2．As a project manager of IT，if your supplier asked you to provide a product description, which of the fowling is .
A) Scope statement
B) Statement of work
C) Project charter
D) Contract
作為IT業(yè)項(xiàng)目經(jīng)理，如果你的供應(yīng)商要求你提供產(chǎn)品描述，你應(yīng)提供 項(xiàng)。
A） 范圍說明
B） 工作說明
C） 項(xiàng)目章程
D） 合同

3. The scope statement—
A. Does not include project objectives such as cost, schedule, or quality measures
B. Includes a description of project assumptions and constraints
C. Provides a documented basis for preparing the PERT/CPM network
D. Describes how the WBS will be structured
范圍報(bào)告書
A 并不包括項(xiàng)目目標(biāo)，如項(xiàng)目成本，進(jìn)度計(jì)劃和質(zhì)量監(jiān)測(cè)等內(nèi)容
B 包括對(duì)項(xiàng)目的假設(shè)和約束條件的說明
C 可為準(zhǔn)備PERT/CPM網(wǎng)絡(luò)提供文件基礎(chǔ)
D 可說明WBS的構(gòu)成情況

4. Change requests may result from—
A. A review of the project charter
B. A review of the performing organization’s strategic plan
C. Enhanced problem-solving skills on the part of the project team
D. An error or omission in scope definition
產(chǎn)生變更需要的原因可能是
A 對(duì)項(xiàng)目章程的審查
B 對(duì)實(shí)施公司戰(zhàn)略計(jì)劃的審查
C 項(xiàng)目團(tuán)隊(duì)解決問題能力的提高
D 項(xiàng)目范圍界定中的錯(cuò)誤與遺漏
5. Change requests occur in all the following forms except—
A. Oral or written
B. Legally mandated or optional
C. Formal or informal
D. Externally or internally initiated
變更請(qǐng)求不能以下列哪種形式提出？
A 口頭或書面
B 法定授權(quán)的或自主選擇的
C正式或非正式的
D外部提出的或內(nèi)部提出的

6. A new project manager is planning a complex hardware installation project. The team consists of 15people who are experts in their fields. The project manager does not want to manage the project in the detailed level. How far should be decompose the work?
A. as small as possible because the work is complex
B. as large as possible because he is dealing with experts
C. to1000-hur tasks because it is proper for check-in period
D. to about 80-hour tasks because it is proper for check-in period
一個(gè)新項(xiàng)目經(jīng)理正在計(jì)劃一個(gè)復(fù)雜的硬件安裝項(xiàng)目。項(xiàng)目團(tuán)隊(duì)由15個(gè)人組成，他們都是 各自領(lǐng)域的專家。這個(gè)項(xiàng)目經(jīng)理不想在詳細(xì)層次上對(duì)項(xiàng)目進(jìn)行管理。他應(yīng)該把項(xiàng)目工作分解到何種程度呢？
A．盡可能小，因?yàn)楣ぷ鲝?fù)雜
B．盡可能大，因?yàn)樗�打交道的都是專�?br />C．分解成每項(xiàng)任務(wù)1000小時(shí)，因?yàn)樗�打交道的都是專�?br />D．分解成大約每項(xiàng)任務(wù)80小時(shí)，因?yàn)樗�適合檢查期

7. The preparation of the scope baseline involves the:
A. functional managers
B. project team
C. all the stakeholders
D. project sponsor
參與準(zhǔn)備范圍基準(zhǔn)計(jì)劃的是：
A．職能經(jīng)理
B．項(xiàng)目團(tuán)隊(duì)
C．所有干系人
D．項(xiàng)目發(fā)起人

8. A client has asked you to add scope of work to the project. The project is under budget and a little ahead of schedule. What should you do?
A. approve the change
B. let the client know the effect of the change on the project
C. ask approval from the sponsor for making change
D. get approval from the configuration change board
一個(gè)客戶要求你給項(xiàng)目增加工作范圍。現(xiàn)在項(xiàng)目低于預(yù)算并比進(jìn)度計(jì)劃提前一些。你應(yīng)該怎么做？
A．批準(zhǔn)該項(xiàng)變更
B．讓客戶了解該項(xiàng)變更對(duì)項(xiàng)目的影響
C．請(qǐng)發(fā)起人批準(zhǔn)該項(xiàng)變更
D．從配置變更委員會(huì)獲得批準(zhǔn)

9．The time necessary to complete a project is referred to as .
A）Implementation time
B）Life cycle
C）Operations cycle
D）Production cycle
完成項(xiàng)目所必需的時(shí)間指的是 。
A）執(zhí)行時(shí)間
B）生命周期
C）運(yùn)行周期
D）生產(chǎn)周期

10. A work package is a –
A. Deliverable at the lowest level of the WBS
B. Task with a unique identifier
C. Required level of reporting
D. Task that can be assigned to more than one organizational unit
工作包是
A 一項(xiàng)WBS最低層的交付工作
B 一項(xiàng)具有特殊標(biāo)準(zhǔn)的任務(wù)
C 一項(xiàng)必要的匯報(bào)工作
D 一項(xiàng)可分包給若干單位的任務(wù)

