软件项目组织与管理期末考试复习要点整理翻译

Section 1: Multiple-choice Questions - [ 25 x 1 = 25 Marks] 第1部分：多项选择题-[25 x 1 = 25分]
Section 2: Fill in the blanks [ 20 x 1 = 20 Marks] 第2部分：填空[20 x 1 = 20分]
Section 3: True or False [ 25 x 1 = 25 Marks] 第3部分：对或错=[25 x 1 = 25=分]
Section 4: Answer the following Questions [ 6 x 5 = 30 Marks] 第4部分：回答以下问题[6 x 5 = 30]

第1、2、3部分的复习

第1章

1. A project is “a temporary endeavor undertaken to create a unique product, service, or result.” Operations, on the other hand, is work done in organizations to sustain the business.
   项目是“为创造独特的产品，服务或结果而进行的临时工作。”另一方面，运营是组织中为维持业务而进行的工作。

2. Project management knowledge areas describe the key competencies that project managers must develop. Project quality management ensures that the project will satisfy the stated or implied needs for which it was undertaken.
   项目管理知识领域描述了项目经理必须发展的关键能力。项目质量管理可确保项目满足所陈述的或隐含的需求。

3. Project management knowledge areas describe the key competencies that project managers must develop. Project procurement management involves acquiring or procuring goods and services for a project from outside the performing organization.
   项目管理知识领域描述了项目经理必须开发的关键能力。项目采购管理涉及从执行组织外部获取或采购项目的商品和服务。

4. Risk management plans, risk registers, probability/impact matrices, and risk rankings are different tools used in risk management.
   风险管理计划，风险登记册，概率**/****影响矩阵和风险等级**是风险管理中使用的不同工具。

5. A project’s sponsor is also known as a(n) primary customer.
   项目的发起人（sponsor 赞助）也称为主要客户。

6. Project management is “the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.”
   项目管理是“知识，技能，工具和技术在满足项目要求的项目活动中的应用。”

7. A program is a collection of projects which have common resources.
   程序是具有共同资源的项目的集合。

8. A process is a series of actions directed toward a particular result.
   流程是针对特定结果的一系列动作。

第2章

1. Initiating and closing tasks are usually the shortest (at the beginning and end of a project or phase, respectively), and they require the least resources and time.
   启动和关闭任务通常最短（分别在项目或阶段的开始和结束时），并且它们需要的资源和时间最少。

2. The project organizational structure is often inefficient for the company as a whole. Assigning staff full time to a project often creates underutilization and misallocation of staff resources.
   项目组织结构通常对整个公司而言效率低下。 将人员全职分配到一个项目通常会导致人员资源利用不足和分配不当。

3. The best way to kill a project is to withhold the required money, human resources, and visibility.
   杀死项目的最佳方法是保留所需的资金，人力资源和可见性。

4. The human resources (HR) frame focuses on producing harmony between the needs of the organization and the needs of people. It recognizes that mismatches can occur between the needs of the organization and those of individuals and groups, and works to resolve any potential problems.
   人力资源（HR）框架着重于在组织的需求与人的需求之间产生协调。 它认识到组织的需求与个人和团体的需求之间可能发生不匹配，并致力于解决任何潜在的问题。

5. In an adaptive life cycle: stakeholders define and approve the detailed scope before the start of an iteration, producing a useable product at the end of each iteration.
   在适应性生命周期中：利益相关者在迭代开始之前定义并批准详细范围，并在每次迭代结束时产生可用的产品。

6. The spiral life cycle model is suitable for projects in which changes can be incorporated with reasonable cost increases or acceptable time delays.
   螺旋生命周期模型适用于可以在合理的成本增加或可接受的时间延迟的情况下进行更改的项目。

7. Outsourcing is an organization’s acquisition of goods and services from an outside source.
   外包是组织从外部来源购买商品和服务的过程。

第3章

1. Agile is an adaptive product life cycle used when deliverables have a high degree of change and a high frequency of delivery.
   敏捷是指可交付成果具有高度变化和高交付频率时使用的自适应产品生命周期。

