Stakeholders claims that a feature is missing from a deliverable.This feature,was not mentioned in any prior discussions.and was not included in the acceptance criteria however.the stakeholders insist that the feature is necessary to take full advantage of the deliverable, What should the project manager do? 相关方称一个可交付成果中遗漏一项功能。之前的任何讨论中都没有提到这项功能，也没有被纳入验收标准。然而，相关方却坚持认为这项功能是必要的.可以充分利用该可交付成果。项目经理应该怎么做? A、Defer implementing the deliverable,and submits a change request for the missing feature. 推迟实施该可交付成果并为遗漏的功能提交变更请求。 B、Defer implementing the deliverable and begin work on the feature. 推迟实施该可交付成果并开始遗漏功能的工作。 C、Implement the deliverable and submit a change request for the missing feature. 实施该可交付成果并为遗漏的功能提交变更请求。 D、Implement the deliverable and begin work on the missing feature. 实施该可交付成果并开始遗漏功能的工作。
The sponsor asks the project manager to provide a cost estimate for a potential new project. Project funding cannot exceed US$400.000.If the rough order of magnitude (ROM) rang e is estimated between US$375,000 and US$875,000,what should the project manager advise the sponsor? 发起人要求项目经理提供一个潜在新项目的成本估算。项目资金不能超过400000 美元。如果粗略量级估算（ROM）的区间在375000美元和875000美元之间，项目经理应告诉发起人什么? A、Complete the project with US$375,000,leaving a US$25,000 contingency; the project manager knows they can stay within this range by keeping tight controls 用375000美元完成项目，留下25000美元当作应急储备;项目经理知道通过严格控制，可以保持在这个成本区间之内。 B、Provide the ROM range to the sponsor; let the sponsor decide whether to fund the next phase of the project 向发起人提供ROM区间;让发起人决定是否为项目下—阶段提供资金 C、Assure the sponsor that a better understanding of the costs will be available upon completion of the detailed requirements 向发起人保证在完成详细需求时将会对成本有更好的认识 D、Recommend the sponsor not proceed with the project, because it will exceed the funding Constraints 向发起人建议不要进行该项目，因为将会超出资金限制
A project manager has a project that is constantly facing challenges. The sponsor is regularly unavailable to make decisions, there are massive budget overruns, team members are constantly leaving the project,and there is no practical support provided by senior management. What should the project manager do? 项目经理管理的一个项目不断面临挑战。发起人经常无法做出决定，存在大量预算超支，团队成员不断从项目离职，高级管理层没有提供实际的支持。项目经理应该怎么做? A、Meet with the team to identify what is causing the problems, and escalate it to the steering committee. 与团队一起开会，以确定造成这些问题的原因，并将其升级上报给指导委员会。 B、Meet with key stakeholders to determine if the project should be terminated. 与关键相关方开会，以确定是否应该终止项目。 C、Replace team members who have left with new resources to complete the agreed-upon scope. 用新资源替换离职的团队成员来完成约定的范围。 D、Reduce the project scope to allow the remaining team members the ability to complete the project. 减少项目范围，让剩下的团队成员有能力完成项目。
A project manager assumes a project during its execution stage and wants to review the project scope for cost settlement. The project manager discovers that some deliverables were missed in the work breakdown structure(WBS).What should the project manager do first? 项目经理负责管理一个处于执行阶段的项目，并希望审查项目范围以进行成本结算，项目经理发现在工作分解结构（WBS）中遗漏了一项可交付成果.项目经理下一步应该怎么做? A、Ask the stakeholders if these missed deliverables need to be added 询问相关方是否需要添加这些遗漏的可交付成果 B、Request that the project management office(PMO) approve additional funds for this work 请求项目管理力公室（PMO）批准这顼工作的额外资金 C、Add the work to the WBS according to the 100 percent rule and recalculate the total project cost根据10 0%的规则将工作添加到WBS中，并重新计算项目总成本 D、Ask subject matter experts(SMEs)to check whether these deliverables are necessary 要求主题专家（SMEs）检查这些可交付成果是否有必要
In a construction project, the project manager notices that the y can save $10 million if they use a different mounting system. What should be the project manager's reaction? 在一个施工项目中，项目经理注意到如果他们使用不同的安装系统，将能够节约$1000万。项目经理应怎么办? A、Update the risk register 更新风险登记册 B、Use the different mounting system 使用不同的安装系统 C、Propose a change request 提出一项变更请求 D、Exploit the opportunity 开拓该机会
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