A.The project manager performs all estimates
B.Incorporate each individual worker’s estimates
C.Acquire expert estimates
D.There is no way to determine the duration
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A.by written and oral communication.
B.via a weekly status report.
C.through the formal chain of command.
D.with approved template forms.
A.To gain the client’s acceptance of the detailed design
B.To verify mutual understanding of project resources
C.To verify mutual understanding of the detailed project plan
D.To verify mutual understanding of targeted product performance
E.To verify mutual understanding of the tests that will be done after the product is completed
A.WBS （Work Breakdown Structure）.
B.cost benefit analysis.
C.requirements specifications.
D.narrative description of the work to be accomplished.
A.Up to 5
B.Up to 10
C.Up to 15
D.Up to 20
A.Probability-Impact matrix
B.Pareto chart
C.R-Chart
D.PERT （Program Evaluation and Review Technique） analysis
A.Requiring stakeholders to sign-off on project plan components
B.Requesting input from all stakeholders during the planning process
C.Providing an open line of communication regarding the project
D.Clearly illustrating how the project relates to the company’s objectives
A.Historical information
B.Use of outside vendors
C.Change control processes
D.Human resource skill level requirements
A.Evaluate phase exit milestones using sufficiency criteria
B.Flexible entry and exit criteria to minimize schedule delays
C.Quality measures reported only to the project steering committee
D.Many work teams with few members to maximize the number of deliverable hand-offs
A.The high level budget estimates are inaccurate
B.The organizational spending plan is inaccurate
C.The budget is not aligned with the spending plan of the organization
D.The detailed bottom up budget will need to be adjusted
A.Provide resources to a project
B.Request requirements changes
C.Resolve team conflicts
D.Control the project budget
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