第2章項(xiàng)目整體管理習(xí)題21.Yourdepartmentiscurrentlyworkingonfoururgentprojectswhenitisassignedamajornewproject.Tostaffthenewproject,oneofthefoururgentsneedstobeterminated.Thebenefitcostratios(BCR)forthefourprojectsarelisted.Whichwouldyouselectfortermination?A)0.8B)1.1C)0.9D)1.9你的部門正在執(zhí)行4個(gè)緊急的項(xiàng)目,這時(shí)又分配了一個(gè)大型的新項(xiàng)目。為了給新的項(xiàng)目配備人員,前4個(gè)項(xiàng)目必須中止一個(gè)。這4個(gè)項(xiàng)目的成本收益率(BCR)如下,應(yīng)該選擇中止哪一個(gè)?A)0.8B)1.1C)0.9D)1.92.During.initiation.aprojectmanagerisplanningtheupcomingprojectexecutionteammeetings.Whatshouldtheprojectmanagerincludeinthesemeetingsthatwouldhavethebiggestimpactontheproject?A)Reviewoftheactionitemlist.B)Reviewofidentifiedrisks.C)Assignmentoftaskstoteammembers.D)Estimatingcosts.在啟動(dòng)階段,項(xiàng)目經(jīng)理在為將要召開的項(xiàng)目執(zhí)行小組會(huì)議制訂計(jì)劃。這些會(huì)議中應(yīng)包括的、會(huì)對(duì)項(xiàng)目產(chǎn)生最重大影響的內(nèi)容是什么?A)審查活動(dòng)列表。B)審查已識(shí)別的風(fēng)險(xiǎn)。C)給小組成員委派任務(wù)。D)估算成本。3.Whendevelopingtheprojectcharter,anykindoftheorganization'senterpriseenvironmentalfactorsmustbeconsidered.ThismayincludethefollowingEXCEPT______.A)companyreputationB)personneladministrationprocedure,includingtrainingrecordsC)existingfacilitiesandcapitalequipmentD)stakeholderrisktolerances制定項(xiàng)目章程時(shí),必須考慮組織的企業(yè)環(huán)境因素。這可能包括下面的各項(xiàng),除了______。A)公司信譽(yù)B)人員管理程序,包括培訓(xùn)記錄C)現(xiàn)有設(shè)施和固定設(shè)備D)項(xiàng)目干系人風(fēng)險(xiǎn)容忍度4.WhichinformationisNOTfoundintheprojectcharter?A)High-levelprojectdescriptionorproductrequirements.B)Summarymilestoneschedule.C)Stakeholderinfluences.D)Assignprojectmanagerandtypeofprojectorganization.下列哪項(xiàng)信息不在項(xiàng)目章程內(nèi)?A)高層次的項(xiàng)目描述或產(chǎn)品描述。B)概要里程碑進(jìn)度。C)項(xiàng)目干系人影響。D)指定項(xiàng)目經(jīng)理和項(xiàng)目組織類型。5.Forinternalprojects,whoisresponsibletoprovidetheprojectstatementofwork?A)Sponsor.B)Projectmanager.C)Projectmanagementteam.D)Theteam.對(duì)于內(nèi)部項(xiàng)目,誰負(fù)責(zé)提供項(xiàng)目工作說明書?A)發(fā)起人。B)項(xiàng)目經(jīng)理。C)項(xiàng)目管理團(tuán)隊(duì)。D)項(xiàng)目團(tuán)隊(duì)。6.Whichofthefollowingisreasonableinexplainingtheintegration?A)Integrationismakingchoicesaboutwheretoconcentrateresources.Sosacrificeisinevitable.B)Sincetheprojectmanagementsareimplementedbyoverlappinganditeratively,integrationisnecessary.C)“Trade-off”means“giveandtake”.Itisnecessaryindealingwithvariousstakeholders.D)Theprojectdeliverablesarenotintegratedwithongoingoperationsofthecustomer'sorganization.下列哪項(xiàng)關(guān)于整合的解釋是合理的?A)整合是選擇向何處集中資源,因此犧牲是不可避免的。B)既然項(xiàng)目管理是不斷的重疊和重復(fù)執(zhí)行的,因此整合是必要的。C)“權(quán)衡”意味著“給予和索取”。在涉及各個(gè)干系人時(shí),權(quán)衡是必要的。D)項(xiàng)目可交付成果不與客戶組織的日常運(yùn)作進(jìn)行整合。7.Selectthemosteffectivesequenceofthefollowingfouractivitiesininitiatingaproject.(1)Defineprojectphases；(2)Identifystakeholders；(3)Selectaprojectmanager；(4)Developprojectcharter.A)(4)-(1)-(2)-(3)B)(3)-(1)-(2)-(4)C)(4)-(3)-(1)-(2)D)(1)-(2)-(3)-(4)在啟動(dòng)某項(xiàng)目時(shí),下列四項(xiàng)活動(dòng)的最佳順序是?(1)定義項(xiàng)目階段；(2)識(shí)別項(xiàng)目干系人；(3)選擇項(xiàng)目經(jīng)理；(4)制定項(xiàng)目章程。A)(4)-(1)-(2)-(3)B)(3)-(1)-(2)-(4)C)(4)-(3)-(1)-(2)D)(1)-(2)-(3)-(4)8.AKEYactivityinclosingoutaprojectisto______.A)disseminatestatusreportsandriskassessmentB)disseminateinformationtoformalizeprojectcompletionC)monitorthespecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsD)transferalltheprojectrecordstotheprojectowners項(xiàng)目收尾時(shí)的一個(gè)關(guān)鍵活動(dòng)是______。