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

2、possible because he is dealing with expertsC. To 1000-hour tasks because he is dealing with expertsD. To about 80-hour tasks because it will make the work less complex1. 一個新項目經理正在規劃一個復雜的硬件安裝項目。這個團隊由 13 名成員組成，他們 都是各自領域的專家。 這個項目經理不想管理此項目所有細節。 他需要將工作分解到何種程 度？A 因為項目很復雜所以要盡可能細B 盡可能分解的要大，因為他在與專家們合作C 分解到 1

3、000 小時的任務，因為他在與專家們合作D 分解到 80 小時左右，因為這樣可以減少工作復雜程度2 The customer wants to make a major change to the scope of work when the project is mostlycomplete. The project manager should?A. Make the changeB. Inform the customer of the impact of the changeC. Refuse the changeD. Complain to management2. 項目快要完成時客

4、戶想對工作范圍作一大的變更。項目經理應該：A 進行變更B .將變更造成的影響通知客戶C 拒絕變更D 向管理當局抱怨3. A client has asked you to add scope of work to the project. The project is under budget and a littleahead of schedule. What should you do?A. Approve the changeB. Let the client know the effects of the change on the projectC. Ask approval fr

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

6、ct manager should:A. meet with the project team to determine if this change can be made.B. ask the customer for a description of the change.C. explain that the change cannot be made at this point in the process.D. inform management.4. 項目大部分已完成，然而客戶希望進行一個范圍工作的大的變更，項目經理應該：A.會見項目團隊確定是否進行此變更B.請客戶描述變更內容C

7、.說明在項目的這一點不能進行變更D . 告知管理層5.A key attribute of validating scope is:A. Improved cost estimatesB. Customer acceptance of project effortsC. Improved schedule estimatesD. An improved project management information system5. 確認范圍的一項重要特點是 :A 改進的成本估算B客戶對項目所做工作的接受C .改進的進度估算D完善的項目管理信息系統6. Validate ScopeA.Impro

8、ves cost and schedule accuracy, particularly on projects using innovative techniques ortechnologyB. Is the last activity performed on a project before handoff to the customer?C. Documents the characteristics of the product or service that the project was undertaken to createD.Differs from quality co

9、ntrol in that validate scope is concerned with the acceptance not thecorrectness-of the work results6. 確認范圍A 提高了成本與進度計劃的準確性，尤其是在項目中利用創新技術或方法B 項目在轉交給客戶之前所做的最后-項活動C 對項目所承擔創造的產品或服務的特性進行歸檔D 與質量控制的不同之外在于確認范圍關心工作結果的驗收而非糾正7 Project scope:A. is of concern only at the start of the projectB. is usually not a

10、problem after the contract or other document authorizing the project has beenapprovedC. should be managed and controlled from project concept through close-outD. is mainly a problem to be handled by change control procedures during the project executionphase.7. 項目范圍 :A 只是在項目開始時才加以考慮B 在合同或其他項目授權文件被批準

11、后通常就不成為問題了C 應該從項目概念形成階段到收尾階段一直加以管理與控制D 主要是項目執行期間變更控制程序處理的一個問題8. At the end of a project, a project manager determines that the project has added four areas offunctionality and three areas of performance. The customer has expressed satisfaction with the project.What dose this mean in terms of success

12、 of the project?A. The project was an unqualified successB. The project was unsuccessful because it was gold platedC. The project was unsuccessful because the customer being happy means they would have paidmore for the workD. The project was successful because the team had a chance to learn new area

13、s of functionality andthe customer was satisfied8. 某項目即將結束。項目經理確定該項目在產品功能方面增加了四項，在產品性能方面增 加 3 項。顧客對此感到非常滿意。從項目是否成功來看意味著什么？A. 該項目非常成功B. 因為該項目 “鍍金 ”，所以是個失敗的項目C. 由于顧客將為產品功能的增加而付出更多的資金，所以項目不成功D. 項目團隊有機會學習一些新的產品功能，并且顧客對產品表示滿意，所以該項目是個成 功的項目9A project manager is in the process of validating scope of a deli

14、verable with the customer . What isthe MOST important thing the project manager should ensure?A. AccuracyB. TimelinessC. AcceptanceD. Completeness9. 項目經理在與客戶進行某可交付成果的確認范圍過程。下面哪項是項目經理應該確定的 最重要的事情？A 正確程度 B 時間符合要求 C 接受 D 完全10 The process of creating a work breakdown structure results in?A. A project sc

