PMP模擬試験2

• 1. Increasing resources on the critical path activities may not always shorten the length of the project with the following reasons or examples .which may bring the LEAST influence to resource increase ?

A certain activities are time dependent rather than resource dependent

B supervisors worry about the poor quality due to parallel activities

C Governmental regulations may have placed restriction on the number of people used on certain activities

D the skill level of the added resource might not be appropriate for the activities to be performed

因为下面原因或案例，在关键路径上添加资源不总是缩短项目的时间，资源添加对下面几项影响最小的是哪个？

A 某些活动是时间依赖，而不是资源依赖

B 管理者担心因为平行展开活动造成质量低下

C 政府规定可能限制某项活动上使用人的数量

D 添加资源的技能水平可能不适合要实施的活动

A

解释：时间依赖型项目，如开会，不会因为参加的资源数量而发生变化，受资源添加影响最下。参考：PMBOK2008 P156。 （2009-8-12 6:59:49）

• 2. A Project Manager is most likely to have the strongest influence in an organization that is:

A.Balanced Matrix

B.Functional

C.Projectized

D.Strong Matrix

项目经理在哪个组织中有最强的影响力？

A.平衡矩阵

B.职能型

C.项目型

D.强矩阵

C

参考：PMBOK2008 P30。 （2009-8-12 6:59:49）

• 3. For a project, Earned value = 600, Actual Cost = 500, Budget at Completion = 100 0. What is the estimate at completion?

A.900

B.1100

C.1500

D.1600

某个项目，EV=600，AC=500，BAC=1000。EAC是多少？

A.900

B.1100

C.1500

D.1600

A

解释：EAC=AC+BAC-EV=500+1000-600=900。参考：PMBOK2008　P184。 （2009-8-12 6:59:49）

• 4. Which of the following is an input to Close Procurements？

A. Procurement Documentation

B. Contract file

C. Procurement Audits

D. Formal acceptance

下列哪一项是收尾采购的输入？

A. 采购文档

B. 合同文件

C. 采购审计

D. 正式验收

A

参考：PMBOK2008 P343。 （2009-8-12 6:59:49）

• 5. In a cost plus incentive fee contract , the target cost is $100000 , the target fee is $10000 , the share ratio is 70/30 , the actual cost is $120000 , what is the total amount that the buyer will pay______?

A. $130000

B. $4000

C. $124000

D. $110000

在成本加奖励合同中，预计成本￥100000，预计费用￥10000，分摊比例70/30， 实际成本￥120000，买方应该支付多少？

A. $130000

B. $4000

C. $124000

D. $110000

C

解释：计算方法：买方支付费用=120000实际成本+（预计成本100000-120000）*30%+10000=124000。参考：PMBOK2008 P323。 （2009-8-12 6:59:49）

• 6. Your contract states that the maximum change for services from the seller will be US$50000 per month. However the actual invoices have been US$50000 for the past three months. Stopping the seller s will impact the project schedule. Under these circumstances, the BEST thing too do is to review the:

A. Contract change control system

B. Scope change control system

C. Performance reporting system

D. Cost change control system

合同规定卖方服务的最高收费为5万美元每月，但是，过去三个月，实际发票金额都是10万美元。停止卖方服务将影响合同进度计划。在这种情况下，最好是对下述哪项内容进行审核：

A. 合同变更控制系统

B. 范围变更控制系统

C. 绩效报告系统

D. 成本变更控制系统

A

解释：题干描述卖方履行的内容和合同内容不符，原因可能是合同已经发生了变更，所以需要审核变更流程是否规范。参考：PMBOK2008 P338。 （2009-8-12 6:59:49）

• 7. During the execution of contract , you found one subcontractor of your seller was working as per a wrong specification . To pledge the schedule of your project , you write to this subcontractor directly to advised the correct specification . Your action is _____.

A. Correct , because you must catch the schedule

B. Incorrect , because the subcontractor will not follow your advices

C. Correct , because your seller is not active

D. Incorrect , as per privity of contract , this will release the responsibility of seller to fulfill contract

合同履行期间，你发现供方的一个子承包商按照一个错误的规范进行工作。为了保证你的项目进度，你直接为这个子承包商提供了正确的规范。你的行为是_____。

A. 对的，因为你必须控制进度

B. 不对，因为这个子承包商不会遵循你的要求

C. 对的，因为你的供方没有采取行动

D. 不对，根据合同惯例，这个纠正措施应该由你的供方发布

D

解释：当前你的角色是买方，是业主，和子承包商没有合同关系，所有与子承包商的事宜应该由总包商负责处理，也就是你的供方。参考：PMBOK2008 P338。 （2009-8-12 6:59:49）

• 8. A contract is considered a(an)______or a number of_______.

A、Acceptance, promises.

B、 Remedy, remedies.

C、 Meeting of the minds, promises.

D、 Promise, promises.

合同被认为是一个______或多个_______

A、承担、承诺

B、赔偿、赔偿

C、思想满足、承诺

D、承诺、承诺

D

解释：合同一种法律关系，是双方都某个项目达成的共识和承诺。参考：PMBOK2008 P333。 （2009-8-12 6:59:49）

• 9. Negotiations between two parties are becoming complex , so party buyer makes some notes that both parties sign. However, when the work is being done,party seller claims that they are not required to provide an item they both agreed to during negotiations, because it was not included in the subsequent contract, in this case, party seller is:

A、Generally correct because both parties are only required to perform what is in the contract.

B、 Generally correct because all agreements must be upheld.

C、 Incorrect because both parties must comply with what they agreed upon.

D、 Correct because both parties must comply with what they agreed to in the signed contract.

买卖双方的谈判日益复杂，因此，买方要求双方在会议纪要上签字。但是，卖方在实际执行工作时宣称不需要提供双方在谈判过程中商定的一项内容，因为该内容没有包括在随后的合同中，在该种情况下，卖方的说法：

A、通常正确，因为双方仅需要执行合同规定的事宜。

B、通常不正确，因为所有协议都必须遵守。

C、不正确，因为双方必须遵守双方商定的事宜。

D、正确，因为双方必须遵守双方签订的合同内商定的事宜。

D

解释：合同是一种法律关系，在签订后必须要遵守。参考：PMBOK2008 P333。 （2009-8-12 6:59:49）

• 10. Emotions are running high during negotiations to purchase major equipment for your project when the seller starts to pack up his things. This an example of which negotiation strategy?

A、Missing man.

B、 Fair and reasonable.

C、 Withdrawal.

D、 Deadline.

在为项目采购关键设备的谈判期间，卖方开始收拾东西准备离开会场，气氛非常紧张。这属于下列哪种谈判策略？

A、关键人物不在场

B、公平、合理

C、撤退

D、截止日期

C

解释：注意看题干“准备离开会场，气氛很紧张”撤退的使用最佳情形就是“降温”或“解决问题条件不成熟”。参考：PMBOK2008 P332。（2009-8-12 6:59:49）

• 11. All the following are true about contract negotiation except:

A、Primary objective should be to build a lasting relationship.

B、 It includes responsibilities, contract financing, technical and business management approaches.

C、 Price is an important consideration during Negotiation.

D、 Main consideration of both buyer and seller should be to maximize monetary return.

下列关于合同谈判的描述都是正确的，除了：

A、主要目的是建立长期的合作关系。

B、它应包含职责，合同资金，技术和商务管理方法。

C、价格是谈判期间一项重要的议题。

D、主要考虑买卖双方获得最大的资金回报。

D

解释：谈判不能只考虑资金回报。参考：PMBOK2008 P332。 （2009-8-12 6:59:49）

• 12. Bidder s conferences are part of:

A、Request seller responses .

B、 Select sellers.

C、 Contract administration.

D、 Plan contracting.

标前会是下述哪项的一部分：

A、询价

B、供方选择

C、合同管理

D、发包计划

A

解释：标前会又叫答疑会，是由买方来组织的目的是确保潜在卖方清楚了解项目内容。参考：PMBOK2008 P331。 （2009-8-12 6:59:49）

• 13. After drawing the design specification with the client, the contractor and the client subscribe a FFP contract. For lacking of fund, the contractor have to start the project in three month, the contractor should:

A、 executive risk management plan

B、 negotiate about project finishing milestone with the client

C、 finish the project on time by distributing extra resources

D、 use management storage

和客户制订了设计规格后，承包商和客户签订了FFP合同，由于资金不足，承包商在3个月后才开始项目，承包商应该：

A、执行风险管理计划

B、和客户协商项目完工里程碑

C、分配额外资源按时完成项目

D、使用管理储备

A

解释：题干表明项目存在很大的进度风险，所以承包商需要执行风险管理计划。 （2009-8-12 6:59:49）

• 14. In project procurement management, work performance information includes：

A、 WBS

B、 cost information

C、 invoice and payment records

D、 cost,rate of progress and quality information

在项目采购管理中，工作绩效信息包括：

A、 WBS

B、成本信息

C、发票和付款纪录

D、成本、进度和质量信息

D

解释：工作绩效信息包括满足质量标准的程度、已经发生的成本、项目进度等信息。参考：PMBOK2008 P338。 （2009-8-12 6:59:49）

• 15. In the Executing，conflict may be occur between the contract officer and the project manager，as a contract officer----

A、 work for different department

B、 should be permitted by the PM to make project modification

C、 is the only person who can change the contract

D、 have little understanding of frondose requests

在项目执行期间，冲突会在合同官员与项目经理之间发生，做为合同官员----

A、为不同的部门工作

B、需要获得项目经理的批准确才能进行项目的变更

C、是唯一能改变合同的人

D、对应的具体需求了解很少

C

解释：这道题是描述了某些企业采用集中式采购方式，所有的合同由合同管理员进行管理，项目经理不能直接修改合同。（2009-8-12 6:59:49）

• 16. The make-or-buy decisions document can be as simple as a listing that includes a short justification for the decision, an output to procurement planning, it is also an input for.：

A. contract administration.

B. Source selection.

C. Solicitation planning.

D. Solicitation.

自制或外购决策文件可以比较简单，只需列明做出决定的原因和依据，作为采购规划的成果，它也是下述哪项的依据：

A. 合同管理

B. 货源选择

C. 询价规划

D. 询价

C

解释：自制外购决策是后续活动：编写招标文件过程的输入。注意：询价规划是04版的过程，08版已经合并到实施采购中。参考：PMBOK2008 P326。 （2009-8-12 6:59:49）

• 17. You are a PM，you are preparing a invitation for bid, with invite public bidding surrogate the following are the content of the file, except:

A. Contract statement of work

B. Description of response

C. Qualification methodology

D. A model contract

作为一名项目经理，你正在和招标公司一起准备一份投标邀请书，以下均是该文件的内容，除了：

A. 合同工作说明书

B. 应答格式

C. 资格预审方法

D. 合同范本

C

解释：资格预审方法属于供方选择标准的内容，其他内容合同工作说明书、卖方响应格式、合同范本都是采购文件（招标书）里面的内容。参考：PMBOK2008 P326。 （2009-8-12 6:59:49）

• 18. Which of the following is easier to make contract scope change ?

A、 Fixed-price

B、 Fixed-Plus-Incentive-Fee

C、 Cost-Plus-Fee

D、 None of the above

在以下哪种合同中，更容易进行合同范围变更？

A、固定价

B、固定价加激励费

C、成本加酬金

D、以上都不是

C

解释：固定价合同，修改范围时需要同时变更合同价格，相对不容易改范围。参考：PMBOK2008 P322 P323。 （2009-8-12 6:59:49）

• 19. In order to achieve the project, project group must:

A. select an appropriate process to achieve the project aim in project management process group

B. stand to the prescribe in require explaination, satisfy the advantages and disadvantages Stakeholder s require,desire and expectation

C. in order to refer high quality succeed balance the afoul request among the scope, time, fee,quality, resource and risk

D. A、B and C

为了使项目取得成功，项目团队必须

A. 在项目管理过程组中选用实现项目目标所必须的合适过程

B. 遵守要求说明书中的规定，满足利害干系者的需要、愿望和期望

C. 权衡对范围、时间、费用、质量、资源和风险互相冲突的要求，以提交高质量的成功

D. A、B和C

D

参考：PMBOK2008 P6。 （2009-8-12 6:59:49）

• 20. Your team proposes a new technology that you re not at all familiar with and proceeds to execute the plan. As a PMP, it is your duty to:

A. Request a transfer to a project team that s working on something you re familiar with

B. Confront the team for taking on such a risky project

C. Advise the customer of the risks and encourage the selection of an alternative approach

D. Learn what you need to know about the new technology to facilitate the project s success

你的团队向你推荐了一些你完全不熟悉的新技术来实施项目计划。作为一名PMP，你的责任是：

A. 让你的项目团队更换一种你熟悉的技术

B. 不同意你的项目团队实施这一有风险的项目

C. 告知客户这一风险并且鼓励使用另一种方法

D. 为了推动项目成功，学习你需要了解的新技术

D

解释：PMP的职业守则有一条“持续学习”（2009-8-12 6:59:49）

• 21. The standard of a project achievement is:

A. the achievement of project product

B. scale with project aim

C. project cost

D. project schedule and quality aim

项目成功的标准是

A. 项目产品的成功

B. 以项目目标衡量

C. 项目成本

D. 项目进度和质量目标

B

解释：项目成功的定义有两个：一个是干系人满意；另一个是实现了设定的目标。参考：PMBOK2008 P77。 （2009-8-12 6:59:49）

• 22. a cross-nation department project is in its initiating process, in order to carry out schedule request, schedule lasting time should be compressed. As a PM, which of the following should you ask the project client to know?

A. resource

B. competition

C. risk

D. scope

一个跨国部门的项目处于启动阶段，为实现进度要求，需要对进度时间进行压缩，你应要求项目委托人了解以下哪项？

A. 资源

B. 竞争

C. 风险

D. 范围

C

解释：进度压缩有两种方法：一是赶工；一个是快速跟进，这两种方法都是需要改变原来计划，通常会引发风险。相对而言，快速跟进风险更大。参考：PMBOK2008 P156。 （2009-8-12 6:59:49）

• 23. A project manager is planning a project when he discovers that the project has many different phases , and each phase must be done in a sequence . What is the BEST thing the project manager can do？

A. Obtain a charter for each phase

B. Make sure the WBS has tasks that include extra team meeting

C. Make sure each team member know how their tasks interact with other tasks

D. Make sure the communication plan addresses interdependencies

一个项目经理在计划项目时发现项目有许多不同的阶段，并且每个阶段必须按顺序来进行。这个项目经理最好应该怎么做？

A. 获得每个阶段的章程

B. 确认WBS有包括额外团队会议的任务

C. 确保每个团队成员都知道他们的任务与其他任务如何相互影响

D. 确保沟通计划强调了相互依赖关系

A

解释：选项A意味着在项目每个阶段都执行制定项目章程这个过程。参考：PMBOK2008 P41。 （2009-8-12 6:59:49）

• 24. Which of the following are not included in the main Project Management processes？

A. Feasibility

B. Executing

C. Planning

D. Closing

主要项目管理过程不包括下列哪项？

A. 可行性研究

B. 实施

C. 计划编制

D. 收尾

A

解释：可行性研究属于项目生命期，不属于项目管理过程。参考：PMBOK2008 P39。 （2009-8-12 6:59:49）

• 25. To be successful in a functional organization , the project manager must reply on :

A. Referent power and informal power structure

B. Formal authority

C. Informal power structure

D. Broad span of control

为了在职能型组织中获得成功，项目经理必须依靠

A. 参考权力和非正式的权力结构

B. 正式的职权

C. 非正式的权力结构

D. 宽广的控制幅度

A

解释：在职能型中项目管理者正式权力非常小，通常被称为协调员或促进者，因此参考权力和非正式的权力变的比较重要。参考：PMBOK2008 P29。（2009-8-12 6:59:49）

• 26. You are a new project manager for company B. You previously work for company A that had an extensive project management practice. Company B has its own procedures , but you are more familiar with those from company A. You should :

A. use the practices from company A but include any forms from company B.

B. use the practices from company B and begin to instruct them on ways to upgrade their own.

C. talk about changes to the change control board of company B .

D. interact with others in an ethical way by sharing the good aspects of company A’s procedures.

你是公司B的一个新项目经理。你以前为有丰富项目管理实践的公司A工作。公司B有自己的程序，但是你更熟悉公司A的程序。你应该：

A. 使用公司A的实践经验，但是使用公司B的形式

B. 使用公司B的实践经验并开始对它们进行升级更新

C. 与公司B的变更控制委员会讨论变更的事宜

D. 以讲道德的方式,与其他人分享A公司的流程中的好的方面。

B

（2009-8-12 6:59:49）

• 27. In comparing the Project Life Cycle , the Project Management Life Cycle and Product Life Cycle , which of the following is most true？

A. The project life cycle changes and evolves with the project

B. The project management life cycle is unique to every project

C. The project life cycle is can be referred to as the Project Management Life Cycle

D. A product life cycle typically involves more than one project life cycle

把项目生命周期、项目管理生命周期和产品生命周期做比较，下列哪项是最正确的？

A. 项目生命周期通常随着项目变化和发展

B. 项目管理生命周期对于每个项目都是独特的

C. 项目生命周期可以称作项目管理生命周期

D. 典型的产品生命周期包括一个以上的项目生命周期

D

参考：PMBOK2008 P18。 （2009-8-12 6:59:49）

• 28. You are working on establishing a joint venture with a Korean firm for a larger e-training program. During your first conversation with the company president, your mention that you know how to spell several words in Hangul. He is pleasantly surprised that you are familiar with the language, and your relationship begins favorably .Which one of the following traits best identifies the disclosure of your knowledge of his language ?

A. Confident humility

B. Authentic flexibility

C. Aggressive insight

D. Positive aggrandizement

你在与一家韩国企业组建一个联营体以便完成一个大型网络培训的项目。在你与公司的总裁举行的第一会议中，你提到自己懂得一些韩语。他对此感到非常高兴，你们的关系也变得更加融洽。下列哪项特征最明确的说明了你了解他们语言的目 的？

A. 不卑不亢

B. 可信的灵活性

C. 敏锐的洞察力

D .积极的强化

C

（2009-8-12 6:59:49）

• 29. What is the primary , underlying reason that conflict exists in organizations today?

