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A．收集需求
B．创建工作分解结构
C．实施工作分解结构
D．核实范围

A．Responsible，accountable，to be communicated，to be informed
B．Remote，attached，connected，integrated
C．Risk analysis and caution initiative
D．Randomly accessible cash flow information

A．识别风险
B．规划风险管理
C．监控风险
D．应对风险

A．是允许的，如果其他产品不与本公司产品直接竞争
B．违反了公正价值观的要求
C．违反了责任价值观的要求
D．违反了诚实价值观的要求

A．The contractor's indirect costs will increase and the customer's payment for them will increase，too
B．The contractor's indirect costs will increase but the eLlstomer's payment for them will not increase
C．Neither the contractor's indirect costs nor the customer's payment for them will increase
D．The contractor's indirect costs will not increase but the customer's payment for them will increase

A．实施成本变更控制
B．实施进度变更控制
C．另外选择一个供应商
D．评价新产品是否符合质量要求

A．Change the scope baseline
B．Contact the customer to determine if the change adds value
C．Call a meeting of the change control board
D．Change the project's objectives

A．resource management
B．acquir project team
C．resource leveling
D．staff assignment

A．赶工
B．资源平衡
C．快速跟进
D．并行工程

A．关键链是基于资源约束的关键路径
B．关键链法关注浮动时间管理，关键路径法关注缓冲时间管理
C．关键路径法属于进度网络分析技术，关键链法属于进度压缩技术
D．关键路径法在网络图中增加非工作进度活动，关键链法在网络图中增加虚活动

A．a schedule compression technique that typically includes reducing schedule activity durations and increasing the assignment of resources to schedule activities
B．a schedule compression technique in which phases or activities that normally would be done in sequence are performed in parallel
C．the timely input of data to calculate the critical path
D．equivalent to minimizing float

A．The project sponsor should be leading this kind of meeting
B．They are not following the project communication plan
C．There are too many departments involved in the project
D．The project manager is really managing a program

A．辞职，然后向外界公开你的反对意见
B．辞职，但不公开谈论你的反对意见
C．继续在项目中工作，但私下向媒体透露你的反对意见
D．继续在项目中工作，但私下把你的反对意见透露给其他相关公司

A．整体变更控制只针对较大的变更，而不必针对较小的变更
B．整体变更控制要针对所有变更，无论大小
C．整体变更控制通常由变更控制委员会进行
D．整体变更控制只针对关于项目计划的变更请求，而不针对各种纠正措施建议

A．通常是相似的，会对项目实施产生影响
B．通常是独特的，会对项目实施产生影响
C．通常是相似的，不会对项目实施产生影响
D．通常是独特的，不会对项目实施产生影响

A．出钱入股，并且不让所在公司知道
B．征得所在公司同意后出钱人股
C．出钱入股，然后告诉所在公司
D．为防止利益矛盾，谢绝朋友的邀请

A．conduct further studies and analysis until a more attractive alternative is found
B．disregard the exposure to risk because nothing can be done
C．not performs the activities with risk exposure and save the money which would have been spent on them
D．establish a contingency plan to overcome any adverse activity．which may include a contingency allowance

A．直接从他自己喜欢的咨询公司获取服务
B．采用竞争性招标的方式选择一家咨询公司
C．遵守执行组织关于使用外部服务的规定
D．请管理层推荐一家咨询公司

A．让合同管理员终止合同
B．与卖方商谈合同变更
C．扣留合同进度款直到卖方提供此项服务
D．与卖方一起解决问题

A．documenting the performance measurements
B．reporting changes and updating the project plan and other project documents where appropriate
C．reporting project status timely and regularly
D．documenting the requirements

A．启动
B．规划
C．执行
D．监控

A．项目管理过程组之间以它们所产生的成果相互联系
B．一个过程的输出会成为另一过程的输入或成为项目的可交付成果
C．任何一个项目都需要所有过程组，而且过程组之间的所有相互作用都会在所有项目上发生
D．当项目划分为阶段时，每个过程组都要在每一阶段中重复进行