15、heduleB. Team buy-inC. A project completion dateD. A list of risks10. 創建工作分解結構過程的結果是 :A 項目進度計劃B 團隊意見統一C項目完成日期D 風險清單11 Your customer asked you to perform some additional tasks that are not included in the formalcontract.You should:A. acknowledge the request and advise the customer to submit a formal

16、change requestB. accept the request as sign of future business chanceC. rufuse the request and report to the project sponsorD. convenne a meeting of the project team and rewrite the project statemen11.客戶要求你實施一個正式合同不包括的任務，你應該：A. 了解這個請求，并建議客戶提交一個正式的變更請求B. 作為將來業務機會的跡象，接受客戶請求C. 否決請求并向項目發起人匯報D. 召集項目團隊會議并

17、重寫項目范圍說明書12. You are assigned as a project manager to lead a new quality improvement project. Managementis asking for a plan. Which of the following should you create FIRST?A. Scope statementB. Quality planscopeC. ScheduleD. Project plan12. 你被分配為一個新的質量改進項目的項目經理。管理層要求創建一個計劃。下面哪項你 必須首先創建？A 范圍說明書 B 質量計

18、劃 C 進度表 D 項目計劃13 Scope decomposition involves subdividing the major project deliverables into smaller pieces to:A. improve accuracy of estimates, define a baseline for performance, and to assistresponsibilityassignments.B. provide more tasks to assign resources.C. provide the project duration, provi

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

20、m slipping through the cracksC. Provide a basis for estimating the projectD. All of the above14.使用工作分解結構的主要原因是A .組織工作B .避免工作因失去控制而拖延C為項目估計提供基礎D .所有上述選項15. A project manager is concerned abort the amount of gold plating that hasbeen occurring on past project. All the following would not be of use in

21、controlling gold platingEXCEPT:A. A staffing management plan.B. A project charter.C. A work breakdown structure dictionary.D. A risk management plan.control15.一個項目經理正在關心發生在過去項目的鍍金量。 除 以下（ ）都不用于控制鍍金。A 人員管理計劃B項目章程C 工作分解結構詞典D .風險管理計劃16. The construction phase of a new software product is near completio

22、n. The next phase is testingand implementation. The project is two weeks ahead of schedule. What should the project manager beMOST concerned with before moving onto the final phase?A. Validate scopeB. Quality controlC. Report performanceD. Control cost16. 一個新軟件產品的構建階段即將完工。下一個階段是測試和執行。這個項目比進度計劃 提前了兩周

23、。在進入最后階段之前，項目經理最應該關注什么？A.確認范圍B .質量控制C 績效報告 D .成本控制17.You recently finished working on a project team that required extensive overtime to meet ademanding schedule. Although the initial tasks involvingcomputer design were a good fit for you, you also were required to produce numerous technicaldocument

24、s and to perform several programming tasks. The tasks involving technical documents andprogramming were not a part of your original assignment and were not in your area of expertise. Youhad to work many weekends and nights to get everything done. You wondered why you had to do thework and why it was

25、 not assigned at the beginning of the project. You are managing the company snext project and want to avoid a similar situation.Therefore, you should:A. Ensure that the WBS is detailed enough and that all the activities are defined in sufficient detail.B. Use project management software that include

26、s resource histograms and resource leveling.C. Ensure that all work efforts are traced back to the scope statement for scope verification.D. Use critical chain scheduling to account for possible unplanned events with its emphasis onbuffers.17.你最近剛 剛結束了一個項目的工作，這個工作要求你做大量的額外工作以按時完成任 務。雖然起初的電腦設計工作很適合你，

27、 但是你同時要處理大量技術文檔和復雜的編程工作。 最初你進入到這個項目以后給你分配的工作并不包括準備技術資料和編程， 而且這些工作也 不是你的專長，你不得不在周末和夜晚加班工作。你在疑問為什么自己要做這些工作， 以及為什么一開始的時候沒有分配好工作。 你馬上要開 始管理公司的下一個項目，非常希望避免出現類似的情況，你應該：A. 確保工作分解結構足夠詳細，所有的活動都有詳細地闡述B. 使用包含資源柱狀圖和資源平衡圖的項目管理軟件C. 確保所有的工作都與項目范圍說明一致，以核實項目范圍D. 利用關鍵鏈進度法來設置緩沖以包含那些未計劃到的工作18 Sponsor decreased the Proj

28、ect funding significantly. What is the alternative?A. Request to the sponsor for additional fundB. Reduce the scope to fit the budget.C. Due to the decreased fund, it is not possible to continue the project.D. Complete scope for available budget.18.在項目發起人大量減少項目資金的情況下，下面哪種做法是正確的？A 要求發起人額外增加資金B按照預算縮小范

