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12月7日考完试后，总体感觉不爽，明显比平时做模拟题的感觉差。与两位重考的老兄讨论后，他们的经验是这次试题和9月份的考题很多都是完全一样的。苦于找不到全真题，否则如果下次不得不重考的话，错的还是错的，徒劳只能无功。

欢迎参加7日考试的各位与我一起讨论补充考题，也供新来者参考。
注意：以上题目并非考试原文，我只能把我的记忆（当然也有差失）真实地记录下来。

1。Nomally, the PM priority of quality, versus schedule and cost? Is there any acknowledged preferrential order? OR, all of them are of equal importance? One question is on it.
2. A lady is pregnant in you team and the doctor advised her to stay at home for the benifit of her coming baby. It may be of moderate difficulty to recruit someone to replace her from the HR market. But you, as the PM manager, has decided that she must stay in team. The question is on four possible different reasons.
3. You have decided to improve your leadship capability. Then you will choose what approach? One option is to attend a PM trainning course, another one is to improve your technical knowlege?
4. The leadship capability of PM doesn't include which of the following? Besides what stated in the PMBOK page, two optionsare likely to make a confusion: one is "communicating", the other is "delieve what the customer needs".
5. After what phase, the "go"or "not go" decision will ususally be made? One option is "feasibility", the other is "project fomulation".
6. When you are considering taking trainings to improve your PMP skills, which of the following will be the least of your concern to determine which training alternative you will attend? One option is " personal learning style", one is "company's traning policy", one is "personal strength and weakness".
7. Which characteristic differs network diagrams from a bar chart? One is " critical path", One is "key dates", One is "milestone dates".

To be continued.

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持续向明天迈进的步伐

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[ 本文发表于 2002年12月10日 21:14:03 ]


liu_renfeng

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1.all equal important
2.she has good practise about project so take effort to let her work in the home.
3.not answer above.answer is analysis PM's weakness and strengh.
4.delieve the customer needs
5.feasibility
6.i forgot.sorry
7.critical path

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[ 本文发表于 2002年12月11日 8:44:35 ]


liu_renfeng

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1.all equal important
2.she has good practise about project so take effort to let her work in the home.
3.not answer above.answer is analysis PM's weakness and strengh.
4.delieve the customer needs
5.feasibility
6.i forgot.sorry
7.critical path

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[ 本文发表于 2002年12月11日 8:45:28 ]


rosemary18

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I agree with Liu-renfeng. About 6. I remeber is take part in the PMP training.

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[ 本文发表于 2002年12月11日 11:33:57 ]


Jack.G

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No.1: schedule is more important than others

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诚心诚意，献身管理！
凡事预则立，不预则废！

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[ 本文发表于 2002年12月11日 16:24:20 ]


vantasy

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7. dependencies

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[ 本文发表于 2002年12月11日 16:36:18 ]


Jack.G

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Yes, I agree to vantasy about the question 7.

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诚心诚意，献身管理！
凡事预则立，不预则废！

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[ 本文发表于 2002年12月12日 9:38:50 ]


cdma

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vantasy 在 2002-12-11 16:36:18 发表的内容
7. dependencies

what's this mean?
i think cp is right

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[ 本文发表于 2002年12月12日 16:43:40 ]


Jack.G

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dependencies:依赖
即：任务之间的逻辑依赖关系在甘特图中是无法体现的，而在网络图中可以很好的体现这种关系。
由于关键路径是几乎中最长的路径，因此在甘特图与网络图中是都可以找到的。

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诚心诚意，献身管理！
凡事预则立，不预则废！

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[ 本文发表于 2002年12月12日 17:35:21 ]


cdma

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Bar charts .....and sometims show dependencies.
PMBOK 6.4.3.1

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[ 本文发表于 2002年12月13日 10:00:39 ]


vantasy

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you can find that "bar chart doesn't show dependencies" in <how to prepare fro PMP examination> by Kim

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[ 本文发表于 2002年12月13日 15:14:13 ]


Jack.G

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Yes, I choosed the answer of "dependencies" according to Kim's book vantasy referred.
and I found in this book that the schedule is more important that cost and quanlity.