2. In an adaptive life cycle: stakeholders define and approve the detailed scope before the start of an iteration, producing a useable product at the end of each iteration.
   在适应性生命周期中：利益相关者在迭代开始之前定义并批准详细范围，并在每次迭代结束时产生可用的产品。

3. The spiral life cycle model is suitable for projects in which changes can be incorporated with reasonable cost increases or acceptable time delays.
   螺旋生命周期模型适用于可以在合理的成本增加或可接受的时间延迟下进行更改的项目。

4. Outsourcing is an organization’s acquisition of goods and services from an outside source.
   外包是组织从外部来源购买商品和服务的过程。

5. Because Scrum implies that team members work as a self-directed group, coached by the ScrumMaster, a team contract should not be necessary.
   因为Scrum暗示团队成员在ScrumMaster的指导下是一个自我指导的团队，所以不需要团队合同。

6. A burndown chart shows the cumulative work remaining in a sprint on a day by- day basis.
   燃尽图显示每日冲刺中剩余的累计工作量。

7. The two main items for monitoring and controlling in the Scrum framework are the daily Scrum and the sprint retrospectives.
   Scrum框架中用于监视和控制的两个主要项目是每日****Scrum和sprint****回顾。

8. Because Scrum implies that team members work as a self-directed group, coached by the ScrumMaster, a team contract should not be necessary.
   因为Scrum暗示团队成员在ScrumMaster的指导下作为一个自我指导的团队工作，所以不需要团队合同。

9. A burndown chart shows the cumulative work remaining in a sprint on a day by- day basis.
   燃尽图显示每日冲刺中剩余的累计工作量。

10. A sprint review is a meeting in which the team demonstrates to the product owner what it has completed during the sprint.
    冲刺审查是一次会议，团队在该会议中向产品负责人展示其在冲刺过程中完成的工作。

第4章

1. Opportunities are chances to improve the organization. Directives are new requirements imposed by management, government, or some external influence.
   机会是改善组织的机会。 指令是管理层，政府或某些外部影响施加的新要求。

2. An organization should always complete high-priority projects first, even if a low- or medium-priority project could be finished in less time.
   组织应该始终首先完成高优先级的项目，即使低优先级或中优先级的项目可以在更短的时间内完成。

3. An organization should consider only projects with a positive NPV if financial value is a key criterion for project selection.
   如果财务价值是选择项目的关键标准，则组织应仅考虑净现值为正的项目。

4. The ROI is always a percentage. It can be positive or negative.
   投资回报率始终是一个百分比。 它可以是正数或负数。

5. A Gantt chart is not the same as a project management plan.
   甘特图与项目管理计划不同。

6. Change requests are common on projects and occur in many different forms. They can be oral or written, formal or informal.
   变更请求在项目上很常见，并且以许多不同的形式出现。 它们可以是口头或书面，正式或非正式的。

7. The schedule section of the project management plan lists the planned dates for completing key deliverables.
   项目管理计划的计划部分列出了完成关键交付成果的计划日期。

8. The technical processes section describes specific methodologies a project might use and explains how to document information.
   技术过程部分描述了项目可能使用的特定方法，并解释了如何记录信息。

9. Strategic planning involves determining long-term objectives by analyzing the strengths and weaknesses, studying opportunities and threats, predicting future trends, and projecting the need for new products and services.
   战略规划涉及通过分析优势和劣势，研究机会和威胁，预测未来趋势以及预测对新产品和服务的需求来确定长期目标。

10. A(n) SWOT analysis involves analyzing a company’s strengths, weaknesses, opportunities, and threats, and is used to aid in strategic planning.
    SWOT****分析包括分析公司的优势，劣势，机会和威胁，并用于战略规划。

11. A(n) change control board is a formal group of people responsible for approving or rejecting changes to a project.
    变更控制委员会是一组正式的人员，负责批准或拒绝项目变更。

第5章

1. A work package is a task at the lowest level of the WBS. It represents the level of work that the project manager monitors and controls.
   工作包是工作分解结构最低层的一项任务。 它代表项目经理监视和控制的工作级别。

