PMBOK指南(第5版)第五章習(xí)題

1、1A new project manager is planning a complex hardware installation project. The team consists of 13 people who are experts in their fields. The project manager does not want to micromanage the project. How far should he decompose the work?A. As small as possible because the work is complexB. As larg

2、e as possible because he is dealing with expertsC. To 1000-hour tasks because he is dealing with expertsD. To about 80-hour tasks because it will make the work less complex1. 一個新項目經(jīng)理正在規(guī)劃一個復(fù)雜的硬件安裝項目。這個團隊由13名成員組成，他們都是各自領(lǐng)域的專家。這個項目經(jīng)理不想管理此項目所有細節(jié)。他需要將工作分解到何種程度？A 因為項目很復(fù)雜所以要盡可能細B 盡可能分解的要大，因為他在與專家們合作C 分解到100

3、0小時的任務(wù)，因為他在與專家們合作D 分解到80小時左右，因為這樣可以減少工作復(fù)雜程度2The customer wants to make a major change to the scope of work when the project is mostly complete. The project manager should?A. Make the changeB. Inform the customer of the impact of the changeC. Refuse the changeD. Complain to management2. 項目快要完成時客戶想對工作

4、范圍作一大的變更。項目經(jīng)理應(yīng)該：A進行變更B將變更造成的影響通知客戶C拒絕變更D向管理當(dāng)局抱怨3. A client has asked you to add scope of work to the project. The project is under budget and a little ahead of schedule. What should you do?A. Approve the changeB. Let the client know the effects of the change on the projectC. Ask approval from the sp

5、onsor for making the changeD. Get approval from the configuration change board3. 客戶要求你增加項目的工作范圍，此項目在預(yù)算之內(nèi)進度稍微提前。你應(yīng)該做什么？A批準(zhǔn)這個變更B讓客戶知道變更對項目的影響C請求項目投資人批準(zhǔn)此變更D從配置管理委員會獲得批準(zhǔn)4The project is mostly complete. However, the customer wants to make a major change to the scope of work. The project manager should:A.

6、 meet with the project team to determine if this change can be made.B. ask the customer for a description of the change.C. explain that the change cannot be made at this point in the process.D. inform management.4. 項目大部分已完成，然而客戶希望進行一個范圍工作的大的變更，項目經(jīng)理應(yīng)該：A 會見項目團隊確定是否進行此變更B 請客戶描述變更內(nèi)容C 說明在項目的這一點不能進行變更D 告知

7、管理層5A key attribute of validating scope is:A. Improved cost estimatesB. Customer acceptance of project effortsC. Improved schedule estimatesD. An improved project management information system5. 確認(rèn)范圍的一項重要特點是:A改進的成本估算B客戶對項目所做工作的接受C改進的進度估算D完善的項目管理信息系統(tǒng)6.Validate ScopeA. Improves cost and schedule accur

8、acy, particularly on projects using innovative techniques or technologyB. Is the last activity performed on a project before handoff to the customer?C. Documents the characteristics of the product or service that the project was undertaken to createD. Differs from quality control in that validate sc

9、ope is concerned with the acceptance not the correctness-of the work results6. 確認(rèn)范圍A提高了成本與進度計劃的準(zhǔn)確性，尤其是在項目中利用創(chuàng)新技術(shù)或方法B項目在轉(zhuǎn)交給客戶之前所做的最后-項活動C對項目所承擔(dān)創(chuàng)造的產(chǎn)品或服務(wù)的特性進行歸檔D與質(zhì)量控制的不同之外在于確認(rèn)范圍關(guān)心工作結(jié)果的驗收而非糾正7Project scope:A. is of concern only at the start of the projectB. is usually not a problem after the contract or

10、 other document authorizing the project has been approvedC. should be managed and controlled from project concept through close-outD. is mainly a problem to be handled by change control procedures during the project execution phase.7. 項目范圍:A只是在項目開始時才加以考慮B在合同或其他項目授權(quán)文件被批準(zhǔn)后通常就不成為問題了C應(yīng)該從項目概念形成階段到收尾階段一直加