A)發(fā)布狀態(tài)報(bào)告和風(fēng)險(xiǎn)評(píng)估B)發(fā)布消息正式確認(rèn)項(xiàng)目完工C)監(jiān)控具體的項(xiàng)目結(jié)果以確定其是否符合相關(guān)質(zhì)量標(biāo)準(zhǔn)D)把全部項(xiàng)目記錄轉(zhuǎn)交給項(xiàng)目所有人9.Configurationmanagementisatechniquefor______.A)overallchangecontrolB)projectplanexecutionC)scopeplanningD)riskquantification配置管理是______的工具。A)整體變更控制B)項(xiàng)目計(jì)劃實(shí)施C)范圍計(jì)劃編制D)風(fēng)險(xiǎn)量化10.YouworkforaLowerSeoboviancompanythathiresonlyleft-handedpeople.Theentirecompanycultureisbasedonleft-handedness.Thereareleft-handeddesks,left-handedscissors,left-handedpencilsharpeners,andleft-handedcoffeecups.Mostpeopleevengobythenickname“Lefty”.Whenthecompanydecidedtogoglobal,itreplicateditsleft-bandedculturearoundtheworld.Anewmanageroncementionedatastaffmeetingthatitwouldbenicetohaveafewright-handedpeopleinthecompanytogetadifferentpointofviewonthings.Suchdiversitywouldhavewhichofthefollowingimpactsonthiscompany?A)Havenoimpact.B)Causeonlyproblems.C)Eithercauseproblemsorleadtobenefits.D)Cansimultaneouslycauseproblemsandleadtobenefits.你所在的公司有一種特殊的文化,該公司聘用的職員都是左撇子,因此公司文化也具有強(qiáng)烈的左撇子文化的特點(diǎn)。公司的桌子、剪刀、鉛筆刀、咖啡杯都是按照左撇子的習(xí)慣設(shè)計(jì)的。大多數(shù)的人也有一個(gè)“左撇子”的外號(hào)。當(dāng)公司準(zhǔn)備走向全球化的時(shí)候,它在全球范圍內(nèi)推行它的左撇子文化。一位新來的經(jīng)理曾經(jīng)在一次員工會(huì)議上建議招募一些習(xí)慣使用右手的人,可以給組織文化帶來一些不同的觀點(diǎn)。這樣的一種多樣化將會(huì)給公司帶來以下哪種影響?A)沒有影響。B)只會(huì)造成問題。C)要么造成問題要么帶來益處。D)造成問題的同時(shí)給公司帶來益處。11.AprojectshouldbeterminatedforallofthefollowingreasonsEXCEPT:A)Lackofteamsynergy.B)Theprojectnolongermeetsthecompany'sobjectives.C)Theresourcesarenotavailabletocompleteprojectactivities.D)Projectfundinghasbeensignificantlyreduced.由于下述原因項(xiàng)目應(yīng)該被終止,除了:A)團(tuán)隊(duì)缺乏協(xié)作。B)項(xiàng)目不再符合公司目標(biāo)。C)完成項(xiàng)目活動(dòng)所需要的資源不可用。D)項(xiàng)目資金被明顯減少。12.InitiationinputsforaprojectincludeallofthefollowingEXCEPT______.A)productdescriptionB)strategicplanC)projectcharterD)selectioncriteria項(xiàng)目啟動(dòng)時(shí)的輸人包括下列各項(xiàng),除了______。A)產(chǎn)品描述B)戰(zhàn)略計(jì)劃C)項(xiàng)目章程D)選擇標(biāo)準(zhǔn)13.PutsintooverallChangecontrolincludeallofthefollowingEXCEPT______.A)projectmanagementplanB)changerequestsC)changecontrolmeetingsD)workperformanceinformation下列各項(xiàng)都是整體變更控制的依據(jù),除了______。A)項(xiàng)目管理計(jì)劃B)變更請(qǐng)求C)變更控制會(huì)議D)工作績效信息14.AllofthefollowingarecharacteristicsofparametricestimatingEXCEPT______.A)HistoricalinformationB)QuantifiableC)ScalableD)Activitylists下列都是參數(shù)估算的特性,除了______。A)歷史信息B)可以計(jì)量的C)可縮放D)活動(dòng)列表15.Configurationmanagementis______.A)usedtoensurethatthedescriptionoftheprojectproductiscorrectandcompleteB)thecreationoftheworkbreakdownstructureC)thesetofproceduresdevelopedtoassurethatprojectdesigncriteriaaremetD)amechanismtotrackbudgetandschedulevariances配置管理是______。A)用來確保有關(guān)項(xiàng)目產(chǎn)品的描述是正確的、完整的B)創(chuàng)建WBSC)一系列設(shè)計(jì)好的程序用來確保項(xiàng)目設(shè)計(jì)標(biāo)準(zhǔn)被滿足D)一種跟蹤預(yù)算和進(jìn)度偏差的機(jī)制16.Anarrativedescriptionofproductsorservicestobesuppliedundercontractiscalled______.A)theprojectplanB)astatementofworkC)anexceptionreportD)aParetoanalysis一個(gè)支持合同的對(duì)產(chǎn)品或服務(wù)敘述性的描寫文檔被稱為______。A)項(xiàng)目規(guī)劃B)工作說明書C)例外報(bào)告D)帕累托分析17.Youhavecreatedtheprojectcharterbutcouldnotgetitapproved.Yourmanagerandhisbossaskedthattheprojectbeginimmediately.WhichofthefollowingistheBESTthingtodo?A)Setupanintegratedchangecontrolprocess.B)Pushtogetthechartersigned.C)Performanimpactanalysis.D)Startworkononlythecriticalpathtasks.你準(zhǔn)備了項(xiàng)目章程但還沒有被通過,你的經(jīng)理和他的老板要求立刻開始項(xiàng)目,下面哪項(xiàng)是最該做的事情?A)建立一個(gè)綜合變更控制程序。B)推動(dòng)項(xiàng)目章程獲得簽字。