PMP考試模擬試題（一）

1.Buyersuseavarietyofmethodstoprovideincentivestoasellertocompleteworkearly

orwithincertaincontractuallyspecifiedtimeframes.Onesuchincentiveistheuseof

liquidateddamages.Fromtheseller*sperspective,liquidateddamagesarewhatform

ofincentive?

a.Positive

b.Negative

c.Nomi

d.Reverse

e.Risk-prone

買(mǎi)主使用各種方法以使承包商更早的或在某些契約指定時(shí)間框架內(nèi)完成工作。一種方

式是清算賠償金的應(yīng)用，從承包商的觀點(diǎn)看，清算賠償金是那一種類(lèi)型的激勵(lì)？

a.積極地

b.消極地

c.輕微地

d.反面地

e.風(fēng)險(xiǎn)傾向地

2.Paymentbondsareoftenrequiredbythecontractandrequirespecificactionsunder

thestatedconditions.Paymentbondsarespecificallydesignedtoensurethatthe

primecontractorprovidespaymentof-

a.Insurancepremiums

b.Weeklypayrolls

c.Incrementaleamec

d.Subcontractors,laborers,andsuppliersofmaterial

e.Damagesforaccidentscaused

在合同中通常需要付款保函，同時(shí)在所陳述的情況下需要采取特別措施。付款保函是

專(zhuān)門(mén)用于保證為主要承包商提供什么樣的付款-

a.保險(xiǎn)費(fèi)

b.每周的薪水

c.增加所得

d.轉(zhuǎn)包商、勞動(dòng)力和原料供應(yīng)1

e.意外事故造成的損失

3.Whenasellerbreachesacontract,thebuyercannotrecelve-

a.Compensatorydamages

b.Punitivedamages

c.Specificperformance

d.Liquidateddamages

e.Alltheabove

當(dāng)承包商違反合同，購(gòu)買(mǎi)者不能得到?

a.補(bǔ)償性的賠償金

b.懲罰性的賠償金

c.特殊的執(zhí)行

d.清算賠償金

e.上述所有

4.Thecontractingfunctioninanorganizationisconsideredtobedecentralizedwhen-

a.Eachprojectmanagerhascontroloverthecontractingprocessforhisorherproject

b.Theprojectmanagercontrolscontractaward

c.Thecontractingpersonappointedtotheprojectisavailableandundertheproject

manager'sdirectcontrol

d.Contractingistailoredtoasingleproject

e.Allabove

在什么時(shí)候，組織內(nèi)合同的功能可以被分散考慮-

a.每個(gè)項(xiàng)目經(jīng)理都他的/她的項(xiàng)目的合同程序

b.項(xiàng)目經(jīng)理控制著合同的獎(jiǎng)勵(lì)

c.在項(xiàng)目經(jīng)理的直接領(lǐng)導(dǎo)下，可用指定的項(xiàng)目合同人

d.合同針對(duì)單個(gè)項(xiàng)目

e.上述所有

5.Whichofthefollowingtermsrepresentsacontracttypecategory?

a.Fixed-price

b.Cost-reimbursement

c.Unit-price

d.a&b

e.a,b,&c

下列那一個(gè)描述了合同的類(lèi)型？

a.固定價(jià)

b.成本補(bǔ)償

c.單元價(jià)

d.a和b

e.a,b,和c

6.Whichitemisnotabasicelementofacontract?

a.Offer

b.Acceptance

c.Consideration

d.Pricingstructure

e.Legalityofpurpose

下列那一個(gè)不是合同的基本的因素？

a.出價(jià)

b.接受

c.報(bào)酬

d.價(jià)格結(jié)構(gòu)

e.有意圖的法律責(zé)任

7.Threetechniquesusedforprocurementplanningare-

a.Make-or-buyanalysis,expertjudgment,andcontracttypeselection

b.Fixed-price,cost-reimbursement,andunit-pricecontracts

c.Costandscheduleestimates,invoiceprocessing,andcashflowprojections

d.Scopestatement,changemanagement,andmarketinganalysis

e.Contracttypeselection,negotiation,andcashflowprojections

用于采購(gòu)計(jì)劃編制的三種技能是-

a.制造或購(gòu)買(mǎi)的分析，專(zhuān)家判斷和合同類(lèi)型的選擇

b.固定價(jià)、成本補(bǔ)償和單元價(jià)

c.成本和進(jìn)度預(yù)計(jì)、發(fā)票處理和現(xiàn)金流推算

d.范圍描述、變更管理和市場(chǎng)分析

e.合同類(lèi)型選擇、談判和現(xiàn)金流推算

8.Abuyerhasnegotiatedafixed-priceincentivecontractwiththeseller.Thecontract

hasatargetcostof$200,000,atargetprofitof$30,000,andatargetpriceof$230,000.

