本文为大家介绍的是广州PMP培训视频模拟题解析，下面是关于广州PMP培训视频试题解析的具体内容，供大家参考，更多PMP考试相关资讯可关注思摩特项目管理

↑ PMI授权办学资质（11年~12年）↑最新资质在PMI官方网站或者思摩特百度百科查询（十年PMP等项目管理教学保证）

1、During a web project's execution phase, the project team discovers that implementing a key requirement is more complex than expected. This will impact the project's budget and schedule.What should the project manager do next?

A. Direct the project team to proceed with implementation, and record the issue as scope creep．

B. Direct the project team to analyze alternative options that consider feasibility and impact.

C. Request a budget increase and schedule extension.

D. Create a change request to include the increased complexity.

1、在一个web项目的执行阶段，项目团队发现实施一个关键需求比预期的更为复杂。这将影响项目预算和项目进度。项目经理下一步应该怎么做？

A.指导项目团队继续实施。并将该问题记录为范围蔓延。

B.指导项目团队分析考虑可行性和影响的替代方案

C.请求增加预算和延长进度。

D.创建一份变更请求，包含增加的复杂性。

2、A company executive write to a project manager’s superior complaining that the deliverations for a recently completed project are below expectations. The project manager confirm with their superior that all project stakeholders involved in the quality management processes are happy with the deliverables.Which of the following processes. If done correctly, should have averted the dissatisfaction from the executive?

A. Perform Quality Assurance

B. Identify stakeholders

C. Collect requirements

D. plan Quality management

2、一家公司高层写信给项目经理主管，投诉最近完成的项目可交付成果低于期望。项目经理与其主管确认管理过程中所涉及的所有项目相关方均对可交付成果感到满意。下列哪一个过程，如果做得正确的话，会避免该公司高层的不满？

A.实质量保证

B.识别相关方

C.收集需求

D.计划质量管理

3、Midway through a project, the project manager learns that an approved raw material is out of stock. The delivery cycle for this product is six weeks, and the delivery cycle for a substitute is two weeks. However, the substitute materials have not yet been approved, and the approval process takes two weeks. Based on the current project schedule, the materials will require two weeks at least and five weeks at most. What should the project manager do?

A. Prepare a contingency risk assessment and response strategy.

B. Adjust the schedule and update the materials timetable.

C. Immediately begin the change request process for the use of new materials.

D. Hold a project coordination meeting.

3、项目执行到一半的时候项目经理得知一种已经批准的原材料断货。其交货周期需要6周，另外有一种替代品交货周期2周，但该材料尚未得到批准，新材料的审批流程需要2周。根据当前项目进度计划，该材料最早需要时间是两周后，最晚需要时间是五周后。项目经理该怎么做？

A.准备紧急情况的风险评估和应对策略。

B.调整进度计划，更新该材料的需求时间表。

C.立刻开始新材料使用的变更申请流程。

D.召集项目协调会议。