PMBOK指南(第5版)第十一章習(xí)題

1、1. Which of the following is an example of corrective action in risk management?A Conducting a risk auditB Engaging in additional risk response planningC Performing the contingency planD Conducting a risk review以下哪一項(xiàng)是風(fēng)險(xiǎn)管理中糾正行動(dòng)的例子?A 進(jìn)行風(fēng)險(xiǎn)審核B 進(jìn)行額外的風(fēng)險(xiǎn)應(yīng)對(duì)規(guī)劃C 執(zhí)行應(yīng)急計(jì)劃D 進(jìn)行風(fēng)險(xiǎn)審查2The three attributes of project

2、risk are ( ), ( ), and ( ).A. what might happen, who happens to, and how much will it costB. notification, frequency of relevant events, probability of occurrenceC. quality risk planning total number of risk eventsD. the risk event, probability of occurrence, the amount at stake項(xiàng)目風(fēng)險(xiǎn)的三個(gè)屬性是( )、( )和( )

3、A可能發(fā)生什么、發(fā)生在誰身上、造成多少成本B告示、相關(guān)事件的頻率、發(fā)生概率C質(zhì)量、風(fēng)險(xiǎn)計(jì)劃編制、風(fēng)險(xiǎn)事件的總數(shù)量D風(fēng)險(xiǎn)事件、發(fā)生概率、受威脅的金額3Risk tolerance are dedermined toA. help the team rank the project risksB. help the project manager estimate the projectC. help the team schedule the projectD. help management know how other management will act on project確定風(fēng)險(xiǎn)的承

4、受力是用以A協(xié)助團(tuán)隊(duì)對(duì)項(xiàng)目的風(fēng)險(xiǎn)程度分級(jí)B協(xié)助項(xiàng)目經(jīng)理估計(jì)項(xiàng)目C協(xié)助團(tuán)隊(duì)安排項(xiàng)目進(jìn)度D協(xié)助管理層了解其他經(jīng)理是如何參與項(xiàng)目的4Management reserve is used forA. Risks that are identified at the outset of the projectB. Risks that are not identified at the outset of the project but are known before they occurC. Risks that cannot be known before they occur because t

5、hey are external risksD. Any risks that cannot be known before they occur管理儲(chǔ)備是用于A. 項(xiàng)目開始時(shí)被識(shí)別的風(fēng)險(xiǎn)B. 項(xiàng)目開始時(shí)未被識(shí)別，但在發(fā)生前被識(shí)別的風(fēng)險(xiǎn)C. 在發(fā)生前不可能知道的外部風(fēng)險(xiǎn)D. 任何在發(fā)生前不可能知道的風(fēng)險(xiǎn)5.In general,at which point in schedule significant risk may occur?A. Path convergenceB. Path DivergenceC. Imposed datesD. Milestones通常，重大風(fēng)險(xiǎn)將發(fā)生在進(jìn)度哪個(gè)

6、點(diǎn)上？A. 路徑匯聚B. 路徑分散C. 強(qiáng)制時(shí)間D. 里程碑6. A project managers main risk-handling strategy is to accept risks. The project manager istherefore:A. a risk assumption tester.B. risk averse.C. risk seeking.D. risk deflector.6. 一名項(xiàng)目經(jīng)理應(yīng)對(duì)風(fēng)險(xiǎn)的主要策略是接受風(fēng)險(xiǎn).因此,該項(xiàng)目經(jīng)理:A.試驗(yàn)風(fēng)險(xiǎn)假設(shè)條件.B.討厭風(fēng)險(xiǎn).C.敢于冒風(fēng)險(xiǎn).D.轉(zhuǎn)移風(fēng)險(xiǎn).7an individuals willingne

7、ss to take a risk can be determined byA. decision tree modelingB. monte carlo methodC. sensitivity analysisD. utility function個(gè)人承擔(dān)風(fēng)險(xiǎn)的意愿是取決于:A決策樹模型B蒙特卡羅方法C敏感分析D效用函數(shù)8 The concept of standard deviation is important in risk analysis since standard deviationmeasure an estimate's variability. Therefor

