項(xiàng)目管理英語材料

1/126英語材料1.Buyersuseavarietyofmethodstoprovideincentivestoasellertocompleteworkearlyorwithincertaincontractuallyspecifiedtimeframes.Onesuchincentiveistheuseofliquidateddamages.Fromtheseller'sperspective,liquidateddamagesarewhatformofincentive?

a.Positive

b.Negative

c.Nomi

d.Reverse

e.Risk-prone買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.Paymentbondsareoftenrequiredbythecontractandrequirespecificactionsunderthestatedconditions.Paymentbondsarespecificallydesignedtoensurethattheprimecontractorprovidespaymentof-

a.Insurancepremiums

b.Weeklypayrolls

c.Incrementalearnec

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。付款保函是專門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)l

e.意外事故造成的損失3.Whenasellerbreachesacontract,thebuyercannotreceive-

a.Compensatorydamages

b.Punitivedamages

c.Specificperformance

d.Liquidateddamages

e.Alltheabove當(dāng)承包商違反合同，購買者不能得到-

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.Thecontractingpersonappointedtotheprojectisavailableandundertheprojectmanager'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c6.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用于采購計(jì)劃編制的三種技能是-

a.制造或購買的分析，專家判斷和合同類型的選擇

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.合同類型選擇、談判和現(xiàn)金流推算8.Abuyerhasnegotiatedafixed-priceincentivecontractwiththeseller.Thecontracthasatargetcostof$200,000,atargetprofitof$30,000,andatargetpriceof$230,000.Thebuyerhasalsonegotiatedaceilingpriceof$270,000andashareratioof70/30.Ifthesellercompletesthecontractwithactualcostsof$170,000,howmuchprofitwillthebuyerpaytheseller?

a.$21,000

b.$30,000

c.$35,000

d.$39,000

e.$51,000買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)利潤是$30,000，目標(biāo)價(jià)是$230,000。買主也規(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，買主要付承包商多少利潤?

a.$21,000

b.$30,000

c.$35,000

d.$39,000

e.$51,0009.Contractsmaybewritteninanyformthatisunderstandableandenforceable,soprojectpersonneloftenattempttobe"creative"indevelopingthecontract'stermsandconditions.Ifallthefollowingoptionsareavailable,thebestcourseofactiontomeettherequirementsoftheprojectisto-

a.Preqareuniquetermsandconditions

b.Tailoranexistingcontract

c.Usestandardclauseswheneverpossible

d.Avoidusingcontractualdocuments

e.Noneoftheabove合同可能用可以理解的和強(qiáng)制的形式書寫，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,theprojectisexperiencing-