11、以管理與控制D主要是項目執(zhí)行期間變更控制程序處理的一個問題8.At the end of a project, a project manager determines that the project has added four areas of functionality and three areas of performance. The customer has expressed satisfaction with the project. What dose this mean in terms of success of the project?A. The project

12、was an unqualified successB. The project was unsuccessful because it was gold platedC. The project was unsuccessful because the customer being happy means they would have paid more for the workD. The project was successful because the team had a chance to learn new areas of functionality and the cus

13、tomer was satisfied8. 某項目即將結(jié)束。項目經(jīng)理確定該項目在產(chǎn)品功能方面增加了四項，在產(chǎn)品性能方面增加3項。顧客對此感到非常滿意。從項目是否成功來看意味著什么？A. 該項目非常成功B. 因為該項目“鍍金”，所以是個失敗的項目C. 由于顧客將為產(chǎn)品功能的增加而付出更多的資金，所以項目不成功D. 項目團隊有機會學(xué)習(xí)一些新的產(chǎn)品功能，并且顧客對產(chǎn)品表示滿意，所以該項目是個成功的項目9A project manager is in the process of validating scope of a deliverable with the customer. What is

14、the MOST important thing the project manager should ensure?A. AccuracyB. TimelinessC. AcceptanceD. Completeness9. 項目經(jīng)理在與客戶進行某可交付成果的確認(rèn)范圍過程。下面哪項是項目經(jīng)理應(yīng)該確定的最重要的事情？A 正確程度B 時間符合要求C 接受D 完全10The process of creating a work breakdown structure results in?A. A project scheduleB. Team buy-inC. A project complet

15、ion dateD. A list of risks10.創(chuàng)建工作分解結(jié)構(gòu)過程的結(jié)果是:A項目進度計劃B團隊意見統(tǒng)一C項目完成日期D風(fēng)險清單11 Your customer asked you to perform some additional tasks that are not included in the formal contract.You should:A. acknowledge the request and advise the customer to submit a formal change requestB. accept the request as sign

16、of future business chanceC. rufuse the request and report to the project sponsorD. convenne a meeting of the project team and rewrite the project scope statemen11. 客戶要求你實施一個正式合同不包括的任務(wù)，你應(yīng)該：A. 了解這個請求，并建議客戶提交一個正式的變更請求B. 作為將來業(yè)務(wù)機會的跡象，接受客戶請求C. 否決請求并向項目發(fā)起人匯報D. 召集項目團隊會議并重寫項目范圍說明書12. You are assigned as a pr

17、oject manager to lead a new quality improvement project. Management is asking for a plan. Which of the following should you create FIRST?A. Scope statementB. Quality planC. ScheduleD. Project plan12.你被分配為一個新的質(zhì)量改進項目的項目經(jīng)理。管理層要求創(chuàng)建一個計劃。下面哪項你必須首先創(chuàng)建？A 范圍說明書B 質(zhì)量計劃C 進度表D 項目計劃13Scope decomposition involves s

18、ubdividing the major project deliverables into smaller pieces to:A. improve accuracy of estimates, define a baseline for performance, and to assist responsibilityassignments.B. provide more tasks to assign resources.C. provide the project duration, provide project control, and assign control charts.

19、D. assist in stakeholder assignment to project tasks.13. 范圍分解通過將大的項目可交付成果分解為較小的組織部分以：A 改進估算的準(zhǔn)確程度，定義項目績效的基線，而且有助于職責(zé)分配B 準(zhǔn)備更多的任務(wù)去分配資源C 提供項目歷時，提供項目控制，分配控制圖D 幫助向項目干系人分配項目任務(wù)14A key reason to use a work breakdown structure is toA. Organize the workB. Prevent work from slipping through the cracksC. Provide

