PMBOK指南(第5版)第十二章習(xí)題

1．Youaretheprojectmanagerforanoutdoorconcerteventscheduledfor1yearfromtoday.You'reworkingontheprocurementplanforthecomputersoftwareprogramthatwillcontrolthelightingandscreenprojectionsduringtheconcert.You'vedecidedtocontractwithaprofessionalservicescompanythatspecializesinwritingcustomsoftwareprograms.Youwanttominimizetherisktotheorganization,soyou'lloptforwhichcontracttype?A.FixedpriceincentivefeeB.CostplusfixedfeeC.FirmfixedpriceD.Costplusincentivefee你是一場(chǎng)的戶外音樂(lè)會(huì)的工程經(jīng)理，該活動(dòng)1年后的今天舉行。你正在制定采購(gòu)方案，該方案是關(guān)于用于控制音樂(lè)會(huì)燈光和屏幕的計(jì)算機(jī)軟件程序。你已決定與一家專(zhuān)業(yè)從事軟件程序編寫(xiě)的公司簽定合同。你想使組織的風(fēng)險(xiǎn)降到最小，因此你將選擇哪種合同類(lèi)型？A.總價(jià)加獎(jiǎng)勵(lì)費(fèi)用合同B.本錢(qián)加固定費(fèi)用合同C.固定總價(jià)合同D.本錢(qián)加獎(jiǎng)勵(lì)費(fèi)用合同2．Contracttypeselectionisdependentonthedegreeofriskoruncertaintyfacingtheprojectmanager.Fromtheperspectiveofthebuyer,thepreferredcontracttypeinalow-risksituationisA．Firm-fixed-priceA．Fixed-priceincentivefeeB．Cost-plus-fixedfeeC．Cost-plus-percentage-cost合同類(lèi)型的選擇取決于風(fēng)險(xiǎn)的程度或者工程經(jīng)理面臨的不確定性。從買(mǎi)方的角度來(lái)看，適宜的低風(fēng)險(xiǎn)合同類(lèi)型是A．固定總價(jià)合同B．總價(jià)加獎(jiǎng)勵(lì)費(fèi)用合同C．本錢(qián)加固定費(fèi)用合同D．本錢(qián)加按本錢(qián)百分比合同3．Apurchaseorderisagoodexampleofwhichformofcontracting?A．UnilateralB.BilateralC.TrilateralD.Severable采購(gòu)訂單是什么合同形式的例子:A．單邊合同B．雙邊合同C．三邊合同D．可分割合同4．AcontractforundefinedworkA．MaybepricedonastraighthourlyratecontractB．IsnotpricedatthetimeofawardofthecontractC．ISonlyawardedbyanarbitrationboardD．ISawardedtocovercostsaftertheprojectisfinished對(duì)一個(gè)未界定工作的合同：A．可能按直線小時(shí)費(fèi)率計(jì)價(jià)B．在授予合同時(shí)尚未定價(jià)C．僅由仲裁委員會(huì)裁定D．在工程完成裁定其全部本錢(qián)5．Aprojectmanagerforalargemanufacturingconcernisworkingonaprojectthatcallsforanewbuildingtobeconstructedtohouseanewcleansystemmanufacturingprocessthatiscriticaltothesuccessoftheproject.Constructionisnotacorecompetencyofhiscompany.HisteamhastheabilitytocreateadetailedSOWwithpenaltiesifspecificstatementsofworkdeliverablesarenotmeet.Heisinprocurementplanningevaluatingwhichcontractwouldworkthebest.WhichofthefollowingisBESTtypeofcontractforthissituation?A.FFPB.CPFFC.CPIFD.T&M某工程經(jīng)理正在負(fù)責(zé)的工程中有局部建筑的工作，而建筑并非公司的長(zhǎng)項(xiàng)。他的團(tuán)隊(duì)有能力創(chuàng)立一個(gè)詳細(xì)的SOW和如果不能滿足SOW中可交付成果時(shí)的懲罰條款。他正在考慮選擇什么樣的合同最適宜。下面哪項(xiàng)合同類(lèi)型最適合此種情況：A．固定總價(jià)B．本錢(qián)加固定費(fèi)用C．本錢(qián)加獎(jiǎng)勵(lì)費(fèi)用D．時(shí)間材料合同6．Theprimaryobjectiveofincentiveclausesinacontractisto:A.reducecostsforthebuyer.B.helpthesellerscontrolcosts.C.synchronizeobjectives.D.reduceriskforthesellerbyshiftingrisktothebuyer.