Thebuyerhasalsonegotiatedaceilingpriceof$270,000andashareratioof70/30.If

thesellercompletesthecontractwithactualcostsof$170,000,howmuchprofitwill

thebuyerpaytheseller?

a.$21,000

b.$30,000

c.$35,000

d.$39,000

e.$51,000

買(mǎi)主正同承包商談一個(gè)固定價(jià)加獎(jiǎng)勵(lì)的合同。合同的目標(biāo)成本是$200,000,目標(biāo)利潤(rùn)

是$30,000,目標(biāo)價(jià)是$230,000。買(mǎi)主也規(guī)定了最高價(jià)是$270,000共享比例是70/30。

如果承包商完成合同時(shí)實(shí)際成本是$170,000,買(mǎi)主要付承包商多少利潤(rùn)？

a.$21,000

b.$30,000

c.$35,000

d.$39,000

e.$51,000

9.Contractsmaybewritteninanyformthatisunderstandableandenforceable,so

projectpersonneloftenattempttobe“creative“indevelopingthecontracfsterms

andconditions.Ifallthefollowingoptionsareavailable,thebestcourseofactionto

meettherequirementsoftheprojectisto-

a.Preqareuniquetermsandconditions

b.Tailoranexistingcontract

c.Usestandardclauseswheneverpossible

d.Avoidusingcontractualdocuments

e.Noneoftheabove

合同可能用可以理解的和強(qiáng)制的形式書(shū)寫(xiě)，所以項(xiàng)目人員常常試圖使用“創(chuàng)造性”完

善合同的條款和條件。如果下列所有的選擇可用，滿(mǎn)足項(xiàng)目的最好的行動(dòng)方針是-

a.準(zhǔn)備獨(dú)特的條款和條件

b.適用一個(gè)現(xiàn)有的合同

c.只要有可能就使用標(biāo)準(zhǔn)條款

d.避免使用合同文件

e.上述都不是

10.Whencostsincreasebecauseofchangesinthescopeofwork,theprojectis

experiencing-

a.Acceleratedcosts

b.Costgrowth

c.Costescalation

d.Costoverrun

e.Costrisk

當(dāng)成本由于工作范圍的變更而增加時(shí)，此項(xiàng)目正經(jīng)歷-

a.加速的成本

b.成本增加

c.成本擴(kuò)大

d.成本超支

e.成本風(fēng)險(xiǎn)

lloCostestimatingcanbebestdescribedbywhichofthefollowing:

a.Theprocessofdevelopingthefuturetrendsalongwiththeassessmentofprobabilities,

uncertainties,andinflationthatcouldoccurduringtheproject.

b.Theprocessofassemblingandpredictingcostsofaprojectoveritslifecycle.

c.Theprocessofestablishingbudgets,standards,andamonitoringsystembywhichthe

investmentcostoftheprojectcanbemeasuredandmanaged.

d.Theprocessofgathering,accumulating,analyzing,monitoring,reporting,andmanaging

thecostsonanon-goingbasis.

以下描述中哪一個(gè)最貼切的描述了費(fèi)用估算：

a.是對(duì)未來(lái)項(xiàng)目進(jìn)行過(guò)程中發(fā)生的可能性，不確定性及夸大性進(jìn)行趨勢(shì)估定的方法

b.是組合并預(yù)計(jì)項(xiàng)目超出其生命周期費(fèi)用的方法

c.是制定預(yù)算，標(biāo)準(zhǔn)及監(jiān)測(cè)系統(tǒng)以衡量并管理項(xiàng)目投資成本的方法

d.是在不斷進(jìn)行的基礎(chǔ)上搜集，分析，檢測(cè)，報(bào)告并管理成本的一種方法

12,Whatisthepurposeoftheworkbreakdownstructure(WBS)?

a.TheWBSallowstheprojectmanagertodelegateresponsibilityofalloftheproject

activities.

b.TheWBSisanarrativedescriptionoftheworkrequiredfortheproject.

c.TheWBSdescribesthetotalprogramasasummationofsubdividedelements.

d.TheWBSisastatementofwhatwillbemade,howmanyunitswillbemade,andwhen

theywillbemade.

工作分解結(jié)構(gòu)(WBS)的目的是

a.WBS允許項(xiàng)目經(jīng)理承擔(dān)所有項(xiàng)目活動(dòng)的責(zé)任.

b.WBS是項(xiàng)目所需工作的文字性描述

c.WBS將整個(gè)程序描述為細(xì)分要素的匯總

d.WBS描述了做什么，做多少以及什么時(shí)候做

13.Whichtypeofprojectcostestimateisthemostaccurate?

a.Preliminary

b.Definitive

c.Orderofmagnitude

d.Conceptual

那一類(lèi)項(xiàng)目成本估算最精確？

a.初步估算

b.最終估算

c.數(shù)量級(jí)估算

d.概念估算

14oWhichofthefollowingtypeofcontractsismostpreferabletothecontractordoingthe

projectwork?

a.Costplusfixedfee

b.Fixedprice

c.Fixedpriceplusincentivefee

d.Bandc

以下那種合同更有利于承包商進(jìn)行項(xiàng)目工作？

a.成本加固定費(fèi)用合同

b.固定價(jià)格合同

c.固定價(jià)格加獎(jiǎng)勵(lì)費(fèi)用合同

d.B和C

150Toassistinbudgetcontrol,itissuggestedthattheestimateoccuratthelevelof

theWBS.

a.Highest

b.Lowest

c.Majorworkeffort

d.Third

為便于預(yù)算控制，建議在WBS的階段進(jìn)行估算.

a.最高

b.最低

c.主要工作成果

d.第三

16oCostVariance（CV）iswhichofthefollowingequations?