A. Conflicting project and functional objectives

B. The tremendous amount of change that has occurred in the work place

C. Environmental constraints

D. Personality clashes

在当今的组织中存在冲突的主要的、根本的原因是什么？

A. 项目和职能目标的冲突

B. 工作地点出现巨大的变更

C. 环境制约

D.个性冲突

A

解释：在矩阵型组织中项目的冲突最多，这个题可以理解为为什么矩阵型冲突最多，项目和职能部门的目标存在冲突是关键原因。参考：PMBOK2008 P28。 （2009-8-12 6:59:49）

• 30. There are over 50 stakeholders on your project . The project is being done in another country with people from three as team members . Which of the following is the MOST important thing to keep in mind？

A. The communication channels will be narrow .

B. Many competing needs and objective must be satisfied .

C. There must be one sponsor from each country .

D. Conflict of interest must be disclosed .

你的项目有50多个项目干系人。该项目在另一个国家进行，项目的团队成员来自3个国家。下列哪项是要牢记在心中最重要的事情？

A. 沟通渠道将变的狭窄

B. 必须满足很多相互冲突的需求和目标

C. 每个国家必须有一个发起人

D. 利益冲突公开

B

解释：这道题是说，和项目干系人一起工作时需要牢记：干系人的需求都不尽相同。参考：PMBOK2008 P24。 （2009-8-12 6:59:49）

• 31. Which of the following BEST describes the project manager’s role as an integrator？

A. Helping team members become familiar with the project .

B. Putting all the pieces of a project into a cohesive whole .

C. Putting all the pieces of a project into program .

D. Putting all team members together into a cohesive whole .

下列哪项最恰当的描述了项目经理在整合中的作用？

A. 帮助团队成员熟悉项目。

B. 把一个项目的所有部分拼成一个结合在一起的整体。

C. 把一个项目的所有部分拼成一个超大型项目群。

D. 把所有团队成员形成一个结合在一起的整体。

B

解释：项目经理最重要的作用就是整合项目使之成为整体。参考：PMBOK2008 P71。 （2009-8-12 6:59:49）

• 32. Prior to client scope verification, and without proper initiation, functional manager A advises his resources to begin work on your project. By chance, one of the resources talks to your client and advises him that the project is progressing well and going to be conpleted on schedule. The client is puzzled by this and questions why work was begun prior to sign-off. Your best immediate response is to:

A. Honestly explain to your client that a mistake has been made and that you ll do whateever you can to rectify the situation

B. Advise the client that the resource was mistaken and was confused with another client s project

C. Advise the client that the resource was mistaken and no work has begun on their project

D. Refer the client to a senior staffer as you were unaware of the situation

在客户没有完成核实范围的情况下，未经正式启动，职能经理A告知他的下属开始项目工作。恰巧，其中一名成员告诉了你的客户项目开展的很好并且将如期完成。客户对此感到不解，向你询问为什么在签字之前工作已经开始了。你最好的回答应该是：

A. 诚实地告知客户项目确实发生了错误，你将尽全力纠正这一情况

B. 告诉客户，该成员搞错了，他和另一项目搞混了

C. 告诉客户，该成员搞错了，项目工作没有开始

D. 让客户去找另一位高级职员，因为你不知道这一情况

A

解释：诚实，实事求是。 （2009-8-12 6:59:49）

• 33. You are the CEO of a large publishing house and desire to improve project management practices in your company . What is the BEST thing to do in order to manage the publication of each issue ?

A. Clearly define the work to be supplied by other companies .

B. Retain the functional organizational structure .

C. .Set up a project office .

D. Identify all the stakeholders for this project .

你是一家大型出版公司的CEO，你想改进你公司中的项目管理方法。为了管理好每一期出版工作，要做的最恰当的事是什么？

A. 清楚的定义由其他公司执行的工作。

B. 保持职能组织结构。

C. 建立一个项目办公室。

D. 识别这个项目的所有项目干系人。

C

解释：公司项目管理方法的改进、项目组合管理都是PMO的责任，注意这道题是PMBOK2004中解释项目集管理时用的案例。参考：PMBOK2008 P11。 （2009-8-12 6:59:49）

• 34. Which of the following statements is true:

A. Properly operated projects often go through progressive elaboration , not remaining fixed even though the scope has been defined and agreed.

B. The project to create the Sanxia （three-Gorges）Dam can’t be considered temporary because of the operations such as power generation , transformation of electric power , transportation , etc . are following after the Dam has been completed .

C. projects can go on indefinitely when there is support and maintenance involved .

D. projects are not unique because there is always some aspect that has been done before.

下列哪项是正确的？

A. 尽管项目范围经过了定义和批准，但正常运行的项目通常要经过渐进明细的过程，并非保持不变。

B. 因为大坝完成后尚有如发电、电力输送和运输等日常运营工作，所以建造三峡大坝的项目不能认为是临时性的。

C. 当涉及支持和维护时，项目可能一直持续,没有一个明确的结束时间。

D. 项目不是独特的，因为总是有某些方面是以前做过的。

A

解释：项目的第三个特点渐进明晰。范围在定义之后需要逐步明细。参考：PMBOK2008 P5。 （2009-8-12 6:59:49）

• 35. Which of the follow methods of risk quantitative analysis has taken the decision maker s attitude to risk into consideration ?

A. Sensitivity analysis

B. Utility theory

C. Monte Carlo method

D. Decision theory

在以下的风险量化方法中，哪一个考虑了决策者面对风险的态度？

A. 灵敏性分析（Sensitivity analysis）

B. 效用理论（Utility theory）

C. 蒙特卡罗方法（Monte Carlo method）

D. 决策理论（Decision theory）

B

解释：效用函数根据人们对风险的态度，把人们划为三个类型：风险追随者、风险回避者、风险中立者。参考：PMBOK2008 P278。 （2009-8-12 6:59:49）

• 36. The difference of NPV and EPV is?

A. NPV has taken risks into consideration; EPV hasn t.

B. EPV has taken risks into consideration; NPV hasn t.

C. NPV is used for operstion with technology compression, EPV is used for operation with labor compression.

D. EPV is used for operstion with technology compression, NPV is used for operation with labor compression.

NPV与EPV的区别在于：

A. NPV考虑了风险；EPV没有考虑风险

B. EPV考虑了风险；NPV没有考虑风险

C. NPV用于技术密集型组织；EPV用于人工密集型组织

D. EPV用于技术密集型组织；NPV用于人工密集型组织

A

解释：EPV（预期现值）是不考虑风险(如:2年期的定存利率, 每年都是2%)情況下, 对未來收益現值的預期 -- 包含时间/现金二者的衡量.PV和NPV都考虑了风险；EMV（风险预期货币值）定量风险分析的一种技术，和决策树同时使用，通过将某风险造成的后果和发生概率相乘来量化风险。 （2009-8-12 6:59:49）

• 37. You are a PM. Your project require to produce 100 electronic products in five weeks. Now you just began week three. You have spent US$2000 with 40 products succesfully produced. The overal budget of your project is US$ 10,000. What does the cost variance tell you in this circumstance?

A. The project is ahead of the schedule.

B. The project is US$ 2000 under budget

C. The project is on budget

D. The project is getting US$2 of work for every dollar spent

你是一个项目经理。这个项目要求在5周内生产100个电子元件。现在是第3周的开始，到目前为止你共花了2000元制造出了40个产品。项目的总预算是1万元。请问这种情况下的成本偏差怎样？

A. 项目提前于进度计划

B. 项目低于预算2000元

C. 项目在预算内

D. 项目设定为每花费1元做2元的工作

B

解释：EV=4000（1万元除以100个电子原件再乘40），AC是2000元，CV=EV-AC=2000 大于0，CV为正，代表项目预算节约了。参考：PMBOK2008 P183。 （2009-8-12 6:59:49）

• 38. Which of the technique for project duration has considered loop ?

A. PDM

B. GERT

C. CPM

D. PERT

在下列估算项目历时的技术中，哪种技术考虑了回路？

A. PDM

B. GERT

C. CPM

D. PERT

B

解释：GERT：叫图形评审技术，特点就是有分支和回路。 （2009-8-12 6:59:49）

• 39. Resource leveling is_____?

A. Allocates resources to activities to minimize the variation of resouce requirement.

B. Smoothes out resource requirements by rescheduling activities within their float time.

C. Smooths out resource requirements by substituting activities with unassigned resources.

D. A &B

资源平衡是：

A. 为活动分配资源以保证资源水平变动的最小化

B. 在相关活动的浮动时间范围内调整活动，以平衡资源需求

C. 通过减少某些活动的资源分配来平衡资源需求

D. A和B

D

参考：PMBOK2008 P156。 （2009-8-12 6:59:49）

• 40. The project stakeholder add ten more additional activities to the project. What will this impact the CPI ?

A. CPI will become better

B. CPI will become worse

C. CPI will keep the same

D. No way to confirm

一个项目的CPI比较稳定。项目发起人增加了十个附加活动，对该项目的CPI有什么影响？

A. CPI变好

B. CPI变坏

C. CPI不变

D. 无法确定

D

解释：CPI=EV/AC；增加附加活动等于PV增加，对CPI的影响当前不确定。参考：PMBOK2008 P183。（2009-8-12 6:59:49）

• 41. Normally it becomes more difficult to change the project schedule in the late period of project. The reason is__.

A. The chance for change is less

B. Customer require the change

C. The cost of change is higher

D. The customer do not allowed change

项目后期修正进度往往变得更加困难，其原因是：

A. 更改的机会减少

B. 客户提出变更

C. 变更的成本更高

D. 客户不允许变更

C

参考：PMBOK2008 P17。 （2009-8-12 6:59:49）

• 42. Which of the follow technique may be used to define the EMV ?

A. Decision tree analysis

B. Fishbone chart

C. Parametric Estimating

D. Non-parameter model

哪一项技术被用来定义EMV?

A. 决策树

B. 鱼骨图

C. 参数模型

D. 非参数模型

A

解释：EMV即风险预期货币值，是由概率和后果相乘后累加。原文“决策树的求解过程可得出每项方案的预期货币价值”。参考：PMBOK2008 P298。 （2009-8-12 6:59:49）

• 43. which the following examples are distributing emergency storage, preparing substitute precept and changing project scope ?

A. emergency plan

B. passivity risk acception

C. in support plan

D. risk transfer

分配应急储备、准备替代方案和变更项目范围是以下-------的例子？

A. 应急计划

B. 被动风险接受

C. 后备计划

D. 风险转移

A

解释：风险转移的特点是签订协议找第三方，可以排除；选项B也不对，被动风险接受什么都不作；选项C，PMBOK中没有提到过，所以选项A更好些，选项A接近 主动风险接受。参考：PMBOK2008 P304。 （2009-8-12 6:59:49）

• 44. risks grade measurement:

A. the changeability of the forecast

B. the product of the risk probability and the risk effect

C. the schedule and fee result scope

D. the risk affairs reduce the money value

风险评分测量：

A. 预测的可变性

B. 风险概率与风险影响的乘积

C. 进度和费用结果的范围

D. 风险事件降低了的货币值

B

解释：风险定性分析，提到对项目风险进行评分，需要将风险概率和影响相乘。参考：PMBOK2008 P291。 （2009-8-12 6:59:49）

• 45. the planning of a emergency schedule including:

A. to prepare a independent file which is independent from the whole project plan.

B. to set up management storage to cover the fee which is beyond the schedule

C. determine the steps that should be taken when the discriminating risks is occur

D. determine the plan modulation during the project performing period

进度应急计划的编制涉及：

A. 准备一个独立于整个项目计划之外的独立文件

B. 建立管理储备以包含未计划的花费

C. 定义在被识别的风险事件发生时应采取的步骤

D. 定义在项目执行阶段进行的计划调整

C

解释：应急计划是针对已知风险的，这些风险没有进行应对规划，当风险发生时采取的行动步骤。 （2009-8-12 6:59:49）

• 46. the PM is making a main schedule plan for a project.In order to finish this schedule plan, what information should the PM collect?

A. the date of the main activities.

B. key milestone

C. task description of the summary layer

D. A、B&C

项目经理正在为一个项目编制主进度计划。为了完成这个进度计划，项目经理必须收集下述哪些信息？

A. 主要活动的日期

B. 关键里程碑

C. 概要层次的任务描述

D. A、B和C

D

解释：主进度表就是只显示关键活动、里程碑以及摘要活动的进度表。参考：PMBOK2008 P158。 （2009-8-12 6:59:49）

• 47. It is doable to transfer risk by use insurance. Suppose that some capital asserts total value is 3,000,000. The probability of the assets being destroied is 2.5%. The insurance fee is 40,000 while to buy insurance. Is it worth to buy insurance?

A. for insurance fee is equal to the liklihood fee that the assets may lost, there is no merit to buy insurance

B. for insurance fee is lower than the lost anticipate fee, it is best to buy insurance

C. for insurance fee is lower than the lost anticipate fee,it is no good to buy insurance

D. can not judge with the given informations

通过使用保险来转移风险是可行的。假设某固定资产总价值是300万元，该资产受到破坏的概率是2.5％。若购买保险，则保险费用是4万元。请问，在这种情况下值得去购买保险吗？

A. 由于保险费用等于资产可能损失的费用，所以购买保险没什么优点

B. 由于保险费用低于损失预期值，所以最好是购买保险

C. 由于保险费用低于损失预期值，所以买保险不可取

D. 从给出的信息无法判断

B

解释：如果保险费用超过风险损失期望值，就不合适了。参考：PMBOK2008 P303。 （2009-8-12 6:59:49）

• 48. Transfer has different meanings, but in the pure risk mitigation stratagem , transference is completed by _____?

A. execute emergency plan

B. sub-contract

C. allow the owner to execute risk mitigation stratagem

D. allow the plan to have some fluctuate in order to deal with the risk

转移这个术语有多层含义，但在纯风险缓解战略中，转移是通过____来完成的？

A. 执行应急计划

B. 合同分包

C. 允许业主来执行风险缓解战略

D. 为了对付风险允许进度有些浮动

B

解释：转移就是找第三方来承担部分或全部风险责任，具体方式有：买保险、找分包商。参考：PMBOK2008 P303。 （2009-8-12 6:59:49）

• 49. Which of the following factor should be based on when the programm team to measure the validity of the risk reply to the plan?

A. acceptable risk limit

B. risk grade

C. Risk Probability and Impact Matrix

D. Overall risk ranking for the project

项目团队在测量其风险应对计划的有效性时，应基于下述哪一个因素？

A. 可接受的风险极限

B. 风险评分

C. 风险的概率／影响评级

D. 项目的总体风险评级

A

解释：如果风险采取应对措施后，损失已经降到到可接受的风险范围内，那么说明风险应对计划是有效的。反之就是无效的。参考：PMBOK2008 P278。 （2009-8-12 6:59:49）

• 50. Which of the following is the output of the activity duration estimation?

A． activity time estimation

B. the base of the estimate

C. the update of the activity list

D. the update of the task decompound strcture

以下哪一项是活动历时估算的输出？

A．活动历时估算

B. 估算的基础

C. 活动列表的更新

D. 工作分解结构的更新

A

参考：PMBOK2008 P151。 （2009-8-12 6:59:49）

• 51. If the Free Float of task B is 12 days and the Total Float is 24days.Suppose that the very beginning date is postponed for 26 days , what effects would be made for the programm s completed date?

A. this task would not be located suoerior to the critical path

B. the beginning date of the immediately following schedule activities would be postponed 14 days

C. the completed date of the programm would be postponed 2 days

D. B&C

如果任务B有12天的自由时差，而且有24天的总时差。假设其最早开始日期被推迟26天，那么项目的完工日期将会受到什么影响？

A. 该任务将不再位于关键路径上

B. 紧后活动的开始日期将被延后14天

C. 项目的完工日期将会延后2天

D. B和C

D

解释：推迟26天，等于24天的总时差被消耗完了，而且还延长了关键路径2天。所以，项目完工会延期2天，同时紧后活动的开始日期也被延后14天。参考：PMBOK2008 P154。 （2009-8-12 7:11:52）

• 52. Jack is a project manager of the executive organization who is going to build 8 storehouses for the owner. When making project plan and planning for the project cost, Jack noticed that the estimate cost for each store house is 80,000. The owner offer 700,000 for every 8 storehouses and 100,000 as the installation fee in addition which total price is 800,000. What information does Jack s project budget including?

A. the cost of material and manpower used for this project

B. the total cost of the project or 800,000

C. the cost of material plus cost of manpower of 100,000

D. 800,000 per storehouse

杰克是为业主建造8个仓库的执行组织的项目经理。当编制项目计划和相关的项目费用时，杰克发现每个仓库的估算费用为8万元。业主为每8个仓库出价70万元，外加10万元的安装费，即项目总价为80万元。杰克的项目预算中应包含哪些信息？

A. 杰克所在项目的材料费用和人工费用

B. 项目的全部费用或80万元

C. 材料费用加上10万元人工费用

D. 每个仓库8万元

A

解释：估算项目预算的方法包括自下而上法，选项A说的比较符合这个方法的特点，也可以用排除法，其他没根据。参考：PMBOK2008 P172。 （2009-8-12 7:11:52）

• 53. PERT is a method of program schedule planning. In the risk condition, PERT is better than the key path method, because it can manage--------and interrelated--------

A. logic，Cost Estimating

B. logic，Schedule Estimating

C. confirm，Cost Estimating

D. uncertainty，Schedule Estimating

计划评审技术（PERT）是项目进度计划编制的一种方法。在风险环境中，计划评审技术比关键路径法要好，因为它处理了--------与相关的----------。

A. 逻辑，费用估算

B. 逻辑，进度估算

C. 确定性，费用估算

D. 不确定性，进度估算

D

解释：PERT（计划评审技术），是在不确定的情况下来分析项目进度的一种技术，和关键路径法的区别，每个活动按三个数值来估算历时，通过统计分析项目完工所需时间。 （2009-8-12 7:11:52）

• 54. Company A and Company B subscribe a contract which total value is 1,000,000 . The probability of company B to consignment on time is 50%.If company B can not deliver the goods on time, Company A can get compensate of 200,000. The EMVof company A is:

A. 900,000

B. 500,000

C.40,000

D. can not estimate duo to insufficient information

A公司与B公司签署了一个价值100万的合同。B公司按期交货的概率为50%。如B公司不能按期交货，则A公司能获得20万的赔偿。A公司签署该合同的风险期望值为：

A. 90万

B. 50万

C. 40万

D. 信息不足，无法估算

D

解释：风险期望值计算公式是：每种情形的概率乘以后果的总和。这个题没有说明如果B公司按时交货的收益，只是写了B不按时交货能获得20万赔偿。因此无法判断。参考：PMBOK2008 P298。 （2009-8-12 7:11:52）

• 55. Company A plan to research and development a new product and put it into market in three months. Research department estimate the probability of product development in three months is 80%.Market department estimate the probability of preparation for putting product into market in three months is 70%.Then, the probability of the new product putting into market is:

A. 70%

B. 80%

C. 56%

D. 10%

A公司计划在三个月之内开发出一种新产品并上市。研发部分预计在三个月内完成产品开发的概率为80%。市场部门预计在三个月内完成产品上市准备工作的概率为70%。那么A公司在三个月之内实现新产品上市的概率为：

A. 70%

B. 80%

C. 56%

D. 10%

C

解释：两个活动同时完成的概率是70%*80%=56%。参考：PMBOK2008 P156。（2009-8-12 7:11:52）

• 56. In which period of the program life cycle does the highest risk effect occure?