合同中的鼓勵(lì)條款的主要目標(biāo)是：A.降低買(mǎi)方的本錢(qián)B.幫助賣(mài)方控制本錢(qián)C.同步目標(biāo)D.降低賣(mài)方的風(fēng)險(xiǎn)，通過(guò)將風(fēng)險(xiǎn)轉(zhuǎn)移給買(mǎi)方7．Youaretryingtodecidewhethertoleaseorbuyanitemforyourproject.ThedailyleasecostisUS$150.Topurchasetheitem,theinvestmentcostisUS$2,000andthedailycostisUS$50.Inhowmanydayswilltheleasecostbethesameasthepurchasecost?A.10B.15C.20D.25你在試圖決定是否去買(mǎi)或者租用工程所需要的某項(xiàng)物品。如果租，每天的租金為150美元，如果買(mǎi)，一次性投入本錢(qián)為2000美元，每日維護(hù)本錢(qián)為50美元。在使用此物品多少天的時(shí)候租用的本錢(qián)和購(gòu)置的本錢(qián)相同？A．10B．15C．20D．258．WhichcontracttypeconsistsofTargetCost,Profit,CeilingPrices,andsharedratioorrisk?A.FirmFixedPricePlusincentiveB.TimeandMaterialC.CostPlusFixedFeeD.FirmFixedPrice以下哪種合同類(lèi)型是由目標(biāo)本錢(qián)、利潤(rùn)、最高價(jià)、共享比率或風(fēng)險(xiǎn)組成A．總價(jià)加獎(jiǎng)勵(lì)B．時(shí)間和材料C．本錢(qián)加固定費(fèi)D．固定總價(jià)9．Ofthefollowing,thecontracttypewiththehighestcostriskforthecontractoris:A.CostplusIncentivefeeB.FixedpriceplusincentivefeeC.CostplusfixedfeeD.Firmfixedprice以下哪類(lèi)合同對(duì)承包商的本錢(qián)風(fēng)險(xiǎn)最大?A．本錢(qián)加鼓勵(lì)費(fèi)B．固定價(jià)加鼓勵(lì)費(fèi)C．本錢(qián)加固定費(fèi)D．固定總價(jià)10．AlegallybindingdocumentofferedunilaterallyisA.LetterOfIntentB.UnitPriceContractC.PurchaseOrderD.TimeAndMaterialContract單方提供的具有法律約束力的文件是A．意向書(shū)B(niǎo)．單價(jià)合同C．采購(gòu)單D．時(shí)間與材料合同11．Abuyerhasnegotiatedafixed-priceincentivecontractwiththeseller.Thecontracthastargetcostof$200,000atargetprofitof$30,000,andatargetpriceof$230,000.Thebuyerhasalsonegotiatedaceilingpriceof$270,000andashareratioof70/30.Ifthesellercompletesthecontractwithactualcostsof$170,000,howmuchprofitwillthebuyerpaytheseller?A.$21,000B.$35,000C.$39,000D.$51,000買(mǎi)方已經(jīng)與賣(mài)方談成總價(jià)加鼓勵(lì)費(fèi)合同。合同目標(biāo)本錢(qián)為20萬(wàn)美元，目標(biāo)利潤(rùn)為3萬(wàn)美元。目標(biāo)價(jià)為23萬(wàn)美元、買(mǎi)方還談成了27萬(wàn)美元的最高價(jià)與70/30的分成比率。如果賣(mài)方完成合同的實(shí)際本錢(qián)為17萬(wàn)美元，那么買(mǎi)方付給賣(mài)方的利潤(rùn)是多少？A．$21000B．$35000C．$39000D．$5100012．Theprimaryobjectiveofcontractnegotiationsisto:A.getthemostfromtheotherside.B.protecttherelationship.C.getthehighestmonetaryreturn.D.defineobjectivesandsticktothem.合同談判的主要目標(biāo)是？A．從另一方獲得更多B．保護(hù)雙方的關(guān)系C．獲得最高的貨幣回報(bào)D．定義目標(biāo)并緊緊圍繞13．Afterconductingamake-or-buyanalysisandreviewingitsresults,yourcompanydecidedtoawardacontractforprojectmanagementservicesonapharmaceuticalresearchproject.Becauseyourcompanyisnewtoprojectmanagementanddoesnotunderstandthefullscopeofservicesthatmaybeneededunderthecontract,itismostappropriatetoawardaA.Lump-sumcontractB.Fixed-priceincentivecontractC.Cost-plus-a-percentage-of-costcontractD.Time-and-materialscontract在進(jìn)行自制或購(gòu)置決策后，你們公司決定對(duì)藥品研究工程的管理工作進(jìn)行外包。