a.CV=BCWP-BCWS

b.CV=BCWP-ACWP

c.CV=SV/BCWS

d.Aandc

費(fèi)用偏差的公式為

a.成本偏差（CV）二已完成工作預(yù)算成本（BCWP）-計(jì)劃工作預(yù)算成本（BCWS）

b.成本偏差（CV）=已完成工作預(yù)算成本（BCWP）■完成工作實(shí)際成本（ACWP）

c.成本偏差（CV）二進(jìn)度偏差（SV）除以計(jì)劃工作預(yù)算成本（BCWS）

d.A和c

17oCostcontrolscanbebestdescribedbywhichofthefollowing?

a.Theprocessofdevelopingthefuturetrendsalongwiththeassessmentofprobabilities,

uncertainties,andinflationthatcouldoccurduringtheproject

b.Theprocessofassemblingandpredictingcotsofprojectoveritslifecycle

c.Theprocessofestablishingbudgets,standards,andamonitoringsystembywhichthe

investmentcostoftheprojectcanbemeasuredandmanaged

d.Theprocessofgathering,accumulating,analyzing,monitoring,reporting,andmanaging

thecostsonanon-goingbasis

以下哪一條最貼切的描述了成本控制？

a.是對(duì)未來(lái)項(xiàng)目進(jìn)行過(guò)程中發(fā)生的可能性，不確定性及夸大性進(jìn)行趨勢(shì)估定的方法.

b.是組合并預(yù)計(jì)項(xiàng)目超出其生命周期的費(fèi)用的方法

c.是制定預(yù)算，標(biāo)準(zhǔn)及監(jiān)測(cè)系統(tǒng)以衡量并管理項(xiàng)目投資成本的方法

d.是在不斷進(jìn)行的基礎(chǔ)上搜集，積累，分析，檢測(cè)，報(bào)告并管理成本的一種方法.

18oWhichoneofthefollowingisNOTatrade-offdecisionthatmustbemadeinthe

developmentoftheprojectplan?

a.Whethertouseskilledorunskilledlaborers.

b.Theamountofprofitvendorsshouldmakeversustheprofitothervendorshavereceived

inthepast.

c.Manufacturingin-houseorsub-contractingortthework.

d.Theimportanceofcostversusquality.

以下哪一項(xiàng)不是項(xiàng)目計(jì)劃過(guò)程中可能發(fā)生的換位權(quán)衡的決定？

a.是否使用有技能的勞動(dòng)力或者無(wú)技能的勞動(dòng)力

b.賣(mài)方應(yīng)當(dāng)獲得的利潤(rùn)額同其他賣(mài)方在過(guò)去獲得的利潤(rùn)比較

C.自己制造或者分包

d.成本重要性同質(zhì)量比較

19oTheBCWS=$250,theACWP=$350,andtheBCWP=$200,CalculatetheCostVariance.

a.-$150

b.$150

c.-$50

d.$50

計(jì)劃工作預(yù)算成本（BCWS）=$250,完成工作實(shí)際成本（ACWP）=$350,已完成工

作預(yù)算成本（BCWP）=$200,計(jì)算成本偏差

a.-$150

b.$150

c.-$50

d.$50

20oOneofthetypesofcostestimationisOrderofMagnitude.Thisestimate.

a.Isperfonnedwhendetailedinformationisavailable.

b.Isperformedwhenlittleifanyinformationisavailable.

c.Isusedinthebeginningoftheprojectconceptualization.

d.Bandc

數(shù)量級(jí)估算是費(fèi)用估算的?種.這種估算：

a.當(dāng)有詳細(xì)信息可用時(shí)實(shí)施

b.當(dāng)僅有很少信息可用時(shí)實(shí)施

c.在項(xiàng)目概念化初期運(yùn)用

d.b和c

21oInfixedpricecontractwhichofthefollowingholdstrue?

a.Theselleragreestousehisbestefforttofulfillthecontractwithintheestimatedcontract

amount.

b.Theselleragreestoperformaserviceorfurnishsuppliesattheestablishedcontract

price.

c.Iftheamountofthecontractisexceededthesellerisnotobligatedtoperformfurther

unlessthebuyerincreasesthefunds.

d.Moreriskisplacedonthebuyer.

在固定價(jià)格合同中以下哪一條是正確的？

a.賣(mài)方同意在估算合同總量?jī)?nèi)盡最大努力履行合同

b.賣(mài)方同意在確定的合同價(jià)格上提供服務(wù)或供應(yīng)

c.除非買(mǎi)方提高金額，若超出合同額賣(mài)方不負(fù)責(zé)履行超出部分

d.買(mǎi)方承擔(dān)較大風(fēng)險(xiǎn)

22.Iftheprojectwassupposedtohave$1.000vvorthofworkaccomplished,butonly

completed$850worthofwork,whatistheScheduledVariance?

a.$150

b.$1,500

c.Cannotcalculatefromtheinformationprovided

d..-$150

若項(xiàng)目完成預(yù)計(jì)價(jià)值$1.000,但僅完成$850的工作，則進(jìn)度偏差為：

a.$150

b.$1.500

c.以上資料無(wú)法計(jì)算

d.-$150

23.Usingthetablebelow,whatisthePresentValueofanannualexpenditureof$4,000per

yearoverthenextthreeyearsat10%preyear?