C)進(jìn)行一個(gè)影響分析。D)只啟動(dòng)關(guān)鍵路徑上的工作。18.Managinge-businessprojectsfortheconsultingfirm,Milkem＆FleecemInc.,hastakenaheavytoll.Youarewakingupatnightwithcoldsweats,andyouaretravelingsooftenyourchildrenhaveforgottenyourname.Onlythepartnersseemtobemakingmoney.AlthoughyoudreamofprosperingandopeninganartgalleryinSoho,thetrendydistrictillManhattan,youneedtocompleteafinancialanalysisofthepaybackperiodfirst.Suchananalysisidentifiesthe______.A)ratioofdiscountedrevenuesoverdiscountedcostsB)futurevalueofmoneyinvestedtodayC)amountoftimebeforenetcashflowbecomespositiveD)pointintimewherecostsexceedprofit管理米爾肯佛里肯咨詢公司的電子商務(wù)項(xiàng)目使你付出很大的代價(jià)。你常常半夜醒來冒了一身冷汗,而且經(jīng)常出差以至于你的孩子忘記了你的名字?？雌饋硭坪踔挥泻匣锶嗽谫嶅X。盡管你夢(mèng)想能夠發(fā)財(cái)致富并在曼哈頓最時(shí)髦的Soho區(qū)開一間畫廊,但是你必須首先完成投資回收期的財(cái)務(wù)分析,這個(gè)分析提供了______。A)收入貼現(xiàn)對(duì)成本貼現(xiàn)的比率B)今天投資資金的將來價(jià)值C)累計(jì)凈現(xiàn)金流成為正值之前的時(shí)間D)成本超過利潤的時(shí)間點(diǎn)19.Noneofthepeopleonyour15personprojectteamhaveworkedtogetherbefore,anditreallyshows.Theteamcannotseemtogetpastthestormingstage:eachmeetingischaracterizedbydisagreements,debates,andlong-windedexpositionssomeofthemoreverbosemembersofthegroup.Everyoneseemstospeakadifferent“l(fā)anguage”eventhoughtheyareallfromthesamecountry.Conflictsarerampant.Youneedtogetthissituationundercontrolquickly.Therefore,thefirstactionyoushouldtakeisto______.A)holdperiodicgroupmeetingsB)useagroupfacilitatoratthenextmeetingC)performcarefulprojectplanningD)enforcestrictrulesaboutmeetingbehavior你的15人項(xiàng)目團(tuán)隊(duì)中以前誰都沒有共過事。這個(gè)團(tuán)隊(duì)似乎不能度過動(dòng)蕩階段:每次會(huì)議都意見不一,爭論不休,一些噦嗦的團(tuán)隊(duì)成員嘮嘮叨叨地講個(gè)沒完沒了。盡管他們都來自同一個(gè)國家,但每個(gè)人講的似乎是不同的“語言”,沖突很激烈。你必須使這一局面迅速得到控制。因此,你應(yīng)采取的第一個(gè)行動(dòng)是:______。A)定期召開小組會(huì)議B)下次會(huì)議上利用小組調(diào)解員C)認(rèn)真執(zhí)行項(xiàng)目規(guī)劃D)執(zhí)行嚴(yán)格的會(huì)議行為規(guī)則20.Althoughyourinternetstart-upcompanyhasfewprojectmanagementpoliciesandproceduresinplace,itmadeahealthyprofitlastyear.Experience,however,hastaughtyouthatsomecontrolsarerequired,especiallyforprojectsthatchangefrequently.Youwouldliketoestablishachangecontrolsystemforyourcompany,butmustconvinceagroupofmoney-hungry“20somethings”touseit.Tobeeffective,thechangecontrolsystemmustinclude______.A)proceduresthatdefinehowprojectdocumentsmaybechangedB)specificchangerequestsexpectedontheprojectandplantorespondtoeachoneC)performancereportsthatforecastprojectchangesD)adescriptionofthefunctionalandphysicalcharacteristicsofanitemorsystem雖然你的網(wǎng)絡(luò)公司剛剛起步,幾乎沒有項(xiàng)目管理政策和程序,但是去年還是有很可觀的利潤。然而,經(jīng)驗(yàn)告訴你:一定的控制是必要的,尤其是對(duì)于變更頻繁的項(xiàng)目。你試圖為你的公司建立一個(gè)變更控制系統(tǒng),但是一定要說服一群20來歲的、急著掙錢的年輕人接受它。為了保證這個(gè)系統(tǒng)行之有效,變更控制系統(tǒng)必須包括______。A)定義項(xiàng)目文件如何變更的程序B)項(xiàng)目預(yù)期的具體的變更要求及其回應(yīng)計(jì)劃C)預(yù)示項(xiàng)目變更的業(yè)績報(bào)告D)對(duì)于一個(gè)事物或者一個(gè)系統(tǒng)的功能和物理特征的描述21.Inaproject,twoteammemberswereusingdifferentversionsofWBS.Teammemberscouldnotknowthestatusofprojectmanagementplandocuments.ProjectmanagershouldFIRSTcheck______.A)configurationmanagementsystemB)workperformanceinformationC)changecontrolsystemD)informationgatheringandretrievalsystems某項(xiàng)目中,兩個(gè)項(xiàng)目成員使用不同版本的WBS。團(tuán)隊(duì)成員不知道項(xiàng)目管理計(jì)劃文件的情況。項(xiàng)目經(jīng)理首先應(yīng)檢查______。A)配置管理系統(tǒng)B)工作績效信息C)變更控制系統(tǒng)D)信息收集和檢索系統(tǒng)22.WhichofthefollowingisNOTapartoftheprojectmanagementplan?A)Procurementmanagementplan.B)Processimprovementplan.C)Schedulebaseline.D)Resourcerequirementplan.