因?yàn)槟銈児緦?duì)工程管理是外行。不能完全了解合同所規(guī)定的管理效勞范圍。因此,最好是簽訂:A．總價(jià)承包合同B．固定價(jià)格鼓勵(lì)合同C．本錢(qián)加比例本錢(qián)合同D．單價(jià)合同14．Youplantoawardacontracttoprovideprojectmanagementtrainingforyourcompany.Youdecideitisimportantthatanyprospectivecontractorhaveanassociationwithamajoruniversitythatawardsmaster'scertificatesinprojectmanagement.ThisisanexampleofA．SettingupanindependentevaluationB．PreparingrequirementsforyourstatementofworkC．EstablishingaweightingsystemD．Establishingascreeningsystem你方案要為公司簽署一份提供工程管理培訓(xùn)的合同。你覺(jué)得那些預(yù)期能夠與之鑒訂合同的對(duì)象是與一所具有授予工程管理專(zhuān)業(yè)碩士學(xué)位資格的知名大學(xué)有一定聯(lián)系。這個(gè)要求屬于以下哪項(xiàng)的例子?A．設(shè)置獨(dú)立的評(píng)估B．設(shè)定工作說(shuō)明中的要求C．建立一個(gè)評(píng)價(jià)系統(tǒng)D．建立一個(gè)篩選系統(tǒng)15.Acontractorsignedaformal,writtencontracttoinstallanofficebuildingforaspecifiedamount.Whenthecontractorbeganthefieldwork,hefoundthejobwouldtakesignificantlymoretimeandmaterialsthanhehadincludedinthebid.Thecontractortellstheclientheeitherneedsmoremoneyorhewillrefusetocompletetheproject.Canthecontractordothis?A.Yes,becausethecontractorcannotmakemoneyonthiscontractandtheclientshouldunderstandandeitherpaytheadditionalmoneyorcancelthecontractorB.Yes,thecontractcanbedeclarednullandvoidbythecontractorC.Yes,becausethecontractorisunwillingtoperformitD.Yes,buttheclienthastherighttosuethecontractorforbreachofcontract.一位承包商簽署了一份固定金額的正式書(shū)面合同，承建一幢辦公大樓。當(dāng)承包商開(kāi)始實(shí)地工作時(shí)，他發(fā)現(xiàn)實(shí)際用時(shí)與用料都要超過(guò)他在投標(biāo)中包括的工時(shí)與材料，承包商告訴客戶，他要么擁有更多資金，要么就拒絕完成工程．承包商可以這么做嗎?A.可以，因?yàn)槌邪虖倪@個(gè)合同賺不到錢(qián)，客戶應(yīng)該理解，并且客戶要么再付一局部費(fèi)用，要么就取消合同B.可以，承包商可以宣布合同無(wú)效、無(wú)用C.可以，理由是承包商不愿意執(zhí)行D.可以，但客戶有權(quán)對(duì)承包商提出違約訴訟16.Stevewantstoreviewthelatestversionofavendorcontract,buthehastodigthroughpilesoforiginals,revisionsandcorrespondence.Whatwouldhavepreventedthisproblem?A.ShredobsoletepaperB.IntegratedchangecontrolC.RecordsmanagementsystemD.InformationTechnologySteve想要審查最新版本的供給商合同，但他不得不一頭扎進(jìn)成堆的合同原件和修訂版，以及往來(lái)的信件。你認(rèn)為他本來(lái)可以通過(guò)什么可以防止這種問(wèn)題？A.將過(guò)時(shí)的文件丟進(jìn)碎紙機(jī)B.整體變更系統(tǒng)C.記錄管理系統(tǒng)D.信息技術(shù)17.Whichofthefollowingisnottools&techniquesofthecontrolprocurementsprocess?A.PaymentsystemsB.ProjectmanagementplanC.ReportPerformanceD.Claimsadministration以下哪項(xiàng)不是控制采購(gòu)過(guò)程的工具與技術(shù)？A.支付系統(tǒng)B.工程管理方案C.報(bào)告績(jī)效D.