8、e, the ( ) the standard deviation of an estimate, the ( )its variability and risk.A. larger, greaterB. larger, lesserC. smaller, greaterD. smaller, normalcy在風(fēng)險(xiǎn)分析中標(biāo)準(zhǔn)差非常重要，因?yàn)樗梢詼y(cè)量一個(gè)估算的可變性。因此，估算的標(biāo)準(zhǔn)差( )，其可變性和風(fēng)險(xiǎn)就( )。A越大、越大B越大、越小C越小、越大D越小、為常態(tài)9Assumptions are valid output of the scope initiation processes.

9、 Prior to project execution,each assumption must be resolved identified as aA. ConstraintB. Risk.C. Deliverable.D. Problem假設(shè)是范圍啟動(dòng)過程的有效輸出。執(zhí)行項(xiàng)目前，每個(gè)假設(shè)必須被確為:A約束條件B風(fēng)險(xiǎn)C可交付成果D問題10In a proactive approach to project risk management, the amount of a contingency reserveshould be based onA. Percentages based on

10、 past experienceB. The sum total of the most likely probability and impact of the various risk eventsC. A set amount allocated to each item proportionatelyD. An allowance of 10 % for each phase in the project life cycle在前瞻性的項(xiàng)目風(fēng)險(xiǎn)管理方法中，應(yīng)急儲(chǔ)備金額應(yīng)該根據(jù)A過去項(xiàng)目中的比例B最可能概率和各種風(fēng)險(xiǎn)事件影響的乘積C按比例分配到每一項(xiàng)的固定金額D項(xiàng)目生命周期每一個(gè)階段儲(chǔ)備

11、10%的金額11Based on historical data, the amount of overtime associated with the design effort of aproject is estimated at 100 hours with 0.40 probability, 200 hours with 0.40 probability, and300 hours with 0.20 probability. What is the expected value of the amount of overtime?A. 100 hoursB. 160 hoursC.

12、 180 hoursD. 260 hours基于歷史數(shù)據(jù)，項(xiàng)目可能需要加班100 小時(shí)的概率為0.40，200 小時(shí)的概率為040，300 小時(shí)的概率為0.20。那么加班所需時(shí)間的風(fēng)險(xiǎn)期望值是多少？A100 小時(shí)B160 小時(shí)C180 小時(shí)D260 小時(shí)12. Additional risk response development is needed when theA. WBS is changedB. Cost baseline is changedC. Risk event was unexpected or the effect is greater than anticipated

13、D. Project plan is updated在下列哪種情況下，需要開發(fā)附加的風(fēng)險(xiǎn)應(yīng)對(duì)措施？A. 工作分解結(jié)構(gòu)（WBS）發(fā)生變更B. 成本基線發(fā)生變更C. 風(fēng)險(xiǎn)事件未被預(yù)計(jì)到或其影響此預(yù)計(jì)的要大D. 項(xiàng)目計(jì)劃被更新13If a risk event has a 90% chance of occurring, and the impact will be US $10,000, whatdoes US $9,000 represent?A. Risk valueB. Present valueC. Expected valueD. Contingency budget如果某風(fēng)險(xiǎn)事件有90

14、% 的概率發(fā)生，對(duì)項(xiàng)目造成的影響為10,000 美元。9,000 美元表示了什么含義？A 風(fēng)險(xiǎn)值B 發(fā)生值C 預(yù)期值D 應(yīng)急預(yù)算14Projects are particularly susceptible to risk becauseA. Murphys law states that "if something can go wrong, it will'"B. Each project is unique in some measureC. Project management tools are generally unavailable at the p