YearPresentValueof$1at10%PresentValueof$1at12%

10.9090.893

20.8260.797

30.7510.712

40.6830.636

a.-$9,608

b.-$7,206

c._$9,944

d.$6,551

運(yùn)用下表，計(jì)算年金流出流量為$4,000三年后的現(xiàn)值（利率10%/年）。

年度$1在10%的利率下現(xiàn)值$1在12%的利率下現(xiàn)值

10.9090.893

20.8260.797

30.7510.712

40.6830.636

a.?$9,608

b.-$7,206

c._$9,944

d.$6,551

24.Theinitialcostofyourprojectis$25,000,whichwillsavethecompany$6,000peryear

forthenextfouryears.Usingtheabovetable.Ifyourcompanywantsa12%ROI,what

istheNPVoftheproject?

a.-$1,000

b._$6,772

c.+$1,758

d.+$6,772

你的項(xiàng)目的初始費(fèi)用為$25,000,而在今后的四年中每年將為公司節(jié)省$6,000,運(yùn)用

上表，若你的公司想獲得12%的投資回報(bào)（ROD,則該項(xiàng)目的NPV凈現(xiàn)值是：

a.-$1,000

b._$6,772

c.+$1,758

d.+$6,772

25.ABCcompanycommonlyusedSumoftheYearsmethodtocalculatedepreciationon

assets.Theypurchasedacomputerwhichcost$15,000,knowingtheycansellitatthe

endofthreeyearsfor$3,000.Howmuchdepreciationistakenthethirdyear?

a.$4,000

b.$2,000

c.$7,500

d.$2,500

ABC公司通常使用年數(shù)和計(jì)折舊法計(jì)算資產(chǎn)折舊。他們購(gòu)買(mǎi)了一臺(tái)價(jià)值$15,000的計(jì)

算機(jī)，在第三年末該機(jī)可以$3,000的價(jià)格出售，則第三年所提的折舊為：

a.$4,000

b.$2,000

c.$7,500

d.$2,500

26.Yourcompanyhasestablishedarewardandrecognitionsystemforitsproject

managementprofessionals.Projectcostperformanceisusedasacriteriontodetermine

rewards.Whatshouldyoudotoensurethatrewardsreflectactualperformance?

a.Considerovertimeworkaspartofthejob

b.Prepareacostbaseline

c.Useearnedvaluemanagementtomonitorperformance

d.Estimateandbudgetcontrollableandmonitorperformance

你們公司為項(xiàng)目管理的專(zhuān)業(yè)人士建立了一套獎(jiǎng)勵(lì)與考評(píng)系統(tǒng)。項(xiàng)目成本業(yè)績(jī)即是決定獎(jiǎng)

勵(lì)的標(biāo)準(zhǔn)之一。為了確保所給出的獎(jiǎng)勵(lì)能真正反映實(shí)際的業(yè)績(jī)，你應(yīng)該采取什么措施？

a.將加班視為工作的一部分

b.設(shè)定一個(gè)成本基線

c.利用掙值管理來(lái)監(jiān)控業(yè)績(jī)

d.對(duì)可控和不可控成本分別做出評(píng)估和預(yù)算

27.Onasmallproject,oneofthevendorsinformsthePMthathewillsubstituteabetter

qualitypipeforthepipeincludedintheinitialplansincethepipeoriginallyquotedis

unavailable.Duetocircumstances,thevendorindicatedtherewouldbenoadditional

costtotheproject.HealsoinformsthePMthat,duetoaslightdelayindeliveryofthe

pipe,hewillworkonanothertaskaheadofschedule.WherewillthePMrecordthese

modifications?

a.WBS

b.Costchangecontrol

c.Scopechangecontrol

d.Projectschedule

e.A&d

在一個(gè)小項(xiàng)目中，一個(gè)供應(yīng)商通知項(xiàng)目經(jīng)理他將用高質(zhì)量的管道替代原有管道，此方案

放到立項(xiàng)計(jì)劃里，因?yàn)楣艿赖脑鹊膱?bào)價(jià)沒(méi)有。鑒于這種情況，供應(yīng)商提出他們不增加

項(xiàng)目成本。他同時(shí)告訴項(xiàng)目經(jīng)理因?yàn)楣艿烙幸稽c(diǎn)延遲，他將做其他超出進(jìn)度的工作。項(xiàng)

目經(jīng)理將把此變更記在那里？

a.工作分解結(jié)構(gòu)

b,成本變更控制

c.范圍變更控制

d.項(xiàng)目進(jìn)度

e.A和d

28.lbintegrateapprovedscopechanges,thePMshouldbeginwith:

a.Approvedbudget

b.Projectschedule

c.Humanresourcerequirements

d.Productdescription

e.WBS

為了綜合的批準(zhǔn)范圍變更，項(xiàng)目經(jīng)理首先應(yīng)當(dāng)開(kāi)始：

a.批準(zhǔn)預(yù)算

b.確定項(xiàng)目進(jìn)度

c.尋找人員

d.產(chǎn)品描述

e.工作分解結(jié)構(gòu)WBS

29.Changerequestsareanintegralpartofaproject,andoneofthewaysaPMcontrols

scopechanges.Changerequestsarearesultof:

a.Changesinqualityofavendor-providedcomponent.

b.Abeneficialchange,whichoccurredafterthescopewasapproved.

c.Anerrororomissionistheproductdescription.