索賠管理18.Youandthesellerhavediscussedachangetotheprojectandhaveagreedonthetechnicalaspectsofwhatisneeded.Later,thesellercallstotellyouheishavingextremedifficultygettingthecontractingofficetomakethechangetothecontract.ItwouldbeBESTforyouto:A.makethechangeyourself.B.notifytheprojectofficeofyourneedforassistance.C.workwiththecontractingofficetoresolvetheproblem.D.contacttheprojectsponsorforassistance.你和賣(mài)方就工程變更進(jìn)行了交談并商定了相關(guān)的技術(shù)內(nèi)容.之后,賣(mài)方給你打,說(shuō)明在要求合同管理員進(jìn)行合同變更時(shí),遇到了極端的麻煩.你最好:A.自己作出變更.B.通知工程辦公室,說(shuō)明需要幫助.C.與合同管理員一起,解決問(wèn)題.D.與工程發(fā)起人聯(lián)系,獲取幫助.19.Anadvantageofafirmfixedpricecontractforthebuyeris:A.CostriskislowerB.CostriskinhigherC.ThereislittleriskD.Riskissharedbyallparties固定總價(jià)合同對(duì)于買(mǎi)方的一個(gè)優(yōu)點(diǎn)是：A.本錢(qián)風(fēng)險(xiǎn)小B.本錢(qián)風(fēng)險(xiǎn)大C.很小的風(fēng)險(xiǎn)D.風(fēng)險(xiǎn)被所有參與共擔(dān)20.AProcurementfileincludes:A.IndexedcontractdocumentationB.IndexedboilerplatesamplesC.AllplanningmeetingminutesD.Socialsecuritynumbersforcontractors采購(gòu)文檔包含：A.編有索引的合同文檔B.編有索引的模板樣本C.所有規(guī)劃的會(huì)議記錄D.承包商的社會(huì)平安序號(hào)21．Apurchaseorderisagoodexampleofwhichformofcontracting?A．UnilateralB．ilateralC．TrilateralD．Severable購(gòu)置訂單是什么合同形式的例子？A.單邊合同B.雙邊合同C.三邊合同D.可分割合同22.Acontracthasarequirementthatthesellersubmitmonthlyacceptanceteststotheprojectmanager.Ifthesellerdoesnotsubmitsuchacceptancetests,theselleris:A.notfollowingthestakeholdermanagementplan.B.waivinghisrightstosubmittherepots.C.usinghisrightofretainage.D.inbreachofcontract.合同中的一項(xiàng)要求規(guī)定賣(mài)方向工程經(jīng)理提交月度驗(yàn)收試驗(yàn)結(jié)果.如果賣(mài)方不提交驗(yàn)收試驗(yàn)結(jié)果,那么賣(mài)方:A.沒(méi)有遵守干系人管理方案.B.放棄了提交報(bào)告的權(quán)利.C.運(yùn)用自己的保存權(quán)利.D.違約.23.Emotionsarerunninghighduringnegotiationstopurchasemajorequipmentforyourprojectwhenthesellerstartstopackuphisthings.Thisanexampleofwhichnegotiationstrategy?A.Missingman.B.Fairandreasonable.C.Withdrawal.D.Deadline.在為采購(gòu)工程主要設(shè)備進(jìn)行談判期間,賣(mài)方開(kāi)始收拾東西準(zhǔn)備離開(kāi)會(huì)場(chǎng),此時(shí),氣氛極其緊張.這屬于下述哪種談判戰(zhàn)略?A.關(guān)鍵人物不在場(chǎng).B.公平\合理.C.撤退.D.截止日期.24．Aprojectteamisanalyzingitsneedsforanupcoming.long-termsubcontract.Theyneedtohaveasystemanalyzedandfixed,buttheydonothavetheexpertisetotellthesubcontractorexactlywhatshouldbedone.Whattypeofcontractshouldtheyuse?A.CostplusfixedfeeB.TimeandmaterialsC.Firmfixedprice.D.Fixedpricewitheconomicpriceadjustment一個(gè)工程團(tuán)隊(duì)正在分析對(duì)一個(gè)長(zhǎng)期分包合同的需求.該團(tuán)隊(duì)需要分包商對(duì)一個(gè)系統(tǒng)進(jìn)行分析并解決其中存在的問(wèn)題,但是因?yàn)椴徽莆障嚓P(guān)技術(shù),無(wú)法準(zhǔn)確告訴分包商要承當(dāng)?shù)墓ぷ?該工程團(tuán)隊(duì)?wèi)?yīng)該使用哪種合同類(lèi)型?A.本錢(qián)加固定費(fèi)用合同.B.