20、a basis for estimating the projectD. All of the above14. 使用工作分解結(jié)構(gòu)的主要原因是:A組織工作B避免工作因失去控制而拖延C為項目估計提供基礎(chǔ)D所有上述選項15. A project manager is concerned abort the amount of gold plating that has been occurring on past project. All the following would not be of use in controlling gold plating EXCEPT:A.A staffin

21、g management plan.B.A project charter.C.A work breakdown structure dictionary.D.A risk management plan.15. 一個項目經(jīng)理正在關(guān)心發(fā)生在過去項目的鍍金量。除 以下（）都不用于控制鍍金。A人員管理計劃B項目章程C工作分解結(jié)構(gòu)詞典D風(fēng)險管理計劃16. The construction phase of a new software product is near completion. The next phase is testing and implementation. The proje

22、ct is two weeks ahead of schedule. What should the project manager be MOST concerned with before moving onto the final phase?A. Validate scopeB. Quality controlC. Report performanceD. Control cost16.一個新軟件產(chǎn)品的構(gòu)建階段即將完工。下一個階段是測試和執(zhí)行。這個項目比進度計劃提前了兩周。在進入最后階段之前，項目經(jīng)理最應(yīng)該關(guān)注什么？A確認(rèn)范圍B質(zhì)量控制C績效報告D成本控制17. You recentl

23、y finished working on a project team that required extensive overtime to meet a demanding schedule. Although the initial tasks involving computer design were a good fit for you, you also were required to produce numerous technical documents and to perform several programming tasks. The tasks involvi

24、ng technical documents and programming were not a part of your original assignment and were not in your area of expertise. You had to work many weekends and nights to get everything done. You wondered why you had to do the work and why it was not assigned at the beginning of the project. You are man

25、aging the companys next project and want to avoid a similar situation. Therefore, you should:A. Ensure that the WBS is detailed enough and that all the activities are defined insufficient detail.B. Use project management software that includes resource histograms and resourceleveling.C. Ensure that

26、all work efforts are traced back to the scope statement for scope verification.D. Use critical chain scheduling to account for possible unplanned events with itsemphasis on buffers.17. 你最近剛剛結(jié)束了一個項目的工作，這個工作要求你做大量的額外工作以按時完成任務(wù)。雖然起初的電腦設(shè)計工作很適合你，但是你同時要處理大量技術(shù)文檔和復(fù)雜的編程工作。最初你進入到這個項目以后給你分配的工作并不包括準(zhǔn)備技術(shù)資料和編程，而且這些

27、工作也不是你的專長，你不得不在周末和夜晚加班工作。你在疑問為什么自己要做這些工作，以及為什么一開始的時候沒有分配好工作。你馬上要開始管理公司的下一個項目，非常希望避免出現(xiàn)類似的情況，你應(yīng)該：A. 確保工作分解結(jié)構(gòu)足夠詳細，所有的活動都有詳細地闡述B. 使用包含資源柱狀圖和資源平衡圖的項目管理軟件C. 確保所有的工作都與項目范圍說明一致，以核實項目范圍D. 利用關(guān)鍵鏈進度法來設(shè)置緩沖以包含那些未計劃到的工作18Sponsor decreased the Project funding significantly. What is the alternative?A. Request to the

28、 sponsor for additional fundB. Reduce the scope to fit the budget.C. Due to the decreased fund, it is not possible to continue the project.D. Complete scope for available budget.18. 在項目發(fā)起人大量減少項目資金的情況下，下面哪種做法是正確的？A要求發(fā)起人額外增加資金B(yǎng)按照預(yù)算縮小范圍C由于減少了資金，項目已經(jīng)不可能繼續(xù)執(zhí)行D完成可用預(yù)算的范圍19A WBS is BEST described as a tool f

29、or tracking:A. the schedule.B. resources.C. cost.D. scope.19. WBS被認(rèn)為是跟蹤_的最好的工具A. 進度B. 資源C. 成本D. 范圍20.Your customer signed off on the requirements definition document and scope statement of your video game project last month. Today she requested a project scope change. She would like to make it an in