A．项目经理
B．该财务人员
C．高级管理层
D．财务部经理

A．对风险进行优先级排序
B．确定项目的总体风险级别
C．识别次生风险
D．规划风险应对

A．普通原因与随机原因
B．预防与检查
C．属性抽样与变量抽样
D．公差与控制界限

A．活动清单
B．活动属性
C．活动顺序
D．里程碑清单

A．availability
B．political philosophy
C．ability
D．experience

A．Include the cost of the equipment because it is a known, committed expense in March
B．Do not include the cost of the equipment because it will not be delivered in March
C．Recognize the expense in May when the invoice arrives
D．Recognize the expense when the invoice is processed in June

A．项目很成功，因为实现并超过了原定目标
B．项目不成功，因为项目镀金了
C．项目不成功，因为客户本来应该为额外的功能付款
D．项目很成功，因为成本和工期都未超出计划的要求

A．为偏差寻找非随机原因
B．对这些部件进行返工
C．立即停产
D．按ISO9000标准进行过程改进

A．fast tracking
B．crashing
C．risk management
D．resource leveling

A．授权不能减轻项目经理对该工作的责任
B．应该授权技术专家来发布技术文件
C．在项目经理没空时，应该授权助手去颁发奖励
D．应该基于目标来授权，而不是基于程序来授权

A．2.50
B．1.25
C．1.67
D．0.83

A．product review
B．audit
C．walk through
D．sensitivity analysis

A．Make sure that all exit criteria of the consecutive phase have been met to ensure the flow of communications in a team situation which is more complex by a factor of 2．
B．Make sure that all entry criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical aptness．
C．Make sure that all exit criteria of the previous phase have been met by planning and performing a phase gate meeting to assess technical performance．
D．Restructure your team and delegate tasks in order to ensure the flow of conmunications in a team situation which is more complex by a factor of 4.5．

A．项目A，建设期为2年，净现值为110万美元
B．项目B，建设期为1年，净现值为100万美元
C．项目C，投资回收期为1年，净现值为95万美元
D．项目D，投资回收期为8个月，净现值为94万美元

A．all non-critical tasks
B．only those on the critical path without concern for cost
C．accelerating performance by minimizing cost
D．the critical task with the least cost first

A．an increase in the number of the projects being worked
B．widespread public interest in government cost improvement reports
C．the prevalence of media reports on quality circles and other quality improvement
D．the need to reduce the cost and ensure the performance of products

A．$150
B．$1500
C．Cannot calculate from the information provided
D．-$150

A．The work breakdown structure links process groups
B．Process groups are linked by their planned objectives-the summary objective of one often becomes the detailed action plan for another
C．Process groups are linked by the objectives they produce-the output of one process often becomes an input to another process, or is a deliverable of the project
D．There are no significant links between discrete process groups

A．启动
B．规划
C．执行
D．监控

A．结束项目或阶段
B．结束采购
C．实施质量控制
D．核实范围

A．acting as a sounding board for clarification of critical issues
B．establishing administrative policies
C．outlining time, cost and performance constrains
D．identifying and developing mitigation strategies for areas of risk

A．监控项目工作
B．控制范围
C．实施整体变更控制
D．控制进度

A．Scope change control
B．Scope verification
C．Risk response planning
D．Communications planning

A．特别重要的活动
B．时差为负值的活动
C．时差为正值的活动
D．时差为零的活动

A．Project manager
B．Team
C．Management
D．Stakeholders

A．确保所有变更都经过批准，确保只有经批准的变更才能纳入计划中
B．确保所有变更都经过变更控制委员会的审批，并在批准后纳入计划中
C．确保把项目变更控制在最少的范围内
D．确保只有最重要的干系人才能提出变更请求，并参与对变更请求的审批工作

A．Some group activities, such as developing the WBS。can increase team cohesiveness when that planning activity is structured and facilitated well.
B．Should only be considered after major conflicts within the project team, since they generally waste precious resource time and cause schedule delays.
C．Are particularly valuable when team members operate virtually from remote locations, without the benefit of face-to-face contact.
D．Can vary from a five-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships.