時(shí)間與材料合同.C.固定總價(jià)合同.D.總價(jià)加經(jīng)濟(jì)價(jià)風(fēng)格整合同.25.Theprojectteamisarguingabouttheprospectivesellerswhohavesubmittedproposals.Oneteammemberisarguinginsupportofonesellerwhileanotherteammemberwantstheprojectawardedtoadifferentseller.Whatstepoftheprocurementprocessistheteamin?A.PlanprocurementmanagementB.ConductprocurementsC.ControlprocurementsD.Closeprocurements潛在賣(mài)方提交了建議書(shū)后，工程組討論中，一個(gè)成員支持其中的一個(gè)賣(mài)方，而另一個(gè)組員想購(gòu)置另一個(gè)賣(mài)方的產(chǎn)品。這個(gè)工程組處于采購(gòu)過(guò)程中的哪個(gè)階段？A.規(guī)劃采購(gòu)管理B.實(shí)施采購(gòu)C.控制采購(gòu)D.結(jié)束采購(gòu)26.Whilecompletingworkforyourproject,theseller’ssubcontractorsuffersamajorfire.Thefiredestroyedtheheatingsystemtheywerebuildingforyourproject.Whatshouldyoudo?A.Stoppaymentoninvoicesfortheheatingsystemuntilworkbeginsagain.B.Checktoensurethesubcontractorwascoveredbyinsurance.C.Trytomitigatetheproblembutbepreparedtoextendthedeliverableduedate.D.Tellthesellertostopwordonthepartoftheprojectthatinvolvestheheatingsysthemuntiltheirsubcontractorcanrecoverfromthefire.在執(zhí)行工程工作時(shí),賣(mài)方的分包商遭受了一次大火.大火毀壞了為工程建造的采暖系統(tǒng).你應(yīng)該如何做?A.停止采暖系統(tǒng)發(fā)票的付款,直至工作開(kāi)始.B.檢查并確保分包商有保險(xiǎn)的保護(hù).C.盡量減輕問(wèn)題,但應(yīng)該做好延長(zhǎng)可交付成果的到期日期的準(zhǔn)備.D.告訴賣(mài)方停止涉及采暖系統(tǒng)的工程局部的工作,直至分包商火災(zāi)之后恢復(fù)正常工作.27．Thebuyerhasnegotiatedacost-plus-incentivefeecontractwiththeseller.Thecontracthasatargetcostof$300,000,atargetfeeof$40,000,ashareratioof80/20,amaximumfeeof$60,000,andaminimumfeeof$10,000.Ifthesellerhasactualcostsof$380,000,howmuchfeewillthebuyerpay?A.$104,000B.$56,000C.$30,000D.$24,000買(mǎi)方已經(jīng)與賣(mài)方談成本錢(qián)加鼓勵(lì)費(fèi)用合同。合同目標(biāo)本錢(qián)為30萬(wàn)美元。目標(biāo)費(fèi)用為4萬(wàn)美元，風(fēng)險(xiǎn)分擔(dān)比率為80/20，最高費(fèi)用為60000美元，最低費(fèi)用10000美元。如果賣(mài)方實(shí)際本錢(qián)為380000美元，那么買(mǎi)方付的費(fèi)用是多少？A．$104,000B．$56,000C．$30,000D．$24,00028．AdisadvantageofacostreimbursablecontactfortheselleristhatthebuyneedstoA.PaymorepermonthB.Auditseller'scostsC.ConstantlyevaluatethefeeitispayingD.Writeadetailedscopeofwork本錢(qián)補(bǔ)償合同對(duì)賣(mài)方的不利之處在于這種購(gòu)置需要:A．按月支付更多的錢(qián)B．審計(jì)賣(mài)方的本錢(qián)C．經(jīng)常評(píng)價(jià)正在支付的費(fèi)用D．編寫(xiě)工作的詳細(xì)范圍29.Managementtellsaprojectmanagertosubcontractpartoftheprojecttoacompanythatmanagementhasworkedwithmanytimes.Underthesecircumstances,theprojectmanagershouldbeMOSTconcernedabout:A.makingsurethecompanyhasthequalificationstocompletetheproject.B.meetingmanagementexpectationsoftime.C.thecostofthesubcontractedwork.D.thecontracttermsandconditions.管理層讓一個(gè)工程經(jīng)理把工程的一局部分包給一家管理層與之合作過(guò)很屢次的公司。