15、roject team levelD. There are never enough resources to do the job由于以下哪個(gè)原因， 項(xiàng)目特別容易受到風(fēng)險(xiǎn)的影響:A. 墨菲定律表明: "如果可能會(huì)生問題， 問題將會(huì)出現(xiàn)"B. 每個(gè)項(xiàng)目在某些方面是獨(dú)特的C. 項(xiàng)目管理工具對(duì)于項(xiàng)目小組是不可得的D. 完成工作的資源永遠(yuǎn)是不足的15What does the standard deviation have to do with risk?A. NothingB. Standard deviation tells you if the estimate is ac

16、curateC. Standard deviation tells you how unsure the estimate isD. Standard deviation tell you if the estimate includes a pad標(biāo)準(zhǔn)差與風(fēng)險(xiǎn)有什么關(guān)系?A沒有關(guān)系B標(biāo)準(zhǔn)差告訴你估計(jì)是否準(zhǔn)確C標(biāo)準(zhǔn)差告訴你估計(jì)的不確定程度D標(biāo)準(zhǔn)差告訴你估計(jì)是否有一些水分16.During execution a major problem occurs that you did not include in your riskmanagement plan, you shouldA.Creat

17、e a workaround.B.Have a brainstorming meetingC.Report to the top managementD.Fund the cost from management reserve在執(zhí)行項(xiàng)目期間，發(fā)生一個(gè)在風(fēng)險(xiǎn)管理計(jì)劃中沒有涵蓋的重大問題時(shí)你將:A建立一個(gè)權(quán)變措施B召開會(huì)議采用頭腦風(fēng)暴法C向高層管理匯報(bào)D從管理儲(chǔ)備中抽出資金作為處理成本17. You are in the middle of project execution and find that you are running out of money dueto unanticipat

18、ed changes. What is the BEST thing to do?A。crash or fast track the project.BRe-evaluate the risk analysis and contingency funding.C。Ask for a change to the project budget.D. Use resources that do not charge against the project.你在項(xiàng)目實(shí)施階段的中期發(fā)現(xiàn)，由于未預(yù)料的變更，你的錢要花光了。最佳的措施是什么？A. 對(duì)項(xiàng)目進(jìn)行趕工或快速跟進(jìn)。B. 重新評(píng)詁風(fēng)險(xiǎn)分析和應(yīng)急準(zhǔn)備金

19、。C. 要求對(duì)項(xiàng)目預(yù)算做變理。D. 使用不對(duì)項(xiàng)目收費(fèi)的資源。18. You are performing an audit of one of your project managers projects and notice that shedid not consider the network diagram as part of the risk identification process. Which one ofthe following is the BEST explanation for this situation.A. Explain that the project

20、manager probably forgot some tasks in her risk evaluation.B. Explain that the project manager probably forgot task precedence in her risk evaluation.C. Explain that the project manager probably forgot some path convergence issues in her riskevaluation.D. Explain that the project manager probably for

21、got some stakeholders in her risk evaluation.你正在對(duì)一名項(xiàng)目經(jīng)理負(fù)責(zé)的項(xiàng)目進(jìn)行審計(jì),發(fā)現(xiàn)項(xiàng)目經(jīng)理在風(fēng)險(xiǎn)識(shí)別過程中沒有考慮網(wǎng)絡(luò)圖.對(duì)于該種情況,它能夠說明什么?A. 能夠說明項(xiàng)目經(jīng)理在風(fēng)險(xiǎn)評(píng)估過程中可能忘記了一些任務(wù).B. 能夠說明項(xiàng)目經(jīng)理在風(fēng)險(xiǎn)評(píng)估過程中可能忘記了一些任務(wù)的依賴關(guān)系.C. 說明項(xiàng)目經(jīng)理在風(fēng)險(xiǎn)評(píng)估過程中可能忘記了一些路徑趨同問題.D. 說明項(xiàng)目經(jīng)理在風(fēng)險(xiǎn)評(píng)估過程中可能忘記了一些干系人.19. Your team has identified a possible positive outcome from your project.

