A.select the project with higher life cycle cost B.select the project with lower life cycle cost C.select the project with higher sunk cost D.select the project with lower sunk cost
A.EAC=400000 B.EAC=550000 C.BTC=400000 D.ETC=75000
A.fixed-price with incentive B.firm-fixed-price C.fixed-price with economic price adjustment D.fixed-price with right of renewal
A.cost of poor quality B.opportunity cost C.external failure cost D.appraisal cost
A.Say“no”to the stakeholder a few times to dissuade him from submitting more change B.Get the stakeholder involved in the project as early as possibl C.Talk to the stakeholder's boss to find ways to direct the stakeholder's activities to another projec D.Ask that the stakeholder not be included in the stakeholder listin
A.lead B.lag C.delay D.float
A.Technical training for all team member B.Daily phone conferences and detailed reportin C.A team meeting at a location convenient to all team member D.Collocation of team members at a suitable plac
A.An enterprise whose employees are directly involved in doing the project wor B.An entity whose interest may be affected as a result of the project executio C.An entity that performs activities to accomplish objective D.One who is responsible for managing the projec
A.precedence diagramming method B.activity list C.arrow diagramming method D.schedule network templates
A.Direct and manage project executio B.Monitor and control project wor C.Integrated change contro D.Develop project management pla
A.Project B.Project C.Project D.Project
A.update the project schedule and budget B.submit a change request to change control board and re-baseline C.negotiate with the client for a new delivery date based on the revised schedule D.informing management and take necessary measures for changes in budget and schedule
A.procedures B.standards for reports C.meetings D.lessons learned
A.Estimating,life cycle costing and project plannin B.Risk management,estimating and creating lessons learne C.Project management planning,estimating and creating a status repor D.Estimating,risk management and project plannin
A.honor the customer's request as sign of cooperation to ensure future business B.refuse the request and report the customer to your sponsor C.acknowledge the request and advise the customer to submit a formal change request D.convene a meeting of the project team and rewrite the scope statement
A.Initiatin B.Plannin C.Executin D.Monitoring and controllin
A.recognizing that a project or phase should begin B.coordinating people and other resources to carry out the plan C.devising and maintaining a workable method to accomplish the business need that the project was undertaken to address D.ensuring that the project objectives are met by monitoring and measuring progress and taking corrective action when necessary
A.it is verified that the defined processes are completed within all the process groups to close the project phase B.it is determined that the product of the project is completed satisfactorily C.project management plan is written off by the project sponsor D.new change requests are initiated as required
A.Update the details in work product information and share that with functional manage B.Update the details in performance measurement baseline and share that with functional manage C.Have an informal discussion with the team member to find out the reaso D.Formally communicate the slippage from the team member to the functional manager and request him to discuss with the employee to ensure that this will not happen in the futur
A.Begin to complete work package B.Complete scope verificatio C.Start integrated change contro D.Start to create management plan
A.identify and document business needs B.create a project scope statement C.divide large projects into phases D.accumulate and evaluate historical information
A.Corrective actio B.Integrated change contro C.Monitoring and controllin D.Project closin
A.audit B.inspection C.testing and measuring D.screening
A.Company processe B.The company cultur C.historical WBS D.Project scope statemen
A.The project scope statement,it describes the acceptance criteri B.The project scope management plan,it describes the acceptance proces C.The work breakdown structure(WB,it describes the deliverables for acceptanc D.The RACI matrix,it describes accountabilities in case of product rejectio