A. conception and planning

B. conception and executing

C. planning and executing

D. executing and closing

最高的风险影响发生在项目生命周期的哪个阶段？

A. 概念和计划阶段

B. 概念和实施阶段

C. 计划和实施阶段

D. 实施和收尾阶段

D

参考：PMBOK2008 P17。 （2009-8-12 7:11:52）

• 57. Of which part of the following is customer satisfaction?

A. customer management

B. quality management

C. scope management

D. communication management

客户满意度是下列哪一个部分的组成因素：

A. 客户管理

B. 质量管理

C. 范围管理

D. 沟通管理

B

解释：质量就是客户满意。 （2009-8-12 7:11:52）

• 58. Using statistical methods to identify the factors that influence specific variables of the product refers to:

A. Benefit/cost analysis

B. Flowcharting

C. Benchmarking

D. Design of experiments

以下哪项使用统计方法来识别对产品特殊变量产生影响的因素：

A. 成本效益分析

B. 流程图

C. 基准对照

D. 实验设计

D

解释：只有选项D涉及统计技术，更多信息看PMBOK。参考：PMBOK2008 P197。 （2009-8-12 7:11:52）

• 59. Comparing actual or planned practices to those of other projects to provide standard measurements refers to:

A. Analogous modeling

B. Benchmarking

C. Using historical information

D. Parametric modeling

以下哪项是用户通过将项目实际或计划做法与其它项目进行比较来提供一种标准的衡量：

A. 相似模型

B. 基准对照

C. 历史信息

D. 参数模型

B

解释：基准对照又名标杆法是质量规划的工具。参考：PMBOK2008 P197。 （2009-8-12 7:11:52）

• 60. A formal status report was sent to the client today. It stated that: 1.25% of the total project is complete. 2.The current cost of the project is $75,000. 3.The project is on schedule and will be completed by December 10. A team member noted a miscalculation in your figures which will result in an estimated project completion date of December 31. What should you do?

A. Stand by your original estimation

B. Wait until the next report is due and report the changes then

C. Send the client a corrected report

D. Wait until the project is at 75% complete to see if action is even necessary

一份正式的项目状态报告在今天提交给了你的客户，报告中指出： 1.项目以完 成了全部的25％ 2.当前的项目花费为$75,000 3.项目正在按计划进行，并且将于12月10日完成，一名团队成员指出在这份报告中存在错误的估算，这将使估计的项目完成日期推迟到12月31日。你该怎么做？

A. 保持你的原始估算

B. 等待到下次报告的时间，并在下次报告中更正

C. 向客户提交一份更正后的报告

D. 等到项目完成75％再看是否真有必要进行更正

C

（2009-8-12 7:11:52）

• 61. Due to a lack of an employee training and proper production control, defects in a production run caused rework which cost the company $250,000. How much of this cost is directly attributable to the employees on the production line?

A. $75,000

B. $37,500

C. $212,500

D. $145,000

由于员工缺乏培训和合理的控制，生产过程中发现了以错误需要返工解决。返工费用为$250,000。其中员工负有责任的费用为

A. $75,000

B. $37,500

C. $212,500

D. $145,000

B

解释：补充知识点：高层管理者负质量事故的85%左右的损失。就是说基层员工负责大概15%，找最接近的那个选项即可。参考：PMBOK2008 P191。 （2009-8-12 7:11:52）

• 62. The increasing emphasis on project quality management can be attributed to the

A. Formation of quality circles by employees dissatisfied with their company’s quality practices

B. Importance and prestige of obtaining ISO9000 certification

C. Power of customers as stakeholders in the process

D. Power of top management as a stakeholder in the process

日益加强的对项目质量管理的强调主要归因于：

A. 对于公司质量不满的雇员形成的质量圈

B. 获得ISO9000认证的重要性和威信

C. 客户作为项目干系人在整个过程中的权力

D. 高级经理算作项目干系人在整个过程中的权力

B

（2009-8-12 7:11:52）

• 63. Which of the following is closest to Juran s definition of Quality:

A. conformance to requirements

B. fitness for use

C. continuous improvement

D. customer focus

以下哪项最接近朱兰的质量理论：

A. 需求一致性

B. 适用性

C. 持续改进

D. 客户的关注

B

（2009-8-12 7:11:52）

• 64. A project is in progress and the project manager is working with the quality assurance department to improve stakeholders confidence that the project will satisfy the quality standards. Before they can begin this process, which of the following do they need to have?

A. Quality problems

B. Results of process Analysis

C. Quality audits

D. Quality management plan

项目正在进展之中，项目经理正与质量保证部门一起，致力于提高干系人对项目将要满足质量标准的信心。在开始该过程之前，他们需要下面哪项内容？

A. 质量问题

B. 过程分析的结果

C. 质量审计

D. 质量管理计划

D

解释：质量管理计划，用来向客户说明项目使用的质量标准以及如何实现这些标准，也是质量保证的输入。参考：PMBOK2008 P203。 （2009-8-12 7:11:52）

• 65. Which of the following is not an tool to quality planning?

A. Benchmarking

B. Cost of Quality

C. Quality audit

D. Cost-Benefit Analysis

以下哪项不是质量规划的工具？

A. 基准对照

B. 质量成本

C. 质量审计

D. 成本效益分析

C

解释：质量审计是质量保证过程的工具。参考：PMBOK2008 P204。（2009-8-12 7:11:52）

• 66. Which quality management tool would be used to determine potential causes of a production problem?

A. Control chart

B. Ishikawa diagram

C. Scatter diagram

D. Histogram

以下哪项质量管理工具用于发现产品问题的潜在原因？

A. 控制图

B. 石川图

C. 散点图

D. 直方图

B

解释：石川图又名鱼骨图，特点是发散式思维，用于项目管理的质量控制、风险识别等过程中。参考：PMBOK2008 P208 （2009-8-12 7:11:52）

• 67. Jake has been assigned the position of PM of a multi-organizational project. His organization, which is the primary performing organization, has a weak quality policy. The other organizations have no quality policy, Jake should

A. Use the policy for his organization, since his organization is the primary performing organization

B. Ask for additional money from the stakeholders to fund a quality program

C. Seek buy-in from all organizations to fund a quality program

D. Work with the team members from the various organizations and develop a quality policy for the project without telling anyone, to eliminate negative feed back

Jake被任命为一个多组织项目的经理。他自己所在的组织承担主要的工作，质量政策比较弱。其他组织没有质量政策，Jake需要

A. 使用他组织中的质量政策，因为他的组织承担主要的工作

B. 向项目发起人申请额外的经费建立一个质量政策

C. 向所有组织寻求意见组成一个质量政策

D. 与来自各个组织的项目团队成员一起制定项目的质量政策，但为了避免负面影响不告诉其他人

C

解释：当项目涉及多个组织时，在质量规划时，首先需要制定质量政策。参考：PMBOK2008 P194。 （2009-8-12 7:11:52）

• 68. Cost of quality include:

A. The total of all costs incurred to assure the production and delivery of acceptable products and services

B. Only costs classified as prevention, detection and corrective action

C. Only the costs of scrap, rework due to defects, customer returns and warranty costs

D. The expense of upper management

质量成本包括：

A. 发生在确保生产和提交符合要求的产品及服务方面的所有费用

B. 只用于防止、检查和纠正上的费用

C. 用于废品、由于缺陷而进行的返工、客户退货和担保的费用

D. 高层管理的费用

A

参考：PMBOK2008 P195。 （2009-8-12 7:11:52）

• 69. There are hard causes of conflict (e．g． conflicting schedules) and soft causes． Soft causes are as important as hard causes． Soft causes include diversity of disciplinary expertise, _____, and the project manager s power of reward and punishment．

A．Performance tradeoffs

B．Ambiguity of roles

C．Administrative procedures

D．Determining earned value

冲突有硬的起因(如：矛盾的进度表) 和软起因。软起因和硬起因一样重要。软起因包括专业技术的多样性, _____, 以及项目经理进行奖励和处罚的权利。

A．性能的权衡

B．角色二义性

C．管理程序

D．确定收益价值

B

解释：可以解决的冲突属于软冲突，引发的原因叫软起因；角色二义性是说同一个角色，不同的人有不同的理解。 （2009-8-12 7:11:52）

• 70. The positive value of conflict is underestimated． Properly managed, conflict is a valuable tool, particularly when

A．A diversion is needed

B．Conflictive situations are in their early stages and emotional involvement is low

C．Conflictive situations are in their late stages and emotional involvement is high

D．Conflict may cause a loss of status or position power

冲突的正面价值被低估。如果进行适当地处理, 冲突是一个可贵的工具, 特别当

A．需要转换时

B．矛盾尚处于它们的早期阶段，并且情感介入程度较低

C．矛盾处于它们的晚期阶段，并且情感介入程度较高

D．冲突也许导致职权损失

B

解释：冲突是暴露矛盾的好时机，在冲突早期往往大家比较理智就事论事，而在后期会很情绪化开始人身攻击。参考：PMBOK2008 P239。（2009-8-12 7:11:52）

• 71. when does project manager most likely face personnel problem?

A．submitting project report

B．customer visiting

C．the project stage point

D．designing project review meetings

项目经理最有可能面临的人员问题发生在什么时候？

A．提交项目报告时

B．客户来访期间

C．项目关键接口点上

D．设计审核会议期间

C

解释：选项C是指项目收尾或者在项目阶段结束时，此刻需要资源遣散，容易出现人员问题。 （2009-8-12 7:11:52）

• 72. A pure matrix organization form

A． Is the most efficient for the initial definition of policy and procedures

B． Has the least amount of conflict

C． Allows for shared authority and responsibility

D． Reduces duplication of effort

一个纯粹的矩阵组织

A．开始定义政策和流程时是最有效率的

B．最少的冲突

C．允许分担权力和责任

D．降低重复的工作

D

解释：矩阵型能提高资源利用率。矩阵型冲突最多。 （2009-8-12 7:11:52）

• 73. Expectancy theory as applied to project management implies that:

A．The team will work the hardest on those goals that are clearly explained by the project manager

B．The more rewards that the project manager provides, the better the performance of the team

C．Team members will work hardest for those project goals that also bring satisfaction to personal goals

D．Employees will work hardest for those project goals which are accompanied by high levels of authority for the individual team members

应用于项目管理的期望理论意味着:

A．对于项目经理清楚地解释过的那些目标，团队将工作最努力

B．项目经理提供的奖励越多, 团队的表现越好

C．项目组成员对那些能够同时满足个人目标的项目目标工作最努力

D．对于伴随着较高程度个人授权的项目目标，雇员将工作最努力

C

解释：期望理论：期望理论 Expectancy Theory： 人们相信他们的努力很可能会产生成功的结果； 这些人也相信他们会因其成功得到相应的回报。 （2009-8-12 7:11:52）

• 74. A project manager who allows the team to make the majority of the decisions is demonstrating a(n) ____ leadership style．

A．Laissez-faire

B．Boss-centered

C．Subordinate centered

D．Autocratic

允许团队进行多数人决策的项目经理展示 ____ 领导风格。

A．自由式

B．上级主导

C．下级主导

D．独裁

C

解释：下级主导即民主式管理风格：通过团队大多数来决策。优点有助于学习；缺点效率低。参考：图解项目管理下册 人力资源管理 管理风格。 （2009-8-12 7:11:52）

• 75. Situations calling for a matrix organization include outside pressure for dual focus, _____ and pressure for high information processing capability．

A．Pressure for clear accountability

B．Pressure for reduced duplication of effort

C．Pressure for shared resources

D．Pressure for formalized communication

矩阵型组织情况要求能够包括双重焦点的外部压力, _____ 和具备高信息处理能力的压力。

A．职责明确的压力

B．减少重复工作的压力

C．资源共享的压力

D．形式化沟通的压力

C

解释：矩阵型双重汇报，资源共享。参考：PMBOK2008 P29。（2009-8-12 7:11:52）

• 76. Management of a certain building was receiving complaints about slow elevator service．The solution adopted was to add mirrors in the lobbies to reduce boredom while passengers waited．This is an example of _____ ．

A．Kepner-Tregoe method

B．Potential problem analysis

C．Decision analysis

D．Creative problem solving

某一大厦管理处接收到一些关于电梯服务过于缓慢的投诉。已被采纳的解决方案是在大厅内增加镜子以减少乘客等待过程的乏味。这是一个关于_____ 的例子。

A．Kepner-Tregoe 方法

B．潜在的问题分析

C．决策分析

D．创造性解决问题

D

解释：本题干是《你的灯亮着吗—发现问题的真正所在》这本书里面的真实案例。参考：《你的灯亮着吗—发现问题的真正所在》 美 唐纳德。高斯 杰拉尔德。温伯格 （2009-8-12 7:11:52）

• 77. The performance review interview is a vital component of any personnel evaluation system． Which of the following is not a characteristic of an effective personnel evaluation interview?

A． Performed by a supervisor who has adequately prepared for the interview

B． Discusses the employee s future performance goals

C． Discusses the employee s undesirable personality traits

D． Completed during a single, uninterrupted block of time

工作考核访谈是人员评估系统中的一个重要组成部分。以下哪项不属于一次有效的人员评估访谈的特征?

A．由做过充分准备的主管实施访谈过程

B．谈论雇员的未来业绩目标

C．谈论雇员的不受欢迎的个性特征

D．在一个连续不间断的时间段内完成访谈

C

解释：人员评估是观察考核的一部分，谈论不受欢迎的个性不属于有效的评估内容，应该是“给出合理的改进建议”。参考：PMBOK2008 P238。 （2009-8-12 7:11:52）

• 78. Which of the following results are Win/Win conflict resolution?

A．compromising

B． forcing

C． problem solving

D．Smoothly

以下哪些结果是双赢冲突的解决方案?

A．妥协

B．强制

C．解决问题

D．缓和

C

解释：解决问题这种冲突解决方式，其特点问题解决了，人际关系也维护了，所以说是“双赢”的解决方案；选项B强制，问题解决了，人际关系破坏了，是“赢-输”。参考：PMBOK2008 P240。 （2009-8-12 7:11:52）

• 79. The core function of the PM is

A．client interfacing

B． project integration

C． quality assurance

D． personal administration

项目经理的核心职能是：

A．客户接口

B．项目整合

C．质量保证

D．人员管理

B

解释：项目经理的作用是整合；技能是沟通；素质是与他人合作。 （2009-8-12 7:11:52）

• 80. Two team members on your project team are engaged in an argument concerning the project tool choice, you decide to hold a conference to seek for mutual recognition between both sides, and obtaining a fair solution, which kind of conflict resolution approach will you use

A．Withdrawal

B． Smoothing

C． Problem solving

D．Compromising

项目团队的有两位成员为了项目工具的选择产生了争论，你决定通过召开会议来寻求双方达到共识，并获得一个公平的解决方案，你会采用哪种冲突解决类型？

A. 撤回

B. 调解

C. 解决问题

D. 折衷

C

解释：召开会议促成双方达成共识属于解决问题。参考：PMBOK2008 P240。（2009-8-12 7:11:52）

• 81. When should the Human Resource Planning be established ?

A．throughout the project

B． in the early project stage

C． in the early stage of each project stage

D．after project initiation

人力资源规划在何时进行？

A. 贯穿于项目

B. 在早期的项目阶段

C. 在每个阶段的早期阶段

D. 在项目启动之后

A

解释：人力资源规划属于项目管理过程组，项目管理过程在项目每个阶段都要进行。 （2009-8-12 7:11:52）

• 82. During construction of a new manufacturing facility in another country, one of your team members complains to you that the wage paid to the workers is below the acceptable wage in your home country. In this situation it is BEST to:

A. Pay the workers at the new facility the same wage as your country

B. Pay the workers at the new facility a little less than the same wage as your country

C. Pay the workers as appropriate wage for the country within which they work

D. Ignore the issue as you have not heard the workers complain

在位于另一个国家的新设备制造项目中，你的一个团队成员向你抱怨，付给该国工人的工资水平低于你本国的最低工资水平。在这种情况下，你最好：

A. 按你本国的工资水平支付给制造新设备的工人

B. 按稍低于你本国工资水平的标准支付给制造新设备的工人

C. 按工人所在国的适当工资水平支付工人工资

D. 不理睬这件事，就好像你没有听到抱怨

C

解释：遵守所在国家的法规，入乡随俗。参考：PMI道德规范。 （2009-8-12 7:11:52）

• 83. You decided to ask the team to work overtime to meet a deadline. This resulted in labor costs that exceeded your planned budget by $9,250. When questioned by your supervisor about exceeding the budget, you should:

A. Advise her that you didn t authorized the overtime, they must have just been behind on their work

B. Advise her that you asked the team to work overtime to meet the deadline which resulted in the overrun

C. Advise her that the team wasn t performing at their optimal level and you had it take corrective measures to meet the deadline

D. Advise her that you were unaware of the overrun and you will find out what happened and get back to her

为了能够在最终期限前完成项目，你要求项目团队加班。这造成人力成本超过原有预算$9,250。当上级向你询问超支问题时，你应该：

A. 告诉她，你没有要求加班，加班是由于团队成员工作落后造成的

B. 告诉她，为了能够在最终期限前完成项目，你要求项目团队加班，所以引起超支

C. 告诉她，团队没有表现出最佳状态，因此为了能够保证项目最终期限，你不得不进行纠正

D. 告诉她，你不知道超支，你会找出原因再回答她

B

解释：诚实，实事求是说明真相。参考：PMI职业道德规范。 （2009-8-12 7:11:52）

• 84. Which of the following are outputs of the Scope Change Control Process?