22、Managementassigns the most senior staff to make sure that component is developed as quickly as possible.This is an example of:A. Opportunity mitigation.B. Opportunity acceptance.C. Opportunity sharing.D. Opportunity exploitation.你的團(tuán)隊(duì)為項(xiàng)目識(shí)別出一個(gè)可能發(fā)生的積極結(jié)果。因此，管理團(tuán)隊(duì)分配了最有經(jīng)驗(yàn)的高級(jí)工程師以確保該組件被盡可能快的開發(fā)結(jié)束。這是什么的例子？A. 機(jī)

23、會(huì)轉(zhuǎn)移B. 機(jī)會(huì)接收C. 機(jī)會(huì)分享D. 機(jī)會(huì)開拓20Contingency planning involves:A. Defining the steps to be taken if an identified risk event should occurB. Establishing a management reserve to cover unplanned expendituresC. Preparing a stand-alone document that is separate from the overall project planD. Determining neede

24、d adjustments to make during the implementation phase of a project應(yīng)急計(jì)劃編制包括:A定義一旦已識(shí)別風(fēng)險(xiǎn)發(fā)生后要采取的步驟。B建立一個(gè)管理儲(chǔ)備用于未計(jì)劃的花銷。C準(zhǔn)備一個(gè)獨(dú)立文件，和整體項(xiàng)目計(jì)劃分隔開。D確定在項(xiàng)目執(zhí)行階段需要進(jìn)行的調(diào)整。21. Risk response owners can potentially have conflict with risk auditors because risk auditors:A. Report to the project manager.B. Investigate the

25、effectiveness of the risk owner.C. Measure the effectiveness of the risk thresholds.D. Report to the stakeholders.風(fēng)險(xiǎn)應(yīng)對(duì)負(fù)責(zé)人和風(fēng)險(xiǎn)審計(jì)人之間存在潛在沖突,因?yàn)轱L(fēng)險(xiǎn)審計(jì)人:A. 向項(xiàng)目經(jīng)理匯報(bào).B. 調(diào)查風(fēng)險(xiǎn)應(yīng)對(duì)負(fù)責(zé)人的效力.C. 衡量風(fēng)險(xiǎn)承受度的效力.D. 向干系人匯報(bào).22.Your project for the U.S. Department of Energy is using earned value analysis as aperformance reportin

26、g technique. Your project is 20% complete. Results from a recent earnedvalue analysis indicate that the CPI is .67 and the SPI is .87. In this situation, you shouldA. Perform additional resource planning, add resources, and use overtime as needed toaccomplish the same amount of budgeted workB. Rebas

27、eline the schedule, then use Monte Carlo analysisC. Conduct a risk response audit to help control riskD. Update the risk identification and qualitative and quantitative risk analyses你們?yōu)槊绹茉床孔龅捻?xiàng)目是以掙值分析為業(yè)績(jī)報(bào)告技術(shù)的。你們的項(xiàng)目已經(jīng)完成了20。最近的掙值分析結(jié)果顯示CPI 為.67，SPI 為.87。在這種情況下，你應(yīng)該A. 實(shí)施額外的資源計(jì)劃，增加資源并用比預(yù)計(jì)更多的時(shí)間來完成預(yù)算的工作量B.

28、重新設(shè)置進(jìn)度基線，再進(jìn)行蒙特卡羅分析C. 實(shí)施一項(xiàng)風(fēng)險(xiǎn)回應(yīng)審計(jì)來幫助控制風(fēng)險(xiǎn)D. 更新風(fēng)險(xiǎn)確認(rèn)并實(shí)施定性和定量的風(fēng)險(xiǎn)分析23After identifying a risk to your project, you determine that there is a high probability of arisk occurring with a low consequence. What mitigation strategy do you adopt?A. Eliminate the consequence of the riskB. Avoid the riskC. Add the

