PGMP练-DAY11
| DAY11 | |||
| 1 | *1. A program is completed and the expected benefits realized. Before executing the transition and closing out the program, what should the program manager do?一个项目集已完成，预期收益已实现。在执行移交和关闭项目集之前，项目集经理应该做什么？ A.Obtain stakeholder approval to initiate close-out activities.获得干系人批准以启动收尾活动。 B.Generate a program performance report.生成项目集绩效报告。 C.Perform administrative and program management information system program closure.开展管理和PMIS项目集收尾。 D.Archive documents and lessons learned.归档文件和经验教训。 | A.Obtain stakeholder approval to initiate close-out activities.获得干系人批准以启动收尾活动。 | |
| 2 | During the program execution stage, the component project manager responsible for testing estimates that budgeted hours may exceed 200 hours. What should the program manager do? 在项目集执行阶段，负责测试的组件项目经理估计的预算工时可能超过200小时。项目集经理应该做什么？ A.Communicate to the program sponsor regarding the additional estimated cost and request a change order. 对于额外的估算成本与项目集发起人沟通，并申请变更单。 B.Determine which component projects have excess capacity and rebalance those resources to the project that needs additional hours. 确定哪些组件项目具有多余的容量，并将这些资源重新平衡到需要额外工时的项目。 C.Request that the project manager make the team members work additional hours and not bill the project.要求项目经理让团队成员增加工作小时，且不支付项目。 D.Talk with the project manager and find ways to reduce hours in another part of the project与项目经理交谈，找到减少项目其他部分工作小时的方法 | B.Determine which component projects have excess capacity and rebalance those resources to the project that needs additional hours. 确定哪些组件项目具有多余的容量，并将这些资源重新平衡到需要额外工时的项目。 | |
| 3 | The stakeholder engagement plan contains the detailed strategy for effective stakeholder engagement for the duration of the program. You have developed your program's stakeholder engagement plan and got approval from governance board, the next step you should? 干系人争取计划包含项目集期间干系人有效争取的详细策略。您已经制定了项目集的干系人争取计划，并获得了治理委员会的批准，下一步您应该做什么？ A.Develop component stakeholder engagement plan制定组件干系人争取计划 B.Distribute the plan分发计划 C.Develop the program communication plan制定项目集沟通计划 D.Review the stakeholder engagement plan with key stakeholders与关键干系人一起审查干系人争取计划 | C.Develop the program communication plan制定项目集沟通计划 | |
| 4 | A program stakeholder has some concerns about the program. Program communication plan has developed and then reviewed with which?一个项目集干系人对项目集有一些担忧。制定了项目集沟通计划，然后与哪方进行了审查？who？ A.Program sponsor项目集发起人 B.Program management office项目集管理办公室 C.Project manager项目经理 D.Program manager项目集经理 | A.Program sponsor项目集发起人 | V2 |
| 5 | You are in the process of program risk analysis, you have accomplished many activities such as quantitative and qualitative analysis, analysis the impact of the negative risks and positive risks,etc.. For develop best information supported that should be set aside to deal with risks that occur,another important thing to do is?您在进行项目集风险分析的过程中，已经完成了定量和定性分析、分析负面风险和正面风险的影响等多项活动。为制定最好的支撑信息，应该留出时间来处理发生的风险，另一个重要的事情是？ A.Have a celebration庆祝一下 B.Have a review with project manager与项目经理进行审查 C.Risk planning风险规划 D.Contingency reserve应急储备 | D.Contingency reserve应急储备 | |
| 6 | You are managing a program, there is a document which also establish the relationship between program activities and expected benefits. This document is?您正在管理一个项目集，有一个文档，也建立了项目集活动和预期收益之间的关系。 A.Program roadmap项目集路线图 B.Benefits management plan收益管理计划 C.Program plan项目集计划 D.Program business case项目集商业论证 | A.Program roadmap项目集路线图 | 活动和收益的关系 |
| 7 | Stakeholders for a major problem do not understand whether the program fits within the company's strategic objectives during program initiation, which deliverable should be demonstrate the program's alignment?重大问题的干系人不了解在项目集启动期间，项目集是否符合公司的战略目标，哪些输出物应展示项目集的一致性？ A.Program scope statement项目集范围说明书 B.Benefit realization plan收益实现计划 C.Program charter项目集章程 D.Business case商业论证 | D.Business case商业论证 | 战略一致性 |
| 8 | A company contracts the services of a program manager for a high-visibility, transformational program. The program manager immediately realizes that the program is out of alignment with the organization's strategic plan. Stakeholders are not aware of the benefits to be realized, and the component project managers are continuously behind schedule and over budget. The program is considered viable and important for the organization. What is the next thing the program manger should do to restore the program's health after realigning the program to the organization's strategic plan?一家公司与一名项目集经理签订合同，为一个高知名度的转型项目集提供服务。项目集经理立即意识到项目集与组织的战略计划不一致。干系人不知道将要实现的收益，而组件项目经理持续落后于进度并超出预算。该项目集被认为是可行的，并对组织很重要。在根据组织的战略计划重新调整项目集后，项目集经理接下来应该做什么来恢复项目集的健康度？（题目来源：模拟1 132题） A.Identify synergies and efficiencies between components and update the resource plan.确定各组件之间的协同效应和效率，并更新资源计划。 B.Revise the roadmap and ensure program benefits management is performed.修订路线图并确保实施项目集收益管理。 C.Perform an environmental assessment and update the communications plan.执行环境评估并更新沟通计划。 D.Establish a program governance board and perform a kick off informing all stakeholders.建立一个项目集治理委员会，执行一个开工会并通知所有干系人。 | B.Revise the roadmap and ensure program benefits management is performed.修订路线图并确保实施项目集收益管理。 | |
| 9 | The program manager retires and a new program manager is assigned. Within an hour of being assigned, the new program manager is called into the executive's office to discuss the program's organizational needs and requirements, vision, and assumptions/constraints. Which document should the new program manager summarize for the executive?项目集经理退休，新的项目集经理已指派。新的项目集经理在被指派后一小时内，被召集到高管办公室，讨论项目集的组织需要和需求、愿景和假设/约束。新项目集经理应为高管总结成哪个文件？ A.Program charter项目集章程 B.Program benefits management plan项目集收益管理计划 C.Program business case项目集商业论证 D.Program roadmap项目集路线图 | A.Program charter项目集章程 | 项目集的组织需要和需求、愿景和假设/约束 |
| 10 | The program manager completed the program's benefits analysis and planning activities. What will this ensure for the program?项目集经理完成了项目集的收益分析和规划活动。这将为项目集确保什么？ A.Information necessary to establish key benefit performance indicators.建立关键收益绩效指标必要的信息。 B.transition plan to facilitate the ongoing realization of benefits.移交计划，以促进收益的持续实现。 C.A plan to monitor performance due to operational, financial, and benefits changes.因运营、财务和收益变化而监督绩效的计划。 D.A benefits management plan to guide the work through the remainder of the program收益管理计划，用于指导项目集剩余的工作 | D.A benefits management plan to guide the work through the remainder of the program收益管理计划，用于指导项目集剩余的工作 | |
原文地址：https://blog.csdn.net/lovemelovefish/article/details/143588541
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