A．Review the scope of work with the stakeholders
B．Create a new change form
C．Remind everyone of the change procedures
D．Ask management for help

A．used when making decisions between alternatives
B．employed principally by the government
C．typically used in the construction industry
D．A and B

A．检查沟通过程
B．向客户了解不满和要求
C．告诉客户不要太挑剔
D．让更能干的团队成员替代玛丽编写报告

A．所有项目的项目生命周期都包括启动、规划、执行、监控和收尾等5个阶段
B．干系人的职责和作用，在整个项目生命周期中通常保持不变
C．随着项目接近完工，项目失败的可能性降低，负面风险的影响也降低
D．即便同一类项目，也可以有不同的项目生命周期阶段划分

A．Try to obtain additional budget and time
B．Improve team communication and availability of high quality data on risks．Use this information to enable you to make well-founded decisions earlier
C．The problem might be the customer disturbing project rhythm．Keep him on distance from the team
D．Apply fast tracking to shorten project duration without additional work

A．cost of poor quality
B．opportunity cost
C．external failure cost
D．appraisal cost

A．a risk register
B．expected monetary value of the risk events
C．corrective actions
D．the plan for mitigation

A．与客户面谈，允诺满足客户的需求
B．审查所有变更，并重新制定项目基准计划
C．通过沟通系统获得足够的关于冲突的信息
D．与项目团队成员一起分析客户的需求

A．Require the deliverable as in the contract
B．Do nothing
C．Contact the contract manager
D．Send a letter requiring the deliverable is met

A．precedence diagramming method
B．activity list
C．arrow diagramming method
D．schedule network templates

A．planning, checking, directing, monitoring, and recording
B．initiating, planning, executing, monitoring and controlling, and closing
C．planning, executing, directing, closing, and delivering
D．initiating, executing, monitoring, evaluating, and closing

A．项目经理
B．项目管理团队中最熟悉具体活动的人
C．职能经理
D．项目管理团队

A．行业协会发布的劳动生产率信息
B．咨询专家的经验
C．项目团队的经验
D．去年某个类似项目的进度计划

A．scope statement
B．statement of work
C．project charter
D．contract

A．portfolio management
B．management by projects
C．management by objectives
D．management by exception

A．Obtain approval from the customer to slip the project
B．Report findings to management
C．Evaluate the alternatives with the team
D．Evaluate the alternatives with the customer

A．Check risk status
B．Check cost performance
C．Determine a management strategy
D．Tell the team your objectives

A．Project B is performing better because it has a higher earned value
B．Project A has schedule slippage and project B is ahead of schedule
C．Crashing project A is a good option
D．Crashing project B is a good option

A．the critical path is reduced
B．the contingency is no longer available
C．no float time is available
D．project resources are reduced

A．妥协
B．强迫
C．撤退
D．面对

A．项目的当前状态
B．项目的风险状态
C．对项目完成情况的预测
D．项目中出现的问题

A．教练型
B．指挥型
C．支持型
D．授权型

A．Provides money to cover uncertainties in the estimate within the defined scope and schedule
B．Money to cover changes in scope
C．Money to cover unforeseen natural disasters
D．A and C

A．knowing the dictated project completion date
B．having the most advanced software package for project planning, scheduling, and control
C．having a good project WBS which identifies the major project deliverables and tasks, and the person responsible for each of them
D．having a well staffed scheduling department

A．They are factors which are considered to be true, real or certain
B．They affect all aspects of project planning
C．They are progressively elaborated
D．They limit the project team's options

A．The process of developing the future trends along with the assessment of probabilities, uncertainties, and inflation that could occur during the project.
B．The process of assembling and predicting costs of a project over its life cycle.
C．The process of establishing budgets, standards, and a monitoring system by which the investment cost of the project can be measured and managed.
D．The process of gathering, accumulating, analyzing, monitoring, reporting, and managing the costs on an on-going basis.