下列哪項(xiàng)不是項(xiàng)目管理計(jì)劃的一部分?A)采購管理計(jì)劃。B)過程改進(jìn)計(jì)劃。C)進(jìn)度基準(zhǔn)。D)資源需求計(jì)劃。23.Astheworld'sleadingsellerofpogostickstoseniorcitizens,yourbusinesshashaditsupsanddowns.Recently,ahigh-pricedconsultantcompletedastudytracingthe“downs”directlytothefactthatyourorganizationisnotalearningorganization.Itseemsthatnoonesharesinformation,andthatpeoplearemanagingprojectsthesamewaytheyweremanagedthreegenerationsago.Youareconvincedthattheconsultant'sadviceiscorrectanddecidetomakesomechanges.Accordingly,yourfirmnowwillconductregularlearningevents.Youhiredachieflearningofficertomakeitallhappen.Herfirstsuggestionaimedatachievingthisgoalistoensurethecompanysupports______.A)projectteammeetingsB)in-progresscustomerreviewsessionsC)kickoffmeetingsD)benchmarkingforums你們公司為老年人生產(chǎn)一種特殊拐杖,公司在業(yè)界處于比較領(lǐng)先的地位,但是公司的業(yè)務(wù)總是時(shí)好時(shí)壞。最近公司花了大血本請(qǐng)了一位顧問對(duì)公司的情況進(jìn)行了跟蹤研究,結(jié)果發(fā)現(xiàn)導(dǎo)致公司業(yè)績不佳的原因在于公司不是一個(gè)學(xué)習(xí)型組織。職員們彼此之間不共享信息,管理項(xiàng)目的方法陳舊不堪。你覺得這個(gè)顧問的調(diào)研結(jié)果是正確的,并決定要采取一些措施。因此,公司現(xiàn)在要經(jīng)常舉行一些學(xué)習(xí)活動(dòng)。你聘請(qǐng)了一個(gè)人來負(fù)責(zé)這件事情。針對(duì)這個(gè)目標(biāo),她提出的第一個(gè)建議就是要確保公司支持______。A)項(xiàng)目團(tuán)隊(duì)會(huì)議B)項(xiàng)目進(jìn)行中的顧客評(píng)估會(huì)議C)項(xiàng)目動(dòng)員會(huì)議D)標(biāo)準(zhǔn)設(shè)定論壇24.Allofthefollowingarecharacteristicsoftheprojectmanagementinformationsystem(PMIS)EXCEPT:A)Itisastandardizedsetofautomatedtoolsavailablewithintheorganizationandintegratedintoasystem.B)Itisusedbytheprojectmanagementteamtosupportgenerationoftheprojectmanagementplan,facilitatefeedbackasthedocumentisdeveloped,controlchangestotheprojectmanagementplan,andreleasetheapproveddocument.C)Itisusedbytheprojectmanagementteamtomonitorandcontroltheexecutionofactivitiesthatareplannedandscheduledintheproject,managementplan.ThePMISisalsousedtocreatenewforecastsasneeded.D)Itisusedbytheprojectmanagementteamprimarilytogeneratepresentationstokeystakeholders.Typically,aseparate,manualsystemisusedfortheintegratedchangecontrolprocess,tofacilitatefeedbackandcontrolchangesacrosstheproject.下列哪項(xiàng)不是項(xiàng)目管理信息系統(tǒng)的特點(diǎn):A)它是將組織內(nèi)可利用的一系列自動(dòng)化的工具集成到系統(tǒng)中。B)項(xiàng)目管理團(tuán)隊(duì)用它來支持編寫項(xiàng)目管理計(jì)劃,推動(dòng)文檔編寫的反饋,控制對(duì)項(xiàng)目管理計(jì)劃的變更,發(fā)布被批準(zhǔn)的文檔。C)項(xiàng)目管理團(tuán)隊(duì)用它來監(jiān)控項(xiàng)目管理計(jì)劃中的活動(dòng)的執(zhí)行,此外它可被用來創(chuàng)立所需要的新的預(yù)測。D)項(xiàng)目管理團(tuán)隊(duì)主要用它來向項(xiàng)目關(guān)鍵干系人生成簡報(bào)。比如,一個(gè)獨(dú)立的手動(dòng)系統(tǒng)用于綜合變更控制系統(tǒng)以推動(dòng)項(xiàng)目反饋和控制變更。25.Aprojectmanagerisfollowinghercompany'sinternalprojectprocedurestofinishaproject.Theseprocedurescallforthecompletionoflessonslearnedbutdonotdescribewhocreatesit.Whoisinvolvedinthecreationoflessonslearned?A)Projectmanager.B)Team.C)Management.D)Stakeholders.一個(gè)項(xiàng)目經(jīng)理遵循公司的內(nèi)部項(xiàng)目程序去結(jié)束一個(gè)項(xiàng)目,這個(gè)程序要求完成經(jīng)驗(yàn)總結(jié),但是沒有描述誰來做。誰需要參與創(chuàng)建經(jīng)驗(yàn)總結(jié)?A)項(xiàng)目經(jīng)理。B)團(tuán)隊(duì)。C)管理者。D)項(xiàng)目干系人。26.Aprojectmanagerhastoresolvetwoproblems.However,bothproblemscanoccurinasingletrial.Inthissituation,whatistheBESTactiontheprojectmanagercantake?A)Developasolutionforeachproblem.B)Developasolutionthatsolvesbothproblems.C)Useastatisticallyindependenttrial.D)N0solutionisneeded,thetwoproblemscanceleachotherout.項(xiàng)目經(jīng)理必須要解決兩個(gè)問題,而且這兩個(gè)問題可能在同一個(gè)實(shí)驗(yàn)中出現(xiàn)。在這種情況下,項(xiàng)目經(jīng)理最好采取哪種行動(dòng)?A)為每一個(gè)問題開發(fā)一個(gè)解決方案。