29、risk to the list of non-critical risksD. Insure against the risk在識(shí)別你的項(xiàng)目的風(fēng)險(xiǎn)之后，你發(fā)現(xiàn)有個(gè)風(fēng)險(xiǎn)發(fā)生概率很高但結(jié)果對(duì)項(xiàng)目影響較小, 針對(duì)此風(fēng)險(xiǎn)，你會(huì)采取何種風(fēng)險(xiǎn)應(yīng)對(duì)策略？A 消除風(fēng)險(xiǎn)的影響B(tài) 避免此風(fēng)險(xiǎn)C 添加此風(fēng)險(xiǎn)到非關(guān)鍵風(fēng)險(xiǎn)列表中D 給此風(fēng)險(xiǎn)購買保險(xiǎn)24.Which of the following is the MOST likely cause of poor risk management?A. Inadequate risk response planningB. Poor risk monitoring an

30、d controlC. Lack of a prioritized list of risksD. Lack of detail in the scope statement下面哪項(xiàng)最可能是引起不好的風(fēng)險(xiǎn)管理的原因？A 不充分的風(fēng)險(xiǎn)應(yīng)對(duì)規(guī)劃B 較少的風(fēng)險(xiǎn)監(jiān)視和控制C 缺乏按照優(yōu)先排序的風(fēng)險(xiǎn)列表D 項(xiàng)目范圍說明書缺乏細(xì)節(jié)25During the risk analysis process, it is determined that one identified risk event cannotbe avoided, mitigated, or insured. This risk event

31、 is a critical item that could cause theproject to fail if it occurs. The best option for the project manager is to:A. play down the risk and the team will find a means of overcoming any failure.B. place special emphasis on the risk event to intensely manage that item and all interfacingitems.C. hav

32、e the risk assessment team continue to analyze the risk event until it reduces theexpected negative value.D. ignores the risk assessment because any assigned value is a point estimate which is neverprecisely the expected state of nature.通過風(fēng)險(xiǎn)分析過程決定已經(jīng)識(shí)別的一個(gè)風(fēng)險(xiǎn)事件無法避免、也不能減輕或保險(xiǎn)。這是個(gè)關(guān)鍵的風(fēng)險(xiǎn)事件，一旦發(fā)生可能造成項(xiàng)目失敗。項(xiàng)目經(jīng)理

33、最佳的選擇是:A. 貶低風(fēng)險(xiǎn)的重要性，讓項(xiàng)目團(tuán)隊(duì)找到一個(gè)克服任何失敗的方法B. 非常關(guān)注，加強(qiáng)管理該風(fēng)險(xiǎn)事件和所有的其他相關(guān)事件C. 讓項(xiàng)目評(píng)估小組繼續(xù)分析該風(fēng)險(xiǎn)事件，直到降低預(yù)期負(fù)值.D. 忽略風(fēng)險(xiǎn)評(píng)估，因?yàn)椴还苜x予什么值，都只是一個(gè)估計(jì)，絕對(duì)不會(huì)完全等同于預(yù)期的狀態(tài)26 A project has the following risks: 20% probability of a 14 day delay in the receipt ofcustomerrequirements; 10% probability of a 21 day delay in the procurement p

34、rocess; 50%probability the integration will take 14 days longer. What is the expected value of these events?A. 11.9 daysB. 35.8 daysC. 49 daysD. Seven days一個(gè)項(xiàng)目具有如下風(fēng)險(xiǎn)：20%的概率可能會(huì)在客戶需求確認(rèn)中延遲14 天；10%的概率在采購過程中延遲21 天；50%的概率在綜合中會(huì)延遲14 天。這些風(fēng)險(xiǎn)事件的期望值是多少？A 119 天B 358 天C 49 天D 7 天27. A project manager is quantifyi

35、ng risk for her project. Several of her experts are offsite, butwish to be included in the risk assessment portion of the project, How can this be done?A. Use Monte Carlo simulation using the internet as a tool.B. Apply the critical path method.C. Use inform survey with known experts.D. Apply the De