11. The monthly report to the client shows zero schedule variance. However, members of the team know that a milestone has been missed that will cause an overall delay to the project. Which one of the following is being inadequately reported?
A. Communication plan variance
B. Resource management plan
C. Critical path status
D. Risk analysis
給客戶的月度報(bào)告表明進(jìn)度偏差為零。然而，項(xiàng)目班子成員知道進(jìn)度里程碑已經(jīng)延誤，并將造成項(xiàng)目全面延誤。下面哪一項(xiàng)未充分報(bào)告？
A 溝通計(jì)劃偏差
B 資源管理計(jì)劃
C 關(guān)鍵路線狀況
D 風(fēng)險(xiǎn)分析

12. Which of the following risk events is most likely to interfere with attainment of the project's schedule objective?
A. Delays in obtaining required approvals.
B. Substantial increases in the cost of purchased materials.
C. Contract disputes that generate claims for increased payments.
D. Slippage of the planned post-implementation review meeting.
下列哪個(gè)風(fēng)險(xiǎn)事件最可能妨礙項(xiàng)目進(jìn)度目標(biāo)的實(shí)現(xiàn)?
A．在獲得所需批準(zhǔn)時(shí)的延誤。
B．購(gòu)買材料的成本大幅增加。
C．產(chǎn)生增加付款要求的合同爭(zhēng)議。
D．計(jì)劃的項(xiàng)目執(zhí)行后審核會(huì)議的拖期。

13. A project manager is involved in the ABC project. Timelines have slipped for project ABC and he feels there could have been a mistake in the initial time estimate of the project. The following are assumptions that he made when doing the initial schedule using the critical path method (CPM). Which one is incorrect?
A. the project manager estimated each task with a single time estimate.
B. the CPM can have no dummies.
C. the CPM uses only an activity-on-arrow (AOA) diagram.
D. the CPM helps to emphasize cost control and schedule flexibility.
項(xiàng)目經(jīng)理所負(fù)責(zé)的ABC項(xiàng)目的時(shí)間進(jìn)度已經(jīng)拖延，項(xiàng)目經(jīng)理感覺可能項(xiàng)目的最初時(shí)間估算存在問題。以下列出了項(xiàng)目經(jīng)理使用關(guān)鍵路徑方法(CPM)制定最初進(jìn)度計(jì)劃時(shí)所作的一些假設(shè)條件。其中哪項(xiàng)假設(shè)條件不正確?
A．項(xiàng)目經(jīng)理在估算每項(xiàng)任務(wù)時(shí)，只給出了單一一個(gè)估算。
B．關(guān)鍵路徑方法(CPM)沒有虛擬活動(dòng)。
C．關(guān)鍵路徑方法(CPM)僅使用箭線圖(AOA)。
D．關(guān)鍵路徑方法(CPM)有助于強(qiáng)調(diào)成本控制和進(jìn)度靈活性。

14．What is the purpose of the work breakdown structure (WBS)?
A）the WBS allows the project managers to delegate responsibility of all of the project activities
B）the WBS is a narrative description of the work required for the project
C）the WBS describes the total program as a summation of subdivided elements
D）the WBS is a statement of what will be made, how many units will be made, and when they will be made
工作分解結(jié)構(gòu)的目的是什么？
A）工作分解結(jié)構(gòu)允許項(xiàng)目節(jié)能管理分配項(xiàng)目活動(dòng)相關(guān)責(zé)任
B）工作分解結(jié)構(gòu)是項(xiàng)目所需工作的流水性描述
C）工作分解結(jié)構(gòu)以細(xì)分元素稽核的形式描述整個(gè)程序
D）工作分解結(jié)構(gòu)闡明需做工作的內(nèi)容，數(shù)量和時(shí)間

15. The most important element necessary for project control is—
A. Upper management commitment
B. Responsibility over resources
C. Clear requirements
D. Sufficient management reserve
項(xiàng)目控制中最重要的因素是 .
A 上層管理的投入程度
B 對(duì)資源負(fù)責(zé)
C 有明確的要求
D 充足的管理準(zhǔn)備金

16. Most of the project’s budget is expended during—
A. Project plan development
B. Project plan execution
C. Overall change control
D. Project initiation
項(xiàng)目預(yù)算在下列哪個(gè)階段投入最大？
A 項(xiàng)目計(jì)劃制定階段
B 項(xiàng)目計(jì)劃執(zhí)行階段
C 總體變更控制階段
D 項(xiàng)目啟動(dòng)階段

17. The project sponsor told the PM that he wanted to cut the 6 month project to 3 months by doubling the number of resources. The PM was experienced enough to know this would NOT work because of -
A. sunk costs.
B. resource depreciation
C. lost opportunity costs
D. the law of diminishing returns
項(xiàng)目發(fā)起人告訴項(xiàng)目經(jīng)理，他想通過把資源加倍來把為期6個(gè)月的項(xiàng)目減為3個(gè)月。這個(gè)項(xiàng)目經(jīng)理的豐富經(jīng)驗(yàn)使他明白，由于_______，這是不可行的。
A．沉沒成本。
B．資源折舊。
C．損失機(jī)會(huì)成本。
D．收益遞減規(guī)則。