A.Requested Changes

B.Corrective action

C.Lessons learned

D.All of the above

下列哪一项是范围变更控制过程的成果？

A．请求的变更

B．纠正措施

C．经验教训

D．上述所有

D

参考：PMBOK2008 P128。 （2009-8-12 7:11:52）

• 85. Change requests can occur due to:

A. An external event such as a change in government regulation.

B. An error or omission in defining the scope of the product.

C. An error or omission in defining the scope of the project.

D. all of the above.

范围变更请求的发生是由于：

A．一个外部事件，如政府法规的变化

B．在定义产品范围时的错误或疏漏

C．在定义项目范围时的错误或疏漏

D．以上所有

D

参考：PMBOK2000 变更的起源有五个：外部事件、增值的、产品范围、项目范围、风险。也可参考图解项目管理 第4章 整体变更控制。（2009-8-12 7:11:52）

• 86. Two months into a designed project,the customer requested a modification to the project.The change was made without notify the project manager.During the final testing phase,result were different from what was planned for,This scenario is an example of which of following?

A. Poor definition of the test plan

B. Poor development of quality management

C. Poor use of scope change control

D. Poor adherence to the communication plan

在一个设计项目开始两个月后，客户要求对产品作修改。在没有通知项目经理的前提下就做了这项变更。在最终测试阶段，测试结果与当初计划的不同。这种情况是下列哪项例子？

A．测试计划定义不完善

B．质量管理计划编制不完善

C．使用范围变更控制的技能差

D．不坚持沟通计划

C

解释：题干描述的是没有走变更流程。 （2009-8-12 7:11:52）

• 87. Which of the following Project Management processes involves subdividing the major project deliverables into smaller, more manageable components?

A.Scope Planning

B.Initiation

C.Scope Change Control

D.Create WBS

以下哪项项目管理过程将主要项目可交付成果细分成更小的、更易管理的组成部分?

A．范围计划

B．项目启动

C．范围变更控制

D．制定WBS

D

解释：创建WBS过程的定义，这种题不会超过42个，需要熟记42个过程定义。参考：PMBOK2008 P116。 （2009-8-12 7:11:52）

• 88. The scope management plan is developed as:

A.Part of the scope verification phase

B.Part of scope planning

C.The initial steps of scope control

D.Part of the scope statement

编制范围管理计划作为：

A．范围确认阶段的一部分

B．范围规划的一部分

C．范围控制的初始步骤

D．范围说明的一部分

B

解释：在04版中 有个过程 范围规划 成果就是范围管理计划；08版中去掉了这个过程，范围管理计划在 制定项目管理计划过程完成。 （2009-8-12 7:11:52）

• 89. A document which describes how project scope will be managed and how scope changes will be integrated into the project is: (choose the best answer)

A.A project plan

B.A risk analysis

C.A scope management plan

D.A scope statement

一份用以描述如何管理项目范围和范围变更如何整合进项目中的文件被称为：

A．项目计划

B．风险分析

C．范围管理计划

D．范围说明

C

解释：书上原话，需要熟记85个成果的内容和作用，多听MP3录音。参考：PMBOk2004 CH P91 5.1 第二段第一句。 （2009-8-12 7:11:52）

• 90. Closing processes include:

A.Close Project

B.Contract administration

C.Close Procurements

D.A and C

收尾过程包括：

A．收尾项目

B．合同管理

C．收尾采购

D．A 和C

D

参考：PMBOK2008 P43。（2009-8-12 7:11:52）

• 91. our executives, in appreciation for the success of your project, have given you a $10,000 bonus to be disbursed among your five-team members. One of the five, who is a substandard worker and accomplished very little on your project, is in your car pool. You should:

A. Provide everyone with an equal share

B. Provide everyone a share based upon their performance

C. Ask the workers to decide among them how the bonus should be subdivided

D. Ask the sponsor to make the decision

为了表扬你的项目所取得的成功，你的上司决定给你们这个五人组织的项目组2万元的奖金。这5个人中有一个人工作能力欠缺，只完成了很少的项目工作。你应该：

A. 奖金在项目组成员中平均分配

B. 基于他们的业绩分配这部分奖金

C. 让大家讨论决定奖金的分配方法

D. 让项目发起人决定分配方法

B

解释：所有的绩效考核都需要基于业绩。参考：PMBOK2008 P225。 （2009-8-12 7:11:52）

• 92. The financial closeout of a project dictates that:

A. All project funds have been

B. No charge numbers have been overrun

C.No further charges can be made against the project

D.All of the above

一个项目的财务收尾说明：

A．所有的项目资金已被花费

B．没有费用超支

C．对于这个项目来说不需要再投入费用

D．以上所有

C

解释：财务收尾属于管理收尾的内容，主要目的是说明：项目不再需要花钱了。这个流程将在结束项目或阶段中进行。参考：PMBOK2008 P99。 （2009-8-12 7:11:52）

• 93. A project team has completed all the deliverables,and the customer has accepted the deliverables. However ,the lessons learned required by the project office have not been completed.What is the status of the project?

A．The project is not completed because it needs to be re-planned

B．The project is not completed until all deliverabls are complete and accepted

C．The project is completed bacause the customer has accepted the deliverabls

D．The project is completes because the project has reached the due date

项目团队已经完成所有项目的可交付成果，并且客户已经接受了这些可交付成 果，但是，项目办公室要求的经验总结还没有完成，该项目处于什么状态？

A．项目没有完成，因为项目需要重新计划

B．项目没有完成，直到所有可交付成果完成并被接受的时候项目才算完成

C．项目完成了，因为客户已经接受了可交付成果

D．项目完成了，因为项目已经到期了

B

解释：项目收尾具体内容包括移交成果给客户、经验总结、资源遣散等活动，本题明确提到还没有完成经验总结。 （2009-8-12 7:11:52）

• 94. The project closing process is essential to overall project plan,what is considered one of the most important steps in closing the project?

A．Determining that plans are produced to execute the project by phases

B．Determining work orders so that financial data can be collected

C．Transition the lease of equipment to the owner

D．Satisfying the contractual obligations

项目收尾过程对整个项目计划十分重要，在项目收尾中最重要的一步是下列哪个？

A．确认计划是否按阶段来实施的

B．确认工作次序以收集财务数据

C．转变设备的租约给业主

D．满足合同义务

D

解释：这里是假设当前为外部项目，如此以来，确保满足了合同就是收尾的关键步骤。参考：PMBOK2008 P102。 （2009-8-12 7:11:52）

• 95. The functions of changes control board are:

A．Baseline changes

B．Specify and standard changes

C．Project performance review

D．Administrative reserves

变更控制委员会的职能是？

A.基准变更

B.规范与标准变更

C.项目绩效审查

D.管理储备

A

解释：变更控制委员会 负责审批、否决项目的基准变更（包括其他重大变更）。参考：PMBOK2008 中文 P420。（2009-8-12 7:11:52）

• 96. You have just been assigned as project manager in execution phase and you have to determine how you should control the project ,the best way is to:

A． Use a combination of communication methods

B． Hold schedule meetings

C． Refer to Gantt chart weekly

D． Meet with management regularly

你刚刚被分配到一个处于实施阶段中期的项目任项目经理，你正在确定你将如何控制这个项目，控制这个项目的最佳方法是：

A．使用综合的沟通方法

B．召开项目进度状态会议

C．每周参照甘特图

D．定期与管理层开会

B

解释：选项B属于报告绩效过程。 （2009-8-12 7:11:52）

• 97. Which process is integration management performed ?

A．Project planning

B．Project executing

C．At key interface points

D．At the end of each project management phase

项目整合管理应该发生在哪个阶段？

A．项目计划阶段

B．项目执行阶段

C．在关键接口点

D．在项目管理的每个阶段结束

C

解释：这里的关键接口是指项目的不同方面、不同层面、不同人员之间的交互点。 （2009-8-12 7:11:52）

• 98. Which one of the following is not a part of an effective change control system EXCEPT :

A．Procedures

B．Standards for report

C．Meetings

D．Lessons learned

下述哪项不属于有效变更控制系统的组成部分？

A．程序

B．报告标准

C．会议

D．经验教训

D

解释：变更控制系统是一套文档描述了变更的程序、变更申请的格式，包括CCB（变更控制委员会）的职责。选项D属于组织过程资产，是成果不是工具。参考：PMBOK2008 P420。 （2009-8-12 7:11:52）

• 99. Your project needs to have a major change in the equipment used on it. You know of a product that meets your needs, but you are worried that your brother owns the company that produces the product. What should you do?

A. Negotiate a good deal for the project with your brother

B. Let the customer know of the issue

C. Submit the bid and allow your brother to negotiate withe the contracting office

D. Eliminate your brother from bidding

你的项目需要对项目所用的设备进行一项重大变更。你知道有一种产品可以满足你的需求，但你担心的是你的兄弟是生产这种产品那家公司的老板。你应该怎么做？

A. 就此项目与你的兄弟协商一个好价钱

B. 让客户知道这件事

C. 发出招标书并让你的兄弟与合同部门谈判

D. 不让你的兄弟参与投标

C

解释：职业道德：确保采购过程公平，遵循采购流程。 （2009-8-12 7:11:52）

• 100. Earned value technique is use:

A.Initiating and planning process

B.Executing and controlling process

C.Planning and controlling process

D.From Initiating to closing process

实现价值技术被用于：

A．启动过程和计划过程

B．执行与控制过程

C．计划和控制过程

D．从启动至项目结束

D

解释：EVT（实现值技术）是一种综合的项目监控工具，可以在项目从启动到结尾对项目范围、进度、成本进行监控。参考：PMBOK2008 P425。（2009-8-12 7:11:52）

• 101. You find a co-worker s resume where the co-worker has identified himself as a PMP which you absolutely know not to be true. Your responsibility is to:

A. Report the co-worker to PMI

B. Report the co-worker to your immediate management

C. Do nothing

D. Tell the co-worker that you know he is falsely representing himself and you will report him if he does not stop immediately

你发现一名核心团队成员在简历中声称的PMP资格是完全虚假的。你的责任是：

A. 将这名核心团队成员报告给PMI

B. 将这名核心团队成员报告给你的直接上级

C. 什么也不做

D. 告诉这名成员你已经知道了他的虚假资格，如果他不马上停止你将报告他的这一行为。

A

（2009-8-12 7:29:56）

• 102. In the course of managing a project for a client you find a way to save $10,000 in reducing the work investment based on a simpler development approach. This will not reduce the scope or operating capabilities for the end product in any way. However, it will reduce the billing for your company. What should you do?

A. Say nothing and continue on the prior course of action, saving the project billings for your company.

B. Inform the customer of the cost savings and the benefits and recommend changing the project plan to reflect the savings.

C. Approach your management and request direction.

D. Approach the customer with the change, but do not mention the $10,000 savings, keeping that as abudget contingency.

在一次项目管理过程中，你发现通过使用一种简化开发的方法可以降低操作投资并为客户节省$10,000。这种方法不会对最终产品的范围和运行性能产生任何影响。然而，如果采用了这种方法将减少你们公司的营业额。你应该怎么做？

A. 什么也不说并且继续先前的行动计划，以保持你们公司的营业额

B. 通知客户这种节约成本的方法和收益，并且推荐更改项目计划以达到其的效果

C. 报告你的管理层并请求指示

D. 报告客户这种变更，但不提及可以节省$10,000，保持原有的项目预算

B

解释：诚实，维护客户的利益。 （2009-8-12 7:29:56）

• 103. You are assigned project maneger in executing project,the project is in control on baseline,if customers are not satisfied with the performance,then what you should do firstly?

A．Discussing with project team

B．Baseline revised

C．Contract Renegotiation

D．Meeting with customers

在项目执行过程中,你被任命为项目经理。项目各项指标都在基线的允许范围内,如果客户对项目绩效不满意,你首先应该做什么?

A. 与项目团队一起讨论

B. 重新计算基线

C. 重新商谈合同

D. 与客户见面

D

解释：解决问题的第一个步骤是：分析原因。 （2009-8-12 7:29:56）

• 104. Which of the following should be determined before project plan development?

A．Project plan updates

B．Stakeholder skills and knowledge

C．Work authorization system

D．Constraints and assumptions

在制定项目计划之前,应该确定下述哪项内容?

A. 项目计划更新

B. 干系人技能和知识

C. 工作授权系统

D. 约束条件和假设条件

B

解释：PMI理念，做计划要重视干系人参与，要首先了解干系人技能和知识。参考：PMBOK2008 P48。 （2009-8-12 7:29:56）

• 105. Project management methodology is used internationally, project will achieve aimness best when it is agreed unpon or accept by ?

A．Project manager

B．Project team

C．functional manager

D．Project sponsor

项目管理方法系在国际范围内被广泛应用,当谁认同和接受这些方法时，最有利于实现项目目标？

A．项目经理

B. 项目团队

C. 职能经理

D. 项目发起人

B

解释：团队成员认可这些方法，才会真正使用这些方法来实现项目目标。（2009-8-12 7:29:56）

• 106. A complete and thorough product description is critical to the development of a concise scope statement. This description should include all but which of the following:

A. detailed enough to support later project planning

B. detailed budget and functionality information

C. relationship between the product/service being created and the business need

D. strategic alignment with corporate objectives

一个完整的产品描述对于精确的范围说明是十分重要的。这个描述不包括下面那个选项？

A. 足够详细以支持以后的项目计划

B. 详细的预算和功能信息

C. 产品/服务和商业需求之间的关系

D. 关于共同目的战略合作

B

解释：题干说的是项目工作说明书的内容：业务需求、战略计划、产品范围说明。参考：PMBOK2008 P75。 （2009-8-12 7:29:56）

• 107. The PM distributed a document to the stakeholders which described the software to be developed, the functionality, the users it would serve and the installation timeline. The documents was an example of:

A. product scope

B. project scope

C. a combination of project and product scope

D. it was not complete enough to be either a product or a project scope document

项目经理给项目干系人分发了一个文件，这个文件描述了将要开发的软件，有关功能，服务的用户和安装期限。这份文件属于哪个选项：

A. 产品范围

B. 项目范围

C. 项目和产品范围的结合

D. 既不完全属于项目范围也不完全属于产品范围

C

解释：将要开发的软件属于产品范围内容；安装期限属于项目范围内容。参考：PMBOK2008 P105 P103。 （2009-8-12 7:29:56）

• 108. Maximizing one’s influence facilitates communication. This involves building and sustaining credibility. Which of the following is not a behavior that can help in this regard?

A. Being flexible and open to differences

B. Being respectful

C. Exhibiting expertise by the answers you give

D. Being reliable and committed

通过在团队中建立自己的信誉，可以促进自己与团队中其他成员之间的交流。这个过程涉及建立和保持信誉的问题。下列哪一项不是有助于这一方面的行为？

A．态度灵活，并听取不同意见

B．尊重他人

C．通过你给出的回答，表明有专长

D．可以信赖，并且坚定不移

C

解释：选项C等于炫耀自己的经验，不利于建立信誉。 （2009-8-12 7:29:56）

• 109. The BCWS is $10,000 and the BCWP was determined to have a $7,000 worth, and the ACWP is $5,000. what is the Schedule Variance percent?

A. -48%

B. 40%

C. 60%

D. 29%

BCWS是$10,000，BCWP是$7,000，ACWP是5,000。进度偏差百分比是多少？

A. -43%

B. 40%

C. 29%

D. -30%

D

解释：BCWS就是PV；BCWP就是EV；ACWP就是AC；SV=EV-PV=7000-10000=-3000。进度偏差百分比就是SV/PV=-30%，代表进度落后了。参考：PMBOK2008 P182 BCWS这些缩写见 P416。 （2009-8-12 7:29:56）

• 110. ABC company commonly used Sum of the Years method to calculate depreciation on assets. They purchased a computer which cost $15,000, knowing they can sell it at the end of three years for $3,000. How much depreciation is taken the third year?

A. $4,000

B. $2,000

C. $7,500

D. $2,500

ABC公司通常使用年限总和法来计算资产折旧。他们购买了一台价值$15,000的计算机，并了解到三年后可以卖$3,000。第三年折旧多少？

A. $4,000

B. $2,000

C. $7,500

D. $2,500

B

解释：15000（现在值）-3000（残余值）=12000（要被折去的值）；年限综合法计算公式：第1年 12000*3/6；第2年 12000*2/6；第3年 12000*1/6=2000。（2009-8-12 7:29:56）

• 111. Project managers should pay attention to critical and subcritical activities when evaluating project time performance. One way to do this is to analyze 10 sub critical paths in order of ascending float. This approach is part of

A. Variance analysis

B. Simulation

C. Earned value management

D. Trend analysis

项目经理在评估项目时间业绩表现时应该关注关键的和次关键的行为。一个这样做的方法就是以浮动时间上升排序分析十个次关键的路径。这种方法是如下哪一个分析管理的一部分

A．方差分析

B．进度模拟

C．挣值管理

D．趋势分析

B

解释：次关键路径指比较接近关键路径的路径，在进度模拟时，会同时关注多条次关键路径。参考：PMBOK2008 P156。 （2009-8-12 7:29:56）

• 112. You are working in the pharmaceutical industry. Your project has been defined as clinical trials for the drug Fantastical, which improves human memory and stimulates hair growth. As the project proceeds, the product is described more explicitly as four Phase I trials, five Phase 11 trials, and six Phase III trials. This situation provides an example of

A. Quality function deployment

B. Close alignment of project activities with the WBS

C. Value analysis

D. Progressive elaboration of the product description

你在制药业工作。你的项目要对一种叫做芬塔斯提克的药物进行临床试验。该药品用于提高记忆力和刺激头发生长。在项目实施过程中，该产品的试验过程被进一步明确划分为三个阶段，第一阶段进行四次试验，第二阶段进行五次试验，第三阶段进行六次试验。这种情况是下列哪项工作的一个示例？

A．质量功能展开

B．将工作分解结构与项目活动进行一一匹配

C．价值分析

D．进一步细化对产品的描述

D

解释：随着项目的进展，项目计划越来越明细，这反映了渐进明细。参考：PMBOK2008 P434。 （2009-8-12 7:29:56）

• 113. Project Information:BCWS（PV）,BCWP（EV）,ACWP（AC）.A:1000,800,600;B:1000,1100,800;C:1000,1200,800;Based the information which will most likely be completed within time and cost constraints?