36、lphi technique.一名項(xiàng)目經(jīng)理正在為自己負(fù)責(zé)的項(xiàng)目進(jìn)行風(fēng)險(xiǎn)量化.幾位參與項(xiàng)目的專家都不在現(xiàn)場(chǎng),但是希望參與項(xiàng)目風(fēng)險(xiǎn)評(píng)估工作.如何實(shí)現(xiàn)這一點(diǎn)?A.依托因特網(wǎng),使用Monte Carle 模擬方法B.使用關(guān)鍵路徑方法C.對(duì)已知的專家進(jìn)行非正式的調(diào)查.D.使用Delphi 技術(shù).28The design engineers inform you that a cheaper component is available, but you are notsure whether it will impact the performance. You must first:A. Refuse

37、 the changeB. Evaluate the cost of the component relative to the contract's fixed priceC. Consider the risk associated with using the new part,D. Negotiate a lower price for that new component from your existing vendor.設(shè)計(jì)工程師通知你，找到了更便宜的零部件，但是你不能確認(rèn)該零部件會(huì)否影響產(chǎn)品的性能，你必須首先:A拒絕更換B根據(jù)承包商的固定價(jià)來評(píng)估零部件的成本C考慮使用新

38、部件會(huì)帶來的風(fēng)險(xiǎn)D與現(xiàn)有的廠商就這個(gè)新部件協(xié)商一個(gè)更低的價(jià)格29You are managing a project that involves working in various locations. Past projects havefailed at one of the field locations. Your INITIAL action should be to :A Increase management reserves for potential problemsB Identify potential risks and their probabilityC Incr

39、ease resources at the field locationD Adjust the scope and close the field office您正在管理一個(gè)涉及在多個(gè)地點(diǎn)開工的項(xiàng)目。以往的項(xiàng)目在某個(gè)現(xiàn)場(chǎng)已經(jīng)失敗。您最初的行動(dòng)是：A 增加應(yīng)付潛在問題的管理準(zhǔn)備金B(yǎng) 查明潛在風(fēng)險(xiǎn)及其概率C 增加現(xiàn)場(chǎng)的資源D 調(diào)整范圍和關(guān)閉現(xiàn)場(chǎng)辦事處30The project manager may realize that some terms of the contract and project objectiveswill not be met. It would be costly a

40、nd time consuming to meet some specifications. Theprojecthas a high degree of exposure to risk at this point. Negotiation with the customer to reducethe risk exposure is a means that:A. could eliminate all risk to the project and customer at no cost to either party.B. could redefine the risk exposur

41、e to one of opportunities for both the project and customer.C. could result in reduced scope for the project and an improved product for the customer.D. may cost less to pay penalties and meet a modified specification to meet minimumcustomer requirements.項(xiàng)目經(jīng)理可能意識(shí)到不能滿足某些合同條款和項(xiàng)目目標(biāo)，要達(dá)到某些規(guī)范既費(fèi)成本又花時(shí)間，這時(shí)項(xiàng)目

42、出現(xiàn)風(fēng)險(xiǎn)的可能性較高。同客戶協(xié)商以降低風(fēng)險(xiǎn)可能性這種手段:A可以消除所有項(xiàng)目和客戶風(fēng)險(xiǎn)而不需要任何成本B可以重新定義風(fēng)險(xiǎn)對(duì)項(xiàng)目和客戶發(fā)生的可能性C可以使項(xiàng)目范圍減小并改進(jìn)交付給客戶的產(chǎn)品D可能減少支付罰金的成本并且使修訂過的規(guī)范達(dá)到客戶的最低要求31Assuming that the ends of a range of estimates are ±3 sigma from the mean, which ofthe following range estimates involves the least risk?A. 30 days, plus or minus 5 daysB