在這種情況下，工程經(jīng)理最應(yīng)關(guān)注的是：A．確認(rèn)該公司具有完成工程的資格B．滿足管理層的時(shí)間預(yù)期C．分包工作的本錢(qián)D．合同條款30．Inafixedpricecontract,thefeeorprofitis?A.UnknownB.PartofthenegotiationinvolvedinpayingeveryinvoiceC.AppliedasalineitemtoeveryinvoiceD.Determinedwiththeotherpartyattheendoftheproject在固定總價(jià)合同中，費(fèi)用或利潤(rùn)是:A．未知的B．在針對(duì)每張發(fā)貨單付款的過(guò)程中涉及的局部談判金額C．用作每個(gè)發(fā)票的限額D．在工程結(jié)尾，與另一方共同確定31.Aprojectmanagerforalargeinternationalbankhasaprojectteamthatjustimplementedanelectronicfundsprojectinvolvingfourlargevendors.Theprojectmanagerstruggledthrougheveryphaseoftheprocurementprocesssincethebankhadaweakinternalcontractsdepartment.WhatwouldbetheMOSTappropriatethingtodotoensuretheproblemsareresolvedforfutureprojects?A.DocumentalloftheissuesinamemoandscheduleameetingwiththeheadofthecontractofficeB.Includeanagendaitemintheprojectclosedowntodiscusstheseissuesinanon-threateningmannerC.AddressthisthroughcontractchangecontrolD.Conductaprocurementaudit一個(gè)大型國(guó)際銀行工程團(tuán)隊(duì)的經(jīng)理，剛剛執(zhí)行了一個(gè)包括四個(gè)大賣(mài)主的電子基金工程。這個(gè)工程經(jīng)理在采購(gòu)過(guò)程的每個(gè)階段都非常辛苦，因?yàn)檫@個(gè)銀行有個(gè)非常弱的內(nèi)部合同部門(mén)。為了確保將來(lái)的工程能解決這個(gè)問(wèn)題，下面哪項(xiàng)是最適宜的做法？A．將所有問(wèn)題記錄到備忘錄中，并與合同辦公室領(lǐng)導(dǎo)方案?jìng)€(gè)會(huì)議B．在工程收尾時(shí)包含一個(gè)議程，在非常友好的氣氛中討論這些問(wèn)題C．在合同變更控制執(zhí)行中始終考慮這些問(wèn)題D．執(zhí)行采購(gòu)審計(jì)32.Youareworkingonacomplexprocurement.Youmustreachagreementwiththeselleraboutnumerousitemsincludingresponsibilitiesandauthorities,applicabletermsandconditions,contractfinancing,technicalandbusinessmanagementapproaches,andpricebeforesigningthecontract.Youscheduledanegotiationsession.Thesellerwillhaveeightrepresentativestatthesession;youwillhaveten.Becausethisprocurementissocomplex,contractnegotiationshouldbehandled____A.Byanoutsidefacilitator.B.Throughalternativedisputeresolutionprocedures.C.AsanindependentprocesswithspecificinputandoutputD.Byestablishingapartneringagreementwiththeseller.你目前正從事一項(xiàng)復(fù)雜的采購(gòu)工作。你必須在簽訂合同前和對(duì)方在許多方面上達(dá)成共識(shí)，主要包括權(quán)力與義務(wù)、適用性條款和條件、合同融資、技術(shù)和商業(yè)管理方法以及合同價(jià)格。你為談判會(huì)議制定了日程。對(duì)方將有8名代表到會(huì)，而你將派出10名代表出席。由于這項(xiàng)采購(gòu)過(guò)于復(fù)雜，應(yīng)該如何處理。A.借助于第三方的力量來(lái)解決B.提出多種選擇條件以供抉擇C.將此次合同談判作為一項(xiàng)有著特定的投入和產(chǎn)出的獨(dú)立過(guò)程來(lái)處理。D.通過(guò)與供給商建立一種伙伴協(xié)定來(lái)解決33.Youneedtousesupplierstoprovideseveraldifferentproductsandservicesforyourproject.Youwanttocreateadocumenttodescribetheworkinenoughdetailtoallowprospectivesellerstobidonthem.Whatdocumentshouldyoucreate?A.AcontractB.AproposalC.Abidder'sstatementD.AprocurementSOW你需要供給商為你的工程提供幾種不同的產(chǎn)品和效勞。