30、teractive game that can be played on a persons television and on a computer. This represents a scope change that, at a minimumA Modifies the projects agreed-upon scope as defined by the WBSB Results in a change to all project baselinesC Requires adjustments to cost, time, quality, and other objectiv

31、esD Results in a lesson learned20. 你在負(fù)責(zé)管理一個視頻游戲的項目。 上個月客戶已經(jīng)簽署項目需求說明和范圍說明。 但是現(xiàn)在她提出了一項范圍變更要求。 她希望把這個游戲做成一種在電視和電腦上都能玩的互動式游戲。 這種范圍變更至少會表現(xiàn)在哪一個方面?A 修改工作分解結(jié)構(gòu)己經(jīng)確定的項目范圍B 導(dǎo)致所有項目基線的變更C 需要對成本、 時間、 質(zhì)量以及其他目標(biāo)進行調(diào)整D 得到一個經(jīng)驗教訓(xùn)21A work package is aA. Deliverable at the lowest level of the WBSB. Task with a unique ident

32、ifierC. Required level of reportingD. Task that can be assigned to more than one organizational unit21. 工作包是:A最低層次工作分解結(jié)構(gòu)的可交付成果B具有惟一標(biāo)識的任務(wù)C報告的要求水平D可以被分配到一個以上組織單位的任務(wù)22. When training new project team members, you were asked what should be done during validating scope, your answer should be:A. Verify pr

33、oduct correctnessB. Create WBSC. InspectionD. Performance measurement22. 在培訓(xùn)新的項目團隊成員時，項目團隊成員問你確定范圍應(yīng)該怎么做，你的回答是：A. 核實產(chǎn)品的正確性B. 建立WBSC. 檢查D. 績效測量 23. System analysis/engineering, value engineering and value analysis are all examples of?A. Alternatives identificationB. Expert judgmentC. Product analysisD

34、. Validate Scope23. 系統(tǒng)分析/系統(tǒng)工程、價值工程和價值分析屬于什么的例子？A. 替代方案識別B. 專家判斷C. 產(chǎn)品分析D. 確認(rèn)范圍24. These two processes in the Controlling process group are performed in parallel to assure correctness and acceptance of the work. Which are they?A. Quality Assurance and Validate ScopeB. Quality Assurance and Control Sco

35、peC.Quality Control and Validate ScopeD. Quality Control and Control Scope24. 在控制過程中有兩個過程同步進行以保證工作的正確性和驗收，這兩個過程分別是：A. 質(zhì)量保證和確認(rèn)范圍B. 質(zhì)量保證和控制范圍C. 質(zhì)量控制和確認(rèn)范圍D. 質(zhì)量控制和控制范圍25. Which of the following is an important input to validate scope?A. Verified deliverablesB. Historical informationC. Formal acceptanceD

36、. Change request25. 以下哪項是確認(rèn)范圍的重要依據(jù)？A. 核實的可交付成果B. 歷史信息C. 正式驗收D. 變更請求26Who rarely request changes to the project scope?A. Project managerB. Functional managersC. CustomerD. Sponor26. 誰對項目范圍很少提出變更請求？A. 項目經(jīng)理B. 職能經(jīng)理C. 客戶D. 發(fā)起人27. A deliverable fails to give expected results, but was formally accepted by

37、the customer. Which of the following best describes the activity involved?A. InspectionB. ReworkC. Quality auditD. Validate scope27. 一個可交付成果未能達到預(yù)期的結(jié)果，但是客戶依然正式驗收了。下述哪項最好地描述了這項活動？A. 檢驗B. 返工C. 質(zhì)量審計D. 確認(rèn)范圍28. Just assigned as a Project Manager to a new petrochemical facility construction project and hav

38、e been given the completed project scope, you will first:A. Create a project plan using the WBS.B. Confirm that all the stakeholders have had input to scope of work.C. Form a team to create the procurement plan.D. Create a network diagram.28. 你剛剛被公司安排為一個新石油化工裝置建設(shè)項目的項目經(jīng)理。你拿到了完整的項目范圍，首先你要：A. 用工作分解結(jié)構(gòu)生成