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)11。Costestimatingcanbebestdescribedbywhichofthefollowing:Theprocessofdevelopingthefuturetrendsalongwiththeassessmentofprobabilities,uncertainties,andinflationthatcouldoccurduringtheproject.Theprocessofassemblingandpredictingcostsofaprojectoveritslifecycle.Theprocessofestablishingbudgets,standards,andamonitoringsystembywhichtheinvestmentcostoftheprojectcanbemeasuredandmanaged.Theprocessofgathering,accumulating,analyzing,monitoring,reporting,andmanagingthecostsonanon-goingbasis.以下描述中哪一個(gè)最貼切的描述了費(fèi)用估算：是對(duì)未來項(xiàng)目進(jìn)行過程中發(fā)生的可能性，不確定性及夸大性進(jìn)行趨勢(shì)估定的方法是組合并預(yù)計(jì)項(xiàng)目超出其生命周期費(fèi)用的方法是制定預(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)?TheWBSallowstheprojectmanagertodelegateresponsibilityofalloftheprojectactivities.TheWBSisanarrativedescriptionoftheworkrequiredfortheproject.TheWBSdescribesthetotalprogramasasummationofsubdividedelements.TheWBSisastatementofwhatwillbemade,howmanyunitswillbemade,andwhentheywillbemade.工作分解結(jié)構(gòu)(WBS)的目的是WBS允許項(xiàng)目經(jīng)理承擔(dān)所有項(xiàng)目活動(dòng)的責(zé)任.WBS是項(xiàng)目所需工作的文字性描述WBS將整個(gè)程序描述為細(xì)分要素的匯總WBS描述了做什么，做多少以及什么時(shí)候做13．Whichtypeofprojectcostestimateisthemostaccurate?PreliminaryDefinitiveOrderofmagnitudeConceptual那一類項(xiàng)目成本估算最精確?初步估算最終估算數(shù)量級(jí)估算概念估算14。Whichofthefollowingtypeofcontractsismostpreferabletothecontractordoingtheprojectwork?CostplusfixedfeeFixedpriceFixedpriceplusincentivefeeBandc以下那種合同更有利于承包商進(jìn)行項(xiàng)目工作?成本加固定費(fèi)用合同固定價(jià)格合同固定價(jià)格加獎(jiǎng)勵(lì)費(fèi)用合同B和C15。Toassistinbudgetcontrol,itissuggestedthattheestimateoccuratthe_______leveloftheWBS.HighestLowestMajorworkeffortThird為便于預(yù)算控制，建議在WBS的______階段進(jìn)行估算.最高最低主要工作成果第三16。CostVariance(CV)iswhichofthefollowingequations?CV=BCWP-BCWSCV=BCWP-ACWPCV=SV/BCWSAandc費(fèi)用偏差的公式為成本偏差（CV）=已完成工作預(yù)算成本（BCWP）-計(jì)劃工作預(yù)算成本（BCWS）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）成本偏差（CV）=進(jìn)度偏差（SV）除以計(jì)劃工作預(yù)算成本（BCWS）A和c17。Costcontrolscanbebestdescribedbywhichofthefollowing?Theprocessofdevelopingthefuturetrendsalongwiththeassessmentofprobabilities,uncertainties,andinflationthatcouldoccurduringtheprojectTheprocessofassemblingandpredictingcotsofprojectoveritslifecycleTheprocessofestablishingbudgets,standards,andamonitoringsystembywhichtheinvestmentcostoftheprojectcanbemeasuredandmanagedTheprocessofgathering,accumulating,analyzing,monitoring,reporting,andmanagingthecostsonanon-goingbasis以下哪一條最貼切的描述了成本控制?是對(duì)未來項(xiàng)目進(jìn)行過程中發(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.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.18。WhichoneofthefollowingisNOTatrade-offdecisionthatmustbemadeinthedevelopmentoftheprojectplan?Whethertouseskilledorunskilledlaborers.Theamountofprofitvendorsshouldmakeversustheprofitothervendorshavereceivedinthepast.Manufacturingin-houseorsub-contractingortthework.Theimportanceofcostversusquality.以下哪一項(xiàng)不是項(xiàng)目計(jì)劃過程中可能發(fā)生的換位權(quán)衡的決定?是否使用有技能的勞動(dòng)力或者無技能的勞動(dòng)力賣方應(yīng)當(dāng)獲得的利潤額同其他賣方在過去獲得的利潤比較自己制造或者分包成本重要性同質(zhì)量比較19。