B)開發(fā)一個(gè)解決方案解決兩個(gè)問題。C)使用一個(gè)獨(dú)立統(tǒng)計(jì)實(shí)驗(yàn)。D)不需要解決方案。這兩個(gè)問題互相抵消。27.Aprojectmanagerisworkingonacomplexprojectwithpeoplefromaroundtheworld.Theprojectscheduleisset,butthetasksrequiredetailedintegrationwithothertasksbeingdonebythebuyer.WhatistheBESTthingtheprojectmanagercouldusetocontrolthissituation?A)Workauthorizationsystem.B)Configurationmanagement.C)Historicalinformation.D)Changecontrolboard.項(xiàng)目經(jīng)理負(fù)責(zé)一個(gè)成員來自世界各地的復(fù)雜項(xiàng)目,項(xiàng)目的進(jìn)度表已制定,但許多任務(wù)需要與采購者正在處理的任務(wù)仔細(xì)地整合在一起,項(xiàng)目經(jīng)理最好采用什么方式來控制這種情況?A)工作授權(quán)系統(tǒng)。B)配置管理。C)歷史資料。D)變更控制委員會(huì)。28.Youaretheprojectmanagerforalargegovernmentcontract.Thecontractwassignedayearagoforthisthree-year,multi-milliondollarproject.Youwerenotinvolvedinwritingthecontractorsettingupchangecontrolprocedures,butnowyouarebeinginundatedwithchangerequestsfromtheprojectsponsorandfromyourownseniormanagement.Whatshouldyoudofirst?A)Askseniormanagementtosetasidemoremanagementreservetoavoidpotentialfinancialproblems.B)Tellthesponsorandyourseniormanagementthatanychangesareoutofscopeathispointandcannotbeconsidered.C)Talktoyourlegaldepartmenttomakesureyoudon'tdoanythingillegal.D)Meetwiththeprojectsponsorandseniormanagementtodiscussthisproblemandpotentialsolutions.你是負(fù)責(zé)一個(gè)大型政府合同的項(xiàng)目經(jīng)理。合同一年前簽署,將歷時(shí)3年,涉及數(shù)百萬美元。你沒有參與訂立合同和建立變更控制過程,但現(xiàn)在你面對(duì)著來自出資人和高級(jí)管理層多次的變更申請(qǐng)。首先你應(yīng)該做什么?A)請(qǐng)求高級(jí)管理層撥付更多的管理儲(chǔ)備以避免潛在的財(cái)務(wù)問題。B)告訴出資人和高級(jí)管理層任何變更在此時(shí)都是超范圍的,不予考慮。C)與法律部門討論確定你沒有做任何違法的事。D)會(huì)見項(xiàng)目出資人和高級(jí)管理層來討論這個(gè)問題和可能的解決方案。29.Yourorganizationishavingadifficulttimemanagingitsmanyprojects.Youhavebeenaskedtohelpseniormanagementdecidehowtoproceed.Whatshouldyoudofirst?A)Reviewalloftheorganization'sprojectdocumentstounderstandhowtheymanageprojects.B)Sendaformalmemotoallprojectmanagersrequestingtheirdetailedprojectplansandstatusreports.C)Meetseveralseniormanagersseparatelytogetafeelforwhatisreallyhappening.D)Giveapresentationonbestpracticestoalltheseniormanagers.你的組織在管理許多項(xiàng)目上正遇到困難。要求你幫助高級(jí)管理層決定該如何前進(jìn)。首先你應(yīng)該做什么?A)審查組織的所有項(xiàng)目文檔以便理解他們是如何管理項(xiàng)目的。B)給所有的項(xiàng)目經(jīng)理發(fā)送正式的備忘錄要求他們的詳細(xì)項(xiàng)目計(jì)劃和狀態(tài)報(bào)告。C)分別會(huì)見幾個(gè)高級(jí)經(jīng)理以獲得關(guān)于實(shí)際正在發(fā)生的事情的感受。D)做一次演講,向所有高級(jí)經(jīng)理介紹項(xiàng)目管理的最佳實(shí)踐。30.Preventiveactionis______.A)anythingthatreducestheprobabilityofpotentialconsequenceofprojectriskeventB)anythingdonetobringexpectedfutureprojectperformanceinlinewiththeprojectplanC)anythingreporttokeystakeholderforapprovalD)anythingissuedbytopmanagementtochangetheprojectscope預(yù)防行動(dòng)是______。A)可以減少項(xiàng)目風(fēng)險(xiǎn)事件的潛在后果的可能性的任何事B)為使預(yù)期的未來項(xiàng)目績效與項(xiàng)目計(jì)劃一致所做的任何事C)向關(guān)鍵項(xiàng)目干系人報(bào)告得以批準(zhǔn)的任何事D)由高層管理發(fā)出的變更項(xiàng)目范圍的任何事31.Controllingoccurs______.A)onacontinualbasisthroughouttheprojectB)attheendofeachphaseoftheprojectlifecycletoassessitsSuccessinmeetingprojectobjectivesC)attheendofeachplanningprocessD)onacontinualbasisthroughouttheexecutingprocessandasneededintheotherprocess控制______。A)以持續(xù)不斷的方式貫穿于整個(gè)項(xiàng)目B)在項(xiàng)目生命周期的每個(gè)階段結(jié)束,為評(píng)估其成功是否滿足項(xiàng)目目標(biāo)時(shí)發(fā)生C)在每個(gè)計(jì)劃過程結(jié)束的時(shí)候發(fā)生D)以持續(xù)不斷的方式貫穿于執(zhí)行過程,以及其他過程需要的時(shí)候32.Whichofthefollowingisnotrelatedtocontrolprocessgroups?A)Teamdevelopment.B)Qualitycontrol.C)Benefitcostanalysis.D)Verifyscope.以下哪一項(xiàng)與控制過程組無關(guān)?A)團(tuán)隊(duì)建設(shè)。