A．专家判断
B．独立估算
C．采购谈判
D．卖方建议书评估技术

A．高级管理层
B．项目经理
C．项目干系人
D．项目经理与项目干系人

A．赶工
B．使用蒙特卡罗方法
C．采用快速跟进方法
D．进行资源平衡

A．确定该行为已经产生不良后果
B．有合理的事实依据
C．召集一个小组对该行为进行讨论
D．确定该行为将对项目目标产生不良影响

A．mutual trust and cooperation
B．generalities and vagueness
C．sincerity and compassion
D．uncertainty and caution

A．提高成本估算的准确性
B．消除通货膨胀的影响，便于成本比较
C．更容易考核项目工作人员的业绩
D．更容易把成本与进度结合起来考核

A．mimic the content of the message
B．probe．then evaluate the content
C．evaluate the content，then advise
D．rephrase the content and reflect the feeling

A．失败成本
B．评估成本
C．内部失败成本
D．外部失败成本

A．在完成活动定义前完成活动资源估算
B．把合适的资源分配到合适的岗位上
C．通过估算成本来调整项目资源计划
D．资源计划是挣值管理的基础

A．项目进度计划
B．项目文件
C．项目管理计划
D．干系人管理策略

A．informing the client at the start of the project of the types of reports they will receive
B．using risk management techniques to identify client issues
C．hiring an expert report writer to prepare standard reports
D．engaging in communications planning

A．绩效报告
B．工作绩效测量结果
C．质量控制测量结果
D．质量核对表

A．Talk with team members to understand implications of the change
B．Communicate the change to the management to get their inputs
C．Open up a change control
D．Do sizing for the change and communicate to the customer

A．to graph what typically focuses on the prevention of a problem
B．to detect the problem
C．to reject the problem
D．to determine the acceptability of the sample

A．开始合同收尾，并要求就新工作签订新合同
B．同意添加新工作，但要求用成本补偿的方式来做
C．拒绝做新工作，因为合同已经完成
D．立即开展新工作，以便维护与买方的良好关系

A．判断项目进度的当前状态
B．确定进度变更是否已经发生
C．管理实际发生的进度变更
D．根据客户需求变更进度计划

A．focuses on starting the project earlier than scheduled
B．is necessary for controlling changes to the project schedule
C．is concerned only with activities that are on the critical path
D．should focus entirely on activities that are difficult to carry out

A．工作绩效信息
B．工作绩效测量结果
C．绩效报告
D．技术绩效测量结果

A．项目经理
B．人力资源部门经理
C．项目团队之外的高级管理者
D．权力高于人力资源经理的PMO成员

A．批准的变更请求
B．确认的变更
C．确认的可交付成果
D．完成的核对表

A．Cost and staffing are low at start，higher towards the end of implementation．and drop rapidly as the project nears completion
B．The probability of successfully completing the project is highest at the start of the project
C．Stakeholders have the most influence on the final characteristics of the product at the end of the project
D．Risk and uncertainty are lowest at the start of the project

A．PERT is superior to CPM
B．PERT estimates are better than Monte Carlo simulation
C．CPM uses 3 estimates on a task(pessimistic, optimistic and most likely)
D．Monte Carlo simulation uses PERT formula

A．固定成本
B．可变成本
C．沉没成本
D．机会成本

A．经质量检查合格的可交付成果才能进行范围核实
B．经范围核实符合要求的可交付成果才能进行质量检查
C．应根据具体需要，先做质量检查或先做范围核实
D．质量检查和范围核实通常可以同时进行

A．divide it by the schedule performance index
B．multiply it by the schedule performance index
C．multiply it by the cost performance index
D．divide it by the cost performance index

A．The team is gold plating
B．These efforts shouldn't be done in meetings
C．Nothing. This is how to meet or exceed customer expectations
D．Nothing. The project manager is in control of the situation

A．risk identification checklists based on historical information and knowledge
B．the project's change control system
C．the project's mission statement
D．the project's budget

A．pre-assignment
B．acquisition
C．staffing management plan
D．negotiation

A．mention to your sponsor that since you are an expert in risk management， there is no need to do qualitative risk management and the team can directly go to quantitative risk management phase．This will also save time since your project is behind schedule
B．agree with your sponsor that not doing qualitative risk analysis may mean some risks will remain unidentified and increase the probability of failure in your project
C．mention to the sponsor that usually in your past experience，qualitative risk analysis was a waste of time and not recommended for this project
D．mention to the sponsor that this is a type of project where qualitative risk analysis is not required．Specific categories of projects do not need qualitative risk analysis

A．The process is tinder contr01．It should not be adjusted
B．A special cause should be investigated，the process should be adjusted
C．The control limits should be adjusted
D．The measuring equipment should be recalibrated

A．It is a deliverable or project work component at the lowest level of each branch of the work breakdown structure
B．It is a summary task at the top level of the WBS
C．It includes the schedule activities required for completion of the deliverable or project work component
D．It includes the schedule milestones required for completion of the deliverable or project work component

A．项目经理的正式权力小于职能经理
B．不同优先级的项目对有限资源的需求矛盾
C．项目团队成员将更在意他们各自的职能经理，而不是他们的项目经理
D．项目经理需要花费更多时间来理解项目干系人的利益优先级

A．theory Y(McGregor model)
B．theory X(McGregor model)
C．Maslow's hierarchy of needs
D．referent power

A．进度活动
B．工作包
C．汇总活动
D．里程碑

A．Time zone differences
B．National and regional holidays
C．Travel requirements for face-to-face meetings
D．Project reporting formats

A．项目成本有所节约、进度有所提前，又必须按原定计划完工
B．项目成本有所超支、进度有所落后，又必须按原定计划完工
C．项目成本有所节约、进度有所落后，又必须按原定日期完工
D．项目成本有所超支、进度有所落后，又必须按原定日期完工

A．按客户的要求办，把目标定在2800人
B．把目标定在3500人，以便能产生最大效益
C．把目标定在2000人，以便尽量减少风险
D．与客户见面，了解把目标定为2800人的理由

A．bottom-up estimating
B．frequently used to estimate project duration when there is a limited amount of detailed information
C．similar to multiple duration estimating
D．deductive estimating

A．技术绩效测量
B．偏差和趋势分析
C．风险审计
D．风险再评估

A．via daily status reports
B．through approved documented forms
C．by written and oral communication
D．through the formal chain of command

A．对关键路径进行了快速跟进
B．进一步分解了关键路径的工作
C．对关键路径进行了资源平衡
D．对关键路径进行了赶工

A．Historical relationships
B．Analogous
C．Bottom-up
D．Parametric

A．索要项目工作说明书(SOW)
B．制定项目章程
C．制订项目计划
D．按管理层的要求开始执行

A．项目启动阶段开始时
B．项目启动阶段结束时
C．项目规划阶段开始时
D．项目规划阶段结束时

A．专家判断
B．自下而上估算
C．参数估算
D．三点估算

A．Initiation process
B．Planning process
C．Execution process
D．Controlling process

A．It is based on the project cost estimates, and is separate from the project plan
B．Can establish variance thresholds for costs or other indicators
C．May be formal or informal, highly detailed or broadly framed
D．Documents the cost management processes and their associated tools and techniques

A．work breakdown structure (WBS)
B．resource breakdown structure (RBS)
C．project scope statement
D．schedule delays control plan

A．At the end of the project
B．At the beginning of the project
C．During each phase of the project
D．During planning

A．Project selection methods
B．Additional planning
C．Corrective action
D．Project management information system

A．resource requirements
B．projeet document updates
C．activity lists
D．constraints

A．干系人的数量很少时
B．需要用渐进明细的理念来开发需求时
C．干系人不愿或不能说明他们的需求时
D．需要组建焦点小组时

A．the sub-project level
B．the level determined by the project office
C．a level allowing for adequate estimates
D．the cost center level

A．parametric estimation
B．create WBS
C．feasibility analysis
D．benefit-cost analysis

A．项目管理知识体系指南(A Guide to the Project Management Body of Knowledge)
B．PMI道德与专业行为规范(PMI Code of Ethics and Professional Conduct)
C．PMI PMP专业行为规范(PMI PMP Code of Professional Conduct)
D．PMI会员道德准则(PMI Mereber Code of Ethics)

A．鼓励个人充分发展自己的个性
B．鼓励个人保留和坚持自己的意见
C．在整个职业范围内建议对合理行为的共同理解
D．鼓励项目管理工作者获得资格证书

A．the ratio of profits to cost is greater than 1
B．the ratio of revenue to cost is greater than 1
C．you should select this project from all other competing alternatives
D．none of the above

A．鼓励他们继续争论，以求得最好的保护方法
B．要求他们采用折中的保护方法
C．强行要求采用某种保护方法
D．要求他们征求其他成员的意见

A．成本偏差，代表着成本超支
B．应该由客户负担的额外成本
C．可以向发起人申请的资金补偿
D．不能影响项目继续与否的决策的沉没成本

A．外部逻辑关系
B．选择性逻辑关系
C．软逻辑关系
D．硬逻辑关系

A．project's records
B．project files
C．project quality management plan
D．lessons learned documentation