A. Project A

B. Project B

C. Project C

D. Both A and B

基于下列项目信息:BCWS（PV）,BCWP（EV）,ACWP（AC）.项目A:1000,800,600;项目B:1000,1100,800;项目C:1000,1200,800;基于上述信息，哪个项目最有可能按时并在预算内完成？

A. 项目A

B. 项目B

C. 项目C

D. 项目A和项目B

C

解释：项目A的CV=200，SV=-200；项目B的CV=300，SV=100；项目C的CV=400，SV=200；所以选择项目C。参考：PMBOK2008 P182。 （2009-8-12 7:29:56）

• 114. Project Information:BCWS（PV）,BCWP（EV）,ACWP（AC）.A:1000,800,600;B:1000,1100,800;C:1000,1200,800;In the table, which project is most likely to finish ahead of schedule?

A. Project A

B. Project B

C. Project C

D. All three the projects will be completed at the same time.

基于下列项目信息:BCWS（PV）,BCWP（EV）,ACWP（AC）.项目A:1000,800,600;项目B:1000,1100,800;项目C:1000,1200,800;哪个项目最有可能提前完成？

A. 项目A

B. 项目B

C. 项目C

D. 三个项目将同时完成

C

解释：项目A：CV是200；SV是-200；项目B：CV是300；SV是100；项目C：CV是400；SV是200；SV越大代表进度越提前。参考：PMBOK2008 P182。 （2009-8-12 7:29:56）

• 115. Which of the following statements best characterizes a cost or duration estimate developed with a limited amount of information?

A. It should be part of the planning for the needed management reserve.

B. It is an input to risk identification.

C. It is an output of risk identification.

D. It must be factored into the list of prioritized project risks.

以下哪一项最好地说明了在信息有限地情况下进行的成本或周期预测的特点？

A．它应该是需要的管理储备规划的一部分

B．它是风险识别的输入项

C．它是风险识别的输出项

D．它是项目风险优先排序中必须考虑的因素

B

解释：这道题应该这么理解，信息有限的情况下进行的成本预测隐含着很多风险，所以是风险识别的输入。 （2009-8-12 7:29:56）

• 116. If the project was supposed to have $1,000 worth of work accomplished, but only completed $850 worth of work, what is the Scheduled Variance?

A. $150

B. $1,500

C. Cannot calculate from the information provided

D. -$150

如果项目需要完成价值$1,000的工作，但只完成了价值$850的工作量。那么进度偏差是多少？

A. $150

B. $1,500

C. 信息不足，无法计算

D. -$150

D

解释：SV=EV-PV=850-1000=-150。参考：PMBOK2008 P182。 （2009-8-12 7:29:56）

• 117. A project’s culture can affect its success significantly during several life cycle phases. As manager of an international project with a team of people representing diverse cultures, you should create an environment that maximizes that maximizes team efforts as the project progresses. Although most people view the values of other cultures in terms of their own culture, a project’s cultural emphasis will change during different life cycle phases. During the closing phase, the emphasis basically is

A. Participative

B. Competitive

C. Focused on information transfer

D. Cooperative

在项目生命周期的几个阶段中，一个项目的文化能在很大程度上影响项目的成功。你是一个项目经理，团队成员来自不同的文化背景，在项目进行过程中你必须要创造一个好的环境以最大程度地挖掘大家的潜力。大多数人都是以自己的文化背景为基础来看待其它的文化，而一个项目的文化也会随着项目生命周期的改变而改变。在项目收尾阶段，文化的重点是

A．参与性

B．竞争性

C．专注于信息的传递

D．合作性

D

（2009-8-12 7:29:56）

• 118. The chances for successful completion of a multidisciplinary project are increased if project team members are

A. Problem-oriented

B. Politically sensitive to top management’s needs

C. Focused on individual project activities

D. Focused on customer demands

小组成员在哪种情况下，一个跨行业跨学科的项目成功的几率增大？

A．项目小组成员关注问题的解决

B．对管理层的要求敏感

C．关注项目的个别活动

D．关注客户需求

A

解释：当项目是跨行业跨学科的时候，需要更多精力来解决出现的问题。 （2009-8-12 7:29:56）

• 119. A project manager who generally makes decisions without considering information provided by team members is using which management style?

A. Laissez-faire

B. Autocratic

C. Bureaucratic

D. Judicious

一个在进行决策时通常不考虑项目小组成员提供的信息的项目经理运用的是哪种管理风格？

A．自由主义式

B．独断专行式

C．官僚式

D．判断式

B

解释：独裁式，就是项目管理者自己做决策不和团队成员商量。参考：图解项目管理下册 人力资源管理 管理风格。 （2009-8-12 7:29:56）

• 120. The BCWS = $250, the ACWP = $350, and the BCWP = $200. Calculate the Cost Variance.

A. -$150

B. $150

C. -$50

D. $50

BCWS = $250，ACWP = $350，BCWP = $200。那么成本偏差是：

A. -$150

B. $150

C. -$50

D. $50

A

解释：CV=EV-AC=200-350=-150 参考：PMBOK2008 P182。（2009-8-12 7:29:56）

• 121. You have been placed in charge of a group of people that is selecting one of three possible projects. The project is to develop an antidote to prickly heat. As you gather in the conference room, many of the team members already have decided which project selection technique to use. Some prefer IRR, and others argue for BCR, In deciding which method to use, your first step should be to

A. Compare and contrast selection techniques, and identify the advantages and disadvantages of each

B. Identify the technique used most often in the company and determine if it appropriate for this project

C. Select the method that most team members are know ledgeable of

D. Determine the philosophy and wishes of management

你负责管理一组人员，你们要从三个项目中选择出一个来。这个项目是开发一种针对痱子热毒的解毒剂。在会议上，许多小组成员已经决定使用何种项目选择技术。有些倾向于使用内部回报率（IRR），有些则主张使用收益成本率（BCR）。在决定使用的方法时，你的第一步是：

A．比较选择技术，辨别各自的优缺点

B．如果适用于项目，使用公司应用最多的技术

C．使用大多数小组成员都了解的方法

D．明确本公司管理的哲学和意愿

C

解释：选择大多数了解的方法有助于团队成员的参与。 （2009-8-12 7:29:56）

• 122. Buyers use a variety of methods to provide incentives to a seller to complete work early or within certain contractually specified time frames. One such incentive is the use of liquidated damages. From the seller’s perspective, liquidated damages are what form of incentive?

A. Positive

B. Negative

C. Nominal

D. Risk-prone

买方利用许多方法激励卖方尽早完成或者按照合同规定的时间表完成项目工作。其中一个方法是清偿损失额。从卖方的角度看，清偿损失额是什么形式的激励：

A．积极

B．消极

C．名义上的

D．造成风险的

A

（2009-8-12 7:29:56）

• 123. When managing current projects, it is important to use lessons learned from previous projects to improve the organization’s project management process. Therefore, in project closing procedures, it is important to review the-

A. Secondary risks that occurred

B. Checklists for risk identification

C. WBS dictionary

D. Team members’ curriculum vitae

在管理当前项目的时候，非常重要的一点是要运用从以往项目上积累的经验教训来提高项目管理的水平。因此在项目收尾程序中，回顾下列哪项是比较重要的？

A．曾发生过的中等程度的风险

B．风险鉴别检核单

C．工作分解结构词典

D．团队成员简历

B

解释：因为风险检查单识别风险速度最快，缺点是不全面“在项目收尾过程中，应对风险检查表进行审查，改进，以供将来项目使用”。参考：PMBOK2008 P287。 （2009-8-12 7:29:56）

• 124. Which of the following should not be considered when developing activity duration estimates?

A. Resource capabilities

B. The number of resources assigned to a task

C. Historical data if available

D. Overhead rates

当进行活动工期估算时，不应该考虑下列哪项因素？

A. 资源能力

B. 分配到一项任务的资源数量

C. 历史信息，如果有的话

D. 开销率

D

解释：排除法：项目活动的历时需要考虑历史信息，用于类比估算；资源能力和数量都将影响历时，所以必须要考虑；因此选项D。参考：PMBOK2008 P148。 （2009-8-12 7:29:56）

• 125. Given the information in the following table, what is the expected value from this risk event ?

A. -10 000

B. -7 500

C. +2 500

D. -7 000

概率,后果;0.4,-10 000;0.3,-7 500;0.2,-5 000;0.1,+2 500;表中的风险事件的预期值是多少？

A. -10 000

B. -7 500

C. +2 500

D. -7 000

D

解释：这个风险的EMV=0.4*（-10000）+0.3*（-7500）+0.2*（-5000）+0.1*2500=-7000。参考：PMBOK2008 P298。（2009-8-12 7:29:56）

• 126. You are a project manager for residential construction. As a project manager, you must be especially concerned with building codes particularly in the quality planning process. You must ensure that building codes are reflected in your project plans because

A. Standards and regulations are an input to quality planning

B. Quality audits serve to ensure there is compliance with regulations

C. They are a cost associated with quality initiatives

D. Compliance with standards is the primary objective of quality control

你是一个住房工程的项目经理。作为一个项目经理，你必须特别关注建筑业法规，尤其在质量计划编制阶段更是如此。你必须确保在你的项目计划中建筑业法规有所反映，因为

A．标准和法规是质量计划的初始输入

B．质量审核用来确保服从规则

C．这些法规是与质量创始有关的成本

D．服从标准是质量控制的基本目标

A

解释：标准和法规属于事业环境因素，是规划质量的输入。参考：PMBOK2008 P194。 （2009-8-12 7:29:56）

• 127. You are working in a country where it is customary to exchange gifts between contactor and customer. Your company code of conduct clearly states that you cannot accept gifts from any client. Failure to accept the gift from this client may result in termination of the contract. The action to take in this case would be:

A. Provide the customer with a copy of your company code of conduct and refuse the gifts

B. Exchange gifts with the customer and keep the exchange confidential

C. Contact your project sponsor or your legal or public relations group for assistance

D. Ask the project sponsor or project executive to exchange gifts

你正在工作的国家有一个风俗习惯，即在承包商和客户之间交换礼物。你的公司的行为准则清楚地说明你不能够接受来自任何客户的礼物，但不接受来自这个客户的礼物可能导致合同的终止。在这种情况下你能采取的行动是：

A. 将一份你公司的行为准则提供给顾客并拒绝礼物

B. 和顾客交换礼物并保持交换的秘密

C. 联系你的项目发起人或你的法律或公共关系部门寻求支持

D. 要求项目发起人或者项目主管人员交换礼物

C

（2009-8-12 7:29:56）

• 128. Your management has prescribed that a quality be conducted at the end of every phase in a project. This audit is part of the organizations

A. Quality assurance process

B. Quality control process

C. Quality improvement program

D. Process adjustment program

你的管理阶层要求在项目的每个阶段要进行一次质量审核。这个审核是如下那一部分的内容

A. 质量保证进程

B. 质量控制进程

C. 质量提高计划

D. 进程调整计划

A

解释：质量审核就是质量审计，质量审计是质量保证过程的工具。参考：PMBOK2008 P204。 （2009-8-12 7:29:56）

• 129. In project development, schedule information such as who will perform the work, where the work will be performed, activity type, and WBS classification are examples of

A. Activity attributes

B. Constraints

C. Data in the WBS repository

D. Refinements

在项目发展过程中，诸如谁来执行这个工作，这个工作在那里执行，工作的类型以及工作分解结构（WBS）标识都是下面哪一个的示例

A. 活动属性

B. 限制条件

C. 在工作分解结构库中贮存的数据

D. 定义细化

A

解释：活动属性包括某个活动（工作）的执行负责人、执行地点、具体内容、对应的工作包。参考：PMBOK2008 P136。 （2009-8-12 7:29:56）

• 130. Specifying the project’s technical requirements is an important step because such requirements

A. Describe the characteristics of the deliverable in ordinary language

B. Are used by the project staff to target efforts

C. Are useful to both the project staff and the customers

D. Are designed to ensure that customers know that they are getting from a project

细化项目的技术要求是一个重要的步骤，因为这样的要求

A. 以平常的语言描述了可交付成果的特性

B. 被项目成员用来确定工作内容

C. 对于项目成员和客户同样有用

D. 是为了确保客户知道他们从一个项目中能得到什么而设计的

B

解释：细化项目的技术需要属于 收集需求，这样有助于定义项目范围。（2009-8-12 7:29:56）

• 131. Corrective action in project time management primarily concerns:

A. Analyzing reasons behind variances

B. Expediting to ensure that activities remain on schedule

C. Assessing the project management software used

D. Determining the magnitude of any variances

在项目时间管理中的纠正措施主要关注于：

A. 分析偏差之后的原因

B. 促进并确保活动能按进度进行

C. 评估所使用的项目管理软件

D. 确定任何偏差的幅度

B

解释：纠正措施，让项目将来的绩效符合项目管理计划。参考：PMBOK2008 P87。 （2009-8-12 7:29:56）

• 132. Your project sponsor wants you to prepare a Monte Carlo analysis of your project’s schedule risk. This requirement is pan of your organizations

A. Project planning methodology

B. Project execution methodology

C. Project management information system

D. Project repository of lessons learned

你的项目发起人要求你为项目进度风险进行一个蒙特卡罗分析。这个任务需要用到下列哪一部分内容？

A. 编制项目计划的方法

B. 项目执行的方法

C. 项目管理信息系统

D. 项目经验教训数据系统

A

解释：蒙特卡罗分析是编制项目进度计划过程的工具：假设情景分析的实例。这些工具和方法都属于编制项目计划的方法。参考：PMBOK2008 P156。 （2009-8-12 7:29:56）

• 133. You are the project manager for a large project with a core team of eight senior-level staff members, each a technical expert in his or her field. The team members are creative people and like to do tasks when they want to, regardless of the order in which these tasks appear in a project schedule. You are concerned that this informal method of task completion will be detrimental, particularly with the project’s schedule constraints, numerous interfaces, and external dependencies. Therefore, you call a team meeting to discuss procedures to follow to ensure that work is done at the right time and in the right sequence. At this meeting, you put into place

A. Schedule management plan

B. Work authorization system

C. Change control system

D. Project management information system

你正管理着一个大型项目，这个项目的核心团队由8名高级专业人士组成，他们每个人都是自己领域里的专家。这些团队成员都具非常高的创造性，他们工作的时候不喜欢受到约束，通常是想什么时候去做就什么时候去做，完全不顾这项工作在项目进度中的顺序。你担心这种工作方法会给项目带来麻烦，特别是以项目的进度约束、众多的接触面和外部依赖等方面影响更甚。因此，你召开了一个团队会议来讨论一套让大家遵守的程序，以此来保证工作按照正确的顺序、在规定的时间完成。在这次会上，你使用了

A. 进度管理计划

B. 工作授权系统

C. 变更控制系统

D. 项目管理信息系统

B

解释：工作授权系统保证每个活动在合适的时间按照合适的顺序进行。最能应对任务集成问题。选项B是针对成果或文档，对其变更进行记录；选项C是项目启动阶段的输入，不具有针对性；选项D是针对变更的。参考：PMBOK2008 P444。 （2009-8-12 7:29:56）

• 134. A person’s negotiating behavior certainly is influenced by his or her culture. However, other factors, such as education and experience, also are at work. And over time, an individual who is living in a culture that is different from his or her own may take on characteristics of the new culture. This person may behave from a new frame of reference. With respect to negotiation, this illustrates the importance of

A. Always looking at those with whom you are negotiating as members of a particular cultural group

B. Moving beyond cultural stereotyping and seeing peoples as individuals with unique personality traits and experiences

C. Recognizing that cultural stereotyping should be used as a starting point for all international negotiations

D. Becoming overly dependent on cultural knowledge as the cornerstone for all negotiations

一个人的谈判风格肯定会受到他或她的文化背景的影响。然而，其它诸如教育和经历的因素也发生作用。随着时间推移，生活在与原来文化背景不同的环境中的人将具备新文化环境的特点。这个人将有一些新的行为偏好和特点。在谈判方面来说，这表明了什么的重要性？

A. 总是将你的谈判对象看作是特定文化族群

B. 超越文化定型，将人们看作是拥有独特的性格特点和个人经历的个人

C. 认识到在国家谈判中文化走势应是起点

D. 将文化方面的知识作为所有谈判的基础

B

解释：在谈判中既要考虑谈判者所处的文化背景，又要不被文化背景限制，了解对手个人经历和性格。参考：PMBOK2008 P332。 （2009-8-12 7:29:56）

• 135. During what Time Management Process are the specific activities that must be performed to produce the project activities in the WBS identified and documented?