A.Selecting a wrong person as the project manage B.Selecting a wrong person as the sponso C.Accepting a high-risk projec D.Inadequately defined requirement
A.Subject matter exper B.Integrato C.Creative perso D.Risk minimize
A.project manager B.team member C.functional manager D.sponsor
A.theory Y(McGregor mode B.theory X(McGregor mode C.Maslow's hierarchy of needs D.referent power
A.Quality audi B.Deliverable inspectio C.Fixed price contrac D.Service level agreemen
A.identifying changes B.using a work breakdown structure C.implementing corrective actions D.setting up a project control system
A.Organizational structur B.Collective bargaining agreement C.Economic condition D.Activity resource requirement
A.a strict standing in negotiating B.experience in tricking business partners C.integrity and expertise D.a strong link to local traditions
A.Sequence the activitie B.Verify that they have the correct scop C.Create a preliminary schedule and get the team's approva D.Complete risk managemen
A.Normal process variation is attributable to random causes and sometimes also called“white noise”. B.Special causes are easier to predict and handle than random causes(also called common caus C.Special causes are unusual events which are difficult to foresee and mostly produce outlier D.A process can be optimized to limit the bandwidth of variations due to random cause
A.To address and document the characteristics and boundaries of the project and its associated products and service B.To formally authorize the project and provide the project manager with the authority to apply organizational resource C.To link the project,which is going to be planned,executed,and monitored/controlled to the ongoing work of the organizatio D.To break down the scope of the project into smaller,better manageable components for further planning and estimatin
A.Project selection method B.Additional plannin C.Corrective actio D.Project management information syste
A.the level of authority of the project manager B.conflicts over the relative priorities of different projects in competition for limited resources C.project team members who are focused on their functional specialty rather than on the project D.the need for the project manager to use interpersonal skills to resolve conflicts informally
A.Talk with team members to understand implications of the chang B.Communicate the change to the management to get their input C.Open up a change contro D.Do sizing for the change and communicate to the custome
A.PERT is superior to CP B.PERT estimates are better than Monte Carlo simulatio C.CPM uses 3 estimates on a task(pessimistic,optimistic and most like D.Monte Carlo simulation uses PERT formul
A.Make the change happen as soon as possibl B.Contact the project sponsor for permissio C.Go to the change control boar D.Evaluate the other components of the“triple constraint”.
A.It is axiomatic of the quality management discipline that the benefits outweigh the cost B.Quality should mainly be achieved by testing and inspections of work results on a regular bas C.The primary cost of meeting quality requirements is the expense associated with project quality management activitie D.The primary benefit of meeting quality requirements is less rework,which means higher productivity,lower costs,and increased stakeholder satisfactio
A.monetary B.physiological C.esteem D.self-actualization
A.Rolling wave plannin B.Control accoun C.Decompositio D.Template
A.Quality assurance & Quality contro B.Quality plannin C.Quality baselin D.Quality checklis
A.Lessons learned databases are an essential element of the organizational process asset B.Lessons learned should focus on identifying those accountable for errors and failure C.Lessons learned sessions should bring about recommendations to improve future performance on project D.Phase-end lessons learned sessions provide a good team building exercise for project staff member
A.Project integration managemen B.Project procurement managemen C.Project configuration managemen D.Project communications managemen
A.Meet with the stakeholder B.Meet with the tea C.Renegotiate the remainder of the contrac D.Follow the change control syste
A.$3000000. B.$3500000. C.$4480000. D.$5650000.
