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首页 Head First PMP _ch15.pdf

Head First PMP _ch15.pdf

Head First PMP _ch15.pdf

上传者: 兜兜他爸_Linc 2011-06-28 评分 0 0 0 0 0 0 暂无简介 简介 举报

简介:本文档为《Head First PMP _ch15pdf》,可适用于项目管理领域,主题内容包含thisisanewchapterPracticemakesperfectPracticePMPexamBetyouneverthoughtyou’符等。

thisisanewchapterPracticemakesperfectPracticePMPexamBetyouneverthoughtyou’dmakeitthisfar!It’sbeenalongjourney,buthereyouare,readytoreviewyourknowledgeandgetreadyforexamdayYou’veputalotofnewinformationaboutprojectmanagementintoyourbrain,andnowit’stimetoseejusthowmuchofitstuckThat’swhyweputtogetherthisquestionPMPpracticeexamforyouItlooksjustliketheoneyou’regoingtoseewhenyoutaketherealPMPexamNow’syourtimetoflexyourmentalmuscleSotakeadeepbreath,getready,andlet’sgetstartedIknowwe’resupposedtobestudying,butIcan’tstopthinkingaboutfudgeChapterTakeaminutetothinkabouteverythingyou’velearnedThere’salotofinformation,anditcoversallthestuffyoudooverthecourseofyourentireprojectandyourprofessionallifeSowhat’sthebestwaytofocusallthatinformationBytakingaminutetothinkabouttheexamobjectivesIfyouknowwhatthetestisdrivingat,itwillhelpyouanswerquestionscorrectlyAndknowinghowtheexamisbrokendownwillhelpmakesurethattherewon’tbeanysurprisesonexamdayWhatyou’llseeonthePMPExamThisiswhereyou’retestedoneverythingthathastodowithgettingaprojectupandrunning:what’sinthecharter,identifyingyourstakeholders,andunderstandinghowyourorganizationhandlesprojectsEveryknowledgeareainvolvesalotofplanningThisdomaintestsyouonhowyoucreateallofthoseplans,andwhatshouldbeinthemThisiswheretheworkhappens,butitalsoincludesalotofinformationaboutcontractsThat’swhyit’stheperformancedomainwiththemostquestionsConductProjectSelectionPMethodsDefineScopePDocumentProjectRisks,PAssumptions,andConstraintsIdentifyandPerformPStakeholderAnalysisDevelopProjectCharterPObtainProjectCharterPApprovalunderstandtheexamobjectivesDefineandRecordPRequirements,Constraints,andAssumptionsIdentifyProjectTeamPandDefineRolesandResponsibilitiesCreatetheWBSPDevelopChangePManagementPlanIdentifyRisksandDefinePRiskStrategiesObtainPlanApprovalPConductKickoffMeetingPExecuteTasksDefinedinPProjectPlanEnsureCommonPUnderstandingandSetExpectationsImplementtheProcurementPofProjectResourcesManageResourceAllocationPImplementQualityPManagementPlanImplementApprovedPChangesImplementApprovedActionsPandWorkaroundsImproveTeamPerformancePTherearesixperformancedomains,andeachofthemisdividedintotasksEachofthetaskscanspanseveralprocessesWouldyourathertakethispracticeexamonlineTrythefreeHeadFirstPMPonlineexamsimulator!http:wwwheadfirstlabscomPMPfreeexamyouareherepracticepmpexamUhoh–thePMPexamspecisn’toutyet!ThiseditionofHeadFirstPMPwenttopressinJuneinordertocoincidewiththenewversionofthePMPExamreleasedinJulyAsofthistime,themostrecentversionofthePMPExaminationSpecificationwaspublishedin,andthisexamconformstothatspecificationThat’swhysomanypeoplewhohavepassedthePMPexamusingHeadFirstPMPhavetoldusthattherealexamisverysimilartothisoneAssoonanupdatedspecispublished,wewillreleaseanupdatedversionofthisexamYou’llalwaysbeabletogetthemostuptodateversionofthisexamasafreePDFdownloadfromtheHeadFirstLabswebsitehttp:wwwheadfirstlabscomhfpmpEnsureIndividualIntegrityPContributetotheProjectPManagementKnowledgeBaseEnhancePersonalPProfessionalCompetencePromoteInteractionAmongPStakeholdersWaitasecondHowdoyouguysknowallthisstuffPMIdoesn’tkeepitasecret!TheypublishaspecificationfortheexamIt’scalledtheProjectManagementProfessional(PMP)ExaminationSpecification,andyoucanbuyitfromthe“Bookstore”sectionofthePMIwebsiteIt’sgotalotmoredetailsthanwhatweputonthispagethisisjustthebroadstrokesButwewerecarefultostickcloselytothespecwhenwecreatedthisfinalexamProfessionalSocialResponsibilityMeasureProjectPerformancePVerifyandManageChangesPtotheProjectEnsureProjectDeliverablesPConformtoQualityStandardsMonitorallRisksPObtainFinalAcceptanceforPtheProjectObtainFinancial,Legal,andPAdministrativeClosureReleaseProjectResourcesPIdentify,Document,andPCommunicateLessonsLearnedCreateandDistributeFinalPProjectReportArchiveandRetainProjectPRecordsMeasureCustomerPSatisfactionPMIplacesalotofvalueonpersonalintegrityBeforeyoucanbecomeaPMPcertifiedprojectmanager,youneedtodemonstratethatyouknowtherightthingtodoinalotoftrickysituationsYou’llneedtoknowallabouthowthestakeholdersacceptyourproduct,andwhatyouneedtodobeforeyoucloseouttheprojectThisiswhereyouseeallthoseearnedvaluecalculationquestionsTheexamlastshours,andithasquestionsOnlyofthosequestionscounttowardsyourgradetheotherareusedbyPMIforresearchThecategoriesonthesepagesshowhowthosequestionsbreakdownOkay,enoughtalkLet’sgettothequestions!ChapterexamquestionsWhichofthefollowingisNOTtrueofobtainingprojectplanapprovalUntilyouobtainplanapproval,youdon’tneedtoputchangestoitthroughchangecontrolAChangecontrolmakessurethatonlyapprovedchangescanmakeitintotheapprovedplanBOnlyonepersonneedstoapprovetheProjectManagementPlanandthat’stheProjectManagerCIt’simportantfortheentireteamtobuyintotheProjectManagementPlanforittobesuccessfulDJoeisaprojectmanageronanindustrialdesignprojectHehasfoundapatternofdefectsoccurringinallofhisprojectsoverthepastfewyearsandhethinkstheremightbeaproblemintheprocesshiscompanyisusingthatiscausingitHeusesIshikawadiagramstocomeupwiththerootcauseforthistrendoverprojectssothathecanmakerecommendationsforprocesschangestoavoidthisprobleminthefutureWhatprocessishedoingPlanQualityAPerformQualityAssuranceBPerformQualityControlCQualitativeRiskAnalysisDWhichofthefollowingshowsrolesandresponsibilitiesonyourprojectBarchartAResourcehistogramBRACImatrixCHumanResourceManagementPlanDBrandiisaprojectmanageronasoftwareprojectAbouthalfwaythroughdevelopment,herteamfoundthattheyhadnotestimatedenoughtimeforsomeofthetechnicalworktheyneededtodoSherequestedthatthenewworkbeaddedtothescopestatementandthatthetimetodotheworkbeaddedtothescheduleThechangecontrolboardapprovedherchangeWhat’shernextstepUpdatethescopeandschedulebaselinestoreflecttheapprovedchangeAStartdoingtheworkBGatherperformancemetricsontheteam’sworksofarCPerformQualityAssuranceDYourprojecthasavirtualteamHalfofyourteammembersarelocatedinanothercountry,wheretheyareworkingforasubcontractorYouwanttopromotethetopperformingforeignteammembertoaleadershipposition,butyouaretoldbytheotherteammembersthatwomenarenotallowedtoholdpositionsofauthorityWhenyoubringitupwiththeirmanager,youareinformedthatitisthesubcontractor’spolicynottopromotewomen,andthatintheircountry,itisculturallyconsideredoffensiveforamantotakeordersfromawomanWhatistheBESTwaytorespondtothissituationExamQuestionsyouareherepracticepmpexamExamQuestionsInformthesubcontractorthattheymustadoptanondiscriminatorypolicyoryouwillbeAforcedtoterminatethecontractandfindasubcontractorthatdoesnotdiscriminateagainstwomenDonothing,becausediscriminationagainstwomenisaculturalnorminthesubcontractor’sBcountryRequestthattheteamattendsensitivitytrainingCPromoteanotherteammember,butfindadifferentwaytorewardthewomanforherworkDWhichofthefollowingisNOTasourceofinformationaboutspecificprojectconstraintsandassumptionsTheprojectscopemanagementplanARequirementsdocumentationBTheprojectscopestatementCThescopebaselineDWhendoyouperformstakeholderanalysisWhenmanagingcommunicationsonyourprojectAWhendevelopingtheprojectcharterBWhencreatingtheprojectmanagementplanCWhenputtingchangesthroughchangecontrolDAteammemberapproachesyouwithachangethatcouldcutyourscheduledownbyamonthWhatisthefirstthingyoushoulddoWriteupachangerequestandseeifyoucangetitapprovedAMakethechangeit’sgoingtosavetimeandnobodywillwanttheprojecttotakelongerBthanitshouldFigureouttheimpactonthescopeoftheworkandthecostbeforeyouwriteupthechangeCrequestTelltheteammemberthatyou’vealreadycommunicatedthedeadlinefortheproject,soDyoucan’tmakeanychangesnowWhenarethemostexpensivedefectsmostlikelytobeintroducedintoaproductWhentheproductisbeingassembledAWhentheproductisbeingdesignedBWhenthequalitymanagementplanisbeingwrittenCWhentheproductisbeingreviewedbythecustomersDChapterexamquestionsYouaretheprojectmanagerforarailroadconstructionprojectYoursponsorhasaskedyouforaforecastforthecostofprojectcompletionTheprojecthasatotalbudgetof$,andCPIofTheprojecthasspent$,ofitsbudgetsofarHowmuchmoremoneydoyouplantospendontheproject$,A$,B$,C$,DWhichofthefollowingbestdescribesdecompositionWaitingforatasktoexpiresothatitcanbreakdownintosmallertasksATakingadeliverableandbreakingitdownintothesmallerworkpackagessothatitcanbeorganizedandBplannedCategorizingworkpackagesCDividingworkpackagesintodeliverablesthatcanbeplannedforDWhichistheBESTdefinitionofqualityAproductmadeofveryexpensivematerialsAAproductmadewithalotofcarebytheteamwhobuiltitBAproductthatsatisfiestherequirementsofthepeoplewhopayforitCAproductthatpassesallofitstestsDInwhichplandoyoudefinetheprocessesthatwillbeusedtokeeppeopleinformedthroughouttheprojectStaffingManagementPlanAProjectManagementPlanBScheduleManagementPlanCCommunicationsManagementPlanDWhichenterpriseenvironmentalfactordefineshowworkisassignedtopeopleRACImatrixAProjectManagementInformationSystem(PMIS)BResourcehistogramCWorkauthorizationsystemDYouarecurrentlyperformingtheConductProcurementsprocessYouareconsideringtwobidsfromcompaniesonyourqualifiedsellerslistYourprojectisonatightbudget,andyouhavebeeninstructedbyseniormanagementtoconsiderthecostoveranyothercriteriaYouusedthecompanythatsubmittedthelowerbidonExamQuestionsyouareherepracticepmpexamExamQuestionsapreviousproject,andyouwerenothappywiththeirworkThecompanythatsubmittedthehigherbidhasareputationfortreatingtheirclientswell,flyingprojectmanagersfirstclass,andgivingthemaccommodationsinfivestarhotelsWhatistheBESTwaytohandlethissituationSelectthecompanywiththelowestbidAGivethemanageratthecompanywiththehigherbidinformationthatwillallowhimtotailorBhisbidsothatitbettermeetsyourneedsRewritetheRFPsothatthecompanywiththelowestbidisexcludedCSelectthecompanywiththehigherbidDWhichofthefollowingisnotatoolortechniqueofthePerformQualityControlprocessInspectionAQualityauditsBParetochartsCStatisticalsamplingDAprojectmanagerisworkinginacountrywhereitiscustomarytopaythepoliceforprivateprotectionservicesTheprojectmanager’ssupervisortellshimthatinanothercountry,thatwouldbeconsideredabribeWhatistheBESTwayfortheprojectmanagertoproceedDonotpaythepoliceforprivateprotectionservices,becausethatwouldbeabribeAPaythepoliceforprivateprotectionservices,becauseitiscustomaryinthecountrytheyBareoperatinginConsulttheCostManagementPlanaboutpaymentCAskthesupervisorforguidanceDWhichconflictresolutiontechniqueismosteffectiveWithdrawalACompromiseBSmoothingCConfrontingDWhichofthefollowingisNOTaninputtoPerformQualityControlDeliverablesAWorkPerformanceMeasurementsBQualityChecklistsCValidatedChangesDChapterexamquestionsYouhavejustdeliveredaproducttoyourclientforacceptance,whenyougetacallthatsomefeaturestheywereexpectingaremissingWhat’sthefirstthingyoushoulddoGetyourteamtogetherandreprimandthemforbuildingaproductthatdoesn’tmeetuserexpectationsATelltheclientthattheproductpassedallofyourinternalqualityinspectionsandscopeverificationprocesses,soBitmustbefineTelltheteamtostartbuildingthemissingfeaturesintotheproductrightawayCCallameetingwiththeclienttounderstandexactlywhatisunacceptableintheproductandtrytofigureoutDwhatwentwrongalongthewayYouaremanagingasoftwareprojectYouarepartwaythroughtheproject,andyourteamhasjustdeliveredapreliminaryversionofpartofthesoftwareYouareholdingaweeklystatusmeeting,whenoneoftheteammemberspointsoutthatanimportantstakeholderisrunningintoaproblemwithoneofthefeaturesofthecurrentsoftwareTheteammemberfeelsthatthereisariskthatthestakeholderwillaskforachangeinthatfeature,eventhoughthatchangewouldbeoutofscopeofthecurrentreleaseandifthestakeholderrequeststhatchange,thereisahighprobabilitythatthechangecontrolboardwouldapprovethechangeWhatistheBESTactiontotakenextMitigatetheriskbyaskingateammembertogetfamiliarwiththefeatureofthesoftwarethatmightbechangedAScheduleameetingwiththestakeholdertodiscusstheriskBAddtherisktotheriskregisterandgatherinformationaboutitsprobabilityandimpactCAddtherisktotheissuelogandrevisititwhenthereismoreinformationDTomistheprojectmanagerofanaccountingprojectHehasjustfinisheddefiningthescopefortheprojectandiscreatingtheWBSHegoestohisorganizationalprocessassetlibraryandfindsaWBSfromapastprojecttouseasajumpingoffpointWhichofthefollowingdescribestheassetthatTomisusingDecompositionADelphiTechniqueBBrainstormingCTemplatesDWhichofthefollowingBESTdescribesthemainpurposeoftheprojectcharterItauthorizestheprojectmanagertoworkontheprojectAItidentifiesthesponsoranddescribeshisorherroleontheprojectBItcontainsalistofallactivitiestobeperformedCItdescribestheinitialscopeoftheworkDYouaretheprojectmanagerforasoftwaredevelopmentprojectWhenyouneedtogetstafffromthemanageroftheQAdepartment,hesuggestsafewtestengineerswithperformanceproblemsforyourteamWhichistheBESTresponsetothissituationExamQuestionsyouareherepracticepmpexamExamQuestionsStoptalkingtotheQAmanagerACallameetingwiththeQAmanagertotrytofigureoutwhyhesuggestedthosecandidatesBandhowthetwoofyoucanworktogethertofindteammemberswithsuitableskillsandinterestsforyourteamTelltheQAmanagerthatthestaffingproblemsarereallynobigdeal,andyou’resurethatCthetwoofyoucaneventuallyfigureouttherightanswertogetherTellthemanagerthatyouknowwhichteammembersyouwantforyourteamandheneedsDtogivethemtoyouYouaremanagingaconstructionprojectusingafirmfixedprice(FFP)contractThecontractisstructuredsothatyourcompanywillbepaidafeeof$,tocompletetheworkTherewasa$,overheadcostthatyourcompanyhadtocoverIt’snowthreemonthsintotheproject,andyourcostshavejustexceeded$,Theprojecthasnowconsumedtheentirefee,andyourcompanywillnowbeforcedtopayforallcostsontheprojectfromthispointforwardWhat’stheBESTwaytodescribethissituationTheprojectmanagerhasoverspentthebudgetATheprojectisoverdrawnBTheprojecthasreachedthepointoftotalassumptionCTheprojecthasceasedtobeaprofitcenterforthecompanyDAprojectmanagerisreportingthefinalstatusoftheclosedcontracttothestakeholdersWhichformofcommunicationisappropriateInformalwrittenAInformalverbalBFormalwrittenCFormalverbalDYouaremanagingasoftwareengineeringprojectYourteamishavingtroublecompletingtheirobjectdesigntasksOneofyourteammemberstellsyouthatherfriendatanothercompanysentheracopyofasoftwarepackagetheyownthatwillhelpyourteammeetitsdeadlineWithoutthatsoftwarepackage,yourprojectwillprobablybelateButyoudon’thaveenoughmoneyinthebudgettopurchaseitWhat’stheBESTwaytohandlethissituationTelltheteammembernottousethesoftware,andacceptthattheprojectwillbelateAUsethesoftwaresothatyourprojectcomesinontimeBPurchasethesoftwaresothatyouhavealicensedcopyCTelltheteammemberthatyouneedtomaintainplausibledeniability,sosheshouldjustdoDwhat’snecessaryandnottellyouaboutitChapterexamquestionsYouaremanagingaprojectwithatotalbudgetof$,Accordingtotheschedule,yourteamshouldhavecompletedoftheworkbynowButatthelateststatusmeeting,theteamonlyreportedthatoftheworkhasactuallybeencompletedTheteamhasspent$,sofarontheprojectHowwouldyouBESTdescribethisprojectTheprojectisaheadofscheduleandwithinitsbudgetATheprojectisbehindscheduleandwithinitsbudgetBTheprojectisaheadofscheduleandoveritsbudgetCTheprojectisbehindscheduleandoveritsbudgetDWhichofthefollowingisthecorrectorderoftheMonitoringControllingprocessesforScopeManagementFirstVerifyScope,thenControlScopeAFirstControlScope,thenVerifyScopeBBothhappensimultaneouslyCThereisnotenoughinformationtodecideDYouareworkingonaconstructionprojectYou,yourteam,andyourseniormanagerallfeelthattheworkiscompleteHowever,oneofyourimportantclientsdisagrees,andfeelsthatonedeliverableisnotacceptableWhatistheBESTwaytohandlethisconflictConsultthecontractandfollowitsclaimsadministrationprocedureARenegotiatethecontractBFilealawsuittoforcethestakeholdertoacceptthedeliverableCTerminatethecontractandfollowanyterminationprocedureinthecontractDOnewaytheCloseProjectorPhaseprocessdiffersfromCloseProcurementis:Procurementclosureinvolvesverificationthatallworkanddeliverablesareacceptable,whereCloseProjectorAPhasedoesnotCloseProjectorPhaseisonlyasubsetofCloseProcurementBProcurementclosuremeansverifyingthattheprojectiscompleteorterminatedClosePr

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