TheBCWS=$250,theACWP=$350,andtheBCWP=$200,CalculatetheCostVariance.–$150$150-$50$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–$150$150-$50$5020。OneofthetypesofcostestimationisOrderofMagnitude.Thisestimate.Isperformedwhendetailedinformationisavailable.Isperformedwhenlittleifanyinformationisavailable.Isusedinthebeginningoftheprojectconceptualization.Bandc數(shù)量級(jí)估算是費(fèi)用估算的一種.這種估算:當(dāng)有詳細(xì)信息可用時(shí)實(shí)施當(dāng)僅有很少信息可用時(shí)實(shí)施在項(xiàng)目概念化初期運(yùn)用b和c21。Infixedpricecontractwhichofthefollowingholdstrue?Theselleragreestousehisbestefforttofulfillthecontractwithintheestimatedcontractamount.Theselleragreestoperformaserviceorfurnishsuppliesattheestablishedcontractprice.Iftheamountofthecontractisexceededthesellerisnotobligatedtoperformfurtherunlessthebuyerincreasesthefunds.Moreriskisplacedonthebuyer.在固定價(jià)格合同中以下哪一條是正確的?賣方同意在估算合同總量?jī)?nèi)盡最大努力履行合同賣方同意在確定的合同價(jià)格上提供服務(wù)或供應(yīng)除非買方提高金額，若超出合同額賣方不負(fù)責(zé)履行超出部分買方承擔(dān)較大風(fēng)險(xiǎn)22．Iftheprojectwassupposedtohave$1.000worthofworkaccomplished,butonlycompleted$850worthofwork,whatistheScheduledVariance?$150$1.500Cannotcalculatefromtheinformationprovided.-$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：$150$1.500以上資料無法計(jì)算-$15023．Usingthetablebelow,whatisthePresentValueofanannualexpenditureof$4,000peryearoverthenextthreeyearsat10%preyear?YearPresentValueof$1at10%PresentValueof$1at12%10.9090.89320.8260.79730.7510.71240.6830.636-$9,608-$7,206_$9,944$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10.9090.89320.8260.79730.7510.71240.6830.636-$9，608-$7，206_$9，944$6，55124.Theinitialcostofyourprojectis$25,000,whichwillsavethecompany$6,000peryearforthenextfouryears.Usingtheabovetable.Ifyourcompanywantsa12%ROI,whatistheNPVoftheproject?-$1,000_$6,772+$1,758+$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)（ROI），則該項(xiàng)目的NPV凈現(xiàn)值是：-$1，000_$6，772+$1，758+$6，77225.ABCcompanycommonlyusedSumoftheYearsmethodtocalculatedepreciationonassets.Theypurchasedacomputerwhichcost$15,000,knowingtheycansellitattheendofthreeyearsfor$3,000.Howmuchdepreciationistakenthethirdyear?$4,000$2,000$7,500$2,500ABC公司通常使用年數(shù)和計(jì)折舊法計(jì)算資產(chǎn)折舊。他們購買了一臺(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：$4，000$2，000$7，500$2，50026.Yourcompanyhasestablishedarewardandrecognitionsystemforitsprojectmanagementprofessionals.Projectcostperformanceisusedasacriteriontodeterminerewards.Whatshouldyoudotoensurethatrewardsreflectactualperformance?ConsiderovertimeworkaspartofthejobPrepareacostbaselineUseearnedvaluemanagementtomonitorperformanceEstimateandbudgetcontrollableandmonitorperformance你們公司為項(xiàng)目管理的專業(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？將加班視為工作的一部分設(shè)定一個(gè)成本基線利用掙值管理來監(jiān)控業(yè)績(jī)對(duì)可控和不可控成本分別做出評(píng)估和預(yù)算27.Onasmallproject,oneofthevendorsinformsthePMthathewillsubstituteabetterqualitypipeforthepipeincludedintheinitialplansincethepipeoriginallyquotedisunavailable.Duetocircumstances,thevendorindicatedtherewouldbenoadditionalcosttotheproject.HealsoinformsthePMthat,duetoaslightdelayindeliveryofthepipe,hewillworkonanothertaskaheadofschedule.WherewillthePMrecordthesemodifications?WBSCostchangecontrolScopechangecontrolProjectscheduleA&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?