A.in bold B.in italics C.underlined D.none of these
A.your intuition and training B.stakeholder analysis C.historical information D.configuration management
A.acquire project team B.develop project team C.information distribution D.identify stakeholder
A.Earned value metho B.Project selection method C.Project management information syste D.Project management methodolog
A.project schedule network diagrams B.activity attribute updates C.requested changes D.milestone list
A.identity the request and make sure the clarity and achievable aim B.balance the request of quality,scope,time and fee C.make the technology regulation explaination,plan and means befit for different requests and expectation of all kinds of stakeholders D.all of above
A.Try to obtain additional budget and tim B.Improve team communication and availability of high quality data on riskUse this information to enable you to make well-founded decisions earlie C.The problem might be the customer disturbing project rhythKeep him on distance from the tea D.Apply fast tracking to shorten project duration without additional wor
A.Resource buffer B.Free buffer C.Feed buffer D.Project buffer
A.Attribute sampling is the process of assessing whether results conform to specifications or no B.Prevention means keeping errors out of the process by applying actions before the process starts changing its inpu C.Variables sampling means that the result is classified into one of the 3 categories:“acceptable”-“acceptable after rework”“rejected”. D.Inspection is often mainly done to keep errors out of the hands of the customer instead of as a means of process contro
A.a chance to which no estimated monetary value can be assigned so that a likely pay-off can not be shown B.a decision to which no estimated monetary value can be assigned so that a likely pay-off can not be shown C.a chance to which an estimated monetary value may be assigned to calculate the most likely pay-off D.a decision to which an estimated monetary value may be assigned to calculate the most likely pay-off
A.Mea B.Specification limi C.Rule of seve D.Upper and lower control limit
A.A statement of work describing the needs of the project in sufficient detail to enable vendors to make suitable proposal B.A statement of work specifying attributes and metrics of the requested deliverables in detal to allow vendors Submission of bid C.The approved project scope statement,the WBS which should be broken down to work package level and the WBS dictionar D.The risk management plan and the reports from those risk management reviews which have been made so fa
A.now becomes the new schedule,including the changes,and the original baseline is disregarded B.is still the original baseline but annotated to reflect that a change has taken place C.is amended to reflect the scope change,but the original baseline is still maintained for post-project review D.is meaningless since every schedule update changes the baseline
A.the project scope is completed,administrative closure is completed and payment is received B.formal acceptance is received,and any other requirements for project closure as stated in the contract are met C.the customer is satisfied and final payment is received D.lessons learned are completed
A.schedule planning B.deputize C.contract term D.criterion
A.project scope managemen B.project integration managemen C.project time managemen D.project communication managemen
A.2500. B.25%. C.4. D.not enough information to calculate BC
A.Functional organizatio B.Balanced matrix organizatio C.Matrix organizatio D.Projectized organizatio
A.It is the collection of all subsidiary project document B.The project charter is the necessary basis for all work packages to be performe C.It formally authorizes the projec D.It tracks the progress of the projec
A.Plannin B.Procurement Managemen C.Initiatin D.Executin
A.7000. B.6180. C.7200. D.200.
A.Integrated change contro B.Performance reportin C.Close projec D.Direct and manage project executio
A.Functiona B.Weak matri C.Strong matri D.A and
A.Buye B.Selle C.Sponso D.Tea
A.project budget B.work breakdown structure C.project management plan D.detailed risk assessment
A.Changes can be simply applied without further managerial activities if they help solving the proble B.Changes must still be documented and captured so that they do not cause problems later in the projec C.A new change control board should be establishe D.The project baseline must be changed as wel
A.Gantt chart B.Control chart C.Pareto chart D.Statistical samplin
A.strong matrix B.balanced organization C.composite D.balanced matrix
A.project staff assignments B.team performance assessment C.staffing management plan D.project staff assignments,staffing management plan,team performance assessment
A.Review all project forecast B.Detail all the activities of project team members involved in executing administrative closure for the projec C.Review the project management plan and work performance information for your projec D.Manage project risk
A.project scope management B.project time management C.project integration management D.project communication management
A.During the project life cycle and at the en B.At the end of the project during closin C.After the end of the project at a project post-mortem meetin D.Lessons learned can be organized when there is time availabl
A.throw a party for the team members B.make sure the project is integrated with other projects C.begin to focus on your other projects D.analyze project success or failure
A.Determine the issues with your present contract so that the contract terms can be modified or improve B.Identify successes and failures that warrant transfer to other procurement items on this project or to other projects within the performing organizatio C.To ensure that the seller is following all the terms listed in the contrac D.To ensure that the buyer is following all the terms listed in the contrac
A.1. B.1/3. C.2/5. D.2/3.