2. Mind mapping allows people to write and even draw pictures of ideas in a nonlinear format.
   思维导图可以使人们以非线性格式书写甚至绘制想法图片。

3. Even when the project scope is fairly well defined, many IT projects suffer from scope creep—the tendency for project scope to keep getting bigger and bigger. Many IT projects fail due to scope creep.
   即使项目范围被很好地定义，许多IT项目也遭受范围蔓延的困扰，即项目范围不断扩大的趋势。 许多IT项目由于范围缓慢而失败。

4. Scope refers to all the work involved in creating the products of the project and the processes used to create them.
   范围是指创建项目产品及其创建过程所涉及的所有工作。

5. The requirements management plan documents how project requirements will be analyzed, documented, and managed.
   需求管理计划记录了如何分析，记录和管理项目需求。

6. To use the top-down approach, start with the largest items of the project and break them into subordinate items. The top-down approach is best suited to project managers who have vast technical insight and a big-picture perspective.
   要使用自上而下的方法，请从项目的最大项目开始，然后将其分解为从属项目。 自上而下的方法最适合具有广泛技术洞察力和全局视野的项目经理。

7. A(n) work breakdown structure is a deliverable-oriented grouping of the work involved in a project that defines its total scope.
   工作分解结构是项目中涉及工作的面向交付的分组，用于定义项目的总范围。

8. Variance is the difference between planned and actual performance.
   差异是计划绩效与实际绩效之间的差异。

9. Prototyping involves developing a working replica of the system or some aspect of the system.
   原型设计涉及开发系统或系统某些方面的有效副本。

第6章

1. After defining project activities, the next step in project time management is sequencing them or determining their dependencies.
   定义项目活动后，项目时间管理的下一步是对它们进行排序或确定其依存关系。

2. The network diagram represents activities that must be done to complete the project. Not every item on the WBS needs to be shown on the network diagram; only activities with dependencies need to be shown.
   网络图表示完成项目必须完成的活动。并非WBS上的每个项目都需要在网络图中显示；仅需要显示具有依赖性的活动。

3. A backward pass through the network diagram determines the late start and late finish dates for each activity. In contrast, a forward pass determines the early start and early finish dates for each activity.
   向后遍历网络图将确定每个活动的延迟开始日期和延迟完成日期。相反，前进则确定每个活动的提早开始日期和提早结束日期。

4. Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in calendar form. In a Gantt chart, a black diamond symbol represents a milestone.
   甘特图提供了一种标准格式，用于通过以日历形式列出项目活动及其相应的开始和结束日期来显示项目进度信息。在甘特图中，黑色菱形符号表示一个里程碑。

5. The final process in project time management is controlling the schedule, Like scope control, schedule control is a portion of the integrated change control process under project integration management.
   项目时间管理的最终过程是控制进度，就像范围控制一样，进度控制是项目集成管理下集成变更控制过程的一部分。

6. A start-to-start dependency is a relationship in which the “from” activity cannot start until the “to” activity or successor is started.
   开始到开始的依存关系是这样一种关系——在这种关系中，直到“to”活动或后续活动开始，“from”活动才可以启动。

7. A technique that can help project managers make schedule trade-offs is determining the free slack and total slack for each project activity. Free slack or free float is the amount of time an activity can be delayed without delaying the early start date of any immediately following activities.
   一种可以帮助项目经理进行进度折衷的技术是确定每个项目活动的自由余量和总余量。自由松弛或自由浮动是活动可以延迟而不延迟任何紧随其后的活动的提早开始时间的时间。

8. Parkinson’s Law states that work expands to fill the time allowed.
   帕金森定律指出，工作会扩展到允许的时间。

9. A(n) network diagram is a schematic display of the logical relationships among project activities and their sequencing.
   网络图是项目活动及其顺序之间逻辑关系的示意图。