d.A"makeorbuy“decisionwhichwasmodified.

e.Alloftheabove

變更要求是一個(gè)項(xiàng)目的主要部分，也是項(xiàng)目經(jīng)理控制范圍變更的一種方法。變更要求是

一的結(jié)果：

a.變更賣(mài)主提供的成分的質(zhì)量

b.一個(gè)有益的變更，它發(fā)生在范圍被批準(zhǔn)之后

c.產(chǎn)品描述的一個(gè)錯(cuò)誤或遺漏

d.一個(gè)修改的“做或買(mǎi)”的決定

e.上述所有

30.Inaprojectenvironment,functionalmanagersareresponsiblefor:

a.Actingasasoundingboardforclarificationofcriticalissues.

b.Settinggroundrulesandassumptions

c.Outliningtime,costandperformanceconstraints.

d.Identifyinganddevelopingmitigationstrategiesforareasofrisk.

e.Establishingadministrativepolicies

在項(xiàng)目環(huán)境下，功能經(jīng)理的責(zé)任是：

a.充當(dāng)一個(gè)澄清關(guān)鍵問(wèn)題的宣傳媒介

b.設(shè)定基本規(guī)則和假設(shè)

c.勾畫(huà)時(shí)間、成本和執(zhí)行限制的輪廓

d.確定和完善風(fēng)險(xiǎn)范圍內(nèi)的減輕策略

e.建立管理政策

31.Inordertoapproveaproject,managementusingsimple,aswellascomplex,

sophisticatedtoolstodeterminehowtheprojectfitsintoit'sstrategicplan.Whenthe

projectselectionincludesanin-depthanalysis,usingcomplex,sophisticatedtools,isos

consideredtobepartofwhatprojectphase?

a.Implementation

b.Termination

c.Conceptual

d.Operational

e.Noneoftheabove

為了批準(zhǔn)項(xiàng)目，管理層使用簡(jiǎn)單的，但同復(fù)雜技術(shù)的一樣好的，久經(jīng)考驗(yàn)的工具測(cè)量項(xiàng)

目如何滿(mǎn)足它的策略計(jì)劃。當(dāng)項(xiàng)目選擇一個(gè)包含有深層次分析的，復(fù)雜的，久經(jīng)考驗(yàn)的

工具時(shí)，它發(fā)生在項(xiàng)目的那一個(gè)階段？

a.執(zhí)行

b.終止

c.概念上

d.運(yùn)做

e.上述都不是

32.Whatisthemostaccuratemethodofobtainingprojectinformationthatcanreducethe

amountofrisk?

a.Observationsonthecurrentproject

b.Determiningtheriskbyusingbrainstormingtechniques

c.Theuseofhistoricaldatafrompreviousprojectsthatweresimilarinnature

d.Sensitivityanalysis

e.Delphitechnique

那一個(gè)是獲得項(xiàng)目信息以降低項(xiàng)目風(fēng)險(xiǎn)總量的最精確的方法？

a.觀察當(dāng)前項(xiàng)目

b.應(yīng)用集體討論方法決定風(fēng)險(xiǎn)

c.使用以前類(lèi)似項(xiàng)目的歷史數(shù)據(jù)

d.敏感分析

e.Delphi技術(shù)

33.Containedwithinthefirststepofafivestepprocesstodeterminetheriskanalysisofthe

project'sriskevents,aprocessofisperformedtoseeiftheriskshouldbe

includedorexcludedaspartoftheprojectscope.

a.Determiningtheprobability

b.Contingencyeffort

c.Assessingtheconsequencesandseverity

d.Screening

在5步過(guò)程的第一步內(nèi)，下列那一個(gè)過(guò)程是決定項(xiàng)目風(fēng)險(xiǎn)事件的風(fēng)險(xiǎn)分析，它被用于判斷

風(fēng)險(xiǎn)是否應(yīng)當(dāng)作為項(xiàng)目范圍的一部分包括在內(nèi)或不在內(nèi).

a.可能性決定

b.應(yīng)急措施

c.評(píng)估因果關(guān)系和嚴(yán)重程度

d.放映

34.Aprojectof2millionhasanadverseeventthathastheprobabilityof50%ofoccurrence

andapotentiallossof$20,000.Thisrepresentsanexpectednegativevalueof:

a.$100,000

b.$1,000

c.$100

d.$10,000

一個(gè)2百萬(wàn)的項(xiàng)目隱含有一個(gè)不利的影響，它發(fā)生的可能性是50%,潛在損失是2萬(wàn)。

它的預(yù)期負(fù)值是多少：

a.$100,000

b.$1,000

c.$100

d.$10,000

35.Theassignedvaluesofriskforaprojectisbestaccomplishedthroughastructured

methodologythatensuresallprojectelementsareevaluated.Theprojecttoolthatisbest

suitedforthestructuredanalysisoftheprojectriskisthe:

a.Contract

b.Specification

c.Statementofwork

d.Workbreakdownstructure

e.Networkprogrammingdiagram

對(duì)一個(gè)項(xiàng)目，假定的風(fēng)險(xiǎn)值最好是通過(guò)一個(gè)結(jié)構(gòu)的方法論來(lái)完成以便所有項(xiàng)目的因素都被