A.Planning record for the current projec B.To impress the senior managemen C.Informing the team about what mistakes team has mad D.Historical information for future project
A.Administrative closur B.Contract closur C.Project executin D.Plannin
A.three-point estimation B.triple constraint C.three wise men D.three needs theory
A.manage who does each activity B.manage what time and in what sequence work is done C.manage when each activity is done D.manage who does each activity and when it is done
A.Make sure you have a completed preliminary project scope statement and then start the WB B.Create an activity list before creating a network diagra C.Document all the known risks before you document the high-level assumption D.Finalize the quality management plan before you determine quality metric
A.Require the deliverable as in the contrac B.Do nothin C.Contact the contract manage D.Send a letter requiring the deliverable is me
A.Project tea B.Sponso C.Project architec D.Project manage
A.Prepare a project charte B.Create a project pla C.Create a preliminary project scope statemen D.All of the abov
A.hierarchical B.authoritarian C.charismatic D.associative
A.project manager B.team C.sponsor D.stakeholders
A.Project management pla B.Enterprise environmental factor C.Change request D.Performance report
A.8000. B.6200. C.9000. D.6000.
A.Functiona B.Cross-functiona C.Matri D.Balance
A.create a project scope statement B.confirm that all the stakeholders have had input into the scope C.analyze project risk D.begin work on a project management plan
A.Historical records for future project B.Planning record for the current projec C.Informing the team about what the project manager has don D.Informing the team about the project management pla
A.market demand B.a customer request C.a leagal requirement D.a technological advance
A.referent B.expert C.legitimate D.reward
A.Create WBS and activity definitio B.Activity duration estimating and schedule developmen C.Human resource planning and cost estimatin D.Cost estimating and cost budgetin
A.A print out from project management softwar B.A bar char C.Risk management,staffing,process improvement and other management plan D.The project scop
A.Schedule activities are represented by arrow B.The length of the arrow represents the expected duration of the activit C.The tail of the arrow represents the start of the activit D.The head of the arrow represents the finish of the activit
A.Resource authorization documen B.Work breakdown structur C.Project charte D.Project scope statemen
A.The scope was change B.A supplier went out of business and a new one needed to be foun C.Additional equipment needed to be purchase D.A critical path activity took longer and needed more labor hours to complet
A.Project leade B.Quality control departmen C.Project manage D.Team membe
A.Initiatin B.Project scope managemen C.Project integration managemen D.Project communication managemen
A.It is a term used to define an employee's decision to disclose information on unethical,immoral or illegal actions at work to an authority figur B.An employee should always discuss the matter with people external to the company before following the“chain of command”and discuss it with the immediate superio C.The consequences of whistle blowing are often extreme and include possible being branded as having bad judgment,firing,civil action and imprisonmen D.Carefully considered whistle blowing can lead to the end of unethical business practice
A.Verify scop B.Risk response pla C.Staffing management pla D.Lessons learne
A.Plannin B.Executin C.Monitoring and controllin D.Closin
A.Executin B.Plannin C.Closin D.Initiatin
A.validated defect repair B.product acceptance C.quality audit D.approved change request
A.begin risk identification B.begin iterations C.determine communications requirements D.create a bar(Gantchart
A.Project justificatio B.Collecting output of the planning processe C.Current understanding of the customers nee D.Documenting the business need
A.There is 68.26% chance that the activity will be completed in 15 to 17 day B.There is 95.44% chance that the activity will be completed in 15 to 17 day C.There is 68.26% chance that the activity will be completed in 14.67 to 16.67 day D.There is 93.73% chance that the activity will be completed in 15 to 17 day
A.It provides assurances that the deliverable meets the specifications,is an input to the project management plan,and is an output of perform quality contro B.It ensures that the deliverable is completed on time and gets customer acceptance,and shows that the deliverable meets specification C.It ensures customer acceptance,shows that the deliverable meets specifications,and provides a chance for differences of opinion to come to ligh D.It is an output of perform quality control,occurs befordefine scope,and ensures customer acceptanc