10. A(n) Tracking Gantt chart compares planned and actual project schedule information.
    跟踪甘特图比较计划的和实际的项目进度信息。

11. A white diamond on a Tracking Gantt chart represents a(n) slipped milestone.
    在“跟踪甘特图”上的白色菱形代表一个滑动的里程碑。

第7章

1. Cash flow analysis is a method of determining the estimated annual costs and benefits for a project and the resulting annual cash flow. Project managers must conduct cash flow analysis to determine net present value.
   现金流量分析是一种确定项目的估计年度成本和收益以及所产生的年度现金流量的方法。项目经理必须进行现金流量分析以确定净现值。

2. Management reserves allow for future situations that are unpredictable. For example, if a project manager gets sick for two weeks or an important supplier goes out of business, management reserves could be set aside to cover the resulting costs.
   管理储备金用于无法预测的未来情况。例如，如果项目经理病了两个星期或重要的供应商倒闭，则可以预留管理储备金来支付由此产生的费用。

3. Analogous estimates requires a good deal of expert judgment and is generally less costly than other techniques. However, it is also less accurate.
   类似的估计需要大量的专家判断，并且通常比其他技术便宜。但是，它也不太准确。

4. Project cost management includes the processes required to ensure that a project team completes a project within an approved budget. Project managers must make sure their projects are well defined, have accurate time and cost estimates, and have a realistic budget that they were involved in approving.
   项目成本管理包括确保项目团队在批准的预算内完成项目所需的过程。项目经理必须确保其项目定义明确，具有准确的时间和成本估算以及参与审批的切合实际的预算。

5. Indirect costs are not directly related to the products or services of the project, but are indirectly related to performing the project.
   间接成本与项目产品或服务没有直接关系，但与项目的实施有间接关系。

6. The first step in project cost management is planning how the costs will be managed throughout the life of the project. The project manager and other stakeholders use expert judgment, analytical techniques, and meetings to produce the cost management plan.
   项目成本管理的第一步是计划在项目的整个生命周期中如何管理成本。项目经理和其他利益相关者通过专家判断、分析技术和会议来制定成本管理计划。

7. The additional percentage or dollar amount by which actual costs exceed estimates is known as a(n) overrun.
   实际费用超出估计数的额外百分比或美元金额被称为超支。

8. A(n) cost baseline is a time-phased budget that project managers use to measure and monitor cost performance.
   成本基准是项目经理用来衡量和监视成本绩效的分阶段预算。

9. Earned value management is a project performance measurement technique that integrates scope, time, and cost data.
   挣值管理是一种集成范围、时间和成本数据的项目绩效度量技术。

第8章

1. Reliability is the ability of a product or service to perform as expected under normal conditions.
   可靠性是产品或服务在正常情况下按预期表现的能力。

2. Testing needs to be done during almost every phase of the systems development life cycle, not just before the organization ships or hands over a product to the customer.
   测试需要在系统开发生命周期的几乎每个阶段中进行，而不仅仅是在组织将产品交付或移交给客户之前。

3. Conformance to requirements means that the project’s processes and products meet written specifications. For example, if the project scope statement requires delivery of 100 computers with specific processors and memory, you could easily check whether suitable computers had been delivered.
   符合要求意味着项目的过程和产品符合书面规范。例如，如果项目范围声明要求交付100台具有特定处理器和内存的计算机，则可以轻松检查是否已交付合适的计算机。

4. A metric is a standard of measurement. Examples of common metrics include failure rates of products, availability of goods and services, and customer satisfaction ratings.
   公制是一种度量标准。常见指标的示例包括产品的故障率，商品和服务的可用性以及客户满意度等级。

5. Design of experiments is a technique that helps identify which variables have the most influence on the overall outcome of a process. Understanding which variables affect outcome is a very important part of quality planning.
   实验设计是一种有助于确定哪些变量对流程的整体结果影响最大的技术。了解哪些变量会影响结果是质量计划中非常重要的一部分。