39、項目計劃B. 確認(rèn)是否所有的項目利害關(guān)系者都對項目工作范圍提供了依據(jù)C. 組成團隊創(chuàng)建采購計劃D. 制定網(wǎng)絡(luò)圖29. The project is completed and the final deliverable has been sent to the customer, but the customer refuses to give final acceptance on the project. It is most important for the manager to:A.Inform management of the situationB.Ask the team fo

40、r assistanceC.Document the situationD.Initiate legal proceedings29. 項目完成且日以繼夜成果已交付客戶，但客戶拒絕簽發(fā)最終驗收報告。此時項目經(jīng)理要做的最重要做的事是：A. 通知管理層B. 尋求團隊的幫助C. 做好記錄D. 采取法律行動 30. You are working on a project that is similar in scope to a project performed last year by your company. You might consider which of the following

41、?A. Using the previous projects alternatives identification as a templateB. Reusing the previous projects benefit/cost analysis as justification for this projectC. Using the previous projects WBS as a templateD. Reusing the previous projects product description when writing the scope statement30. 你正

42、在進行的一個項目和你公司去年進行的一個項目的范圍是類似的。你可以考慮下列哪一項？A. 利用從前項目的方案識別作為模板B. 重復(fù)利用從前項目的效益/成本分析作為驗證該項目的依據(jù)C. 利用從前項目的WBS作為模板D. 撰寫范圍說明書時重復(fù)利用從前項目的產(chǎn)品描述31 Validate scope should be done?A. At the end of the projectB. At the beginning of the projectC. During each phase of the projectD. Once during planning31.確認(rèn)范圍應(yīng)該在( )A項目結(jié)束時

43、B項目開始時C項目每個階段期間D計劃編制期間進行一次32Which of the following is correct in regard to scope change control?A. Scope change control is never integrated with other control processes.B. Controlling cost is the most effective way of controlling scope.C. Scope change control must be integrated with other control pr

44、ocesses.D. Controlling schedule is the most effective way of controlling scope.32. 下面哪個關(guān)于范圍變更控制的說法是正確的?A 范圍變更控制從來都不需要和其它控制過程綜合在一起B(yǎng) 控制成本是控制范圍的一種有效的方式C 范圍變更控制必須和其它控制過程綜合在一起D 控制進度是控制范圍的一種有效的方式33 The tool that provides a basis to identify the work that must be scheduled is theA. Master scheduleB. Budget

45、C. WBSD. Gantt chart33. 可以幫助我們明確有哪些工作必須計劃的工具是:A 項目主進度表B 預(yù)算C 工作分解結(jié)構(gòu)D 甘特表34The product scope is measured against the ( ),A. contractB. measure of successC. product requirementsD. scope baseline34. 產(chǎn)品范圍以( )為標(biāo)準(zhǔn)進行測量。A合同B對成功的度量C產(chǎn)品需求D范圍基線35Each item of the Work Breakdown Structure is assigned a unique iden

46、tifier. What is the name of this identifier?A. quality inspection identifier.B. Chart of accountsC. Project activity codeD. Code of accounts35. 工作分解結(jié)構(gòu)的每一項都被分配了惟一的一個標(biāo)識符。該標(biāo)識符的名稱是什么?A質(zhì)量檢查標(biāo)識B會計科目表C項目活動編碼D賬戶編碼36() contains detailed descriptions of work packages.A. WBS DictionariesB. Scope of workC. Budge

47、t estimatesD. Cost estimates36. ( )包含了工作包的詳細說明。A工作分解結(jié)構(gòu)詞典B工作范圍C預(yù)算估計D成本估算37. All of the following are inputs into Create WBS EXCEPT:A. Work Breakdown Structure.B. Project scope statement.C. Requirements documentationD. Organizational process assets.37. 下面都是創(chuàng)建WBS這一過程的輸入，除了：A. 工作分解結(jié)構(gòu)B. 項目范圍說明書C. 需求文件D.