A.Project management integratio B.Project procurement managemen C.Project human resource managemen D.Project communications managemen
A.creating lessons learned B.formal acceptance C.reducing resource spending D.performing benefit cost analysis
A.Report the violation to the functional manage B.Clarify the reasoning behind the team member's actio C.Add the implemented corrective action to the historical recor D.Find out who caused the proble
A.Independent estimate B.Organizational policie C.Statement of wor D.Approved changes request
A.pay the fee to the government agencies B.refuse to pay the fee because they are bribes and hence unethical C.instead of paying the fee,you provide small gifts to government officials to get their support D.make a case for why fees should be paid to government agencies,and present it to your management
A.Discuss it with the project tea B.Recalculate baseline C.Renegotiate the contrac D.Meet with the custome
A.create a scope management plan to document:how the project scope will be defined,verified and controlled B.develop a project management plan C.determine specific activities that need to be performed to produce the various project deliverables D.facilitate the formal authorization to start a new project
A.Cost assessmen B.Determine budge C.Plan contractin D.Cost estimatin
A.Percent complet B.Fast trackin C.20/80 rul D.50/50 rul
A.PV & A B.AC,EV & P C.CV & S D.SPI,EV & A
A.Manage project tea B.Human resource plannin C.Develop project tea D.Acquire project tea
A.Compress the schedule to recover the two week B.Cut scope to recover the two week C.Consult with the sponsor before taking any actio D.Advise the client of the impact of the chang
A.The contractor's indirect costs will increase and the customer's payment for them will increase,to B.The contractor's indirect costs will increase but the eLlstomer's payment for them will not increas C.Neither the contractor's indirect costs nor the customer's payment for them will increas D.The contractor's indirect costs will not increase but the customer's payment for them will increas
A.Sponsor creates the project management plan based on input from the project manage B.Functional manager creates the project management plan based on input from the project manage C.Project manager Creates the project management plan based on input from senior managemen D.Project manager creates the project management plan based on input from the tea
A.Initiation proces B.Planning proces C.Execution proces D.Controlling proces
A.Milestone char B.Gantt char C.Work breakdown structur D.Network diagra
A.Give your team members some time to develop a common understanding of the project scope and product scopUpcoming interface problems may be resolved late B.Use the risk management processes to identify and assess risks caused by misunderstandings and develop a plan with measures in order to respond to the C.Organize meetings to identify and resolve misunderstandings between team members in order to early avoid interface problems,disintegration and costly rewor D.Use interviews in private with each individual team member to inform them of your expectations and your requirements in an atmosphere of confidenc
A.Implied warranty of merchantabilit B.Implied warranty of specified qualit C.Express warrant D.None of the abov
A.Intermediate stag B.Final stag C.Pre-intermediate stag D.Initial stag
A.Develop a preliminary scope statement and document initially identified risks in this documen B.Identify and analyze risk events using qualitative and quantitative technique C.Develop contingency plans and fallback plans in case the original plan proves Wron D.Discuss the risks documented in your risk register with the project key stakeholder
A.Changes are generally not predictable,therefore planning for change management cannot be sensibl B.Planning for change management should be done while the various change control processes are being applie C.Change management can be planned in a set of management plans or a specific change management pla D.Changes are a sign of bad planninOne should avoid changes during a project thus eliminating the need to manage the
A.economic B.individual C.educational D.ethnic and religious
A.PDM is also the AOA diagramming metho B.PDM is also the AOD digramming metho C.PDM is also AON digramming metho D.PDM is also ADM diagramming metho
A.240 B.250 C.475 D.150
A.Responsible,accountable,to be communicated,to be informe B.Remote,attached,connected,integrate C.Risk analysis and caution initiativ D.Randomly accessible cash flow informatio
A.project archives B.a project charter C.a project management plan D.a risk analysis plan
Based on the net present value(NPV),which project you will choose ?() The NPV of project A:$25000,project B:$65000,project C:$40000,project D:$35000.