工作分解結(jié)構(gòu)成本變更控制范圍變更控制項(xiàng)目進(jìn)度A和d28.Tointegrateapprovedscopechanges,thePMshouldbeginwith:ApprovedbudgetProjectscheduleHumanresourcerequirementsProductdescriptionWBS為了綜合的批準(zhǔn)范圍變更，項(xiàng)目經(jīng)理首先應(yīng)當(dāng)開始：批準(zhǔn)預(yù)算確定項(xiàng)目進(jìn)度尋找人員產(chǎn)品描述工作分解結(jié)構(gòu)WBS29.Changerequestsareanintegralpartofaproject,andoneofthewaysaPMcontrolsscopechanges.Changerequestsarearesultof:Changesinqualityofavendor-providedcomponent.Abeneficialchange,whichoccurredafterthescopewasapproved.Anerrororomissionistheproductdescription.A“makeorbuy”decisionwhichwasmodified.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—的結(jié)果:變更賣主提供的成分的質(zhì)量一個(gè)有益的變更，它發(fā)生在范圍被批準(zhǔn)之后產(chǎn)品描述的一個(gè)錯(cuò)誤或遺漏一個(gè)修改的“做或買”的決定上述所有30.Inaprojectenvironment,functionalmanagersareresponsiblefor:Actingasasoundingboardforclarificationofcriticalissues.SettinggroundrulesandassumptionsOutliningtime,costandperformanceconstraints.Identifyinganddevelopingmitigationstrategiesforareasofrisk.Establishingadministrativepolicies在項(xiàng)目環(huán)境下，功能經(jīng)理的責(zé)任是：充當(dāng)一個(gè)澄清關(guān)鍵問題的宣傳媒介設(shè)定基本規(guī)則和假設(shè)勾畫時(shí)間、成本和執(zhí)行限制的輪廓確定和完善風(fēng)險(xiǎn)范圍內(nèi)的減輕策略建立管理政策31.Inordertoapproveaproject,managementusingsimple,aswellascomplex,sophisticatedtoolstodeterminehowtheprojectfitsintoit’sstrategicplan.Whentheprojectselectionincludesanin-depthanalysis,usingcomplex,sophisticatedtools,isosconsideredtobepartofwhatprojectphase?ImplementationTerminationConceptualOperationalNoneoftheabove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?執(zhí)行終止概念上運(yùn)做上述都不是32.Whatisthemostaccuratemethodofobtainingprojectinformationthatcanreducetheamountofrisk?ObservationsonthecurrentprojectDeterminingtheriskbyusingbrainstormingtechniquesTheuseofhistoricaldatafrompreviousprojectsthatweresimilarinnatureSensitivityanalysisDelphitechnique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?觀察當(dāng)前項(xiàng)目應(yīng)用集體討論方法決定風(fēng)險(xiǎn)使用以前類似項(xiàng)目的歷史數(shù)據(jù)敏感分析Delphi技術(shù)33.Containedwithinthefirststepofafivestepprocesstodeterminetheriskanalysisoftheproject’sriskevents,aprocessof________isperformedtoseeiftheriskshouldbeincludedorexcludedaspartoftheprojectscope.DeterminingtheprobabilityContingencyeffortAssessingtheconsequencesandseverityScreening在5步過程的第一步內(nèi)，下列那一個(gè)過程是決定項(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).可能性決定應(yīng)急措施評(píng)估因果關(guān)系和嚴(yán)重程度放映34.Aprojectof2millionhasanadverseeventthathastheprobabilityof50%ofoccurrenceandapotentiallossof$20,000.Thisrepresentsanexpectednegativevalueof:$100,000$1,000$100$10,000一個(gè)2百萬的項(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。