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诚心诚意，献身管理！
凡事预则立，不预则废！

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[ 本文发表于 2002年12月13日 16:08:36 ]


jinjian

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i agree with vantasy

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[ 本文发表于 2002年12月13日 16:42:23 ]


zhlu

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谢谢各位的评析。
以上七题中，除了确切知道自己错误的题目以外，有两道题目我赞成liu-renfeng的意见。关于schedule, quality, cost 我选择的是all are equal important，因为印象里没有其它更好的答案，将schedule单独列在首位，而quality 和cost 能够有恰当的排列。关于Network diagram和Bar chart 的区别，我选择的是critical path。

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持续向明天迈进的步伐

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[ 本文发表于 2002年12月17日 17:36:45 ]


camer

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关于Network diagram和Bar chart 的区别:--依赖关系

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ALL ARE PROJECT

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[ 本文发表于 2002年12月17日 19:26:43 ]


zhlu

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又回忆了几道试题，供大家讨论。

1。About 30 percent of the team members has chosen to execute the early retirement plan option, and will be leaving the team. As a PM, what will you do first to deal with the situation?( Sorry, I can not remember the exact answer options, maybe someone could help with it?)
2. You are a PM. Your project sponsor has asked you to place a quick order to buy some materials from a specific sources. You found the material is more costly than ususal and is irrelevant to the undertaken project. What was your response to this matter? One choice is "to decline the request", one is "to modify the order to a cheaper product which will be needed in the project", one is "to report the situation to the upper managerment".
3. Due to finance problem, your porject has been initiated 3 months after schedule. Because of the delay, one critical human resource has left the project and unavailable now. What will you do? One is to talk with the functional manager and request the critical man be back to team. One is to report to the upper management for support. One is to outsourcing qulified person immidiately.
4. You porject has been initiated 3 months after schedule. You need additional resources and financial support to catch the time. You have talked several times with the sponsor on this question, but found he is not interested in it, and didn't want to solve the problem. Your project is in high risk now, what will you do? One is to report the situation to the sponsor's boss, which I chose.
5. Which characteristics differs adminstrative closure from contract closeout? It seems all four options are wrong. I chose the first.
6. Both CPM and PERT bear the similarity that they assumes each activity duration is ...... One is statistically independent estimates, one is statistically dependent estimates. Can't remember the other two.

Many questions on conflict resolution techniques in different situations. All of them I chose the "problem solving" as the answer.

Many questions on intergrated change control, especially conflicts due to changes in contract execution. Most of them I chose "refer it to the CCB".

欢迎大家参与讨论。

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持续向明天迈进的步伐

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[ 本文发表于 2002年12月17日 19:35:10 ]


liu_renfeng

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1,I forgot too.who can fill it completly.
2,my answer is deny the request.may be I am wrong.50% probability is report it to upper manager.
3,talk to the functional manager to decide whether or not have this man or others to work.
4,risk analysis and decide carry out project or temination.
5,answer is carry out when contract/project is end.because other phases need administrative close out.
6,answer is statistically independent estimates.this is test defference with conditional diagram.
7,one confliction should chose forcing.because one team member cause huge lose to the project because of his fault.

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[ 本文发表于 2002年12月18日 9:23:58 ]


zhlu

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liu-renfeng please,

I Understand what you address when regarding to the difference between administrative closure and contract closeout. But there's no option of what you mean in the test. I do think there's no correct answer to this question. The question offered by PMI itself is wrong. Some of the candidates also realized the problem.

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持续向明天迈进的步伐

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[ 本文发表于 2002年12月18日 12:55:49 ]


liu_renfeng

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yes,you are right.
so I have to chose a biggest probability answer when I can not find right answer.

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[ 本文发表于 2002年12月18日 15:11:43 ]


zhlu

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Liu please,

It has been very nice to talk with you in the net.

All of your answers show you have a good understanding of the PMBOK. I'm sure you will pass the test.

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持续向明天迈进的步伐

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[ 本文发表于 2002年12月18日 16:47:16 ]


liu_renfeng

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Thank you.
I hope to pass it.and all pass it.

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[ 本文发表于 2002年12月18日 22:07:58 ]


kinwa_1976

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have you pass the exam now/I am going to attend the exam next March.
Good luck!

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Ken2002

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[ 本文发表于 2002年12月20日 13:17:43 ]


zhlu

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We have to be waiting for the score anoucements, usually it's within one month after the the exam.

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持续向明天迈进的步伐

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[ 本文发表于 2002年12月20日 14:56:24 ]