A.Identification of risk B.Work package estimate C.Detailed resource estimate D.The business need for the projec
A.Project tea B.Project manager takes his own decisio C.Senior managemen D.Custome
A.Cost and staffing are low at start,higher towards the end of implementatioand drop rapidly as the project nears completio B.The probability of successfully completing the project is highest at the start of the projec C.Stakeholders have the most influence on the final characteristics of the product at the end of the projec D.Risk and uncertainty are lowest at the start of the projec
A.scope control and scope verification B.direct and manage project execution and integrated change control C.develop project management plan and develop project charter D.develop project management plan and schedule development
A.the project float is 5 days B.the project may get delayed C.the task is not on the critical path D.the task is on the critical path
A.Leading,communicating,negotiating,problem solving and the ability to influence the organization are considered key skill for project managers to posses B.Project managers should take into consideration and plan accordingly for influence C.Project management skills have no relation to general management skill D.Organizations are increasingly accountable for impacts resulting from project
A.The ability to read reports written in many different language B.The ability to succeed in a cross cultural environmen C.The ability to develop intenationally accepted contract D.The ability to communicate using drawings and pictograms which are understood all over the worl
A.Risk planning meeting B.Documentation reviews。 C.Data precision ranking D.Diagramming technique
A.Initiatin B.Plannin C.Executin D.Closin
A.Cost overrun of the estimate B.Cost according to the estimate C.Cost underrun of the estimate D.Early progres
A.Prevention over inspectio B.Customer satisfactio C.Management responsibilit D.Triple constrain
A.Only those who realize that cultural differences are a resource to be fully utilized will survive in international project busines B.There is a common ground for people from different cultures on which they can interact without unsolvable conflict C.Cultural differences will always remain an obstacle to be overcome for cross-cultural project D.Cross-cultural competence is a critical lever for competitive advantage in international project busines
A.exit criteria B.contract term C.step-by-step D.activities and responsibilities
A.avoid mentioning it to the team member but continue to watch her activities B.notify your boss about the problem C.address the concern with the team member's boss D.address the concern with the team member
A.Integration involves effectively integrating processes among the projec B.Integrated change control includes reviewing and approving all change request C.The project preliminary scope statement provides a high level scope narrativ D.The project management plan is an input in developing the preliminary project scope statemen
A.$5000. B.$4500. C.$7500. D.$2500.
A.flowchart B.critical path C.work breakdown structure D.precedence diagramming
A.Project B is performing better because it has a higher earned valu B.Project A has schedule slippage and project B is ahead of schedul C.Crashing project A is a good optio D.Crashing project B is a good optio
A.Asking for a percent complete from each team member and reporting that in the monthly progress repor B.Calculating earned value and using the indexes and other calculations to report past performance and forecast future performanc C.Using the 50/50 rule and making sure the life cycle cost is less than the project cos D.Focusing on the amount expended last month and what will be expended the following mont
A.seller initial response B.memorandum of understanding C.letter of intent D.letter contract
A.Project management pla B.Requested change C.Project scope statemen D.Work performance informatio
A.Obtain approval from the customer to slip the projec B.Report findings to managemen C.Evaluate the alternatives with the tea D.Evaluate the alternatives with the custome
A.Each anticipated cost for projec B.Estimated average cost at project completio C.Anticipated total cost at project completio D.Anticipated expenses at project completio
A.Task B.Task C.Task D.Task A & Task
A.65%. B.42%. C.66%. D.63%.
A.Adopt a life cycle approach to the projec B.Develop lessons learned for each phas C.Develop specific work plans for each work packag D.Develop a description of the product of the projec
A.The process is tinder contr01.It should not be adjuste B.A special cause should be investigated,the process should be adjuste C.The control limits should be adjuste D.The measuring equipment should be recalibrate
A.actual cost (AC) + budget cost (BC) B.the actual cost (AC) + completion is still needed to estimate (ETC) C.budget cost (BC) - actual cost (AC) D.actual cost (AC) - planned value (PV)
A.You should not overact and check at least three options before making any decision B.You must immediately inform the corporate management to ensure real time issuers disclosure C.You should investigate detailed information on the problem before escalating it to corporate managemen D.You should find a quick solution for the problem and implement this immediatel
A.$1300000. B.$1500000. C.$80000. D.$1125000.