A. Activity Sequencing

B. Activity Definition

C. Schedule Development

D. Activity Duration Estimating

在哪一个时间管理过程中必须执行特定的活动来在识别的、文档化的WBS中生成项目活动？

A. 活动排序

B. 活动定义

C. 进度开发

D. 活动工期估计

B

解释：活动定义，即定义活动过程，在该过程需要执行一些活动来确定，为了取得WBS中工作包而需要进行的项目活动。参考：PMBOK2008 P133。 （2009-8-12 7:29:56）

• 136. All the following elements must be evident in a written contract for it to be legally enforceable except

A. Legal capacity

B. Mutual assent

C. Appropriate form

D. Pricing structure

为了在法律上可行，以下所有的内容在合同中必须明确规定，除了：

A. 法定资格

B. 双方同意

C. 合适的合同形式

D. 定价

C

解释：合同形式不是合同的内容。参考：PMBOK2008 P333。 （2009-8-12 7:29:56）

• 137. One of your employees is up for promotion. If the promotion is granted, the employee will be reassigned elsewhere causing a problem for you on your project. You can delay the promotion until your project is complete. You should:

A. Support the promotion but work with the employee and the employee s new management to develop a good transition plan

B. Ask the employee to refuse the promotion until your project is completed

C. Arrange to delay the promotion until the project is completed

D. Tell the employee that it is his responsibility to find a suitable replacement so that the project will not suffer

你的员工之一正要被提升。如果此提升得到批准，他将被另行指派工作，这对你的项目会造成问题。你可以推迟这个提升直到你的项目完成。你应该：

A. 支持这个提升，但与此员工和他的新老板制定一个好的过渡计划

B. 要求此员工拒绝提升直到你的项目完成

C. 安排推迟提升直到项目完成

D. 告诉此员工，找一个合适的替代人是他的责任，这样项目将不损害

A

解释：尊重个人成长，找合适的方案保证各方利益。 （2009-8-12 7:29:56）

• 138. You are the project manager for a new product your company is launching. You realize that for success with this project your team must have－

A. Access to an appropriate set of skills and knowledge about the product

B. More senior －level staff available to assist junior－level team members on this initiative

C. An automated project management information system

D. Regular status review meetings

你是你们公司正在实施的一个新产品项目的项目经理。你认识到要使这个项目取得成功，你的团队必须具备

A. 一条适当的获取该产品相关技巧和知识的途径

B. 在项目实施中要争取让更多的高级雇员来帮助级别较低的团队成员。

C. 一套计算机化的项目管理信息系统

D. 定期的项目状态评审会议

D

解释：定期进行项目状态评审会议，有助于项目团队成员更好的了解项目状况、增加团队沟通。参考：PMBOK2008 P270。 （2009-8-12 7:29:56）

• 139. After completing a systems upgrade for the world’s largest retailer of orthopedic shoes, you and your team performed a lessons learned review to identify practices that worked well and that could be used on future projects. One team member pointed out the uneven use of resources that affected team morale; on occasion, certain programmers spent too much time at the foosball table because their skills were not required and they had nothing to do. Because these resources were not used productively, your project had a 25 percent cost overrun. Now you are moving on to the next company project developing a Web site for a Russian firm that sells mink leg warmers. Thinking back to the cost overran experience; you realize that when starting this new project, you should

A. Have an outside audit team periodically review your project to provide ideas and insight for midcourse correction

B. Use automated software cost estimating techniques

C. Implement a structured approach to risk management

D. Read the qualifications of the people joining your team

在为世界上最大的矫形鞋零售商完成了系统升级后。你和你的团队对这个项目进行了总结，以确定行之有效的、可用于未来项目的习惯做法。一名团队成员指出，资源的不平衡使用影响了团队士气；有时，某些程序设计师在足球项目表上花去的时间太多，因为他们的技能是不需要的，并且他们无事可做。因为这些资源没有得到有效的利用，所以你的项目超支25%。现在你正在着手准备下一个公司项目为一家销售水貉腿式取暖器的俄罗斯公司建立网站。回过头来想一想超支经历，你认识到开始这一新项目时，你应当

A．让外聘审计组定期审查你的项目，提供看法和见解，供中途纠正参考

B．利用自动软件成本估计技术

C．采用风险管理的结构方法

D．阅读参加你们团队的人员的资格证书

A

解释：审计的目的是帮助及时发现问题、总结最佳实践、持续改进项目管理效率。参考：PMBOK2008 P204。 （2009-8-12 7:29:56）

• 140. Your organization has a miserable project completion rate. In fact, things are so bad that someone in the company is sending numerous stories of project failure to high-profile project management journals. Your PMO director, whose picture has appeared in several of these embarrassing articles, has lost all confidence that anyone in his organization can figure out why the project completion rate is so low. Therefore, he has hired a consultant to find out what is going wrong. In reviewing the lessons learned database to determine the root cause or causes of these debacles, the consultant should be looking at all the following information except

A. New or revised activity duration estimates

B. Modified activity sequences

C. Analysis of alternative schedules

D. Schedule updates

你的组织的项目完成比率低下。事实上，情况如此糟糕，以至公司的某些人向项目管理杂志透露了项目失败的内幕。你的项目管理办公室主任的照片在杂志的令人难堪的文章中出现了多次。他已经完全丧失了信心，认为公司内没有人能够搞清楚为什么完成比率如此低。因此，他聘请了一个咨询顾问寻找答案。在考察问题确定根源的时候，咨询顾问应该研究以下的信息，除了：

A．新的或者修改过的各项活动持续时间预测

B．修改活动顺序

C．分析备用的替代时间表

D．进度更新

A

解释：新的活动持续时间对分析以往发生的问题原因没有帮助。（2009-8-12 7:29:56）

• 141. The simplest form of risk analysis is

A. Probability analysis

B. Sensitivity analysis

C. Delphi technique

D. Utility theory

风险分析最简单的形式是：

A．概率分析

B．敏感分析

C．德尔菲技术

D．效用理论

A

解释：风险定性分析的工具第一个是：风险的概率和影响评估；选项B是定量分析的工具、选项C是识别风险的工具；选项D是规划风险管理的输入，反映项目干系人对风险的态度。参考：PMBOK2008 P291。 （2009-8-12 7:29:56）

• 142. You are managing an e-business project for your firm, Milkem & Fleecem, Inc. The partner in charge is obsessed with earning as much profit, as possible to increase his bonus. He keeps asking you for the profit “numbers.” Which of the following categories of profit is he really interested in?

A. Operating

B. Expected

C. Gross

D. Cumulative

你在为米尔肯•弗里肯公司管理一个电子商务项目。合伙人沉醉于尽可能高的盈利来提高他的红利。他经常问你利润方面的数字。下面哪一类利润是他实际感兴趣的？

A．经营利润

B．预期利润

C．整体利润

D．累计利润

D

解释：累计利润是项目总体运营利润的累加，代表项目总体收益。 （2009-8-12 7:29:56）

• 143. As project manager, you realize the importance of status review meetings. But you also recognize that your team and other key stakeholders are very busy and do not want to attend. You are entering the second phase of clinical trials for the world’s most advanced orthopedic shoe. Because you are in the project execution phase, these meetings

A. Should be held frequently to obtain agreement about goals and methods to achieve them

B. Can be reduced in frequency

C. Need to be intensified to tie up loose ends

D. Must be scheduled regularly to document patient reaction

作为项目经理，你认识到了项目进展评估会议的重要性。但是你也意识到你的项目小组和主要的有关各方非常繁忙，不想参加会议。项目生产的世界上最先进的整型鞋现在已经进入第二阶段临床试验。因为你已经进入项目执行阶段，因此这些会议：

A．应该经常举行以获得对目标和实现方法的一致意见

B．可以减少召开频率

C．需要更多地召开加强薄弱环节

D．必须定期举行以记录病人的反应

A

解释：定期进行项目状态会议有助于项目团队对项目有清楚的了解，同时增加团队建设。 （2009-8-12 7:29:56）

• 144. As the person responsible for quality audits in your organization, everyone hates to see you coming. You have been accused of being a fanatic because of your practice of conducting not one, but multiple, quality audits on a project. In fact, some say you carry a faded photograph of W. Edwards Deming in your wallet instead or a picture of your spouse and children. Which one of the following types of audits in not an example of a quality audit?

A. Internal

B. System

C. Baseline

D. Prospective

作为你们组织中负责质量审计的人员，每个人都讨厌见到你。你被指控是狂热者，因为你对一个项目不是进行一次质量审计，而是进行多次质量审计。实际上，有人说你的皮夹子里装着戴明的褪色照片，而不是你的配偶和子女的照片。下列几类审计中哪一类不是质量审计的实例?

A．内部审计

B．系统审计

C．基线审计

D．预期审计

D

解释：内部进行的叫内部审计；对项目整体进行审计叫系统审计；对项目基准进行审计叫基准审计。没有预期审计这个概念。参考：PMBOK2008 P204。 （2009-8-12 7:29:56）

• 145. You have been managing a project, using a variety of contractors, to design and develop anew avionics system for the world’s largest hot air balloon. This project is almost complete. During the past 4 years, you have awarded 10 different contracts of various types. Some contractors performed well and were easy to work with, but one had numerous difficulties, and you had to terminate the contract for poor performance. Another contractor must complete some technical documentation before receiving final payment. Another has some outstanding invoices because it has not followed all the appropriate contractual terms and conditions. As you close out these contracts you should

A. Provide each contractor with formal written notice that the project is complete

B. Prepare a complete set of indexed records and contractual files for future reference

C. Conduct a variance analysis

D. Conduct a procurement audit

你一直在管理着一个项目，利用各种承包商为世界上最大的热气球设计和开发新的航空电子控制系统。这一项目快要结束了。在过去4年中，你把10项目各类不同合同判给了承包商。有些承包商表现良好，并且容易合作，但一个承包商有许多困难，因此你不得不因为该承包人表现差而终止合同。另一个承包人在收到最后付款之后完成某些技术文献。还有一个承包商有一些未付讫发票，因为它不遵守所有恰当的契约条款。当你完成这些合同时，你应当

A．向每个承包商提供正式书面通知，说明项目已经完成

B．准备一整套加索引记录和契约文件，供将来参考

C．进行差异分析

D．进行采购审计

D

解释：采购审计是结束采购的工具，用来识别某次采购过程中的成败得失用于其他采购过程。参考：PMBOK2008 P343。（2009-8-12 7:29:56）

• 146. The customer increased your project scope by 65% This increased your cost estimate fivefold. Now you must change the scheduled start and finish dates in your approved project schedule. Your first step should be to

A. Rebaseline the schedule

B. Modify the contract

C. Use a new target schedule

D. Add resources

顾客把原定的项目范围扩大了65%，这也使成本估算上升了5倍。现在你必须更改已经获得批准的项目开和结束的时间安排。你第一步要做的应该是：

A．为进度重新设定时间基准线

B．修改合同

C．使用一个新的进度安排表

D．增加资源

A

解释：项目范围发生重大变更，意味着需要重新设定项目进度基准。 （2009-8-12 7:29:56）

• 147. You are working on a product that will enable e-mail use through a sophisticated voice recognition system. Your company s marketing department just informed you that a major competitor is developing a similar product. Initially you decided to use resource leveling because your early-start schedule indicated that more resources were required during certain time periods than during others and because you were not under any great time pressure to complete the project. Now that you are pressured to beat your competitor to market, you need to develop a project schedule that is as close to the original one as possible. To do this, you should use-

A. Resource manipulation

B. Reverse resource allocation

C. Critical chain scheduling

D. Resource reallocation

你负责的这个项目正在开发一个产品，这个产品能让人通过一个复杂的声音识别系统来使用电子邮件。但公司的市场营销部门通知你，公司的一个主要竞争对手正在开发一种类似的产品。开始你根据最早开始原则给项目编制了进度时间表，但你发现如果采取这种做法，在某个阶段的需要消耗特别多资源，加上你没有太大的时间压力，因此你决定要使用资源平衡的做法。但是现在你有了市场竞争对手，因此需要用最早开始的原则编制项目进度时间表。要这样做，你应该使用下列哪项？

A．资源调控

B．将资源从关键路径上的活动调配到非关键路径上的活动上

C．关键链的进度安排

D．重新分配资源

C

解释：关键链的特点，所有活动用最早开始原则编制。其他都属于资源平衡，而资源平衡通常导致项目进度拖延。参考：PMBOK2008 P155。 （2009-8-12 7:29:56）

• 148. Because you were a finance major in college, you have been asked to be an active participant in your company s project selection process. The project selection committee chair has asked you to describe ground rules and possible approaches for project selection. You know that organizations usually will not approve a project if its costs exceed its benefits, so you recommend using a discounted cash-flow approach. This approach is based in part on the economic theory that a dollar today generally is worth more than a dollar a year form now. Using this approach, the project is acceptable if the

A. Sum of the net present value of all estimated cash flow during the life of the project equals the profit

B. Net present value of the inflow is greater than the net present value of the outflow by a specified amount or percentage

C. Gross present value of all future expected cash flow divided by the initial cash investment is greater than one

D. Payback period occurs by the second year of the project

由于你上大学时学的是金融学专业。所以公司要求你积极参与公司的项目选择过程。项目选择委员会的主席要你介绍一些项目选择的基本规则和可行的方法。你知道公司选择项目的一个基本原则是要有钱赚，也就是说项目成本不能超过项目收益。因此你推荐了折现的现金流量法。这种方法的一个基本原理是1美元在今天的价值通常要比这1美元在1年的价值更高。根据这种方法，项目处于下列哪种情况下才能被接受？

A．项目生命周期内估算的现金流量的净现值总和等于收益

B．现金流入的净现值超出现金流出的净现值一定数量或比例

C．预期的未来现金流的现值总和除以项目初始现金投资结果大于1

D．回收期出现在项目的第二年

C

解释：预期的未来现金流的现值总和大于项目初始现金投资表明项目肯定赚钱。选项B、选项D都不确定是否总体上一定盈利。 （2009-8-12 7:29:56）

• 149. Struggling to survive in the competitive marketplace, your “dot-com” company is looking to enter new markets It is considering bidding on an RFP issued by the province’s transportation department to develop an automated system to ware drivers that they are about to cross the centerline of the road. This would be a large contract, and your firm needs the revenue to help sustain its e-commerce business. But your company realizes that with government work, the lowest-cost proposal submitted usually is selected, as long as it is technically compliant. You are concerned that your company’s labor rates for system engineers may be too high given what you know of the marketplace and what others may bid. Because you are a PMI member and because of your project management expertise, you have been asked to serve as a proposal review team member and to look for ways to reduce project costs. Which one of the following recommendations should you make to management?

A. Reduce existing labor rates so that they are similar to those of the competition, and, if selected, pay each person on the project extra money out of another project’s account to compensate for the lower salary.

B. Use your existing labor rates combined with a value engineering approach a way to lower overall cost.

C. Put resumes from the existing staff in the proposal, but plan to hire new people at a lower labor rate and use them if you are successful in winning the project.

D. Use a parametric model, and submit different type of cost proposal using lump-sum pricing.

为了在激烈的市场竞争中能够生存下去，你们的网络公司正在试图进入新的市场。目前省交通部有一个交通系统的项目，你们想向这个项目投标。这肯定是一笔大买卖，你们公司也需要这笔收入来帮助维持你们的电子商务业务。而且你们公司认识到，跟政府部门做买卖，只要技术上能够行得通，他们通常都采纳的是报价最低的投标。你注意到本公司中项目成员的工资成本要高于市场价格，也比其他的竟标公司高。由于你是项目管理协会（PMI）的会员，而且你具备项目管理的专长，所以你被任命为评标委员会的成员，负责寻找能降低成本的方法。你将向管理层提出下列哪项建议？

A．降低这个项目团队现有的工资水平，使本公司在这个项目上花费的全国各地成本接近其它竞争对手的人力成本，如果最终本公司夺标成功，从其它项目的盈利中抽取部分资金补贴给本项目的员工。

B．利用你们现有的工资水平与价值工程的方法相结合来作为降低总成本的一个方法。

C．将原计划要选为本项目成员的这些员工放在一边，如果这次夺标成功，那么在项目中雇佣一些新人，这些新人的工资水平比老员工的工资水平要低。

D．使用一个参数模型并按照一次性付款的价格呈报一份与前一个不同的提议。

B

解释：价值工程属于一种管理方法，可以有效降低项目成本；选项A、选项C、选项D都是违反PMI理念的，尤其选项C更是职业道德不允许的。参考：PMBOK2008 P114。 （2009-8-12 7:29:56）

• 150. As part of your proposal for an upcoming contract to provide project management services to Arktic Research Laboratories, you must provide information about previous experience to show that your company has the expertise and back record to do the work. Your firm recently completed a contract for one of Arktic’s key competitors, Polar Investigations, Ltd., for similar services. The contract requires you to keep the client information confidential for t year. You, a PMT member, are the proposal manager. Arktic has discovered that you worked with Polar and is asking for a reference at Polar with whom it can discuss your work. You know that Arktic will be impressed by your work with Polar and would like to use Polar as a reference. If you win the award, the boss has indicated that you and a friend will be given an I-week all-expenses-paid trip to the place of your dreams. You can smell the ocean as you write the proposal In this case you should

A. Give Arktic the Polar reference. After all, Arktic learned of your Polar work from an outside source; therefore, you are released from the terms of the contract’s confidentiality clause.