43、. 22 - 30 daysC. Optimistic = 26 days, most likely = 30 days, pessimistic= 33 daysD. A and B are equivalent and are both less risky than C假設(shè)估計(jì)幅度的兩端是平均數(shù)的±3 西格瑪，以下哪項(xiàng)幅度估計(jì)的風(fēng)險(xiǎn)最低?A30 天，加減5 天B22-30 天C最樂觀=26 天，最可能=30 天，最悲觀=33 天DA 和B 一樣，風(fēng)險(xiǎn)都低于C32A project manager has just finished the risk response plan

44、for his project. Which of thefollowing should he do next?A. Determine the overall risk rating of the project.B. Begin to analyze the risks that were found in the product documents.C. Add tasks to the WBS.D. Hold a project risk review.某項(xiàng)目經(jīng)理剛剛完成了項(xiàng)目的風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃，他下一步該做什么?A確定項(xiàng)目整體風(fēng)險(xiǎn)的比率B開始分析那些在產(chǎn)品文檔中發(fā)現(xiàn)的風(fēng)險(xiǎn)C在工作分解結(jié)

45、構(gòu)上增加任務(wù)D進(jìn)行項(xiàng)目風(fēng)險(xiǎn)審核33. You are using information-gathering techniques to identify project risks. Its veryimportant that you keep biases to a minimum. Which technique should you use?A. InterviewingB. DelphiC. Peer reviewD. Nominal group你在使用信息收集技術(shù)來識(shí)別風(fēng)險(xiǎn)，很重要的一點(diǎn)是要把偏見降低到最低水平，你應(yīng)該使用什么技術(shù)？A. 訪談法B. 德爾菲法C. 同事評(píng)審D. 名

46、義小組34. You are working on a research and development project in the agriculture industry. Yourrisk management team has identified several risks and has determined that the mostsignificant risk to the project is a financial risk. The most effective response for this type ofrisk is:A. AvoidanceB. Acce

47、ptanceC. MitigationD. Transference你參加一個(gè)農(nóng)業(yè)的研發(fā)項(xiàng)目，風(fēng)險(xiǎn)管理團(tuán)隊(duì)識(shí)別了幾個(gè)風(fēng)險(xiǎn)并認(rèn)為項(xiàng)目最主要的風(fēng)險(xiǎn)是財(cái)務(wù)風(fēng)險(xiǎn)，此類風(fēng)險(xiǎn)最有效的應(yīng)對(duì)方式是：A. 規(guī)避B. 接受C. 減輕D. 轉(zhuǎn)移35. Your project team has identified several risks related to your project. You decide to takeactions to reduce the impact of a particular risk event by reducing the probability of itsoccur

48、rence. What risk response strategy are you using?A. risk avoidanceB. risk acceptanceC. risk mitigationD. contingency plan你的項(xiàng)目團(tuán)隊(duì)識(shí)別了與項(xiàng)目相關(guān)的幾個(gè)風(fēng)險(xiǎn)，你決定采取措施降低某一個(gè)風(fēng)險(xiǎn)事件發(fā)生的概率以期降低風(fēng)險(xiǎn)的后果，這種風(fēng)險(xiǎn)應(yīng)對(duì)策略稱為：A. 風(fēng)_險(xiǎn)規(guī)避B. 風(fēng)險(xiǎn)接受C. 風(fēng)險(xiǎn)減輕D. 應(yīng)急規(guī)劃36. _sometimes called risk symptoms or warning signs, are indications that some riskhas

49、occurred or is about to occur.A. Assumption analysesB. Delphi techniquesC. RisksD. Triggers_有時(shí)被稱為風(fēng)險(xiǎn)癥狀或者警示信號(hào)，表明一個(gè)風(fēng)險(xiǎn)已經(jīng)或者將要發(fā)生。A. 假設(shè)分析B. 德爾菲技術(shù)C. 風(fēng)險(xiǎn)D. 觸發(fā)因素37. When managing a new project development project, a technical issue hinders the progress,you decide to invite experts and use Delphi Technique. You