它的預(yù)期負(fù)值是多少:$100,000$1,000$100$10,00035.Theassignedvaluesofriskforaprojectisbestaccomplishedthroughastructuredmethodologythatensuresallprojectelementsareevaluated.Theprojecttoolthatisbestsuitedforthestructuredanalysisoftheprojectriskisthe:ContractSpecificationStatementofworkWorkbreakdownstructureNetworkprogrammingdiagram對(duì)一個(gè)項(xiàng)目，假定的風(fēng)險(xiǎn)值最好是通過一個(gè)結(jié)構(gòu)的方法論來完成以便所有項(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：合同規(guī)范工作描述工作分解結(jié)構(gòu)網(wǎng)絡(luò)規(guī)劃圖36.Thetotalamountofriskthatiscalculatedforaprojectisfoundby:MultiplyingthesumofeachtheriskstimestheamountatstakeCalculatingthecumulativesumoftheprobabilityforeachriskandmultiplyingthisvaluetimestheconsequenceofoccurrenceoftheriskeventsCannotbecalculatedsinceallrisksarenotknownTheamountofprojectreservesavailable通過那一種手段來計(jì)算項(xiàng)目風(fēng)險(xiǎn)的總量:每個(gè)風(fēng)險(xiǎn)的總和乘以風(fēng)險(xiǎn)的價(jià)值量計(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)生的頻率由于所有風(fēng)險(xiǎn)不確定不能計(jì)算項(xiàng)目的可用的儲(chǔ)備金37.Bocallshisprojectteamtoquantifyandassesstherisksoftheirproject.Thebenefitstheteamwillgainfromthisexerciseincludeallbutwhichofthefollowing?Thoroughlyunderstandtheproject,theassociatedrisksandtheimpactofriskonallpartsoftheprojectDevelopriskmitigationstrategiesfordealingwithissuesidentifiedEnsureallidentifiedriskissuesareincorporatedintoprojectplanningIdentifyalternativeswhichmayexist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?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)的問題保證所有已經(jīng)確認(rèn)的風(fēng)險(xiǎn)都被統(tǒng)一的考慮在項(xiàng)目的計(jì)劃中確認(rèn)那一個(gè)可能存在的選擇方案38.Sensitivityanalysisandbrainstormingaretwoofmanydifferentmethodstoidentifyrisk.Whataretheadvantagesofusingsensitivityanalysis?TheaffectsofvariableswithintheprojectarewellunderstoodItallowsforindependentanswersManagementunderstandsthatthereisarangeofpossibleoutcomesItprovidesinsightintotheprojectthatthePMmaybelackingA&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c39.Duringtheriskanalysisprocess,itisdeterminedthatoneidentifiedriskeventcannotbeavoided,mitigated,orinsured.Thisriskeventisacriticalitemthatcouldcausetheprojecttofailifitoccurs.Thebestoptionfortheprojectmanageristo:PlaydowntheriskandtheteamwillfindameansofovercominganyfailurePlacespecialemphasisontheriskeventtointenselymanagethatitemandallinterfacingitemsHavetheriskassessmentteamcontinuetoanalyzetheriskeventuntilitreducestheexpectednegativevalueContinuetosearchforaninsurancecompanythatwouldassumetheriskIgnoretheriskassessmentbecauseanyassignedvalueisapointestimatewhichisneverpreciselytheexpectedstateofnature在項(xiàng)目風(fēng)險(xiǎn)分析過程中，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：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)面值不斷的尋找保險(xiǎn)公司以規(guī)避風(fēng)險(xiǎn)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)，它從沒有同估計(jì)值正好相符40.Theconceptofstandarddeviationisimportantinriskanalysissincestandarddeviationmeasuresanestimate’svariability.Therefore,the_______thestandarddeviationofanestimate,the_______itsvariabilityandrisk.Larger,greaterLarger,lesserSmaller,greaterSmaller,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_______。大，大，大，小小，大小，正常41.TheProgramEvaluationandReviewTechnique(PERT)isamethodofschedulingprojects.Inthecontextofrisk,PERTisbetterthantheCriticalPathMethodbecauseitdealswiththe_______associatedwith________.Logic,costestimatesLogic,scheduleestimatesCertainty,costestimatesUncertainty,scheduleestimatesCertainty,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幚韄______同_______的關(guān)系。