29、圍C 由于減少了資金，項目已經不可能繼續執行D 完成可用預算的范圍19 A WBS is BEST described as a tool for tracking:A. the schedule.B. resources.C. cost.D. scope.19. WBS 被認為是跟蹤的最好的工具A. 進度B. 資源C. 成本D. 范圍20.Your customer sig ned off on the requireme nts defi niti on docume nt and scopestateme nt of your video game project last mon th

30、. Today she requested a projectscope cha nge. She would like to make it an in teractive game that can be playedon a pers ons televisi on and on a computer. This represe nts a scope cha nge that,at a mi nimumA Modifies the projects agreed-up on scope as defi ned by the WBSB Results in a cha nge to al

31、l project baseli nesC Requires adjustme nts to cost, time, quality, and other objectivesD Results in a less on lear ned20.你在負責管理一個視頻游戲的項目。上個月客戶已經簽署項目需求說明和范圍說明。但是現在她提出了一項范圍變更要求。她希望把這個游戲做成一種在電視和電腦上都能玩的互動式游戲。這種范圍變更至少會表現在哪一個方面？A 修改工作分解結構己經確定的項目范圍B 導致所有項目基線的變更C 需要對成本、 時間、質量以及其他目標進行調整D 得到一個經驗教訓21 A work p

32、ackage is aA. Deliverable at the lowest level of the WBSB. Task with a unique identifier _ |C. Required level of report ingD. T ask that can be assigned to more than one organizational unit21.工作包是：A 最低層次工作分解結構的可交付成果B 具有惟一標識的任務C 報告的要求水平D 可以被分配到一個以上組織單位的任務22. Whe n trai ning new project team members,

33、you were asked what should be done during validatingscope, your answer should be:A. Verify product correct nessB. Create WBSC. In spect ionD. Performa nee measureme nt22.在培訓新的項目團隊成員時，項目團隊成員問你確定范圍應該怎么做，你的回答是：A.核實產B. 建立 WC. 檢杳D. 績效測品的VBS量正 確性23. System analysis/engineering, value engineering and value

34、 analysis are all examples of?A. Alternatives ide ntificati onB. Expert judgme ntC. Product an alysisD. Validate Scope23.系統分析/系統工程、價值工程和價值分析屬于什么的例子？A.替代方案識別B.專家判斷C. 產品分析D. 確認范圍24.These two processes in the Controllingprocess group are performed inparallel to assure correct ness and accepta nee of th

35、e work. Which are they?A. Quality Assura nee and Validate ScopeB. Quality Assura nee and Con trol ScopeC. Quality Con trol and Validate ScopeD. Quality Con trol and Con trol Scope24.在控制過程中有兩個過程同步進行以保證工作的正確性和驗收，這兩個過程分別是：A. 質量保證和確認范圍B. 質量保證和控制范圍C. 質量控制和確認范圍D. 質量控制和控制范圍25. Which of the followi ng is an

36、 importa nt in put to validate scope?A. Verified deliverablesB. Historical in formatio nC. Formal accepta neeD. Change request25.以下哪項是確認范圍的重要依據？A.核實的可交付成果B.歷史信息C. 正式驗收D. 變更請求26 . Who rarely request changes to the project scope?A. Project man agerB. Functional man agersC. CustomerD. Sponor26.誰對項目范圍很少

37、提出變更請求？A.項目經理B. 職能經理C. 客戶D. 發起人27. A deliverable fails to give expected results, but was formally accepted by the customer . Which ofthe following best describes the activity involved?A. In specti onB. ReworkC. Quality auditD. Validate scope27.一個可交付成果未能達到預期的結果，但是客戶依然正式驗收了。下述哪項最好地描 述了這項活動？A. 檢驗B. 返工C

38、. 質量審計D. 確認范圍28.Just assignedas a ProjectManagerto a new petrochemicalcon struct ion project and have bee n give n the completed project scope, you willA. Create a project pla n using the WBS.B. Confirm that all the stakeholders have had in put to scope of work.C. Form a team to create the procureme

39、 nt pla n.D. Create a n etwork diagram.28.你剛剛被公司安排為一個新石油化工裝置建設項目的項目經理。你拿到了完整的項目 范圍，首先你要：A. 用工作分解結構生成項目計劃B. 確認是否所有的項目利害關系者都對項目工作范圍提供了依據C. 組成團隊創建采購計劃facilityD. 制定網絡圖29. The project is completed and the final deliverable has been sent to the customer , but the customerrefuses to give final acceptanee o

