PGMP练-DAY16
| DAY16 | |||
| 1 | Program risk response planning is an important aspect of program management, one output of this activity is?项目集风险应对规划是项目集管理的一个重要方面，该活动的一个输出是？ A.Unknown risk未知风险 B.Residul risk残余风险 C.Contingency budget应急预算 D.Risk profile风险简介 | C.Contingency budget应急预算 | |
| 2 | As one of the industry's leading program management consultants, you have been asked by the Global Financial Corporation to help establish a program governance structure and then to put in place a management-by-program culture in the organization. You now are establishing your core team and your first step is to作为行业领先的项目集管理顾问之一，全球金融公司要求您帮助建立项目集治理结构，然后在组织中建立项目集管理的文化。您现在正在建立您的核心团队，您的第一步是 A.Negotiate with functional managers for key resources与职能经理协商关键资源 B.Identify competency requirements for each role and responsibility识别每个角色和职责的能力要求 C.Establish a training program for core team members to address skill gaps为项目集核心团队成员制定培训计划，以解决技能差距 D.Conduct a 360-degree assessment on each team member to better understand his or her strengths and weaknesses对每个团队成员进行360度评估，以更好地了解其优劣势 | B.Identify competency requirements for each role and responsibility识别每个角色和职责的能力要求 | |
| 3 | Your company has four independent projects which are under run and performing well. But your company recognized there are some common objectives, so the commonalities or share attributions are identified, so your company integrates these projects in a program. You are assigned the program manager, and you have performed the initial program management activities to clarify the program objectives, what do you concern after you take over this program?您的公司有四个独立的项目，目前正在运行中，绩效良好。但是您的公司认识到存在一些共同的目标，因此识别了共同点或共享属性，因此您的公司将这些项目整合到一个项目集中。您被指派为项目集经理，并且您已经执行了初始项目集管理活动，以明确项目集目标。在您接管该项目集后，您应关心什么？ A.Align with the organization strategy与组织战略保持一致 B.Dependency依赖关系 C.Integration benefits 整合收益 D.Risk management风险管理 | C.Integration benefits 整合收益 | 项目集经理核心在收益！ |
| 4 | A program manager is establishing the governance structure for a program. In which phase is this being completed?项目集经理正在为项目集建立治理结构。这是在哪个阶段完成的？ A.Program Formulation 项目集构建 B.Program Definition项目集定义 C.Program Preparation项目集准备 D.Program Initiation项目集启动 | B.Program Definition项目集定义 | Governance Structure(PSC)在define的planning |
| 5 | The program manager recognizes that the project managers are competent in their respective subject matters, but their management skills and approaches vary, because of different working experiences and backgrounds. To strengthen their leadership skills in the program, which of the following should be implemented?项目集经理认识到项目经理在各自的主题方面是有能力的，但由于工作经验和背景的不同，他们的管理技能和方法也各不相同。要加强其在项目集中的领导技能，应执行以下哪项？、 A.Delegate recruitment and termination authority to the project managers,将招聘和终止权授权给项目经理 B.Register the team-building objectives in the human resource plan在人力资源计划中登记团队建设目标 C.Arrange a team building and training seminar for the project manager 为项目经理安排团队建设和培训研讨会 D.Adopt a team player selection criterion in the team recruitment process.在团队招聘过程中采用团队成员选择标准。 | B.Register the team-building objectives in the human resource plan在人力资源计划中登记团队建设目标 | |
| 6 | The program sponsor requests a weekly performance report. The tools and techniques to monitor and control program performance include which of the following?项目集发起人要求提供每周绩效报告。监控项目集绩效的工具和技术包括以下哪项？ A.Program management performance variances, business criteria reweighting, root cause identification, and statistical sampling项目集管理绩效偏差、业务标准重新确定权重、根本原因识别和统计抽样 B.Interviewing, SWOT analysis, run chart, and matrix-based charts访谈、SWOT分析、运行图和基于矩阵的图表 C.Earned value management, financial reporting systems, performance measurement techniques, and program management information systems挣值管理、财务报告系统、绩效衡量技术和项目集管理信息系统 正确答案 D.Delphi techniques, scatter diagram, Pareto chart, and organization charts德尔菲技术、散点图、帕累托图和组织结构图 | C.Earned value management, financial reporting systems, performance measurement techniques, and program management information systems挣值管理、财务报告系统、绩效衡量技术和项目集管理信息系 | EV |
| 7 | A cargo is detained in customhouse, where an officer personally asks for bribes to release the cargo. What should the program manager do?海关扣留货物，海关官员个人索贿放行货物。项目集经理应该做什么？ A.Escalate to the officer's manager to report it immoral action上报给主管经理，报告不道德行为 B.Offer the bribe提供贿赂 C.Refuse to offer the bribe and discuss it with program management team拒绝贿赂并与项目集管理团队讨论 D.Offer the bribe, and apply for more budget提供贿赂，并要求更多预算 | C.Refuse to offer the bribe and discuss it with program management team拒绝贿赂并与项目集管理团队讨论 | |
| 8 | After meeting with the program sponsor and stakeholders, the program manager is asked by the sponsor to accelerate the program to replace two legacy financial systems. The legacy systems are at risk of premature failure. What should the program manager do next?在与项目集发起人和干系人会面后，发起人要求项目集经理加快项目集进度，以取代两个传统的财务系统。传统系统存在早期失效的风险。项目集经理下一步应该做什么？ A.Accelerate the projects and components of the program that replace the two legacy systems.加速项目集的项目和组件，从而替代两个传统系统。 B.Analyze the impact of accelerating the program, and present the pros and cons to the program sponsors.分析加速项目集的影响，并向项目集发起人陈述利弊。 C.Identify the parts of the program that need to be accelerated and, if it is cost effective and increases benefits realization, implement the change.识别项目集中需要加速的部分，如果它具有成本收益并增加了收益实现，则实施变更。 D.Create several "what- if" scenarios of alternatives to present to the program sponsor创建几个替代方案的“假设”场景，以向项目集发起人展示。 | B.Analyze the impact of accelerating the program, and present the pros and cons to the program sponsors.分析加速项目集的影响，并向项目集发起人陈述利弊。 | |
| 9 | Which plan shows the steps needed to move the program from a development state to an operational?哪个计划显示了将项目集从开发状态转移到运营状态所需的步骤？ A.Program roadmap项目集路线图 B.Program transition plan项目集移交计划 C.Program architecture项目集架构 D.Program sustainment plan项目集维持计划 | B.Program transition plan项目集移交计划 | |
| 10 | When you are finish stakeholder engagement plan, what the next step?当您完成干系人争取计划后，下一步是什么？ A.Develop communication plan制定沟通计划 正确答案 B.Develop stakeholder communication plan制定干系人沟通计划 C.Develop benefits management plan制定收益管理计划 D.Develop program charter制定项目集章程 | A.Develop communication plan制定沟通计划 | |