a.邏輯，成本估計(jì)邏輯，進(jìn)度估計(jì)確定性，成本估計(jì)不確定性，進(jìn)度估計(jì)確定性，進(jìn)度估計(jì)42.TheprojectmanagerestablishesariskmodelsthatwillbeusedontheBostonproject.Theriskmodelshowstheriskeventsandprovidestheprobabilitiesofoccurrence.Whatismissingfromthisriskdesign?a.Nothing,theriskdesigniscompleteb.TheriskprobabilitiesneedtobesummedtodeterminethetotalprojectriskTheriskeventsmustbelabeledasinternalorexternalriskeventsTheriskeventsdonotaddressthetechnologyusedbytheBostonprojectTheimpactoftheriskontheproject’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)的影響沒有被評(píng)估和假定43.Performanceofacontractcanbringliabilitiesotherthanthestatedandimpliedwarrantyandguaranteethathaveimplicationsofrisk,butareperhapsnotasvisible.Twooftheseliabilitiesare________and________infringements.Tradesecret,technologyProcesssecret,advancedtechnologyPatent,copyrightTradename,tradesecretDesignandfabrication執(zhí)行合同能帶來債務(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。兩種這樣的債務(wù)________和________被侵害.a.商業(yè)秘密，技術(shù)b.過程的秘密，先進(jìn)技術(shù)c.專利權(quán)，版權(quán)d.商品名稱，商業(yè)秘密e.設(shè)計(jì)，制作44.Thetermdeflectionhasanumberofmeanings,butintermsofpureriskmitigationstrategies,deflectionisaccomplishedby:PerformingcontingentplansContractingtoasub-contractorAllowingtheownertoperformthemitigationstrategysincethecontractorfeelsitwasnotcalledforinthecontractAllowingthefloatinthescheduletotakecareoftherisk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.Iftheestimatedprobabilityofdamageoccurringtoanassetis2percent,theinsurancecostis$5,000,andthetotalworthoftheassetis$300,000,isitworthinsuringtheasset?ThereisnoadvantagesincethecostoftheinsuranceequalsthecostofthepossiblelossoftheassetTheinsurancecostslessthantheexpectedvalueoftheloss,sothereforeitisbesttopurchasetheinsuranceNotdesirablesinceitcostsmoretopurchasetheinsurancethantheexpectedvalueofthelossCannotdetermineforminformationprovided通過使用保險(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)中無法判斷46.Leaseandrentalofequipmentforshortperiodsoftimetoperformspecifiedprojectworkisacommonpractice.Theequipmentposes______unlessthecontractor(lessor)______.Norisk,abusestheequipmentbeyondfairusageNorisk,assumestitletotheequipmentduringtheuseperiodRisk,insuresfordamageorlossRisk,deniesliabilityduringtheuseperiodRisk,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.無風(fēng)險(xiǎn)，濫用設(shè)備超出了正常使用b.無風(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,implyingthatuncertaintyisrisk.Uncertaintyisanunknownsituation,whichmayresultfromalackofinformationtosufficientlyquantifytheprobabilityofoccurrenceofaneventandtodeterminethemostlikelyoutcome.Therefore,anduncertaintythathasapotentialforamajorimpactonaprojectshouldbe:Assignedariskexposureindexof0.8pendingfurtherresolutionoftheriskexposureIgnoreduntiladditionalinformationcanbeobtainedtoresolvetheactualriskexposureStudiedtodeterminealternativesthatmayhaveahighriskindex,butarefullyunderstoodResolvedbeforeprojectimplementation,butmustberesolvedbeforestartingthatareaofworkResolvedbeforeprojectimplementationortheprojectmustbedelayedpendingabetterunderstandingofthesituation不確定性通常被用作是風(fēng)險(xiǎn)的術(shù)語，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,buttheprecisenatureoftheseeventsmaynotbeknownandtheprobabilitiesoftheiroccurringcannotbeobjectivelyassigned,isthedefinitionof:CertaintyUncertaintyRiskRiskadversityNoneoftheabove49.Aproposedprojectwillhaveaninitialoutlayof$1,500.Attheendofyearone,thereisa0.3probabilityoflossanda0.7probabilityofa$2,000revenue.Attheendofyeartwo,thereisa0.4probabilityofa$200lossanda0.6probabilityofa$5,000revenue.Assuminganinterestrateof10percentcompoundedannually,whatistheexpectednetpresentvalueoftheproject?$3,254$2.158$450<$200>一個(gè)項(xiàng)目的啟動(dòng)費(fèi)用是$1,500。在第一年末，損失$100的可能性是0.3，而收入$2,000的可能性是0.7。在第二年末損失$200的可能性是0.4而收入$5,000的可能性是0.6。假如年利率為10%，計(jì)算項(xiàng)目的凈現(xiàn)值是多少?a.$3,254。b.$2,158c.$450d.(-$200)50.Theweathermanpredictedthereisa45%chanceofrainanda10%chancethattherainwillbeaccompaniedbywind.Whatistheprobabilitythatthebaseballgamewillbecalledduetorainandwind?4.5%45%48.5%55%氣象員預(yù)報(bào)雨天的可能性是45%同時(shí)10%的可能是風(fēng)伴隨著雨。由于風(fēng)和雨棒球比賽被召集的可能性是多少?a.4.5%b.45%c.48.5%d.55%51.Whileidentifyingtherisksassociatedwithanewproject,thePMfindsthatthevendorfeelsthereisa15%chancethattheiremployeeswillgoonstrike.Whichwouldimpactthedeliveryofacriticalcomponentoftheproject?Uppermanagementindicatesthereisa25%probabilitytherewillbeahiringfreezewhichwilllimitthenewpersonnelwhichcanbehiredfortheteam.Whatistheprobabilitythatbothriskissueswilloccurandimpactthesuccessoftheproject?37.5%40%3.75%Notenoughinformationprovided當(dāng)對(duì)一個(gè)新項(xiàng)目進(jìn)行風(fēng)險(xiǎn)識(shí)別時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)賣主感覺到他們的雇員方面冒風(fēng)險(xiǎn)的可能性是15%，此風(fēng)險(xiǎn)將影響到項(xiàng)目關(guān)鍵內(nèi)容的交付。上級(jí)管理層指出租金被凍結(jié)的可能性是25%，租金凍結(jié)將限制項(xiàng)目組成員的雇傭。兩個(gè)反向同時(shí)發(fā)生而影響項(xiàng)目成功的可能性是多少?a.37.5%b.40%c.3.75%d.沒有提供足夠的信息52.Ingeneral,disagreementsamongstakeholdersshouldberesolvedinSponsorCustomerPerformingorganizationSeniormanagementNoneoftheabove通常，利益相關(guān)者之間的分歧可通過——解決。贊助者顧客執(zhí)行機(jī)構(gòu)高級(jí)經(jīng)理以上均不是53.Whentheprojectteamisnotcollocated,establishingawaytohelpteammemberscommunicatequicklyandfrequentlyisessential.OnepracticalapproachistoBringeveryonetogetherfrequentlyformeetingsConductinformalaudioconferencemeetingsregularlyHoldaprojectkickoffmeetingSetupanelectronicyearbookthatlistseachteammember’saccomplishmentsandbackgroundAlltheabove當(dāng)項(xiàng)目組尚未組建時(shí)，建立一條有助于團(tuán)隊(duì)成員及時(shí)迅速溝通的途徑至關(guān)重要。一條可行的途徑是：頻繁召集所有人召開會(huì)議有規(guī)律的舉辦非正式的聽證會(huì)舉辦項(xiàng)目啟動(dòng)會(huì)制定電子年鑒列出成員的資歷和背景以上全部。54.AprojectmanagerwhowantstocreateareceptiveatmosphereforcommunicatingshouldEnsurethatallcommunicationisclearandunderstoodSpeakorwriteasheorshewouldliketobespokenorwrittentoHavetheprojectteamprepareaprojectcommunicationplanEnsurethatteammembershavetheinformationneededtodotheirworkEnsurethatteammembershavethetoolsavailabletofacilitate一個(gè)期望營造易于接受的溝通氣氛的項(xiàng)目經(jīng)理應(yīng)該確保所有交流清晰易懂以他或她自己喜歡的方式與別人交談或紙上交流讓項(xiàng)目組準(zhǔn)備一個(gè)項(xiàng)目溝通計(jì)劃確保項(xiàng)目組成員獲得其任務(wù)所需的信息確保項(xiàng)目組成員獲得便利的工具。