A.Make sure that all exit criteria of the consecutive phase have been met to ensure the flow of communications in a team situation which is more complex by a factor of 2. B.Make sure that all entry criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical aptnes C.Make sure that all exit criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical performanc D.Restructure your team and delegate tasks in order to ensure the flow of conmunications in a team situation which is more complex by a factor of 4.5.
A.Understand the experience of the sponsor on similar project B.Create an activity lis C.Make sure the project scope is define D.Complete risk management and issue the responsibility assignment matri
A.Report your evaluation to the upper managemen B.Have a team meeting to find the alternatives to meet the project schedul C.Meet the previous project manager and turn the project bac D.Execute the project as planned by the previous manage
A.a strong matrix organizational structure in your company B.a good communication management plan C.good project selection techniques D.positive stakeholders who support the project
A.Contact your manage B.Put the payment in an escrow accoun C.Bury the cost in the larges cost center availabl D.Ignore the paymen
A.The project manager did not get buy-in from the manager for the resources on the projec B.The project manager did not create an adequate reward system for team members to improve their cooperatio C.The project manager should have had a meeting with the team member’s boss the first time the team member caused troubl D.The project manager does not have work package
A.Milestone char B.Flow char C.Network diagra D.Gantt char
A.Schedule developmen B.Scope verificatio C.Monitor and control project wor D.Information distributio
A.Accept the request of the customeDiligently document the additional costs and working hours spent by yourself and the team on the implementation of the change and invoice these to the customer at appropriate rate B.Perform earned value analysis to assess the current status of the project and get all the numbers you need to communicate the case to the change control board which then will have to make the best decision regarding the customer reques C.Check the contract,the project charter,the scope statement and other documents related to the project and the contracAssess the impacts of the scope changThen discuss the situation with the project sponsor and the change control boar D.Talk to the project sales department and find a joint solution with them how to best reject the request considering the commercial and strategic value of the customer to the organization you are working fo
A.Confrontin B.Compromisin C.Smoothin D.Forcin
A.Review the WBS dictionary more thoroughly,looking for incomplete description B.Review the project charter more thoroughly,examining the business case for“holes”. C.Do a more thorough job of contract plannin D.Pay more attention to stakeholder managemen
A.Floa B.Resource C.Cos D.Schedul
A.Create a detailed project scope statemen B.Align the project objectives with the organizational goal C.Ensure proper project scope contro D.Call a meeting of all the project stakeholders to determine and resolve any outstanding issue
A.14 week B.15 week C.20 week D.19 week
A.Closin B.Monitoring and controllin C.Executin D.Initiatin
A.Move forward with the project and look for more information later to settle the issu B.Average the numbers and use that as an objectiv C.Perform a feasibility analysi D.Ask the sponsor to make the final decisio
A.Forming,storming,norming,and performin B.Storming,norming,forming,and performin C.Norming,storming,forming,and performin D.Forming,norming,storming,and performin
A.Cost change B.Scope change C.Schedule revision D.Risk response chang
A.fast tracking B.crashing C.risk management D.resource leveling
A.use a control chart B.create a flowchart C.draw a fishbone diagram D.draw a Pareto chart
A.Try to find some productive work for these staff members in the project and leave them on the tea B.The best thing is to do nothinThe customer will not realize the problem anywa C.Try to find a responsible person for the over-assignment who can be made accountabl D.Take the two people off the team immediately and arrange for the refund of the excess charges to the custome
A.a make-or-buy analysis B.lessons learned and other historical information from previous projects C.benefit-cost analysis D.the project management information system
A.directing B.laissez faire C.delegating D.task-oriented
A.The formal authorization to apply organizational resources to project activitie B.Detailed control account and work package description C.The business need that the project was undertaken to addres D.The product description or a reference to this documen
A.The project ended due to integration because the resources where distributed to commercial projects。 B.The project ended due to starvation because the funding was cu C.The project ended due extinction because of the budget cut。 D.The project ended due to integration because of budget cu