1ABCD2ABCD3ABCD4ABCD5ABCD6ABCD7ABCD8ABCD9ABCD10ABCD11ABCD12ABCD13ABCD14ABCD15ABCD16ABCD17ABCD18ABCD19ABCD20ABCD21ABCD22ABCD23ABCD24ABCD25ABCD26ABCD27ABCD28ABCD29ABCD30ABCD31ABCD32ABCD33ABCD34ABCD35ABCD36ABCD37ABCD38ABCD39ABCD40ABCD41ABCD42ABCD43ABCD44ABCD45ABCD46ABCD47ABCD48ABCD49ABCD50ABCD51ABCD52ABCD53ABCD54ABCD55ABCD56ABCD57ABCD58ABCD59ABCD60ABCD61ABCD62ABCD63ABCD64ABCD65ABCD66ABCD67ABCD68ABCD69ABCD70ABCD71ABCD72ABCD73ABCD74ABCD75ABCD76ABCD77ABCD78ABCD79ABCD80ABCD81ABCD82ABCD83ABCD84ABCD85ABCD86ABCD87ABCD88ABCD89ABCD90ABCD91ABCD92ABCD93ABCD94ABCD95ABCD96ABCD97ABCD98ABCD99ABCD100ABCD350-75400-50Aprojectmanagerforalargeinformationtechnologyconsultingfirmwasassignedtomanageasoftwareintegrationprojectforalargeclient.Theschedulewasalreadyestablished.Managementattheclientsiteresponsiblefortheprojectexplainedtotheprojectmanagerthattheprojectdurationwastoolong.Changingmarketpressuresrequiretheprojecttobebroughtinonemonthearlierthanscheduled.Hehasalreadyreviewedthescopeoftheprojectandnothingcanbecut.Herequestedthattheprojectmanagercuteachactivityby10percentdurationtoaccomplishthegoal.WhatwouldbetheMOSTappropriatethingfortheprojectmanagertodointhissituation?某项目经理正在管理一个大型软件集成项目。项目的进度已经确定，而客户现场的管理层反馈说，项目的周期太长了。不断变化的市场迫使项目不得不提前一个月完成。管理层已经和客户评审了项目的所有范围，但是没有任何一个是可以剔除的。他要求项目经理将每个活动的历时减少10％，以达成目标。在这种情况下，项目经理应该：Initiatechangecontrolprocesses,explainthattheprojectscheduleneedstostand,andreviewtherisksinvolved.启动变更流程，评估相应风险Meetwiththeteamandevaluatehoweachactivitycanbecutby10percenttoaccomplishthegoal.和团队一起评估如何将所有活动历时减少10％Domorecriticalpathactivitiesinparallel.将更多的关键路径上的活动并行Meetwithmanagementtoreviewtheoriginalprojectmanagementplananddiscussscopechangesthatwouldreduceprojecttimeline.与管理层评审最初的项目管理计划，并讨论相应的范围变更Ifearnedvalue(EV)=350,actualcost(AC)=400,andplannedvalue(...