你希望建立一個(gè)詳細(xì)的文檔，描述工作足夠的細(xì)節(jié)以便供給商來(lái)競(jìng)標(biāo)，這是什么文件？A.一份合同B.一份建議書(shū)C.投標(biāo)人聲明D.一份采購(gòu)工作說(shuō)明書(shū)34.Youhavedecidedtoterminateacontractbecauseyounolongerneedtheworkfromtheseller.WhatistheBESTwaytocommunicatethistotheseller?A.CallthesellerimmediatelyB.Sendtheselleranotificationbye-mailC.SendthesellerastopworkorderbyovernightmailD.Holdanimmediatemeetingwiththeseller你決定終止一個(gè)合同，因?yàn)槟悴恍枰┙o商的工作了，下面哪一種溝通方法是最好的？A.立即通知供給商B.通過(guò)電子郵件通知C.用快遞發(fā)出一個(gè)停工通知D.和供給商立即開(kāi)會(huì)35.Yoursellerontheprojecthasnotperformedandyouareterminatingthecontract.WhichofthefollowingistheBESTthingtodo?A.FollowthecontractclosureproceduresB.Meetwiththeseller,explaintheproblem,andobtaintheseller’sagreementonterminationC.ReviewchangerequestsD.Reportthesellertothestateagencyinchargeofinspection你的供給商沒(méi)有完成工程任務(wù)，你要和他終止合同，下面哪項(xiàng)是最好的選擇A．遵循合同終止程序B．會(huì)見(jiàn)供給商，解釋問(wèn)題并獲得供給商對(duì)終止合同的同意C．回憶變更請(qǐng)求D．將該供給商報(bào)告到州中立機(jī)構(gòu)進(jìn)行檢查36.Whilecompletingaproject,aworkerstrikeintheseller’scityhasresultedintherequireddeliverablebeinglate.WhatisgenerallytheBESTthingfortheprojectmanagertodo?A.ExtendthecontractforthelengthofthedelayB.RemindthesellerthattheyareundercontracttocompletetheprojectbytheduedateorbeindefaultontheprojectC.Investigatewaystoshortenotherpartsoftheprojectinordertomeettheseller’sprojectcompletiondateD.Tellthesellertostopworkontheprojectuntilthestrikeissettled在執(zhí)行一個(gè)工程時(shí)，賣(mài)方城市工人發(fā)生了罷工，導(dǎo)致交付成果的推遲。工程經(jīng)理通常的最正確做法是：A.根據(jù)罷工所延遲的時(shí)間，相應(yīng)延長(zhǎng)合同B.提醒賣(mài)方根據(jù)合同應(yīng)準(zhǔn)時(shí)完成，否那么就是違約C.調(diào)查其它方面如何縮短時(shí)間，以使供給商滿足完工日期D.讓供給商停工，直到罷工解決了37．Acustomerhasrequestedachangethatrequiresyoutoobtainnewequipment.Youneedtodecidewhethertoleaseorbuytheequipment.ThedailyleasecostisUS$150.ThecostofpurchasingtheitemisUS$2,000fortheinvestmentcostandUS$50forthedailycost.Youwillneedtousetheitemforabout12days.Whatshouldyoudo?A.Leaseit.B.Buyit.C.AskthecustomerforaUS$2,000changeorder.D.Leaseitforonlysevendaystotrytosavecost.客戶請(qǐng)求一個(gè)變更，這將需要你去獲得新的設(shè)備。你需要決定買(mǎi)還是租用這個(gè)設(shè)備，租用此設(shè)備的每日租金為150美元，購(gòu)置此設(shè)備需要投入2,000美元，每日維護(hù)費(fèi)用為$50美元。你大概需要使用此設(shè)備12天，你會(huì)選擇怎么做？A．租用此設(shè)備B．購(gòu)置此設(shè)備C．請(qǐng)客戶進(jìn)行一個(gè)2,000美元的變更指令D．只租用7天以便減少本錢(qián)38.Oncesignedacontractislegallybindingunless:A.OnepartyisunwillingtoperformB.OnepartyisunabletofinancehispartoftheworkC.ItisinviolationofapplicablelawD.Itisdeclarednullandvoidbyoneparty一旦簽署了，合同就具有法律約束力，除非:A．一方不愿意履行B．一方?jīng)]有能力為其承當(dāng)?shù)墓ぷ魈峁┵Y金C．