48、組織過程資產(chǎn)38.You are asking R&D staffs to lower you sots but with the same exact scope of work. Your staff will firstly-A. offer to reduce the quality of the end product.B. Do a value engineering.C. Look at procuring less expensive resources.D. Do a cost/benefit analysis.38. 你要求你的研發(fā)人員在不改變工作范圍的前提下降低你的成本。

49、你的研發(fā)人員將首先：A. 提議降低最終產(chǎn)品的質(zhì)量B. 做一次價值工程C. 著眼于采購便宜些的資源D. 做一次成本/收益分析39The preparation of the scope baseline involves the:A. functional managers.B. project managerC. Project manager,PMO,functional team and project sponsor.D. project expediter.39. 準(zhǔn)備范圍基線需要下列哪些人員參與？A職能經(jīng)理B項目經(jīng)理C項目經(jīng)理、PMO、職能團隊和項目發(fā)起人D項目促進者40. Duri

50、ng the execution phase of the project, you realized the subcontractors are working with incomplete and different scope statements. As the project manager, what should you do FIRST:A. Check the work completed against the correct scope statements.B. Review the scope of work with the stakeholders.C. Do

51、cument the inconsistencies to management, calculating the cost of non-conformance.D. Stop all activities until the scope of work is complete.40. 在項目的實施階段期間，你發(fā)現(xiàn)分包商在按照不完整并且不同的范圍說明進行工作。作為項目經(jīng)理，你應(yīng)該首先做什么？A檢查按照正確對待的范圍說明完成工作B與項目干系人一起審核工作范圍C用文件記錄與管理不一致之處，計算不一致性的成本D在工作范圍完整之前停止工作41. 下述關(guān)于WBS的說法，正確的是？A. 所有可交付成果有

52、相同的分解層次B. 所有可交付成果應(yīng)該分解到最大層次C. 不同的可交付成果可以有不同的分解層次D. 所有可交付成果可以有不同的分解層次42. 當(dāng)一名團隊成員為工作包定義活動時，找到你說目前信息不足，不能分解成具體的活動。你指示該成員，把工作包分解到里程碑的水平。這體現(xiàn)了？A. 50-50規(guī)則B. 100%規(guī)則C. 滾動式規(guī)劃D. 你關(guān)心團隊成員43.在以下情形需要修訂WBS：A. 定義了新的項目的可交付成果B. 分配了額外資源C. 項目限制因素被改變D. 定義了的依賴關(guān)系44. 在什么階段會參考需求跟蹤矩陣？A 啟動B 執(zhí)行C 收尾D 整個項目生命周期45You are having diff

53、iculty estimating the cost of a project. Which of the following BEST describes the most probable cause of your difficulty?A. Inadequate scope definitionB. Unavailability of desired resourcesC. Difficulty in schedulingD. Lack of adequate budget45. 在估算某個項目成本時遇到些困難。下面哪項最好的描述了出現(xiàn)這些困難的大多數(shù)原因？A 不充分的范圍定義B 想要

54、得到的資源不可用C 進度規(guī)劃中的困難D 缺乏足夠的預(yù)算46. What is the WBS typically used for?A. To identify the logical person to be project sponsor.B. To organize and define the total scope of the project.C. To define the level of reporting the seller provides the buyer.D. As a record of when work elements are assigned to in

55、dividuals.46. WBS典型的用途是？A. 去識別合適的項目出資人B. 組織和定義項目的所有范圍C. 定義提供商提供給買主的包括的層次D. 在工作元素分配給個人的時間記錄47.Starting from formal scope change request by an internal stakeholder,a project manager has taken scope change control process.What is the next st ep?A. Ensure the stakeholder understood the impact of the changeB. Before you move into next step.make sure that there will not be any more changesC. Submit the change for the approval by change control board(CCB)D. Complete integrated change