B. Include Polar as a reference, assuming that the confidentiality agreement is unnecessarily restrictive of trade

C. Contact Polar and let it know that if you can use it as a reference you will let it know the type of work you will be doing for Arktic so that on one is at a competitive disadvantage

D. Contact polar and ask for permission to list it as a reference in your proposal

作为你对即将签订的向Arktic研究实验室提供管理服务的合同提出的建议之一部分，你必须提供有关以前经验的信息，以证明你们公司有做这项工作的专长和成就。你们公司最近履行了一项为Arktic的主要竞争者之一的Polar调查有限公司提供类似服务的合同。该合同要求你们对客户信息保密一年。你，一名PMI成员，是提案管理人。Arktic发现你与Polar协作，因此正在Polar公司寻找推荐人，同他讨论你的工作。你知道，Arktic将对你与Polar的合作留下深刻印象，并希望利用Polar作为参照。如果你中标，老板也表示你和你的一位朋友可以去梦中之地旅游一周，全部费用由公司支付。你写建议时会感觉到头绪很多！在这种情况下，你应当

A．向Arktic提供Polar参照。总之，Arktic从局外人士那里得知你在Polar的工作情况，因此使你从合同的保密条款解脱出来。

B．把Polar作为参照包括在内，假定保密协议是不必要的贸易限制。

C．与Polar联系，如果你利用它作为参照。你将让它知道你将为Arktic所做的工作类型，从而使谁都不处于竞争劣势。

D．与Polar联系，要求允许在你的建议中把它列为参照。

D

解释：为客户保密，在提及客户时需要先得到客户认可。（2009-8-12 7:29:56）

• 151. You are working on a complex procurement. You must reach agreement with the seller about numerous items including responsibilities and authorities, applicable terms and conditions, contract financing, technical and business management approaches, and price before signing the contract. You scheduled a negotiation session. The seller will have eight representatives at the session; you will have ten. Because this procurement is so complex, contract negotiation should be handled—

A. By an outside facilitator

B. Through alternative dispute resolution procedures

C. As an independent process with specific input and output

D. By establishing a partnering agreement with the seller

你目前正从事一项复杂的采购工作。你必须在签订合同前和对方在许多方面上达成共识，主要包括权力与义务、适用性条款和条件、合同融资、技术和商业管理方法以及合同价格。你为谈判会议制定了日程。对方将有8名代表到会，而你将派出10名代表出席。由于这项采购于过于复杂，合同谈判应该如何处理

A．借助于第三方的力量来解决

B．提出多种选择条件以供抉择

C．将此次合同管理作为一项有着特定的投入和产出的独立过程来处理

D．通过与供应商建立一种伙伴协定来解决

C

解释：对于复杂的采购项目，谈判可以当作单独的过程来进行。参考：PMBOK2008 P332。 （2009-8-12 7:53:44）

• 152. Management has grown weary of the many surprises, mostly negative, that occur on your projects. The project management office director told you that if you do not start using some form of project indicator so that management knows what to expect, you will be working in the company cafeteria by the end of the week. In an effort to retain your job and to provide all management levels with an effective indicator, you decide to focus on the to complete performance index (TCPI). Its purpose is to

A. Determine performance and cost performance needed to complete the remaining work within management’s financial goal for the project

B. Determine the cost performance needed to complete the remaining work within management’s financial goal for the project

C. Predict final project costs

D. Predict final project schedule and costs

对于你的项目中所发生的很多的意外，其中大多数是消极的，你的管理阶层却漠然视之。项目管理办公室执行官告诉你如果你再不提供一些项目指导使管理阶层知道应该做些什么的话，这个周末你就要被派往公司的自助餐厅干活了。为了保住这个工作，为所有管理阶层提供一个有效的指导，你决定集中精力完成到完成时的绩效指数（TCPI）。该指数的主要

A．在项目管理层的财务目标的范围内决定剩余要成完成的工作的进度和成本业绩表现

B．在项目管理层的财务目标的范围内决定剩余要完成的工作的成本业绩表现

C．预测最终的项目成本

D．预测最终的项目成本和进度

B

解释：完工尚需绩效指数（TCPI）是指为了实现特定的管理目标（如BAC或EAC），剩余工作实施必须达到的成本绩效指标。参考：PMBOK2008 P185。 （2009-8-12 7:53:44）

• 153. Your have prepared the scope statement and the WBS for your project. You also have an approved project plan. Your project is now under way, but you recognize that, given the nature of project work, scope change is inevitable. You also are aware of the danger of scope creep, having suffered the consequences of it recently. To avoid a similar experience, you meet with your team and decide to establish a project scope change control system. This is –

A. A collection of formal, documented procedures to define the steps by which official project documents may be changed

B. A documented process used to apply technical and administrative direction and surveillance to identify and document functional and physical characteristics of items, record and report change, control change, and audit the items and system to verify conformance to requirements

C. A set of procedures by which project scope may be changed, including the paperwork, tracking systems, and approval levels necessary for authorizing change

D. Mandatory for use on projects so that the scope management plan cannot be changed without prior review and sign-off

你已经准备好了项目的范围说明和WBS。你的项目计划也已经被批准了。目前你的项目已经开始实施了，但你认识到，基于项目工作的天性，项目范围的变动是在所难免的。由于不久前你就经历过范围不断扩大的折磨，所以这次你对范围蔓延的危险特别留意。为了避免类似事件的发生，你召集了团队会议要建立一套项目范围变更控制系统。这个系统是指：

A．一系列正式的、有书面文件记载的程序，这些程序规定了如何修改正式的项目文件的步骤。

B．一套有正式的书面文件记录的流程，其主要作用是用来实施技术和行政的指导和监督，这样做的目的是为了保证项目各个部分的工作能够得以明确，并且有正式文件记录、工作日志记录和变更报告、变更控制，以及为了保证工作按照预定要求正常进行而进行审核工作

C．可以使项目范围得到变更的一系列程序，主要包括文书工作、跟踪系统和批准变更必须的审批级别

D．有关项目变更的命令，这些命令是为了保证项目的范围管理计划在上级部门审阅和签署之前不会被随意改变

C

解释：选项C是范围变更控制程序的定义。参考：PMBOK2004 CH P104 5.5.2.1。 （2009-8-12 7:53:44）

• 154. A senior partner with the prestigious firm, Milkem & Fleecem, Inc, asked you to help a key client decide which project selection method to use. The client’s company engineers are convinced that constrained optimization methods will work best; however, the sales staff believes that benefit measurement methods are better (and the math is easier!). You have just graduated with a degree in large animal science, and you are unfamiliar with this specific issue. The client is paying Milkem & Fleecem ￥2,000 a day for your advice, however, so you must say something intelligent at the next meeting. You drag out the PMBOK and prepare a slick presentation enumerating the pros and cons of each method. You conclude your presentation with a quiz that reads: all the following are examples of constrained optimization methods except

A. Analytic hierarchy process

B. Logical framework analysis

C. Economic model

D. Multiobjective programming

一个很有名望的项目管理公司委派你帮助一个主要客户选择项目方案。客户公司的工程师们认为有条件地最优选择方案最好，然而，销售人员认为利润分析的方案更好，同时也比较容易计算。你实际上是一个刚刚结业的大学生，原来的专业与动物学有关，与项目管理没有丝毫关系。因为你对这些问题并不熟悉。但是客户方要为你每天的服务向你的公司支付2000美元，因此，你必须在下一次会议上有所作为。你拿出你的PMBOK，想要准备一份漂亮的陈述报告，列举每一个方案的优点和缺点。你以一个小问题结束了你的报告，这个问题的题目是：下面哪一个方案不属于有条件地最优选择方案？

A. 层次分析过程

B. 逻辑框架分析

C. 经济模型

D. 多元目标计划

D

解释：选项D属于 数学模型法；其他都属于优化法。参考：PMBOK2004 制定项目章程的工具和方法。 （2009-8-12 7:53:44）

• 155. You are responsible for building the first roller rink in Evanston, Wyoming. Your company is hiring 3 contractors to manage the project and is using a lump-sum contract. The cost engineer, who has never set foot outside of Kokkomo, Indiana, made a major contribution during proposal preparation when the contract amount was being determined. This contributed to the profitability objective. This situation shows that

A. Professional cost estimating advice always is required

B. Every stakeholder has skills and knowledge that may be useful in developing the project plan

C. A parametric model should be used in conjunction with expert judgment as the ideal cost estimating methodology for lump-sum contracts

D. A person does not need to be aware of local conditions to provide accurate information

你正负责在怀俄明州的艾文斯建造第一家室内滚轴溜冰场。你们公司雇用了一个承包商来管理这个项目，并与其签订了总价合同。那名从未离开过印第安那州考克摩市的造价工程师在确定合同金额的过程中做出了很大的贡献。他的工作对于达成目标利润率提供了很大帮助。这种情况表明

A. 专业的成本估算建议是非常必要的

B. 每个干系人都具备些有助于编制项目的知识和技能

C. 在签订总价合同的过程中，最理想的成本估算方法是将参数模型估计法和专家判断法结合使用

D. 一个人即使在没能掌握本地条件的情况下也能提供准确的信息

B

解释：题干描述的这位工程师属于项目干系人，实际上是通过这道题反应PMI的理念：项目计划要重视干系人参与。参考：PMBOK2008 P48。 （2009-8-12 7:53:44）

• 156. You are managing an international joint venture construction project in the port city of Melancholia. The Melancholia city council has passed a law requiring one of its representatives to be involved in front-end project planning and decision-making. It has been made clear to you that the city expects some form of “unofficial” compensation for such work. You have not worked in this country before, so you are not sure about the best way to work with these government officials. Their involvement is critical because they need to approve the issuance of license and permits required to import needed equipment, supplies, and materials. Your best approach is to

A. Follow local customs explicitly, even if this means that you must make “payments” to local officials

B. Abide by the laws, regulations, and requirements of your own country and follow them explicitly in this situation

C. Refrain from knowingly engaging in professional misconduct

D. Recognize the need for government involvement in the project and do whatever is required for success

你正在麦林考利亚的一个港口城市管理一个国际合资的国际合资的建设项目。麦林考利亚的城市管理委员会通过了一项法律。要求任何项目的计划编制过程必须有一名城管会的代表参与。这就是向你明确表明了，这个城市想为这些工作要求一些“非官方”的补偿。你以前从来没有在这个国家工作过，所以你也不清楚和这些政府官员一起工作的最佳方式是怎样的。他们的介入是非常关键的，因为项目需要他们审批并发放许可证，以及批准一些设备、补给和原料的进口。此时最好的解决办法是：

A. 明确地遵从当地惯例，尽管这可能意味着你必须承担一些对当地官员的额外“支付”

B. 在这种情况下明确遵守你们国家的法律、法规

C. 避免作出明知故犯地、违反职业道德的事情

D. 认识到政府介入项目的重要性，为了项目的成功，需要怎么做就怎么做

A

（2009-8-12 7:53:44）

• 157. One organizational option for improving communications and teamwork is using a fight matrix. This approach also serves to facilitate-

A. Fast-tracking

B. Concurrent engineering

C. Resource leveling

D. Work on geographically dispersed or virtual teams

一个公司为改善沟通和团队协作可以选择使用一个紧缩矩阵的形式把大家组织起来。这种方法还能促进

A. 快速赶工

B. 协作工程

C. 资源平衡

D. 地理上分散或虚拟团队的工作

B

解释：紧密矩阵代表大家物理距离很近，可更好的沟通与协作，有助于同时开展工作。参考：PMBOK2008 P29。 （2009-8-12 7:53:44）

• 158. A project team is in the design stage of a new mountain bike prototype. The team is in the process of identifying which type of frame and material will provide high performance at a low cost. Which of the following is the MOST likely technique used to determine these variables?

A Benefit/cost analysis

B Ishikawa diagram

C Design of experiments

D System flow chart

项目组处在一种新型山地自行车的原型设计阶段。项目组正在识别那种结构和原料会提供高质量和低成本的产品。以下哪一项是确定这些变量的最可能的技术？

A. 收益/成本分析

B. 鱼骨图

C. 实验设计

D. 系统流程图

C

解释：选项A用于质量规划确定投入与产出的关系；选项B用于质量控制用来分析引发问题的原因；选项D通过步骤来检查过程环境。只有选项C通过不同组合来分析不同变量之间的关系。参考：PMBOK2008 P197。 （2009-8-12 7:53:44）

• 159. As you work on your project plan, you want to review your organization’s informal and formal policies. One of your team members gave you a list of possible items to review. Four items are on her list. Which one of the following is not an organizational policy whose effects on the project must be considered?

A. Continuous improvement targets

B. Status meetings

C. Employee performance reviews

D. Time reporting

当你正在制定你的项目计划的时候，你想回顾你的组织机构中正式和非正式的政策和做法。你的一个团队成员给你罗列出了可能需要考虑的问题。她的列表上共有四个条款。下面哪一个组织机构的政策对项目的影响不是必须考虑的？

A. 连续的提高目标

B. 项目进展状况会议

C. 员工工作表现评估

D. 时间报告

A

解释：选项A属于持续改进，是针对运营的；其他三个都和项目有关。 （2009-8-12 7:53:44）

• 160. Your company, which operates one of the region’s largest chemical processing plants, has been convicted of illegally duping toxic substances into the town’s river causing alligators to double in size. As a result, the local dog population has been decimated. The court has mandated that the required cleanup activities be completed by February 15. Such a constraint is and example of

A. A key event

B. A major milestone

C. An imposed date

D. An external dependency

你所在的公司是当地一家最大的化工厂。工厂被指控向河流中倾倒了有毒物质，导致鳄鱼的体积成倍增长。同时使得当地狗的数量大量减少。法庭已经判决公司在2月15日前必须进行清理工作。这样的外部限制是属于：

A. 关键事件

B. 主要的里程碑式的事件

C. 强加的日期

D. 对外部的依赖

D

解释：外部制约属于外部依赖关系：项目的活动取决于项目外部因素影响。参考：PMBOK2008 P140。 （2009-8-12 7:53:44）

• 161. You are a project manager for a leading cereal and grain manufacturing company. You are developing an animal feed that contains a vaccine against hoof-and-mouth disease. You project sponsor, who recently completed a Master’s Certificate in Project Management from The George Washington University, asked you to describe the total product scope of this project. You told her it is the

A. Sum of the integrated management control plans

B. Work packages that comprise the non-project management elements in the WBS

C. WBS and project activity list

D. Project requirements that have been approved by stakeholders

你是一家谷物食品公司的项目经理。你正在开发一种动物饲料，该饲料包含预防口蹄疫的疫苗。你的项目主办人最近完成了乔治华盛顿大学的项目管理硕士学位的学习。她要求你向她描述项目的整体产品范围。你告诉她这是

A. 项目整合管理控制计划的总和

B. 由工作分解结构中的非项目管理要素构成的工作包

C. 工作分解结构和项目活动列表

D. 有关各方批准的项目要求

B

解释：产品范围就是 项目最终完成的产品成果需要具备的特点，选项B是最接近的。选项A、选项C和选项D都是项目范围：为了取得产品需要做的所有工作。参考：PMBOK2008 P103。 （2009-8-12 7:53:44）

• 162. A manager and the head of engineering discuss a change to a major work package. After the meeting, the manager contacts you and tells you to complete the paperwork to make the change. This is an example of:

A. management attention to scope management.

B. management planning.

C. a project expediter position.

D. a change control system.

一个管理者和工程部领导探讨修改项目某个主要工作包。在会后，管理者找到你告诉你完成变更的相关文字工作。这是一个什么的例子：

A.管理层关注范围管理

B.管理规划

C.项目促进者的位置

D.变更控制系统

C

解释：这是一个典型项目促进者的例子，因为你没有评估变更，比较影响，你只是简单的执行变更。在这里，你扮演着项目的促进者那个管理者担当了项目经理的角色。参考：PMBOK2008 P29。 （2009-8-12 7:53:44）

• 163. All of the following are parts of the team s stakeholder management effort EXCEPT?

A. Giving stakeholders extras

B. Identifying stakeholders

C. Determining stakeholders needs

D. Managing stakeholders expectations

下列都是项目团队管理项目干系人需要做的努力除了？

A.给干系人额外的

B.识别项目干系人

C.确定项目干系人需求

D.管理项目干系人的期望

A

解释：选项A等于镀金，这是PMI极力反对的事情。管理干系人：1、识别；2、确定需求；3、管理期望。参考：PMBOK2008 P23。 （2009-8-12 7:53:44）

• 164. Who has the MOST power in a projectized organization?

A. The project manager

B. The functional manager

C. The team

D. They all share power

在项目型组织中谁有更多的权力？

A.项目经理

B.职能经理

C.项目团队

D.他们都共享权力

A

解释：在项目型组织中，项目经理权力大于职能经理。参考：PMBOK2008 P31。 （2009-8-12 7:53:44）

• 165. A project team member is talking to another team member and complaining that so many people are asking him to do things. If he works in a functional organization, who has the power to give direction to the team member?

A. The project manager

B. The functional manager

C. The team

D. Tight matrix

某项目团队成员向其他成员抱怨有太多人问他当前做的工作。如果他工作在职能型组织内，谁对团队成员有更多的权力？

A.项目经理

B.职能经理

C.项目团队

D.紧密矩阵

B

解释：在职能型矩阵，职能经理是项目成员的老板，也有可能是项目经理的老板。参考：PMBOK2008 P28。（2009-8-12 7:53:44）

• 166. A project manager has very little project experience, but he has been assigned as the project manager of a new project. Because he will be working in a matrix organization to complete his project, he can expect communications to be:

A. simple.

B. open and accurate.

C. complex.

D. hard to automate

有个只有很少项目经验的项目经理被分配到一个新项目。因为他将工作在矩阵型组织中完成这个项目，他可以期望沟通是：

A.简单的

B.开放的和真实的

C.复杂的

D.很难自动化

C

解释：矩阵型组织项目成员来自很多部门，而且需要向项目经理和职能经理双重汇报。因此沟通变得复杂。 参考：PMBOK2008 P29。 （2009-8-12 7:53:44）

• 167. A project manager is trying to complete a software development project, but cannot get enough attention for the project. Resources are focused on completing process-related work and the project manager has little authority to properly assign resources. What form of organization must the project manager be working in?

A. Functional

B. Matrix

C. Expediter

D. Coordinator

一个项目经理尝试完成软件开发项目，可是项目得不到足够重视。资源都集中于完成过程相关的工作，项目经理在资源分配上只有有限的权限。项目经理工作在什么类型的组织中？

A 职能型

B 矩阵型

C 促进者

D 协调员

A

解释：在职能型组织中项目经理权力有限。 参考：PMBOK2008 P28。 （2009-8-12 7:53:44）

• 168. Two project managers have just realized that they are in a weak matrix organization and that their power as project managers is quite limited. One figure out that he is really a project expediter and the other realizes he is really a project coordinator. How is a project expediter different from a project coordinator?

A. The project expediter cannot make decisions.

B. The project expediter can make more decisions.

C. The project expediter reports to a higher-level manager.

D. The project expediter has some authority.

两个项目经理刚刚意识到他们工作在弱矩阵组织中，而且他们作为项目管理者的权利是相当有限的。一个人指出他更像项目促进员，另一个认识到他更像项目协调员。项目促进者和项目协调员有何不同？

A 项目促进者不能做决策

B 项目促进者可以做决策

C 项目促进者报告向更高层次的管理者

D 项目促进者有一定的权限

A

解释：项目协调者可以向高层的管理者汇报，有些权力作决策。项目促进者没有权力作决策。 参考：PMBOK2008 P29。 （2009-8-12 7:53:44）

• 169. Four project managers are having lunch together and discussing their projects. Most of the time they are just complaining about how hard projects are to manage in their company. Some complain about the stakeholders and the number of changes they cause. Others talk about how hard it is to get people to cooperate and perform. One project manager wants to focus on the advantages of the matrix type organization they all work in for their projects. Which of the following would he mention?

A. Improved project manager control over resources

B. More than one boss for project teams

C. Communications are easier

D. Reporting is easier

四个项目经理午餐在一起讨论他们的项目，大部分时间他们在抱怨他们在公司如何难以管理项目，一些抱怨是关于项目干系人引发的一系列变更，其他些抱怨则是说让人们一起合作工作如何困难。某个项目经理想强调矩阵型组织的优点。下列哪项是他将说及的？

A 改进了项目经理对资源的控制

B 项目团队有一个以上老板

C 沟通是容易的

D 报告是容易的

A

解释：矩阵型相对职能型而言，改进了项目经理对资源的控制力。参考：PMBOK2008 P29。 （2009-8-12 7:53:44）

• 170. Important aspects of a product include the maintenance and on-going operations. They should:

A be included as activities in the project WBS

B not be viewed as part of a project

C be undertaken as separate projects under a mutual program

D not be broken out as separate phases in the project life cycle.