B)質(zhì)量控制。C)收益成本分析。D)核實(shí)范圍。33.Inyourproject,ifthebenefitcostratioisgreaterthan1,itmeansthat______.A)theratioofprofitstocostisgreaterthan1B)theratioofrevenuetocostisgreaterthan1C)youshouldselectthisprojectfromallothercompetingalternativesD)noneoftheabove在你的項(xiàng)目中,如果收益成本比大于1,意味著______。A)利潤對(duì)成本的比率大于1B)收入對(duì)成本的比率大于1C)你應(yīng)該從所有競爭的項(xiàng)目中選擇這個(gè)項(xiàng)目D)以上選項(xiàng)都不對(duì)34.Yourprojectisverycriticalforthecompanyandmustbecompletedwithin6months.Theprojectcharterhasbeensigned,butscopestatementisnotyetprepared.Managementasksyoutogoaheadwiththeprojectwithoutthescopestatementbeingapproved.Whatshouldyoudo(selectthebestanswer)?A)Refusetoworkontheprojectbecausemanagementisnotfollowingstandardprojectmanagementpractices.B)Sincetimeisofessence,youshouldstarttheprojectwiththeinputsfromprojectcharter.C)Meetthemanagementandmentiontheproblemsyouwillfacewithoutascopestatement.D)Escalatetheissuetotheprojectsponsorandissueariskmemo.你的項(xiàng)目對(duì)公司非常關(guān)鍵,必須在6個(gè)月內(nèi)完成。項(xiàng)目章程已經(jīng)簽字,但項(xiàng)目范圍說明書還未準(zhǔn)備好。管理層希望你在沒有范圍說明書的情況下開始工作,你應(yīng)該做什么(選擇最佳答案)?A)拒絕工作,因?yàn)楣芾韺記]有遵循標(biāo)準(zhǔn)的項(xiàng)目管理實(shí)踐。B)因?yàn)闀r(shí)間很重要,你應(yīng)該根據(jù)項(xiàng)目章程啟動(dòng)這個(gè)項(xiàng)目。C)向管理層說明沒有范圍說明書你可能會(huì)面對(duì)的問題。D)向項(xiàng)目發(fā)起人提出此問題并編寫風(fēng)險(xiǎn)備忘錄。35.Initiatingprocessgroupconsistsoftheprocessesthatfacilitatetheformalauthorizationtosatartanewprojectoraprojectphase.Initiatingprocessesareoftendoneexternaltotheproject'sscopeofcontrolbytheorganizationorbyaprogramorportfolioprocesseswhichmayblurtheprojectboundariesforprojectinputs.Beforebeginningtheinitiationprocessgroup,______.A)ascopemanagementplaniscreatedtodocumenthowtheprojectscopewillbedefined,verifiedandcontrolledB)aprojectmanagementplanisdevelopedC)specificactivitiesthatneedtobeperformedtoproducethevariousprojectdeliverablesaredeterminedD)noneoftheabove啟動(dòng)過程組包含的過程用來正式授權(quán)啟動(dòng)一個(gè)新項(xiàng)目或項(xiàng)目階段。啟動(dòng)過程組通常由項(xiàng)目所在組織通過項(xiàng)目集或項(xiàng)目組合管理來提供輸入。在開始啟動(dòng)過程組之前應(yīng)______。A)創(chuàng)建范圍管理計(jì)劃說明如何定義、驗(yàn)證和控制項(xiàng)目范圍B)完成項(xiàng)目管理計(jì)劃C)定義出一些特定活動(dòng)用來產(chǎn)出不同的項(xiàng)目可交付成果D)以上選項(xiàng)都不對(duì)36.Aspartofmonitoringandcontrolling,projectperformancemustbemonitoredandmeasuredregularlytoidentifyvariancesfromtheplan.AllthefollowingareprocessesinvolvedwithcontrollingEXCEPT______.A)verifyscopeB)riskmonitoringandcontrolC)performancereportingD)qualityassurance作為監(jiān)視和控制的一部分,必須根據(jù)計(jì)劃對(duì)項(xiàng)目績效進(jìn)行有規(guī)律的監(jiān)視和測量。下列所有都屬于控制過程,除了______。A)核實(shí)范圍B)風(fēng)險(xiǎn)監(jiān)視與控制C)績效報(bào)告D)質(zhì)量保證37.Yourmanagementisevaluatingaprojectwhichrequiresaninvestmentof$500,000.Theexpectedinflowis$100,000for1styear,and$300,000foreveryyearafterthat.Whatisthepaybackperiod?A)2years.B)2yearsand4months.C)3years.D)Cannotbedeterminedbecausediscountrateisnotspecified.你的管理層正在評(píng)估一個(gè)項(xiàng)目,該項(xiàng)目要求投資為500000美元,期望的收入流為第一年100000美元,之后每年300000美元。問該項(xiàng)目的回收期?A)2年。B)2年零4個(gè)月。C)3年。D)因?yàn)闆]有提供折現(xiàn)率,無法估算。38.Deliverablesareproducedaspartofaproject.Deliverablesareanyuniqueorverifiableproduct,resultorcapabilitytoperformaservice,andareproducedtocompletea(n)______.A)processB)phaseC)projectD)anyoneoftheabove可交付成果是項(xiàng)目產(chǎn)出的一部分。可交付成果是獨(dú)特的或可驗(yàn)證的產(chǎn)品、結(jié)果或執(zhí)行某種服務(wù)的能力,它的產(chǎn)生標(biāo)志著一個(gè)______的完成。A)過程B)階段C)項(xiàng)目D)上面任意一項(xiàng)39.WebsterDictionarymeaningofauthorityis“powertoinfluenceorcommandthought,opinion,orbehavior”.Asaprojectmanager,yourauthorityisgreatlydependenton______.A)supportfromfunctionalmanagersB)supportfromseniormanagementC)influencingandleadingskillsofaprojectmanagerD)organizationstructure韋氏詞典對(duì)職權(quán)的解釋是“影響或控制思想、觀念或行為的能力”。作為項(xiàng)目經(jīng)理,你的職權(quán)大小在很大程度上依賴于______。A)職能經(jīng)理的支持B)高級(jí)管理層的支持C)項(xiàng)目經(jīng)理的領(lǐng)導(dǎo)技能和影響力D)組織結(jié)構(gòu)40.Qualityaudits,rewardandrecognitionsystemsandinformationgatheringandretrievalsystemsaretoolsfor______.A)executingB)controllingC)initiatingD)planning質(zhì)量審計(jì),獎(jiǎng)勵(lì)機(jī)制,信息收集和檢索系統(tǒng)是______過程的工具。A)執(zhí)行B)控制C)啟動(dòng)D)規(guī)劃41.Acustomerinformedyouthatitispreferabletomakeachangetoacertainaspectoftheproject.Whatshouldyoudofirst?A)Talkwithteammemberstounderstandimplicationofthechange.B)Communicatethechangetomanagementtogettheirinputs.C)Openupachangecontrol.D)Dosizingforthechangeandcommunicatetocustomer.一個(gè)客戶通知你項(xiàng)目的某些方面最好做個(gè)變更,你首先應(yīng)該做什么?A)與團(tuán)隊(duì)成員交流理解這個(gè)變更的影響。B)與管理層溝通這個(gè)變更獲得他們的意見。C)進(jìn)行變更控制。D)分析這個(gè)變更的大小并與客戶進(jìn)行溝通。42.Inyourorganization,youaretheprojectmanageroftheengineeringdepartment.Butifquestionsrelatedtomanufacturingarise,theyarepasseduptotheengineeringdepartmenthead,whoconsultswiththeheadofthemanufacturingdepartment.Oncethemanufacturingheadgetstheanswers,hepassesittheengineeringdepartmenthead,whointurnpassesanswerbackdowntoyou.Theorganizationstructureyouareworkingonis______.A)WeakMatrixB)MatrixC)StrongMatrixD)Functional在你的組織內(nèi),你是工程部門的項(xiàng)目經(jīng)理。但是當(dāng)制造部門出現(xiàn)問題時(shí),他們將問題交給工程部門的領(lǐng)導(dǎo),由他和制造部門的領(lǐng)導(dǎo)進(jìn)行協(xié)商。當(dāng)制造部門的領(lǐng)導(dǎo)有了答案之后,他通過工程部門的領(lǐng)導(dǎo)傳給你。你所在組織的結(jié)構(gòu)為______。A)弱矩陣型B)矩陣型C)強(qiáng)矩陣型D)職能型43.Whichofthefollowingprojects(i.e.ProjectA,ProjectBorProjectC)shouldbeselected?A)ProjectAwithopportunitycostof$100,000andinvestmentof$1,000,000.B)ProjectBwithopportunitycostof$200,000andinvestmentof$500,000.C)ProjectCwithopportunitycostof$300,000andinvestmentof$3,500,000.D)Cannotbedeterminedwithavailableinformation.應(yīng)該選擇下列哪個(gè)項(xiàng)目?A)項(xiàng)目A,機(jī)會(huì)成本為100000美元,投資為1000000美元。B)項(xiàng)目B,機(jī)會(huì)成本為200000美元,投資為500000美元。C)項(xiàng)目C,機(jī)會(huì)成本為300000美元,投資為3500000美元。D)根據(jù)上述信息不能作出判斷。44.Youareintheprocessofdevelopingaprojectcharterforyourprojectandwouldliketouseorganizationalprocessassetsasinputsforthepurpose.AllthefollowingstatementsaboutorganizationalprocessassetsareaccurateEXCEPT:A)Organizationalprocessassetsareorganizedinsimilarwayacrossdifferentapplicationareastoprovideforcommongroundwhilecomparingsimilarparameters.B)Anyandalloftheassetsthatareusedtoinfluencetheproject'ssuccesscanbedrawnfromorganizationalprocessassets.C)Organizationprocessassetsrepresentthelearningofthecompanyfrompreviousprojects.D)Organizationsinvolvedintheprojectcanhaveformalandinformalpolicies,procedures,plans,andguidelineswhoseeffectsmustbeconsidered.你在為你的項(xiàng)目編寫項(xiàng)目章程,可能需要組織過程資產(chǎn)作為輸入。下列所有關(guān)于組織過程資產(chǎn)的說法都是正確的,除了:A)組織過程資產(chǎn)在不同的應(yīng)用領(lǐng)域用相同的方式來組織,用來在共同的方面進(jìn)行比較。B)任何一個(gè)用來幫助項(xiàng)目成功的資產(chǎn)都可以從組織過程資產(chǎn)中得到。C)組織過程資產(chǎn)代表了公司從以往項(xiàng)目中得到的經(jīng)驗(yàn)。D)組織中用于項(xiàng)目的正式或非正式的政策、流程、計(jì)劃和指南必須被考慮。45.Aprojecthasthefollowingcharacteristics:paybackof$2,000,profitof$1,000,projectcostof$800,lifecyclecostof$1,200.Whatisthebenefitcostratiooftheproject?A)2.50.B)1.25.C)1.67.D)0.83.某項(xiàng)目信息如下:收入為2000美元；利潤為1000美元；項(xiàng)目成本為800美元；全生命期成本為1200美元。