55.Thetooltechniqueusedforcommunicationplanningis—StakeholderanalysisCommunicationskillsInformationretrievalsystemsNoneoftheabove用于溝通計(jì)劃的工具技術(shù)是利益相關(guān)者分析溝通技巧信息挽救系統(tǒng)以上均不是56.Whichofthefollowingtermsdescribesthestrongpressureswithinagrouptoconformtogroupnormsattheexpenseofcriticalandinnovativethinking?GroupoppressionGroupspeakGroupthoughtGroupthoughtGroupgrope下列那一個(gè)術(shù)語描述的是在小組強(qiáng)大壓力下，使關(guān)鍵費(fèi)用的小組標(biāo)準(zhǔn)同創(chuàng)新思想的小組標(biāo)準(zhǔn)相一致?小組的壓抑小組請(qǐng)求小組思想小組思維小組摸索57.EmpathicListeningentailsunderstandinganotherperson’sframeofreference.ToexhibitempathicListeningskills,aprojectmanagershould—MimicthecontentofthemessageProbe,thencontent,thenadviseEvaluatethecontent,thenadviseRephrasethecontentandreflectthefeelingNoneoftheabove投入的傾聽需要理解對(duì)方的觀點(diǎn).為展示投入的傾聽技巧項(xiàng)目經(jīng)理應(yīng)該:a.模仿信息的內(nèi)容b.探查內(nèi)容進(jìn)而建議c.評(píng)估內(nèi)容繼而建議d.改述內(nèi)容并反映自己的觀點(diǎn)e.以上均不是58.Thepresenceofcommunicationbarriersismostlikelytoleadto—ReducedproductivityIncreasedhostilityLowmoraleIncreasedconflictIncreasedstress溝通障礙的存在最可能導(dǎo)致生產(chǎn)力下降敵對(duì)升級(jí)士氣低落沖突增加壓力上升59.Asaprojectcommunicationmanagementprocess,administrativecloseoutconsistsofverifyinganddocumentingprojectresultstoformalizeacceptanceoftheprojectproductbythecustomer.Theoutputgeneratedfromadministrativecloseoutactivitiesconsistsof—Projectarchives,formalacceptance,andlessonslearnedChangerequests,projectrecords,andlessonslearnedLessonslearned,performancereports,andchangerequestsCommunicationmanagementplans,changerequests,andprojectarchivesNoneoftheabove在項(xiàng)目溝通管理程序中，行政收尾包括驗(yàn)證并將項(xiàng)目結(jié)果形成文件實(shí)現(xiàn)客戶正式接收項(xiàng)目產(chǎn)品。行政收尾工序產(chǎn)生的輸出包括：項(xiàng)目檔案，正式驗(yàn)收，取得的經(jīng)驗(yàn)要求變更，項(xiàng)目紀(jì)錄，取得的經(jīng)驗(yàn)取得的經(jīng)驗(yàn)，執(zhí)行情況報(bào)告，變更要求溝通管理計(jì)劃，變更要求，項(xiàng)目檔案以上均不是60.Whencommunicatingwithanaction-orientedperson,aprojectmanagershould—BeasbriefaspossibleandemphasizethepracticalityofhisorherideasProvideoptions,includingtheprosandconsStresstherelationshipsbetweenhisorherproposalsandthepeopleconcernedRemainpatientiftheotherpersongoesoffontangentsSpeakasquicklyaspossibletoensurethatalltheinformationisconveyed當(dāng)與一個(gè)行為導(dǎo)向的人交流時(shí)項(xiàng)目經(jīng)理應(yīng)該：盡可能簡(jiǎn)略并強(qiáng)調(diào)他或她觀點(diǎn)的實(shí)用性提供選項(xiàng)，包括正面的和負(fù)面的強(qiáng)調(diào)他或她的提議和人們關(guān)心問題之間的關(guān)系一旦對(duì)方離題需要保持耐心盡快的交談以確保所有信息被傳達(dá)61.Theprojectmanagercanenhanceprojectcommunicationandteambuildingbydoingallthefollowingexcept—HavingawarroomUsingatightmatrixBeingagoodcommunicationblockerBeingacommunicationexpeditorHoldingeffectivemeetings項(xiàng)目經(jīng)理不可以通過實(shí)施以下方法加強(qiáng)項(xiàng)目溝通及團(tuán)隊(duì)建設(shè):設(shè)立作戰(zhàn)間運(yùn)用緊密矩陣做一個(gè)好的溝通阻斷劑做交流的使者召開高效會(huì)議62.Ofthefollowingfactors,whichonehasthegreatesteffectontheproject’scommunicationrequirements?StakeholderresponsibilityrelationshipsExternalinformationneedsAvailabilityoftechnologyTheproject’sorganizationalstructureExpectedprojectstaffing以下因素中,哪一個(gè)對(duì)項(xiàng)目溝通需求有