評(píng)估。用于項(xiàng)目風(fēng)險(xiǎn)的結(jié)構(gòu)分析的最合適的工具是：

a.合同

b.規(guī)范

c.工作描述

d.工作分解結(jié)構(gòu)

e.網(wǎng)絡(luò)規(guī)劃圖

36.Thetotalamountofriskthatiscalculatedforaprojectisfoundby:

a.Multiplyingthesumofeachtheriskstimestheamountatstake

b.Calculatingthecumulativesumoftheprobabilityforeachriskandmultiplyingthisvalue

timestheconsequenceofoccurrenceoftheriskevents

c.Cannotbecalculatedsinceallrisksarenotknown

d.Theamountofprojectreservesavailable

通過(guò)那一種手段來(lái)計(jì)算項(xiàng)目風(fēng)險(xiǎn)的總量：

a.每個(gè)風(fēng)險(xiǎn)的總和乘以風(fēng)險(xiǎn)的價(jià)值量

b,計(jì)算每個(gè)風(fēng)險(xiǎn)的可能性累計(jì)總和同時(shí)轉(zhuǎn)換成價(jià)值乘以風(fēng)險(xiǎn)事件發(fā)生的頻率

c.由于所有風(fēng)險(xiǎn)不確定不能計(jì)算

d.項(xiàng)目的可用的儲(chǔ)備金

37.Bocallshisprojectteamtoquantifyandassesstherisksoftheirproject.Thebenefitsthe

teamwillgainfromthisexerciseincludeallbutwhichofthefollowing?

a.Thoroughlyunderstandtheproject,theassociatedrisksandtheimpactofriskonallparts

oftheproject

b.Developriskmitigationstrategiesfordealingwithissuesidentified

c.Ensureallidentifiedriskissuesareincorporatedintoprojectplanning

d.Identifyalternativeswhichmayexist

玻叫他們的項(xiàng)目組把項(xiàng)目的風(fēng)險(xiǎn)量化和評(píng)估。哪一相不是項(xiàng)目組從這一活動(dòng)中得到的？

a.徹底地了解項(xiàng)目，相關(guān)的風(fēng)險(xiǎn)和項(xiàng)目所有部分的風(fēng)險(xiǎn)的影響

b.進(jìn)一步發(fā)展緩解風(fēng)險(xiǎn)策略以處理已經(jīng)確認(rèn)的問(wèn)題

c.保證所有已經(jīng)確認(rèn)的風(fēng)險(xiǎn)都被統(tǒng)一的考慮在項(xiàng)目的計(jì)劃中

d.確認(rèn)那一個(gè)可能存在的選擇方案

38.Sensitivityanalysisandbrainstormingaretwoofmanydifferentmethodstoidentifyrisk.

Whataretheadvantagesofusingsensitivityanalysis?

a.Theaffectsofvariableswithintheprojectarewellunderstood

b.Itallowsforindependentanswers

c.Managementunderstandsthatthereisarangeofpossibleoutcomes

d.ItprovidesinsightintotheprojectthatthePMmaybelacking

e.A&c

敏感分析和集體討論是許多方法中的兩個(gè)用于識(shí)別風(fēng)險(xiǎn)的方法。使用敏感分析的優(yōu)點(diǎn)是?

a.項(xiàng)目?jī)?nèi)變量的影響能很好的被理解

b.它允許中立的答案

c.管理層知道結(jié)果有一個(gè)可能性范圍

d.它提供了項(xiàng)目經(jīng)理可能缺乏的深入項(xiàng)目的洞察力

e.A和c

39.Duringtheriskanalysisprocess,itisdeterminedthatoneidentifiedriskeventcannotbe

avoided,mitigated,orinsured.Thisriskeventisacriticalitemthatcouldcausethe

projecttofailifitoccurs.Thebestoptionfortheprojectmanageristo:

a.Playdowntheriskandtheteamwillfindameansofovercominganyfailure

b.Placespecialemphasisontheriskeventtointenselymanagethatitemandallinterfacing

items

c.Havetheriskassessmentteamcontinuetoanalyzetheriskeventuntilitreducesthe

expectednegative

value

d.Continuetosearchforaninsurancecompanythatwouldassumetherisk

e.Ignoretheriskassessmentbecauseanyassignedvalueisapointestimatewhichisnever

preciselythe

expectedstateofnature

在項(xiàng)目風(fēng)險(xiǎn)分析過(guò)程中，可以確定一個(gè)識(shí)別的風(fēng)險(xiǎn)事件是不能被避免、減緩或被保險(xiǎn)的。

風(fēng)險(xiǎn)事件是一個(gè)關(guān)鍵的因素，如果它發(fā)生可能導(dǎo)致項(xiàng)目失敗。對(duì)項(xiàng)目經(jīng)理而言最好的選

擇是：

a.降低風(fēng)險(xiǎn)同時(shí)項(xiàng)目組要發(fā)現(xiàn)避免失敗的方法

b.特別地關(guān)注風(fēng)險(xiǎn)事件并積極地管理它們及它們的影響

c.風(fēng)險(xiǎn)評(píng)估組不斷的分析風(fēng)險(xiǎn)事件直到它降低到期望的負(fù)面值

d.不斷的尋找保險(xiǎn)公司以規(guī)避風(fēng)險(xiǎn)

e.忽視風(fēng)險(xiǎn)評(píng)估因?yàn)槿魏我粋€(gè)假定值是一個(gè)估計(jì)點(diǎn)，它從沒(méi)有同估計(jì)值正好相符