這個(gè)項(xiàng)目的成本收益率為多少?A)2.50。B)1.25。C)1.67。D)0.83。46.Intheprojectplandevelopment,anexampleofaprojectconstraintmaybe______.A)alump-sumcontractB)aprojectwhosebudgetisstillinthepreliminarystagesC)theuseofhistoricaldataasappliedtothenewprojectD)alistofassumptions在項(xiàng)目計(jì)劃制訂過程中,可能是項(xiàng)目約束的一個(gè)例子是______。A)一個(gè)總價(jià)合同B)一個(gè)預(yù)算仍處于初級(jí)階段的項(xiàng)目C)在新項(xiàng)目中應(yīng)用歷史數(shù)據(jù)D)一系列的假設(shè)47.Aprojectplanningmethodologyisanystructuredapproachusedtoguidetheprojectteamduringdevelopmentoftheprojectplan.Whatisanexampleofthismethodology?A)Standardformsortemplates.B)Uppermanagementinvolvement.C)Functionalworkauthorizations.D)Stakeholdersskills.項(xiàng)目計(jì)劃編制方法論是在項(xiàng)目計(jì)劃開發(fā)階段中,用來指導(dǎo)項(xiàng)目團(tuán)隊(duì)的任何結(jié)構(gòu)化方法。下列哪項(xiàng)是這種方法論的例子?A)標(biāo)準(zhǔn)表格或模板。B)上層管理介入。C)職能工作的授權(quán)。D)項(xiàng)目干系人的技巧。48.Youareinterviewingforthepositionofprojectmanagerinthecompany.Whatisthemostimportantcharacteristicyoushouldbelookingforintheprojectmanager?A)Technicalknowledgeaboutthebusiness.B)Negotiatingandconvincingskills.C)Communicationskills.D)Experienceinyourorganization.你正在面試公司的項(xiàng)目經(jīng)理職位。在你看來,哪項(xiàng)是項(xiàng)目經(jīng)理最重要的特點(diǎn)?A)商業(yè)方面的技術(shù)知識(shí)。B)談判和說服技巧。C)溝通技巧。D)在你組織內(nèi)的經(jīng)驗(yàn)。49.Theorganizationoftheprojectisveryimportantforsuccessfulimplementation.Whichfactordoesnothaveanimpactofdesignoftheprojectorganization?A)Environmentalforces.B)Schedulelimitations.C)Strategicchoices.D)Technologicalfactors.項(xiàng)目采用的組織形式對(duì)項(xiàng)目的成功實(shí)施非常重要。下列哪項(xiàng)因素對(duì)項(xiàng)目組織的設(shè)計(jì)沒有影響?A)環(huán)境影響。B)進(jìn)度限制。C)戰(zhàn)略選擇。D)技術(shù)因素。50.Yourprojectisintheplanningphaseandyouarepaideveryfortnightfortheworktobedoneduringthefortnight.Youhavebeeninformedbytheprojectsponsorthattherehasbeenarevaluationofprojectswithinyourcompanyandyourprojectwillnotbegettinganyadditionalfunding.Inthiscase,youshould______.A)stopworkimmediatelyandreleaseallresourcesB)performappropriateclosurefortheprojectC)decreaseteamsizeD)removenon-criticaltaskstodecreasecost你的項(xiàng)目在計(jì)劃階段,你已經(jīng)支付這兩周T作的費(fèi)用。你被項(xiàng)目發(fā)起人告知:你公司內(nèi)部對(duì)項(xiàng)目進(jìn)行了重新評(píng)估,你的項(xiàng)目將不再獲得另外的資金。在這種情況下,你應(yīng)該______。A)立刻停止工作并遣散所有資源B)為項(xiàng)目執(zhí)行合適的收尾C)減小團(tuán)隊(duì)D)去掉非關(guān)鍵任務(wù)來壓縮成本答案與解析21.[答案]A。[解析]項(xiàng)目的BCR越大越好?，F(xiàn)在你需要終止一個(gè)項(xiàng)目,當(dāng)然終止最差的那個(gè)。2.[答案]B。[解析]識(shí)別風(fēng)險(xiǎn)應(yīng)貫穿于項(xiàng)目的任何階段。3.[答案]A。[解析]其他三個(gè)選項(xiàng)都屬于事業(yè)環(huán)境因素。4.[答案]C。[解析]干系人影響在干系人登記冊(cè)內(nèi)記載。5.[答案]A。[解析]內(nèi)部項(xiàng)目的工作說明書由項(xiàng)目發(fā)起人提供；外部項(xiàng)目的工作說明書可以從客戶那里獲得。6．[答案]B。[解析]由于項(xiàng)目本身的復(fù)雜性、項(xiàng)目干系人需求的矛盾性，項(xiàng)目管理過程的重復(fù)性，導(dǎo)致項(xiàng)目管理者必須進(jìn)行整合。7．[答案]B。[解析]項(xiàng)目經(jīng)理應(yīng)該盡早選定，然后項(xiàng)目經(jīng)理參與確定項(xiàng)目階段，再識(shí)別干系人，最后通過項(xiàng)目章程獲得授權(quán)——因?yàn)轫?xiàng)目章程記載了項(xiàng)目干系人的初始需求。8．[答案]B。[解析]收尾的標(biāo)志是獲得正式的書面收尾文件，選項(xiàng)B最接近；選項(xiàng)A、C屬于監(jiān)控過程組的事情；選項(xiàng)D是不必要的，收尾只需要把最終的產(chǎn)品、成果、服務(wù)移交給客戶即可。9．[答案]A。[解析]配置管理系統(tǒng)是針對(duì)成果的，用來記錄產(chǎn)品或成果的具體版本和變更內(nèi)容，通常包括變更控制系統(tǒng)。10．[答案]D。[解析]多樣化的文化會(huì)帶來一些沖突，同時(shí)增加了看待事物的新觀點(diǎn)，有助于解決問題。11．[答案]A。[解析]用排除法。項(xiàng)目必須符合公司戰(zhàn)略部署，所以選項(xiàng)B會(huì)終止項(xiàng)目；沒有資源或資金項(xiàng)目無法進(jìn)行，所以選項(xiàng)C、D都會(huì)終止項(xiàng)目；而選項(xiàng)A團(tuán)隊(duì)不協(xié)作，可以更換團(tuán)隊(duì)。12．[答案]C。[解析]項(xiàng)目章程是啟動(dòng)過程組制定項(xiàng)目章程的輸出。13．[答案]C。[解析]變更控制會(huì)議是整體變更控制的T具與技術(shù)。