiscoversthatthedrawingswasnotcheckedaccordingtotprocedures.whatshouldtheprojectmanagerdotoensurethatthisdoesnothappeninfutureprojects?在項(xiàng)目的制造階段,在工程圖紙中發(fā)現(xiàn)一個(gè)錯(cuò)誤,該錯(cuò)誤導(dǎo)致重大的返工和成本超支,項(xiàng)目經(jīng)理執(zhí)行根本原因分析,并發(fā)現(xiàn)未根據(jù)程序檢查圖紙。項(xiàng)目經(jīng)理應(yīng)該做些什么來(lái)確保在未來(lái)的項(xiàng)目中不會(huì)發(fā)生這種情況? [
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2021-06-24
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