40、n the project. It ismost importa nt for the man ager to:A. lnform man ageme nt of the situati onB. Ask the team for assista neeC. Docume nt the situati onD. ln itiate legal proceedi ngs29.項目完成 且日以繼夜成果已交付客戶，但客戶拒絕簽發最終驗收報告。此時項目經理要做的最重要做的事是：A. 通知管理層B. 尋求團隊的幫助C. 做好記錄D. 采取法律行動30. You are work ing on a pro

41、ject that is similar in scope to a project performedlast year by your compa ny. You might con sider which of the follow ing?A. Using the previous projects alter natives ide ntificati on as a templateB. Reus ing the previous project s benefit/cost analysis as justification for thisprojectC. Using the

42、 previous projects WBS as a templateD. Reus ing the previous projectstateme nts product description when writing the scope30.你正在進行的一個項目和你公司去年進行的一個項目的范圍是類似的。你可以考慮下列哪一項？A.利用從前項目的方案識別作為模板B.重復利用從前項目的效益/成本分析作為驗證該項目的依據C.利用從前項目的 WBS 作為模板D.撰寫范圍說明書時重復利用從前項目的產品描述31 . Validate scope should be done?A. At the en

43、d of the projectB. At the beg inning of the projectC. During each phase of the projectD. Once duri ng pla nning31.確認范圍應該在（）A. 項目結束時B. 項目開始時C. 項目每個階段期間D .計劃編制期間進行一次32 . Which of the following is correct in regard to scope change control?A. Scope cha nge con trol is n ever in tegrated with other con t

44、rol processes.B. Con trolli ng cost is the most effective way of con trolli ng scope.C. Scope cha nge con trol must be in tegrated with other con trol processes.D. Controlling schedule is the most effective way of controlling scope.32.下面哪個關于范圍變更控制的說法是正確的?A 范圍變更控制從來都不需要和其它控制過程綜合在一起B 控制成本是控制范圍的一種有效的方式

45、C 范圍變更控制必須和其它控制過程綜合在一起D 控制進度是控制范圍的一種有效的方式33 The tool that provides a basis to identify the work that must be scheduled is theA. Master scheduleB. BudgetC. WBSD. Gantt chart33.可以幫助我們明確有哪些工作必須計劃的工具是A 項目主進度表B 預算C 工作分解結構D 甘特表34 The product scope is measured against the (),A. con tractB. measure of succe

46、ssC. product requireme ntsD. scope baseli ne34.產品范圍以()為標準進行測量。A 合同B 對成功的度量C 產品需求D 范圍基線35 Each item of the Work Breakdown Structure is assigned a unique identifierWhat is the n ame of this ide ntifier?A. quality in spect ion ide ntifierB. Chart of acco untsC. Project activity codeD. Code of acco unts

47、35.工作分解結構的每一項都被分配了惟一的一個標識符。該標識符的名稱是什么?A 質量檢查標識B 會計科目表C項目活動編碼D 賬戶編碼36 ( ) contains detailed descriptions of work packages.A. WBS Dictio nariesB. Scope of workC. Budget estimatesD. Cost estimates36. ()包含了工作包的詳細說明。A 工作分解結構詞典B.工作范圍C預算估計D 成本估算37. All of the followi ng are in puts into Create WBS EXCEPT:A

48、. Work Breakdow n Structure.B. Project scope stateme nt.C. Requireme nts docume ntati onD. Organi zati onal process assets.37.下面都是創建 WBS 這一過程的輸入，除了：A.工作分解結構B.項目范圍說明書C.需求文件D.組織過程資產38.You are ask ing R&D staffs to lower you sots but with the same exact scope of work. Your staffwill firstly-A. offe

49、r to reduce the quality of the end product.B. Do a value engin eeri ng.C. Look at procuri ng less expe nsive resources.D. Do a cost/be nefit an alysis.38.你要求你的研發人員在不改變工作范圍的前提下降低你的成本。你的研發人員將首先：A.提議降低最終產品的質量B.做一次價值工程C.著眼于采購便宜些的資源D.做一次成本/收益分析39 . The preparation of the scope baseline involves the:A. fu

50、n cti onal man agers.B. project man agerC. Project man ager,PMO functional team and project spon sorD. project expediter .39.準備范圍基線需要下列哪些人員參與？A 職能經理B項目經理C 項目經理、PMO、職能團隊和項目發起人D .項目促進者40. During the executi on phase of the project, you realized the subc on tractorsare worki ng with in completeand diff