40.Theconceptofstandarddeviationisimportantinriskanalysissincestandarddeviation

measuresanestimate'svariability.Therefore,thethestandarddeviationofan

estimate,theitsvariabilityandrisk.

a.Larger,greater

b.Larger,lesser

c.Smaller,greater

d.Smaller,normalcy

在風(fēng)險(xiǎn)分析中標(biāo)準(zhǔn)偏差的概念很重要，因?yàn)樗鼫y(cè)量估計(jì)值的可變性，因此一個(gè)估計(jì)值的

標(biāo)準(zhǔn)偏差越，其可變性和風(fēng)險(xiǎn)越。

a.大，大，

b.大，小

c.小，大

d.小，正常

41.TheProgramEvaluationandReviewTechnique(PERT)isamethodofscheduling

projects.Inthecontextofrisk,PERTisbetterthantheCriticalPathMethodbecauseit

dealswiththeassociatedwith.

a.Logic,costestimates

b.Logic,scheduleestimates

c.Certainty,costestimates

d.Uncertainty,scheduleestimates

e.Certainty,scheduleestimates

計(jì)劃評(píng)審技術(shù)(PERT)是項(xiàng)目進(jìn)度安排的一種方法。在風(fēng)險(xiǎn)的上下關(guān)聯(lián)上，PERT比關(guān)鍵

路徑方法好，因?yàn)樗幚硗年P(guān)系。

a.邏輯，成本估計(jì)

b.邏輯，進(jìn)度估計(jì)

c.確定性，成本估計(jì)

d.不確定性，進(jìn)度估計(jì)

e.確定性，進(jìn)度估計(jì)

42.TheprojectmanagerestablishesariskmodelsthatwillbeusedontheBostonproject.

Theriskmodelshowstheriskeventsandprovidestheprobabilitiesofoccurrence.What

ismissingfromthisriskdesign?

a.Nothing,theriskdesigniscomplete

b.Theriskprobabilitiesneedtobesummedtodeterminethetotalprojectrisk

c.Theriskeventsmustbelabeledasinternalorexternalriskevents

d.TheriskeventsdonotaddressthetechnologyusedbytheBostonproject

e.Theimpactoftheriskontheproject'sobjectiveshasnotbeenassessedandassigned

一個(gè)項(xiàng)目經(jīng)理建立的風(fēng)險(xiǎn)模型將在波士頓項(xiàng)目中使用。風(fēng)險(xiǎn)模型顯示風(fēng)險(xiǎn)事件，提供風(fēng)

險(xiǎn)事件發(fā)生的可能性。那一個(gè)是風(fēng)險(xiǎn)設(shè)計(jì)中所缺少的？

a.沒(méi)有，風(fēng)險(xiǎn)設(shè)計(jì)已經(jīng)完成

b.風(fēng)險(xiǎn)的可能性需要被匯總以決定整個(gè)項(xiàng)目的風(fēng)險(xiǎn)

c.風(fēng)險(xiǎn)事件必須被標(biāo)識(shí)為內(nèi)部和外部的風(fēng)險(xiǎn)事件

d.風(fēng)險(xiǎn)事件沒(méi)有申請(qǐng)用在波士頓項(xiàng)目

e.風(fēng)險(xiǎn)對(duì)項(xiàng)目目標(biāo)的影響沒(méi)有被評(píng)估和假定

43.Performanceofacontractcanbringliabilitiesotherthanthestatedandimplied

warrantyandguaranteethathaveimplicationsofrisk,butareperhapsnotasvisible.

Twooftheseliabilitiesare____andinfringements.

a.Tradesecret,technology

b.Processsecret,advancedtechnology

c.Patent,copyright

d.Tradename,tradesecret

e.Designandfabrication

執(zhí)行合同能帶來(lái)債務(wù)，它同規(guī)定的和隱含的保證和擔(dān)保相比可能會(huì)牽扯到風(fēng)險(xiǎn)，但看不

見(jiàn)。兩種這樣的債務(wù)和被侵害.

a.商業(yè)秘密，技術(shù)

b.過(guò)程的秘密，先進(jìn)技術(shù)

c.專(zhuān)利權(quán)，版權(quán)

d.商品名稱(chēng)，商業(yè)秘密

e.設(shè)計(jì)，制作

44.Thetermdeflectionhasanumberofmeanings,butintermsofpureriskmitigation

strategies,deflectionisaccomplishedby:

a.Performingcontingentplans

b.Contractingtoasub-contractor

c.Allowingtheownertoperformthemitigationstrategysincethecontractorfeelsitwasnot

calledforin

thecontract

d.Allowingthefloatinthescheduletotakecareoftherisk

降低風(fēng)險(xiǎn)有很多含義，但是對(duì)于純風(fēng)險(xiǎn)減輕策略而言，通過(guò)什么可以降低風(fēng)險(xiǎn)：

a.執(zhí)行可能發(fā)生的計(jì)劃

b.同分包商簽約

c.允許業(yè)主執(zhí)行減輕策略因?yàn)槌邪谈械狡畈粫?huì)在合同中

d.在進(jìn)度中允許浮動(dòng)時(shí)間以關(guān)注風(fēng)險(xiǎn)

