1 Which of the following can be tracked using the WBS?

　　A time

　　B cost

　　C performance

　　D scope

　　E None of the above.

　　ans:D

　　2 Which of the following are types of status reports?

　　A document, variance, trend and exception

　　B cost, trend, schedule and acquisition

　　C cost, schedule, technical performance

　　D analysis, cost, performance and schedule

　　E All of the above.

　　ans:C

　　3 You have been assigned as a project leader and must first review the statement of work provided by the customer. Which of the following is most often overlooked?

　　A Data item deliverables

　　B Customer-furnished equipment and facilities

　　C Long-lead procurement items

　　D Customer-imposed milestones

　　E Other subcontractor interface requirements

　　ans:A

　　4 During the planning phase of a project, you realize that more than one functional department possesses the skill and technical know-how to perform a given task. The best way for the project manager to handle this would be to:

　　A Make the decision, document it in the linear responsibility chart, and distribute the chart to all departments.

　　B Let the affected line groups decide among themselves who will perform the work

　　C Ask the executive sponsor to make the decision

　　D Allow each line group to perform part of the task

　　E All of the above

　　ans:B

　　5 The most common definition of project success is:

　　A Within time

　　B Within time and cost

　　C Within time, cost and technical performance requirements

　　D Within time, cost, performance and accepted by the customer/user

　　E None of the above

　　ans:D

　　6 The scope of a project can be expected to change if:

　　A The project manager must provide cost estimates without having a design concept

　　B Oversimplification （underestimating） of the nature of the work occurs

　　C The project manager is assigned after the project is defined, and the cost and schedule are approved

　　D A clear objective is not provided

　　E All of the above are possible based upon the situation

　　ans:E

　　7 The most common non-behavioral reason for projects being completed behind schedule and over budget is:

　　A Selecting the wrong person as the project manager

　　B Selecting the wrong person as the sponsor

　　C Accepting a high-risk project

　　D Ill-defined requirements

　　E All of the above

　　ans:D

　　8 The appointment or selection of a project sponsor is often based upon:

　　A The strategic importance of the project

　　B Who the customer is

　　C Whether the organization is project or non-project-driven

　　D The profitability of the project

　　E All of the above

　　ans:E

　　9 The “rolling wave” or “moving window” concept is used most frequently on projects where:

　　A The baseline is frozen for the duration of the project and no scope changes are permitted

　　B Marketing is unsure of what the customer actually wants and reserves the right to make major scope changes

　　C The low levels of the work breakdown structure are known with certainty for the next three to six months, but the remaining tasks are based upon the results of the first three to six months of work

　　D Networking techniques are not appropriate

　　E All of the above

　　ans:C

　　10 Interfacing with the customer after project go-ahead is the responsibility of:

　　A Project sponsor

　　B Project team

　　C Project manager

　　D Functional manager

　　E All of the above are possible, based upon the size and complexity of the project

　　ans:C

　　11 Using the WBS shown in the Special window, a typical work package would be:

　　A Software development

　　B Systems design

　　C Coding

　　D A, B, and C

　　E None of the above.

　　ans:E

　　12 Feasibility studies evaluate alternatives in terms of

　　A Cost-effectiveness

　　B Ease of performance

　　C Risk

　　D Safety

　　E All or part of A through D

　　ans:E

　　13 Project tradeoffs are usually made by comparing _____ and constraints.

　　A Time, cost, and quality

　　B Time, risk, and quality

　　C Risk, quality, and manpower availability

　　D Cost, quality, and technical performance

　　E Cost, quality, and risk

　　ans:D

　　14 The degree to which a company accepts and utilizes project management is often dependent upon the _____ and _____ of the project.

　　A Competition, dollar value

　　B Type of industry, manpower requirements

　　C Size, nature

　　D Quality requirements, manpower requirement

　　E Type of industry, risk

　　ans:C

　　15 Project management provides organizations with a methodology to:

　　A Become more efficient and effective in accomplishing goals that cannot be handled well by the traditional structure

　　B Manage high risk repetitive work

　　C Provide clients with multiple points of contact

　　D Provide guidance in accomplishing repetitive activities

　　E All of the above

　　ans:A

　　16 Configuration （baseline） control monitors performance against the

　　A scope baseline

　　B original schedule

　　C original budget

　　D All of the above.

　　E None of the above.

　　ans:A

　　17 A summary WBS is usually developed in the

　　A Conceptual phase

　　B implementation phase

　　C planning phase

　　D close-out phase

　　E All of the above phases

　　ans:A

　　18 A project may be defined as _____

　　A an integrated approach to managing projects

　　B a coordinated undertaking of interrelated activities.

　　C a group of activities directed by a project manger over a life cycle

　　D an undertaking with a defined starting point and defined objectives

　　E All of the above.

　　ans:D

　　19 Approval to proceed is normally made at the end of the _____ phase of a typical project.

　　A conceptual

　　B development

　　C implementation

　　D execution

　　E close-out

　　ans:A

　　20 Lessons learned are most often based upon project historical records. Lessons learned can be used to:

　　A See what mistakes others have made

　　B See how others have solved problems

　　C Predict trends, highlight problems and identify alternatives

　　D All of the above

　　E A and B only

　　ans:D