A．Give your team members some time to develop a common understanding of the project scope and product scope. Upcoming interface problems may be resolved later.
B．Use the risk management processes to identify and assess risks caused by misunderstandings and develop a plan with measures in order to respond to them.
C．Organize meetings to identify and resolve misunderstandings between team members in order to early avoid interface problems, disintegration and costly rework.
D．Use interviews in private with each individual team member to inform them of your expectations and your requirements in an atmosphere of confidence.

A．正式口头沟通
B．正式书面沟通
C．非正式口头沟通
D．非正式书面沟通

A．确保会议按既定议程进行
B．确保在会议结束前解决这些争执和冲突
C．鼓励与会者充分发表意见
D．按原定时间结束会议

A．configuration management system
B．work performance information
C．change control system
D．information gathering and retrieval systems

A．higher than the cumulative AC
B．higher than the cumulative PV
C．lower than the cumulative PV
D．lower than the cumulative CPI

A．项目质量管理工作
B．实施质量保证过程
C．实施质量控制过程
D．规划质量过程

A．identify the level at which individual WBS elements are found
B．identify configuration management milestones
C．estimate the costs of WBS elements
D．provide project justification

A．控制图
B．标杆对照
C．流程图
D．实验设计

A．Initiating
B．Planning
C．Executing
D．Monitoring and controlling

A．组织的工作授权系统
B．嘉奖证书、新闻报道、额外待遇
C．组织结构与组织文化
D．过去项目所积累的风险数据库

A．组织内的其他部门
B．顾问
C．项目管理团队
D．干系人，包括客户或发起人

A．删去计划中的项目名称和有关的名称后，把计划提交给教授
B．征得项目所在公司管理层的书面许可后，把计划提交给教授
C．拒绝把计划提交给教授
D．直接把计划提交给教授

A．制订项目管理计划
B．实施整体变更控制
C．规划风险管理
D．规划采购

A．Determining which risks might affect the project and documenting their characteristics
B．Identifying，analyzing and planning for newly arising risks
C．Deciding how to approach and conduct risk management activities for the project
D．Assessing the priority of identified risks using their probability of occuring

A．$75000
B．$37500
C．$212500
D．$14500

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

A．Discuss it with the project team
B．Recalculate baselines
C．Renegotiate the contract
D．Meet with the customer

A．Problem solving
B．Avoidance
C．Compromise
D．Forcing

A．create a scope management plan to document：how the project scope will be defined, verified and controlled
B．develop a project management plan
C．determine specific activities that need to be performed to produce the various project deliverables
D．facilitate the formal authorization to start a new project

A．actual cost(AC)+budgeted cost(BC)
B．actual cost(AC)+estimate to complete(ETC)
C．budgeted cost(BC)-actual cost(AC)
D．actual cost(AC)-planned value(PV)

A．Project management plan
B．Requested changes
C．Project scope statement
D．Work performance information

A．项目经理的有效沟通可以缩小上下级之间权力距离
B．清楚地了解每一个团队成员的需求和期望是项目经理的职责
C．项目经理在会见员工时应该充分使用自己的职位权力
D．项目团队成员可以跨越直接上级与项目经理直接沟通

A．实验设计
B．标杆对照
C．过程改进
D．统计抽样

A．职能型
B．矩阵型
C．项目型
D．弱矩阵型

A．enterprise environmental factors
B．organization hierarchy
C．informal reporting relationships
D．all of the above

A．Confronting
B．Problem solving
C．Compromise
D．Smoothing

A．it is the original approved plan
B．it includes approved scope changes
C．it is useful in detecting project variances
D．it is useful in preparing the WBS

A．should be delayed until the project is completed
B．should determine the correctness of the work results
C．should establish and document the level and extent of completion
D．will form the basis of the project audit

A．提高项目干系人对项目将要达到质量要求的信心
B．进行过程持续改进，减少非增值活动
C．消除导致质量不合格的原因
D．重新评价质量标准，确保质量标准的可行性

A．hold periodic group meetings
B．use a group facilitator at the next meeting
C．perform careful project planning
D．enforce strict rules about meeting behavior