45.Itispossibletotransferriskthroughtheuseofinsurance.Iftheestimatedprobabilityof

damageoccurringtoanassetis2percent,theinsurancecostis$5,000,andthetotal

worthoftheassetis$300,000,isitworthinsuringtheasset?

a.Thereisnoadvantagesincethecostoftheinsuranceequalsthecostofthepossibleloss

oftheasset

b.Theinsurancecostslessthantheexpectedvalueoftheloss,sothereforeitisbestto

purchasethe

insurance

c.Notdesirablesinceitcostsmoretopurchasetheinsurancethantheexpectedvalueofthe

loss

d.Cannotdetermineforminformationprovided

通過(guò)使用保險(xiǎn)可以轉(zhuǎn)移風(fēng)險(xiǎn)。如果估計(jì)的傷害發(fā)生的可能性是資產(chǎn)的2%,保費(fèi)是$5,000,

全部資產(chǎn)價(jià)值$300,000,此保險(xiǎn)是否值得？

a.沒(méi)有優(yōu)勢(shì)因?yàn)楸ｋU(xiǎn)費(fèi)同可能發(fā)生的資產(chǎn)損失的成本一樣

b.保費(fèi)低于期望的損失值，因此最好執(zhí)行

c.沒(méi)有意義因?yàn)楸ＹM(fèi)比期望的損失值高

d.從提供的數(shù)據(jù)中無(wú)法判斷

46.Leaseandrentalofequipmentforshortperiodsoftimetoperformspecifiedproject

workisacommonpractice.Theequipmentposes___unlessthecontractor(lessor)

a.Norisk,abusestheequipmentbeyondfairusage

b.Norisk,assumestitletotheequipmentduringtheuseperiod

c.Risk,insuresfordamageorloss

d.Risk,deniesliabilityduringtheuseperiod

e.Risk,insuresforthecostoflease,rental,orhire

在短期內(nèi)租設(shè)備以完成特殊的項(xiàng)目工作是常用的方法。設(shè)備引起除非出租人

a.無(wú)風(fēng)險(xiǎn)，濫用設(shè)備超出了正常使用

b.無(wú)風(fēng)險(xiǎn)，在使用期間對(duì)設(shè)備假定權(quán)利

c.有風(fēng)險(xiǎn)，確保損失或傷害

d.有風(fēng)險(xiǎn)，在使用期間拒絕承擔(dān)義務(wù)

e.有風(fēng)險(xiǎn)，確保出租的成本

47.Uncertaintyisoftenusedinconjunctionwiththetermrisk,implyingthatuncertaintyis

risk.Uncertaintyisanunknownsituation,whichmayresultfromalackofinformation

tosufficientlyquantifytheprobabilityof,occurrenceofaneventandtodeterminethe

mostlikelyoutcome.Therefore,anduncertaintythathasapotentialforamajorimpact

onaprojectshouldbe:

a.Assignedariskexposureindexof0.8pendingfurtherresolutionoftheriskexposure

b.Ignoreduntiladditionalinformationcanbeobtainedtoresolvetheactualriskexposure

c.Studiedtodeterminealternativesthatmayhaveahighriskindex,butarefullyunderstood

d.Resolvedbeforeprojectimplementation,butmustberesolvedbeforestartingthatareaof

work

e.Resolvedbeforeprojectimplementationortheprojectmustbedelayedpendingabetter

understandingofthesituation

不確定性通常被用作是風(fēng)險(xiǎn)的術(shù)語(yǔ)，暗示不確定就是風(fēng)險(xiǎn)。不確定是一個(gè)不知道的情形，

它可.能是由于缺乏信息去對(duì)一個(gè)事件發(fā)生的可能性進(jìn)行充分地量化，進(jìn)而推斷最可能的

結(jié)果造成的。因此，不確定在項(xiàng)目中潛在的主要影響應(yīng)當(dāng)是：

a.對(duì)80%將來(lái)風(fēng)險(xiǎn)爆發(fā)的情形指定一個(gè)風(fēng)險(xiǎn)爆發(fā)系數(shù)

b.被忽略直到得到額外的信息去解決暴露出的實(shí)際風(fēng)險(xiǎn)

c.有計(jì)劃的指定一個(gè)有選擇的方法即可能有一個(gè)高風(fēng)險(xiǎn)指數(shù)，但是有足夠的認(rèn)識(shí)

d.在項(xiàng)目執(zhí)行前決定，但是必須在開(kāi)始這部分工作前解決

e.在項(xiàng)目執(zhí)行前解決或推遲項(xiàng)目對(duì)未定狀態(tài)達(dá)成一個(gè)好的諒解

48.Asituationinwhichoneoftwoormoreriskeventswillfollowanact,buttheprecise

natureoftheseeventsmaynotbeknownandtheprobabilitiesoftheiroccurringcannot

beobjectivelyassigned,isthedefinitionof:

a.Certainty

b.Uncertainty

c.Risk

d.Riskadversity

e.Noneoftheabove

49.Aproposedprojectwillhaveaninitialoutlayof$1,500.Attheendofyearone,thereisa

0.3probabilityoflossanda0.7probabilityofa$2,000revenue.Attheendofyeartwo,

thereisa0.4probabilityofa$200lossanda0.6p