6. Functionality is the degree to which a system performs its intended function. Features are the system’s special characteristics that appeal to users. It is important to clarify what functions and features the system must perform, and what functions and features are optional.
   功能是系统执行其预期功能的程度。特征是系统吸引用户的特殊功能。重要的是要弄清系统必须执行哪些功能和特征，以及哪些功能和特征是可选的。

7. Benchmarking generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization.
   标杆管理通过将特定的项目实践或产品特性与绩效组织内部或外部的其他项目或产品的特性进行比较，从而产生质量改进的想法。

8. User acceptance testing is an independent test performed by end users prior to accepting the delivered system. It focuses on the business fit of the system to the organization, rather than technical issues.
   用户接受测试是最终用户在接受交付的系统之前执行的独立测试。它着重于系统对组织的业务适应性，而不是技术问题。

9. Cause-and-effect diagrams trace complaints about quality problems back to the responsible production operations.
   因果图将对质量问题的投诉追溯到负责的生产运营。

10. Watts S. Humphrey defines a(n) software defect as anything that must be changed before delivery of the program.
    瓦茨·汉弗莱（Watts S. Humphrey）将软件缺陷定义为在交付程序之前必须进行的任何更改。

11. Kaizen is the Japanese method of modern quality management called, which relies on continuous small improvements involving everyone from the top management to the lowest level worker in the organization.
    Kaizen是日本所说的现代质量管理方法，它依赖于不断的细微改进，涉及到从高层管理人员到组织中最低级别的工人。

第9章

1. In addition to using a RAM to assign detailed work activities, you can use it to define general roles and responsibilities on projects. This type of RAM can include the stakeholders in the project.
   除了使用RAM分配详细的工作活动外，还可以使用它来定义项目的一般角色和职责。此类RAM可以包括项目中的涉众。

2. People who work overtime just to get extra pay or because of their own poor work or planning should not be rewarded.
   那些为了获得额外报酬或由于自己的工作或计划不佳而加班的人不应得到奖励。

3. Coercive power involves using punishment, threats, or other negative approaches to get people to do things they do not want to do. For example, a project manager can threaten to fire workers or subcontractors to try to get them to change their behavior.
   强制力包括使用惩罚，威胁或其他消极方法使人们去做自己不想做的事情。例如，项目经理可以威胁解雇工人或分包商，以试图促使他们改变其行为。

4. Sharpening the saw is the process of self-renewal.
   锐化锯是自我更新的过程。

5. The RAM (responsibility assignment matrix) allocates work to responsible and performing organizations, teams, or individuals, depending on the desired level of detail.
   RAM**（责任分配矩阵）**根据所需的详细程度，将工作分配给负责任和表现良好的组织、团队或个人。

6. Psychosocial issues that affect how people work and how well they work include motivation, influence and power, and effectiveness.
   影响人们工作方式和工作状况的社会心理问题包括动机、影响力和能力以及有效性。

7. Resource leveling is a technique for resolving resource conflicts by delaying tasks. It is a form of network analysis in which resource management concerns drive scheduling decisions (start and finish dates). The main purpose of resource leveling is to create a smoother distribution of resource usage.
   资源均衡是一种通过延迟任务来解决资源冲突的技术。它是网络分析的一种形式，其中资源管理涉及驱动调度决策（开始和结束日期）。资源调配的主要目的是创建更平滑的资源使用分配。

第10章

1. For projects to succeed, every project team member needs both types of skills, and needs to develop them continuously through formal education and on-the-job training.
   为了使项目成功，每个项目团队成员都需要这两种技能，并且需要通过正规教育和在职培训不断地发展它们。

2. An important aspect of communications is the number of people involved in a project. As the number increases, the complexity of communication increases because there are more channels or pathways through which people can communicate. Communication becomes more complex as you increase team size.
   沟通的一个重要方面是项目所涉及的人数。随着人数的增加，沟通的复杂性也会增加，因为人们可以通过更多的渠道或途径进行沟通。随着团队规模的扩大，沟通变得更加复杂。

3. Blogs are journals on the Web that allow users to write entries, respond to another poster’s comments, create links, upload pictures, and post comments to journal entries.
   博客是网络上的日记，允许用户编写条目，回复其他海报的评论，创建链接，上传图片以及将评论发布到日记条目。