51、ere ntscope stateme nts.As the projectmanager , what should you do FIRST:A. Check the work completed aga inst the correct scope stateme nts.B. Review the scope of work with the stakeholders.C.Docume nttheincon siste nciesto man ageme nt.calculat ingthe cost ofnon-con forma nee.D. Stop all activities

52、 un til the scope of work is complete.40.在項目的實施階段期間，你發現分包商在按照不完整并且不同的范圍說明進行工作。作為項目經理，你應該首先做什么？A .檢查按照正確對待的范圍說明完成工作B.與項目干系人一起審核工作范圍 nC 用文件記錄與管理不一致之處，計算不一致性的成本D .在工作范圍完整之前停止工作41.下述關于 WBS 的說法，正確的是？A.所有可交付成果有相同的分解層次B. 所有可交付成果應該分解到最大層次匚C. 不同的可交付成果可以有不同的分解層次D. 所有可交付成果可以有不同的分解層次42.當一名團隊成員為工作包定義活動時，找到你說目前信息

53、不足，不能分解成具體的活 動。你指示該成員，把工作包分解到里程碑的水平。這體現了？A. 50-50 規則B. 100%規則C. 滾動式規劃D. 你關心團隊成員43.在以下情形需要修訂 WBS :A. 定義了新的項目的可交付成果B. 分配了額外資源C. 項目限制因素被改變D. 定義了的依賴關系44.在什么階段會參考需求跟蹤矩陣?A.啟動C.收尾D .整個項目生命周期45 . You are having difficulty estimating the cost of a project. Which of the followi ng BEST describesthe most proba

54、ble cause of your difficulty?A. In adequate scope defi niti onB. Un availability of desired resourcesC. Difficulty in scheduli ngD. Lack of adequate budget45.在估算某 個項目成本時遇到些困難。下面哪項最好的描述了出現這些困難的大多數原因？A.不充分的范圍定義B.想要得到的資源不可用C.進度規劃中的困難D .缺乏足夠的預算46. What is the WBS typically used for?A. To ide ntify the l

55、ogical pers on to be project spon sorB. To orga nize and defi ne the total scope of the project.C. To define the level of reporting the seller provides the buyerD. As a record of when work elements are assigned to individuals.46. WBS 典型的用途是？A. 去識別合適的項目出資人B. 組織和定義項目的所有范圍C. 定義提供商提供給買主的包括的層次D. 在工作元素分配給

56、個人的時間記錄47.Starting from formal scope change request by an internal stakeholder ,a project man ager has taken scope cha nge con trol process.What is the n ext st ep?A. En sure the stakeholder un derstood the impact of the cha ngeB. Before you move into n ext step.make sure that there will not be any

57、morechangesC. Submit the cha nge for the approval by cha nge con trol board(CCB)D. Complete in tegrated cha nge con trol47.從內部干系人的正式范圍變更請求開始，項目經理采取了范圍變更控制過程。下一步做什么？A. 確保干系人理解變更的影響B. 在你開始下一步之前，確保再沒有任何變更C. 通過變更控制委員會提交批準的變更D. 完成整體變更控制48. During pla nning, a project man ager discovers that part of the s

58、cope of work is un defi ned. Whatshould the project man ager do?A. Remove the scope of work from the project and in clude it in the upgrade to the projectB. Continue to plan for the project until the scope of work is definedC. Issue a cha nge to the project whe n the scope is defi nedD. Ask man agem

59、e nt to help get the work defi ned48.在規劃時，項目經理發現部分工作范圍沒有定義。項目經理應該怎么作？A. 將這部分工作范圍從項目中去掉，并把它放到項目升級里B. 繼續規劃項目，直到工作范圍完成定義C. 當范圍定義后，對項目進行一次變更D.求助于管理層完成工作定義 49 . Two people on the same project team have just found out theyare working on the same scope of work. This is an example of a lack of:A. good work

60、breakdow n structure.B. a matrix orga ni zati on.C. spon sor direct ion.D. status meet in gs.49.同一項目團隊中的兩個人發現他們工作范圍一樣。這是一個缺乏什么的例子?A.非常好的 WBSB.矩陣型組織C.項目投資人指導D.狀態會50.在以下哪一個項目管理過程組用到需求跟蹤矩陣?A .執行過程組 Executi ng ProcessesB .規劃過程組 Planning ProcessesC.監控過程組 Monitoring & Controlling ProcessesD .啟動過程組 Initiating