一个产品还包括维护和日常运作两个重要方面，它们应该：

A 做为活动被包括在WBS中

B 不被视为项目的一部分

C 在一个共有的大型项目中被视为一个单独的项目

D 被视为项目生命周期的一个单独阶段

B

参考：PMBOK2008 P22。（2009-8-12 7:53:44）

• 171. Management has provided you with a project charter, and you are in the process of creating a scope statement. You have asked the team for input to ensure that the scope statement is complete. However the team is struggling with creating the WBS. Which of the following BEST describes the problem?

A A WBS was not completed before the scope statement was begun.

B The team is working on the scope statement without the benefit of product analysis and stakeholder agreement on what the project will.

C The team is in the creating WBS process and needs the scope statement as an input.

D The project objectives were not identified before the scope statement was begun.

管理层为你提供了一个项目章程。你处在创建范围说明的过程中，你要求项目组提供输入以便完成范围说明。可是项目组正在努力制作WBS，以下哪项最好的说明了这个问题？

A 在范围说明开始之前WBS尚未完成

B 项目组正在使用的范围说明书，既没有进行产品分析也没有与项目干系人就项目到底做什么达成一致。

C 项目组在制作WBS过程中，需要范围说明作为输入。

D 在范围说明开始之前项目目标没有被识别。

B

解释：题干出现的问题表示 项目组跳过了制定范围说明书这个过程。或者制定范围说明书没有让项目经理参与。 （2009-8-12 7:53:44）

• 172. An example of a conflict of interest would be:

A As a public official you make a decision about a contract award that will benefit you personally

B You and a functional manager disagree with a task cost estimate

C Your sponsor decides to cancel your project because it no longer supports the company strategy

D Your personality conflicts with that of a key member of your project team

利益冲突的一个实例是：

A 作为一名公众官员，你对一个对自己有利的合同奖励做出决定

B 你和一个职能经理对一个任务的成本估计不一致

C 因为你的项目不再支持公司战略，所以你的项目发起人决定取消你的项目

D 你的个性和你的项目组的一个主要成员的个性发生冲突

A

（2009-8-12 7:53:44）

• 173. All the following must be performed in initiation EXCEPT:

A identity and document business needs

B create a scope statement

C define the phases of the project life cycle

D accumulate and evaluate historical information

以下各项活动都是在启动阶段，除了

A 识别商业需求并文档化

B 创建一个范围说明

C 定义项目生命周期阶段

D 获取和评估历史信息

B

解释：选项B属于定义范围的输出，属于规划过程组。参考：PMBOK2008 P43。 （2009-8-12 7:53:44）

• 174. A project has the following risks 5% probability of an additional acceptance test resulting in a three week delay, 50% probability the next software release will not be ready by the due date resulting in an eight week delay, 30% probability an expert resource becomes available resulting in a four week decrease in task C. What is the expected value?

A 20.65days

B 29.05days

C 77days

D 84.23days

一个项目有下列风险，5%的概率需要增加接收测试，造成3个星期的延误；50%的概率下一软件版本的发布将不能再交付日完成，造成8个星期的延误；30%的概率可得到一个专家资源，帮助任务C减少4个星期的时间。那么预期值是多少？

A 20.65天

B 29.05天

C 77天

D 84.23天

B

解释：计算方法：思路一，不考虑任务C，0.05*3星期+0.5*8星期=29.05 选择B；思路二，考虑任务C，0.05*3星期+0.5*8星期-0.3*4星期，大概是20.65天。选择A。参考：PMBOK2008 P298。 （2009-8-12 7:53:44）

• 175. All of the following are tools for scope verification EXCEPT?

A Product reviews

B Audits

C Walkthrough

D Sensitivity analysis

以下都是核实范围过程使用的工具，除了

A 产品审查

B 审计

C 走查

D 灵敏度分析

D

解释：敏感性分析是风险定量分析过程的工具，其余三个选项都是 核实范围 工具 检查的不同说法。参考：PMBOK2008 P124。（2009-8-12 7:53:44）

• 176. Which of the following is NOT included in a schedule change control system?

A Approval levels necessary for authorizing changes

B Tracking system

C Paperwork necessary for making changes

D Limitations on the scope of changes

以下哪一项没有包括在进度变更控制系统中？

A 批准变更必须的级别

B 跟踪系统

C 变更时必要的书面文件

D 范围变更的限制

D

解释：变更控制系统包括三部分：文字工作、跟踪系统、授权批准变更的必要审批层次。 （2009-8-12 7:53:44）

• 177. You are about to begin negotiation with people from other country. Which of the following should provide guidance on what business practices allowed and not allowed?

A The company code of conduct

B The project charter

C The project scope management plan

D The negotiation plan

你正要和来自另外的一个国家的人们开始谈判，下列什么文件提供了什么是允许做的，什么是不允许做的商业行为指导？

A 公司行为准则

B 项目章程

C 项目范围管理计划

D 谈判计划

A

解释：公司行为规则，就是每个企业内部制定的、公司员工需要遵循的行为指南。 （2009-8-12 7:53:44）

• 178. The level of detail of performance reports is described in the ：

A charter

B communications management plan

C monthly requests for information by management

D project s monthly needs

有关项目绩效报告的详细程度的描述出现在以下哪项中？

A 项目章程

B 沟通管理计划

C 管理层的月度信息需求

D 项目的月度需求

B

解释：沟通管理计划会描述项目绩效报告的内容、格式和详细程度。参考：PMBOK2008 P257。 （2009-8-12 7:53:44）

• 179. Free slack is the amount of time a task can be delayed without delaying the :

A project

B completion date required by the customer

C early start of its Successor

D project completion date

自由时差是在不延迟下列哪个时间的前提下任务可以延迟的时间?

A 项目

B 客户要求的完成日期

C 后续任务的最早开始时间

D 项目完成时间

C

解释：自由时差：在不影响后续活动最早开始日期的前提下，某个活动可以推迟的时间。总时差：在不影响项目完工日期的前提下某个活动可以推迟的时间。参考：PMBOK2008 词汇表 自由时差 总时差。 （2009-8-12 7:53:44）

• 180. You have been working on a very Large software development project that has made use of over 230 people. Finally, all the scope of work is completed it would be BEST to

A throw a party for the team members

B make sure the project is integrated with other projects

C begin to focus on your other project

D report on the performance of the project

你参与一个非常大型的软件开发项目，该项目涉及超过230人。最后，工作范围中的所有工作都完成了，这是最好应该

A 为项目组成员开个派对

B 确认一下这个项目是同其他项目集成在一起的

C 开始关注你其他的项目

D 汇报项目绩效

A

解释：为项目组成员开派对属于团队建设活动。参考：PMBOK2008 P232。（2009-8-12 7:53:44）

• 181. You want to let your team know that the weekly project status report is now officially due by 4:00 pm on Thursdays. Which from of communication would you use?

A Formal written communication

B Formal verbal communication

C Informal written communication

D Informal verbal communication

你想让项目组成员知道项目状态周报需在周四的下午四点前给出。你应该采取以下哪种方式与项目组成员沟通：

A 正式的书面文件

B 正式的口头沟通

C 非正式的书面沟通

D 非正式的口头沟通

A

解释：使用沟通管理计划写清楚。 （2009-8-12 7:53:44）

• 182. As the leader of a project team, the project manager may be required to assess the competencies of his or her team members. Occasionally, some weaknesses or areas for impotent will be identified. the project manager should:

A Remove any team members who have demonstrated weaknesses in critical knowledge areas

B Communicate those weaknesses and establish a performance improvement program

C Hire additional resources to compensate for weak areas

D Wait for the team members to fail in an assignment to justify termination

作为项目组的领导，项目经理可能要评估项目组成员的胜任能力。有时会发现一些弱点或需要改进的领域，此时项目经理应该：

A 辞退任何在关键的知识领域中表现出弱点的项目组成员

B 就这些弱点进行沟通，并建立绩效改进计划

C 利用其他资源来补偿弱的领域

D 等待项目组成员在工作中遭到失败，并以此为理由辞退他

B

解释：选择A和选项D都是消极的、非建设性的，不能选；选项B有助于团队成员成长是最佳选项。 （2009-8-12 7:53:44）

• 183. What factors would NOT be considered when choosing between two projects to undertake?

A NPV

B BCR

C Payback period

D Law of diminishing returns

在两个项目之间进行选择时，哪一个因素不需要考虑？

A NPV

B BCR

C 回收期

D 收益递减率

D

解释：NPV、BCR、回收期都是项目选择的标准；NPV、BCR越大越好；回收期越短越好。 （2009-8-12 7:53:44）

• 184. A project manager discovers that two team members discussed what was needed to complete an activity on the project and made many scope changes. The deliverable is now completed and the team members are planning to go on to the next task. In looking at what was done, the project manager determines that the work does NOT meet the requirements of the project.What is the BEST course of action for the project manager?

A Add another task formatted with the correct scope to the project

B Refuse the submittal of the task

C Have the team begin the task again and include the incident in their performance review

D Ask the team member s manager to assign different people to the task

项目经理发现两个项目组成员对完成某一个项目活动需要什么进行过争论，并且做了很多范围变更。交付物已经完成，项目组成员正在计划开始下一项任务。在察看那些已经完成的工作时，项目经理认定这些工作与项目需求不符。对于项目经理来说，最好的活动是什么？

A 增加另一项符合正确的项目范围的工作

B 拒绝这个任务的提交

C 要求项目组重新做这项工作，并且在他们的绩效评估中写上这个事件

D 要求项目组成员的经理为这项任务分配另一个员工

B

解释：凡是和项目需求不一致的，都不需要做，除非走变更流程，这里没有选项提到走变更流程，所以选择B。 （2009-8-12 7:53:44）

• 185. What is the name of the process required to ensure timely and appropriate generation, collection, dissemination and disposal of project information?

A Quality management

B Communications management

C Procurement management

D Scope management

及时的产生．搜集．发布．处理项目信息的过程叫做

A 质量管理

B 沟通管理

C 采购管理

D 范围管理

B

参考：PMBOK2008 P243。（2009-8-12 7:53:44）

• 186. All of the following are inputs to quality planning EXCEPT

A Quality policy

B Scope statement

C Project charter

D Project work results

以下哪一项不是质量规划的输入？

A 质量策略

B 范围说明

C 项目章程

D 项目工作结果

D

解释：质量规划的输入：事业环境因素、组织过程资产（包括质量政策）、范围说明书、项目管理计划（包括项目章程）。参考：PMBOK2008 P194。 （2009-8-12 7:53:44）

• 187. A project manager is working on a complex project. What should the project manager do to make certain that all of the work in this project is covered?

A Create a project plan

B Create a WBS

C Create a risk plan

D Crease an AOA diagram

项目经理在执行一个复杂项目。项目经理应该如何去做以确认项目需要完成所有的工作？

A 创建项目计划

B 创建WBS

C 创建风险计划

D 创建一个AOA网络图

B

解释：WBS通过图表显示项目所有成果，构成项目的范围。参考：PMBOK2008 P116。 （2009-8-12 7:53:44）

• 188. A company puts a new product into the marketplace without any reports of problem. However, your internal research indicated that there is a possibility of two serious injuries per year and would cost US $20,000,000 to fix. What should you do ?

A Make the medications necessary in current products

B Recall all existing product

C Wait until an injury to verify the impact

D Obtain insurance to cover the anticipated damages

公司向市场推出一个没有任何问题报告的新产品，然而，你们内部研究显示每年会有2个严重缺陷，将花费＄20，000，000来修复它，你应该：

A 为当前产品执行所有的修正

B 召回所有产品

C 等待知道缺陷产生影响

D 获得保险来弥补预期的损害

B

解释：召回进行维修，属于内部失败成本，如果客户发现错误后，就需要花费外部失败成本了。外部失败成本通常远远大于内部失败成本。参考：PMBOK2008 P195。 （2009-8-12 7:53:44）

• 189. What is the decomposition process used to develop?

A Mangement plan

B Communication plan

C Work breakdown structure

D Earned value

分解过程用于开发——

A 管理计划

B 沟通计划

C WBS

D 挣值

C

解释：分解是制定WBS和活动定义过程的工具。参考：PMBOK2008 P118。 （2009-8-12 7:53:44）

• 190. When is the project manager assigned to project?

A After the contract is signed

B Immediately preceding contract execution

C During contract initiation

D During contract planning

项目经理在何时被分配给项目？

A 合同签订之后

B 合同执行之前

C 合同启动阶段

D 合同计划阶段

C

解释：项目经理应该在制定项目章程时任命，制定项目章程属于项目启动过程组参考：PMBOK2008 P73。（2009-8-12 7:53:44）

• 191. Which of the following is an output of procurement planning?

A Statement of work

B Procurement documents

C Proposals

D Contract

下面哪一项是采购规划的输出？

A 工作说明书

B 采购文档

C 方案建议书

D 合同

A

解释：工作说明书，又叫合同工作说明书，写清楚要采购的产品、服务的特点。参考：PMBOK2008 P325。 （2009-8-12 7:53:44）

• 192. Which part of the risk management process receives input from risk owners?

A Risk identification

B Qualitative risk analysis

C Quantitative risk analysis

D Plan Risk Responses

哪个风险管理过程其输入需要来自风险负责人？

A 风险识别

B 风险定性分析

C 风险定量分析

D 风险应对计划编制

D

解释：负责人就是风险应对者，做风险应对规划时，需要负责人计划应对措施。参考：PMBOK2008 P305。 （2009-8-12 7:53:44）

• 193. A resource histogram includes which two data points?

A Resource and time estimate

B Resource and calendar date

C Task and resource

D Resource and usage

资源柱状图包括哪两种信息？

A 资源和时间评估

B 资源和工作日历

C 任务和资源

D 资源和使用情况

D

解释：资源柱状图是个工具，显示具体项目资源在不同时间投入的情况。参考：PMBOK2008 P224。 （2009-8-12 7:53:44）

• 194. In order to balance the needs of the many stakeholders involved in your project the most desirable method to achieve resolution of conflicts would be:

A Compromise

B Forcing

C Controlling

D Confrontation

为了平衡你的项目的许多干系人的需要，有望解决冲突的最佳方式是：

A 妥协

B 强迫

C 控制

D 面对

D

解释：面对 就是解决问题。解决冲突的最佳方式：解决问题Problem Solving (confrontation面对)，关注存在的分歧，找出原因。冲突解决办法： Problem Solving (confrontation面对)解决问题 WIN-WIN，最好的情况 问题、和人际最好。参考：PMBOK2008 P240。 （2009-8-12 7:53:44）

• 195. While evaluating the Gantt chart the project manager determines that the project is behind schedule. What should she do?

A Obtain approval from the customer to slip the project

B Report findings to management

C Evaluate the alterative with the team

D Evaluate the alterative with the customer

在评估甘特图时，项目经理确定项目进度已经落后于进度计划。她应该如何做？

A 从客户那里获取批准推迟项目进度

B 项管理层汇报

C 与项目组评估备选方案

D 与客户评估备选方案

C

解释：题干表明项目进度出现了问题，首先是和团队协商找解决方案。选A和D是在选项C完成之后进行；选项B不赞成，因为汇报不能解决问题。参考：PMBOK2008 P162。（2009-8-12 7:53:44）

• 196. A project manager and her team worked together to develop a work breakdown structure. However, it seems peoject team members are doing work that is not included in the work breakdown structure. The purpose of a work breakdown structure is to :

A guide the cost estimate for a project not how the work is done

B provide senior management with a high-level view of the project scope

C include the work required to create the products of the project

D include the total project scope or all of the work that must be done to complete the project

一个项目经理和他的项目组共同开发WBS。看起来项目组成员在做WBS中没有定义的工作，WBS的目的是

A 指导项目的成本估算，而不是如何去完成

B 提供给高级管理层一个高级别的项目范围视图

C 包括创建项目产品所需的工作

D 包括所有的项目范围，或者说是完成项目所必需的所有工作

D

解释：WBS是项目范围基线的组成部分。WBS包括成果不是工作，所以不能选择C；选项B说的是项目初步范围说明书；选项A说的是WBS的某一个作用。“WBS确定了项目的整个范围”所以选择D。参考：PMBOK2008 P116。 （2009-8-12 7:53:44）

• 197. Earned value analysis is an example of

A performance reporting

B planning control

C Ishikawa diagrams

D integrating the project components into a whole

挣值分析用于

A 绩效报告

B 计划控制

C 鱼骨图

D 将项目各部分综合到一起

A

解释：挣值分析是一种常用的绩效测量方法，属于绩效报告的内容。参考：PMBOK2008 P270。 （2009-8-12 7:53:44）

• 198. Continuous improvement in a company s products is know as:

A Ishikawa

B Life cycle costing

C management by objectives

D total quality management

公司产品的持续改进被认为是：

A 石川（Ishikawa)

B 生命周期成本

C 目标管理

D 全面质量管理

D

解释：全面质量管理中提到过持续改进。选项A是用来分析引发问题的原因；选项B生命周期成本是项目成本管理的概念；选项C目标化管理是一种管理学说。 （2009-8-12 7:53:44）

• 199. Performance reporting is important during administrative closure in order to:

A show progress made on task

B communicate the team s success

C gain approval to start the lessons learned

D prove formal acceptance has been achieved

在管理收尾期间，项目绩效报告很重要，是为了：

A 显示工作任务上的进展

B 交流团队所取得的成功

C 获准开始进行经验总结

D 证明已获得正式的接受

A

解释：绩效报告包括项目的状态、进展和对未来的预测。其他选项不确定。选项D是通过用户验收文档实现的；选项C不懂；选项B是经验总结。参考：PMBOK2008 P270。 （2009-8-12 7:53:44）

• 200. A project manager obtains weighted average duration estimates from the team to aciculate activity duration. Which type of mathematical analysis is he using?

A Monte Carlo

B GERT

C CPM

D PERT

一个项目经理通过计算项目组成员提供的活动历时估算的加权平均值来得到活动历时。他用了那种数学方法？

A 蒙特卡罗分析

B GERT

C CPM（关键路径法）

D PERT

D

解释：题干表明项目经理在活动历时估算时使用了三点估算法，该方法属于PERT技术的内容。参考：PMBOK2008 P150。（2009-8-12 7:53:44）