4. Minutes should be short and focus on the crucial decisions and action items from the meeting.
   会议记录应简短，重点放在会议的关键决策和行动项目上。

5. Status reports describe where the project stands at a specific point in time. Status reports can take various formats depending on the stakeholders’ needs.
   状态报告描述项目在特定时间点的位置。状态报告可以根据涉众的需求采用多种格式。

6. If a team has 10 communication channels between its various members, it can be deduced that the team has five members by using the formula for calculating communication channels.
   如果一个团队在其各个成员之间有10个沟通渠道，则可以使用计算沟通渠道的公式来推论该团队有五个成员。

7. Interactive communication happens when two or more people to exchange information via meetings, phone calls, or video conferencing.
   当两个或两个以上的人通过会议、电话或视频会议交换信息时，就会发生交互式通信。

8. Improving an organization’s ability to communicate requires a cultural change in an organization that takes a lot of time, hard
   work, and patience.
   提高一个组织的沟通能力需要组织中的文化变革，这需要花费大量的时间、努力和耐心。

第4部分的复习

1. Elaborate on the Project Management Life Cycle process? 阐述项目管理生命周期过程？

The Project Management Life Cycle is a series of various activities/tasks that are crucial for accomplishing project objectives or targets. This helps in structuring the efforts and simplifying them into a series of logical and manageable steps. The Project Management Life Cycle consists of four simple phases which are listed below:
项目管理生命周期是对实现项目目标至关重要的一系列活动/任务。这有助于安排工作并将其简化为一系列合理且可管理的步骤。项目管理生命周期包含以下四个简单阶段：

• Initiation 启动

  It’s the first and most vital step in the life-cycle of your project where the initial scope of the project gets defined and resources are committed. This process group ensures the success of your project.

  这是定义项目初始范围并投入资源的项目生命周期中的第一步，也是最重要的一步。该流程组可确保项目的成功。

• Planning 计划

  In this process group, an appropriate level of detail is jotted for the project to plan time, cost and resources. It estimates the work needed and manage risk effectively.

  在此流程组中，为项目安排了适当的详细程度，以计划时间、成本和资源。它估计所需的工作并有效地管理风险。

• Executing 执行

  This process group consists of the processes which are used to complete the work defined in the project management plan. It’s about achieving the project’s objectives. It also involves tracking, reviewing and regulating the performance of the project. Also, you need to identify potential problems quickly and take corrective actions.

  该过程组由用于完成项目管理计划中定义的工作的过程组成。是为了实现项目的目标。它还包括跟踪、审查和管理项目的绩效。另外，你需要快速发现潜在问题并采取纠正措施。

• Closing 关闭

  This process group is an important part of project management, performed to finalize all project activities to complete the project. This means finishing all activities across all the process groups, disbanding the project team and signing off the project with the customer using the project closure report.

  该过程组是项目管理的重要组成部分，用于完成所有项目活动以完成项目。这意味着完成所有流程组中的所有活动，解散项目团队，并使用项目完成报告与客户签署项目。

2. What are the most important skills that a Project Manager should possess? 项目经理应具备哪些最重要的技能？

Most important skills that a Project manager must possess are:

项目经理必须具备的最重要技能是：

• Communication沟通

• Leadership领导力

• Team Management团队管理

• Negotiation Power谈判能力

• Personal Organization个人组织

• Risk Management风险管理

3. How will you start your job as a new project manager? 你将如何开始担任新项目经理的工作？

When you start your job a project manager first few things that you need to take care of are:

当你开始工作时，项目经理首先需要注意的几件事是：

• Listen, observe and learn倾听、观察和学习

• Understand your client’s needs and wants了解客户的需求

• Know your team and their personalities了解您的团队及和他们的个性

• Take the opportunity to learn some new skills借此机会学习一些新技能

• Help out around the workplace在工作场所帮忙

• Try to master the tools your company possesses努力掌握贵公司拥有的工具

4. What are the major types of risks you might encounter in a project? 你在项目中可能遇到的主要风险类型是什么？

Majorly encountered risks in a project are: 在项目中主要遇到的风险有：

• Cost Risk成本风险
• Schedule Risk 进度风险
• Performance Risk 绩效风险
• Resource Risk 资源风险
• Technology Risk 技术风险
• Market Risk 市场风险
• Legal Risk 法律风险
• Strategic Risk 战略风险
• Governance Risk 治理风险
• Operational Risk 运营风险
• External Risk 外部风险

5. Why does a Project Manager need to be proactive? 为什么项目经理需要积极主动？

Proactive Managers have higher chances of finding out the risks and implementing solutions in order to minimize them. Being proactive, lets them have more control over their project tasks and resources. They can keep a better track of all tasks and issues to work towards implementing small changes and improvements for higher productivity and efficiency. Organizes frequent meetings for developers to talk about their problems, brainstorm solutions, share best practices etc. Compares the actual costs and time spent on tasks on a weekly basis with the planned numbers.

积极主动的经理人更有机会发现风险并实施解决方案，以将风险降至最低。积极主动，让他们可以更好地控制项目任务和资源。他们可以更好地跟踪所有任务和问题，以实现小的更改和改进，从而提高生产率和效率。为开发人员组织频繁的会议，讨论他们的问题，集体讨论解决方案，分享最佳实践等。每周将实际成本和花费在任务上的时间与计划的数量进行比较。

6. Explain the entire team forming process you follow for your team. 解释你为团队所遵循的整个团队组建过程。

Developmental stages of the team generally consist of: 团队的发展阶段通常包括：

• Forming: In this stage, the entire group unites for the first time where the focus is to build relationships within the team and clarify the mission or vision of the project.

  形成：在这个阶段，整个团队第一次团结起来，重点是在团队内部建立关系，明确项目的使命或愿景。

• Storming: In this stage, team members get more comfortable in sharing their opinions with the team and with a possibility of internal conflict within the group.

  冲锋：在此阶段，团队成员更愿意与团队分享他们的观点，并有可能在团队内部发生内部冲突。

• Norming: In this stage, the project team receives the clarity and support on the tasks to proceed with the project.

  规范化：在此阶段，项目团队将获得清晰的信息，并为进行项目的任务提供支持。

• Performing: By this stage, the team members learn to trust and accept each other. Each of the team members become competent, autonomous and is able to handle the decision-making process without anyone’s supervision.

  表演：在这个阶段，团队成员学会互相信任和接受。每个团队成员都变得有能力、自主，能够在没有任何人监督的情况下处理决策过程。

• Adjourning: This is the final stage of the team forming process, which takes place after project completion. In this stage, the team is broken up and resources are released.

  休会：这是团队组建过程的最后阶段，在项目完成后进行。在这个阶段，团队被分解，资源被释放。

7. What are the knowledge areas and how relevant are they in a project? 什么是知识领域？它们在项目中的相关性如何？

Knowledge Areas are the core technical subject matter that are vital for effective project management. All the 49 processes are primarily part of these knowledge areas where they are grouped based on their commonalities. Below I have listed down the 10 knowledge areas of project management framework:

知识领域是对有效项目管理至关重要的核心技术主题。所有这49个过程都主要是这些知识领域的一部分，这些知识领域根据它们的共性进行分组。下面我列出了项目管理框架的10个知识领域：

1. Project Integration Management项目集成管理
2. Project Scope Management项目范围管理
3. Project Schedule Management项目进度管理
4. Project Cost Management项目成本管理
5. Project Quality Management项目质量管理
6. Project Resource Management项目资源管理
7. Project Communications Management项目沟通管理
8. Project Risk Management项目风险管理
9. Project Procurement Management项目采购管理
10. Project Stakeholder Management项目涉众管理

8. What are the processes and process groups in the project management framework? 项目管理框架中的流程和流程组（过程和过程组）是什么？

A process in the project management framework is a defined way of doing tasks that are involved in the successful completion of a project. These processes define the actions to be taken along with> their sequence. There are around 49 processes in the project management framework embedded in various process groups. Process groups are a collection of processes that are applicable through various stages of a project.