50、 should:A. Make sure the experts consulted are recognized for their inputB. Compare information and work toward a single opinionC. Consult all the stakeholdersD. Arrange the meeting in an conference room to obtain consensus你管理一個(gè)新產(chǎn)品開發(fā)項(xiàng)目，一個(gè)技術(shù)問題影響了項(xiàng)目進(jìn)度。你決定邀請(qǐng)專家采用德爾菲技術(shù)進(jìn)行討論。你應(yīng)該：A. 保證各咨詢專家的依據(jù)能夠明確識(shí)別出來B. 比較信

51、息，朝著一個(gè)觀點(diǎn)努力C. 咨詢所有的項(xiàng)目利害關(guān)系者D. 將會(huì)議安排在一個(gè)會(huì)議室，達(dá)成共識(shí)38The first requirement for effective risk management isA. Clear visibility of the information needed for decision makingB. Ownership of the risks that are identifiedC. Appointment of the project manager early in the process to manage the identified risksD

52、. Project team members who are trained in risk and understand its causes to help constructand implement risk mitigation strategies有效風(fēng)險(xiǎn)管理的首要要求是:A決策所需信息的透明度高B風(fēng)險(xiǎn)所有關(guān)系明確C在管理已識(shí)別風(fēng)險(xiǎn)的過程中盡早地委任項(xiàng)目經(jīng)理D受過風(fēng)險(xiǎn)培訓(xùn)并能理解風(fēng)險(xiǎn)起因的項(xiàng)目團(tuán)隊(duì)成員幫助創(chuàng)建和實(shí)施風(fēng)險(xiǎn)降低策略39. Sensitivity analysis:A. Examines the extent to which the uncertainty of pro

53、ject objectives affects each projectelement simultaneously.B. Examines the extent to which the uncertainty of each project element affects the objectivebeing examined when all other uncertain elements are held at their baseline values.C. Is a method for assessing stakeholders' tolerance to risk.

54、D. Cannot be used to determine which risks have the most potential impact on the project.敏感性分析A. 檢查項(xiàng)目目標(biāo)的不確定影響項(xiàng)目要素的程度B. 檢查當(dāng)其他要素保持在基線值的時(shí)候某一要素對(duì)目標(biāo)的影響程度C. 是評(píng)價(jià)干系人忍受風(fēng)險(xiǎn)的方法D. 不能夠被用來決定哪一個(gè)風(fēng)險(xiǎn)對(duì)項(xiàng)目有最大的潛在影響40Decreasing the probability of a risk is an example of risk:A. analysis.B. quantification.C. mitigation.D. tr

55、ansference.降低風(fēng)險(xiǎn)發(fā)生概率是風(fēng)險(xiǎn)_的例子？A分析B量化C緩解D轉(zhuǎn)移41A workaround is-A. An unplanned response to a negative risk eventB. A plan of action to follow when something unexpected occursC. A specific response to certain types of risk as described in the risk management planD. A proactive, planned method of responding

56、 to risks權(quán)變措施是指A. 對(duì)負(fù)面風(fēng)險(xiǎn)事件的一個(gè)應(yīng)急反應(yīng)B. 當(dāng)沒有預(yù)料到的事情發(fā)生時(shí)遵循的一個(gè)行動(dòng)計(jì)劃C. 對(duì)風(fēng)險(xiǎn)管理計(jì)劃中描述的風(fēng)險(xiǎn)的具體回應(yīng)D. 一個(gè)前瞻性的、有計(jì)劃的風(fēng)險(xiǎn)應(yīng)對(duì)措施42Risk management includes the process concerned with ( ), ( ), and ( ) uncertainties duringthe project's life cycle.A. quantifying, controlling, and monitoringB. analyzing, monitoring, and response initialization ofC. costing, planning, and constrainingD. identifying, analyze, responding to風(fēng)險(xiǎn)管理包括在項(xiàng)目生命周期對(duì)不確定性進(jìn)行( )、( )和(