18. What is present value?
A. Value of assets that a company owns
B. Today's value of future cash flows
C. Future value of money on hand today
D. Current value of today's assets adjusted for inflation
什么是現(xiàn)值?
A．一個(gè)公司擁有的資產(chǎn)值。
B．未來現(xiàn)金流量的當(dāng)前值。
C．當(dāng)前手頭貨幣的未來值。
D．經(jīng)過通貨膨脹調(diào)整的目前資產(chǎn)的當(dāng)前值。

19. A cost management plan is an output of which cost management process area?
A. Resource planning
B. Cost estimating
C. Cost budgeting
D. Cost control
成本管理計(jì)劃是哪個(gè)成本管理過程領(lǐng)域的輸出?
A．資源計(jì)劃編制。
B．成本估算。
C．成本預(yù)算。
D．成本控制。

20．What is the process that the project manager uses to coordinate the efforts of workers toward the accomplishment of group (project) goal?
A）integration of skills
B）procurement management
C）leadership
D）problem solving
為了努力完成項(xiàng)目目標(biāo)，項(xiàng)目經(jīng)理經(jīng)常用來協(xié)調(diào)項(xiàng)目人員投入的過程是什么？
A）整合技能
B）采購(gòu)管理
C）領(lǐng)導(dǎo)能力
D）解決問題的能力

21. In order to balance the needs of the many stakeholders involved in your project the most desirable method to achieve resolution of conflicts would be -
A. Compromise.
B. Forcing.
C. Controlling.
D. Confrontation.
為了平衡你項(xiàng)目中眾多項(xiàng)目干系人的需求，達(dá)成沖突解決方案的最渴望的方法是：
A．妥協(xié)。
B．強(qiáng)制。
C．控制。
D．面對(duì)。

22． A company and its seller are in the middle of a long dispute over the costs of terminating the contract. The project manager determines that the only way to resolve the problem is to have it heard and resolved by a neutral party. To accomplish this, the project manager should use a (n)
A. functional resource manager
B. conflict solution expert
C. arbitrator
D. lawyer
一個(gè)公司和它的賣方正處在對(duì)終止合同的費(fèi)用展開的長(zhǎng)期爭(zhēng)論之中。項(xiàng)目經(jīng)理決定解決問題的惟一方法是請(qǐng)一個(gè)中立方來解決。為完成這項(xiàng)工作，項(xiàng)目經(jīng)理應(yīng)該使用：
A．職能資源經(jīng)理。
B．沖突解決專家。
C．仲裁員。
D．律師。

23．Which of the following is most true?
A）because the stake holder’s needs are of utmost importance, the more time spent on stakeholder analysis the better.
B）the communications management plan need neither be formalized nor detailed.
C）an automated PMIS (Project Management Information System) is essential for good project communication.
D）the PM must control all project communication.
下列哪項(xiàng)最正確？
A）由于項(xiàng)目厲害相關(guān)者的需求是極其重要的，所以花在項(xiàng)目厲害相關(guān)者分析上的時(shí)間越多越好
B）溝通管理計(jì)劃不需要正式化也不需要細(xì)化
C）一個(gè)自動(dòng)化項(xiàng)目管理信息系統(tǒng)（PMIS）是良好的項(xiàng)目溝通的基本要素
D）項(xiàng)目經(jīng)理必須控制所有項(xiàng)目溝通

24. In all projects, needs must be tempered by schedule, cost, and resource constraints. Project success depends primarily on—
A. The quality of the schedule and cost control analysis
B. Customer satisfaction
C. Customer compromise in defining its needs
D. Exceeding customer requirements through gold-plating
所有項(xiàng)目中，客戶的要求必須根據(jù)進(jìn)度表、成本和有限的資源進(jìn)行修改。項(xiàng)目的 成功主要取決于： .
A 進(jìn)度表和成本控制分析的優(yōu)劣
B 客戶滿意程度
C 客戶在確定要求時(shí)的折衷態(tài)度 D 通過漂亮的外包裝超額滿足客戶的要求

25. The MOST important reason for stakeholder analysis in preparing a communication management plan is to: .
A． Develop a stakeholder contact database
B． Publish a contact list of all team members for stakeholders
C． Determine the stake holder’s needs
D． Ensure timely distribution of meeting minutes to stakeholders
利害關(guān)系者在擬定溝通管理計(jì)劃進(jìn)行利害關(guān)系者分析的最重要的理由是：
A 開發(fā)利害關(guān)系者聯(lián)絡(luò)數(shù)據(jù)庫(kù)
B 發(fā)表利害關(guān)系者所有項(xiàng)目班子成員的聯(lián)系人名單
C 確定利害關(guān)系者的需求
D 確保及時(shí)向利害關(guān)系者分發(fā)會(huì)議紀(jì)要