它違反了所適用的法律D．有一方宣布其無(wú)效39.Insomecases,contractterminationreferstoA.ContractclosurebymutualagreementB.ContractclosurebydeliveryofgoodsorservicesC.ContractclosurebysuccessfulperformanceD.Certificationofreceiptoffinalpayment在某些情況下，合同終止是指:A．雙方協(xié)議的合同收尾B．發(fā)貨后合同收尾C．以取得成功的績(jī)效為標(biāo)志的合同收尾D．收到最后付款的證明40.Youareacontractorforastateagency.Yourcompanyrecentlycompletedawaterresourcemanagementprojectforthestateandreceivedpaymentonitsfinalinvoicetoday.Aprocurementaudithasbeenconducted.Formalnotificationthatthecontracthasbeenclosedshouldbeprovidedtoyourcompanybythe-A．State’sprojectmanagerB．PersonresponsibleforcontractadministrationC．ProjectcontrolofficerD．Projectsponsororowner你所在的公司是一個(gè)為州政府機(jī)關(guān)工作的承包商。你們公司最近為州政府完成了一個(gè)水資源管理工程，并已于今天正式與政府部門(mén)結(jié)算了該工程?，F(xiàn)在要開(kāi)始這對(duì)這個(gè)項(xiàng)目進(jìn)行采購(gòu)審計(jì)。由以下哪個(gè)部門(mén)向你的公司發(fā)出合同結(jié)束的正式通告?A．州政府的工程經(jīng)理B．負(fù)責(zé)合同管理的人員C．工程控制負(fù)責(zé)人D．工程發(fā)起人或所有人41.Procurementauditsreviewwhat?A.TheprocurementprocessfromPlanProcurementsmanagementprocessthroughControlProcurements.B.ThecontractadministrationprocessfromSolicitationPlanningthroughContractAdministrationC.TheprocurementprocessfromProcurementPlanningthroughContractCloseoutD.ThecontractadministrationprocessfromSolicitationPlanningthroughContractCloseout采購(gòu)審計(jì)的回憶內(nèi)容是：A.從規(guī)劃采購(gòu)管理過(guò)程到控制采購(gòu)過(guò)程的采購(gòu)過(guò)程進(jìn)行審查B.從詢價(jià)方案過(guò)程到合同管理過(guò)程都對(duì)合同管理進(jìn)行審核C.從采購(gòu)方案過(guò)程到合同收尾過(guò)程都對(duì)采購(gòu)方案過(guò)程進(jìn)行審核D.從詢價(jià)方案過(guò)程到合同收尾過(guò)程都對(duì)合同管理進(jìn)行審核42．Inacostplusfixedfeecontract,thefee___A.Neverchanges.B.Changesifchangeordersareissued.C.Issmall.D.Willalwaysdecrease.在本錢(qián)加固定費(fèi)用合同中，費(fèi)用___A.不會(huì)變化B.如果發(fā)出變更命令，就要變化C．少D．總是減少43.Whichofthefollowingisanadvantageofcentralizedcontracting?A.GiveseasieraccesstocontractingexpertiseB.IncreasescompanyexpertiseincontractingC.GivesmoreloyaltytotheprojectD.Allowsacontractspersontoworkonasingleproject以下哪項(xiàng)是集中采購(gòu)的優(yōu)點(diǎn)A.更容易獲得合同經(jīng)驗(yàn)B.增強(qiáng)公司在合同訂立方面的專(zhuān)業(yè)技術(shù)C.對(duì)工程忠誠(chéng)D.一個(gè)合同人員只為一個(gè)工程工作44.Thetoolthat"definestheprocessbywhichthecontractcanbemodified"isthe:A.ContractmanagementplanB.IntegratedchangecontrolC.RecordsmanagementsystemD.Contractchangecontrolsystem下面哪個(gè)工具規(guī)定了合同修改的過(guò)程：A.合同管理方案B.整體變更控制系統(tǒng)C.合同檔案管理系統(tǒng)D.合同變更控制系統(tǒng)45.Whichofthefollowingactivitiesoccursduringplanprocurementmanagement?A.Answeringsellers’questionsaboutthediddocumentsB.CreatingthecontracttermsandconditionsC.Bidder