A．The ability to read reports written in many different languages
B．The ability to succeed in a cross cultural environment
C．The ability to develop intenationally accepted contracts
D．The ability to communicate using drawings and pictograms which are understood all over the world

A．把该风险的影响通知管理层和客户
B．进行定性风险分析
C．制定风险缓解措施
D．增加应急储备

A．项目团队成员对于项目有不合理的要求
B．高级管理层对项目的支持力度不够
C．不同的干系人对于项目有不同的要求
D．职能型组织结构不适用于这类大型项目

A．master schedule
B．hammock
C．WBS
D．hanger

A．Float
B．Resources
C．Cost
D．Schedule

A．assessing overall project performance
B．checking the quality of specific project deliverables
C．provided to the project management team
D．provided to the project sponsor

A．工作分解结构第六层的要素
B．通常可以在80小时以内完成
C．便于足够详细地估算成本与持续时间
D．可以进一步分解为活动

A．识别干系人和实施采购
B．识别风险和实施采购
C．规划采购和实施采购
D．实施采购和管理采购

A．使团队中的认可与奖励工作有据可依
B．团队成员对团队中的可接受行为有一致的认识
C．更好地开展培训工作
D．更好地控制团队建设活动

A．监督项目的范围状况，管理范围基准的变更
B．确保所有工作都被完成，并在此基础上尽量多做一些工作
C．监控范围变更可能给项目进度、成本和质量带来的影响
D．确保只有得到授权的人才有资格提出范围变更请求

A．成本绩效指数
B．进度绩效指数
C．关键比率
D．项目的范围变更

A．audit
B．inspection
C．testing and measuring
D．screening

A．$32500
B．$25000
C．$7500
D．-$7500(i.e. loss of $7500)

A．拒绝卖方的索赔要求，并调查团队成员为什么索要这份报告
B．请团队成员提出变更请求，以便把该报告加进合同中
C．向卖方支付费用补偿，并采取合理措施
D．防止团队成员以后再索要类似报告

A．Lighting and heating for the corporate office
B．Workers compensation insurance
C．Piping for an irrigation project
D．A and B

A．Project team
B．Sponsor
C．Project architect
D．Project manager

A．Create updates to risk response plan
B．Create a revised project plan
C．Perform risk response audits
D．Perform updated risk identification and analysis

A．Initiating
B．Planning
C．Executing
D．Monitoring and controlling

A．refers primarily to the manner in which the project manager and the various functional contributions to the project manage their time on a daily basis
B．should not be emphasized because it develops a "clock-watching" mentality in the project team
C．consists of four overlapping processes, planning, estimating, scheduling, and controlling
D．consists of two overlapping processes, planning and controlling

A．specification
B．baseline
C．work package
D．work breakdown structure element

A．正式验收可交付成果
B．审查项目范围文件的正确性
C．检查可交付成果的技术正确性
D．发现项目范围偏差，管理项目范围基准变更

A．Administrative closure
B．Contract closure
C．Project executing
D．Planning

A．encourager, initiator, and gatekeeper
B．information giver, devil's advocate, and clarifier
C．withdrawer, harmonizer, and blocker
D．summarizer, recognition seeker, and information seeker

A．储备分析
B．PERT估算
C．卖方投标分析
D．成本汇总

A．work performance information
B．quality management plan
C．quality checklists
D．PERT chart

A．Ensuing the project stays on track
B．To have a good WBS
C．To satisfy the customer
D．To assist in developing the upper management reports

A．chart of account
B．WBS dictionary
C．WBS structure template
D．earned value management reports

A．Report your evaluation to the upper management
B．Have a team meeting to find the alternatives to meet the project schedule
C．Meet the previous project manager and turn the project back
D．Execute the project as planned by the previous manager

A．is performed when detailed information is available
B．is performed when little if any information is available
C．is used in the beginning of the project conceptualization
D．B and C

A．面对
B．缓解
C．撤退
D．强制

A．when the product of the project is completed to ensure that no defects exist
B．throughout the project life cycle
C．during the closeout phase but before final acceptance by the customer
D．as desired by the quality assurance department