项目管理框架中的过程是完成项目成功完成所涉及任务的定义方式。这些过程定义了要执行的操作及其顺序。在项目管理框架中，大约有49个过程嵌入在各个过程组中。过程组是可应用于项目各个阶段的过程的集合。

There are 5 process groups in which 10 knowledge areas and 49 processes are mapped into. The five process groups are:

有5个过程组，其中映射了10个知识领域和49个过程。 五个过程组是：

1. Initiation启动

2. Planning规划

3. Executing执行

4. Monitoring & Control监控

5. Closing关闭

9. What are the most important skills that a Project Manager should possess? 项目经理应该具备哪些最重要的技能？

Most important skills that a Project manager must possess are:

项目经理必须具备的最重要技能是：

1. Communication沟通

2. Leadership领导能力

3. Team Management团队管理

4. Negotiation Power谈判权

5. Personal Organization个人组织

6. Risk Management风险管理

10. Let us say, we are given the task of deciding between Vendor A and Vendor B. Vendor A has a Success Probability of 55% and an Impact of $ 70,000 while there is no impact on Failure. Similarly Vendor B has a 75% probability of Success and has an impact of $ 55,000 and he too has no impact on Failure. Based on this information, how would you choose the Vendor? 假设我们的任务是在供应商A和供应商B之间做出决定。供应商A的成功概率为55％，影响为70,000美元，而对失败没有影响。 同样，供应商B成功的概率为75％，其影响为55,000美元，他也没有失败的影响。 根据这些信息，你将如何选择供应商？

The simple Answer would be – Use Decision Tree Analysis. So, based on this question, if I were to create a Decision Tree, it would look like below:

简单的答案是——使用决策树分析。因此，基于这个问题，如果我要创建一个决策树，它将如下图所示：

So, here:
EMV for Vendor A: = 70000 * 55% = 38,500
EMV for Vendor B = 55000 * 75% = 41,250
所以，这里：
供应商A的EMV = 70000 * 55％= 38,500
供应商B的EMV = 55000 * 75％= 41,250

Now, you know the EMV for each vendor. So, the wiser choice would be to choose Vendor B because the Expected Monetary Value of choosing Vendor B is greater than Vendor A.

现在，你知道每个供应商的EMV。因此，较明智的选择是选择供应商B，因为选择供应商B的预期货币价值大于供应商A。

For Vendor A: 对于供应商A：

  EMV for Failure = 1000 * 30% = 300          
  EMV for Success = 6000 * 70% = 4200        
  Total EMV for Vendor A = $ 4,500/-         
  失败的EMV = 1000 * 30％= 300
  成功的EMV = 6000 * 70％= 4200
  供应商A的总EMV = $ 4,500 /-

For Vendor B: 对于供应商B：

  EMV for Failure = -1200 * 40% = -480        	
  EMV for Success = 7500 * 60% = 4500        
  Total EMV for Vendor B = $ 4,020/-  
  
  失败的EMV = -1200 * 40％= -480  
  成功的EMV = 7500 * 60％= 4500  
  供应商B的总EMV= $ 4,020 /-

So, based on the total EMV, Vendor A is the better choice…

因此，基于总EMV，供应商A是更好的选择…

11. For the following table of information below: 对于下面的信息表：

1. Draw the network diagram 绘制网络图

2. List the network paths 列出网络路径

3. Determine the critical path(s) 确定关键路径

4. Determine the float for each activity 确定每个活动的浮动

5. What is the minimum time to complete the project? Duration? 完成项目的最短时间是多少？ 持续时间？

Activity	Duration	Dependency	Float
Start	0 days
A	5 days	Start
B	2 days	Start
C	3 days	A, B
D	5 days	Start
E	6 days	Start
F	4 days	D, E
G	2 days	C, F
H	5 days	G
I	7 days	G
J	3 days	H
Finish	0 days	I, J