PMP模擬題1-項目管理師-(上海套題1)

PMP模擬題1項目管理師(上海套題1)聲明：以下試題與PMP考試的類型相同。本試題僅為檢驗復(fù)習(xí)成效。1.Effectivestakeholdermanagementincludesallofthefollowingprojectelementsexcept:A.ClearrequirementsdefinitionB.ScopechangecontrolC.TimelystatusinformationD.Frequentcostreports有效的項目干系人治理包括以下所有的項目元素，除了：A.清晰的需求定義B.范疇變更操縱C.及時的狀態(tài)信息D.經(jīng)常的成本報告2.Aprojectis:A.AprocessofconsiderablescopethatimplementsaplanB.AgroupofideasmanagedinacoordinatedwaytoobtainadesiredoutcomeC.AtemporaryendeavorundertakentocreateauniqueproductorserviceD.Aseriesoftasksorfunctionsthatmustbecompletedbyacertaindate項目是：A.一個實施一個打算的相應(yīng)范疇的過程B.一組以協(xié)作方式治理、獲得一個期望的結(jié)果的主意C.創(chuàng)立專門的產(chǎn)品或服務(wù)所承擔(dān)的臨時努力D.一系列必須在一個確定日期完成的任務(wù)或功能3.Whichofthefollowingisnotacharacteristicofprojectphase?A.MilestonesB.ObjectivesC.EstimatesD.Deliverables以下哪一項不是項目時期的一個特性？A.里程碑B.目標(biāo)C.估量D.項目可交付成果4.Inwhichtypeoforganization,theprojectmanager’srolemostlikelypart-time?A.FunctionalB.ProjectizedC.WeakMatrixD.StrongMatrix在哪一種類型的組織中，項目經(jīng)理的角色更像是兼職的？A.職能型B.項目型C.弱矩陣型D.強(qiáng)矩陣型5.Thegreatestdegreeofuncertaintyisencounteredduringwhichphaseoftheprojectlifecycle?A.ConceptB.PlanningC.ImplementationD.Closeout在項目生命周期的哪一時期會遇到最大程度的不確定性？A.概念B.打算C.實施D.收尾6.Thedisorientationexperiencedbypeoplewhosuddenlyfindthemselveslivingandworkinginadifferentenvironmentisknownas:A.CultureshockB.Socio-centrismC.TemporalshockD.Ethno-centrism突然發(fā)覺自己生活工作在一個不同環(huán)境中的人所經(jīng)歷的不知所措的感受被稱為：A.文化沖擊B.社會優(yōu)越感C.臨時的沖擊D.種族優(yōu)越感7.WhatistheMOSTeffectiveprocesstoensurethatculturalandethicaldifferencesdootimpedesuccessofyourmulti-nationalproject?A.Co-locatingB.TrainingC.FormingD.Teaming確保文化和倫理的差別可不能防礙你的跨國項目成功的最有效的過程是什么？A.同地集結(jié)B.培訓(xùn)C.形成D.結(jié)隊8.InwhichprojectphasedoyouhavetheGREATESTinfluenceonprojectrisk?A.ConceptualB.DesignC.ExecutionD.Implementation在以下哪個項目時期你擁有對項目風(fēng)險最大的阻礙力？A.概念時期B.設(shè)計時期C.執(zhí)行時期D.實施時期9.Leadershipandmanagementarebothnecessaryonprojects.Onedefinitionofmanagingisthatisinvolvesproducingkeyresultsexpectedbystakeholders,whereasleadershipinvolves:A.Establishingdirection,aligningpeople,andmotivatingandinspiringothersB.GettingthingsdonethroughotherpeopleC.UsingcharismaticPowertomotivateotherstobeproductiveD.Usingalltypesofpower,asappropriate,asmotivationaltools領(lǐng)導(dǎo)和治理在項目上差不多上必需的。治理的一個定義是產(chǎn)生項目干系人預(yù)期的要緊結(jié)果，而領(lǐng)導(dǎo)包括：A.建立方向，安排員，鼓舞和鼓舞其他人B.通過其他人使情況做完C.使用個人魅力來鼓舞其他人的生產(chǎn)效率D.視情形而定，使用所有類型的權(quán)力作為鼓舞工具10.Rollingwaveplanningprovidesinformationontheworktobedone:A.ThroughoutallphasesoftheprojectB.ForsuccessfulcompletionofthecurrentphaseoftheprojectC.ForsuccessfulcompletionofthecurrentphaseandsubsequentphasesoftheprojectD.Inthenextphaseoftheproject滾動打算提供關(guān)于要做的工作的信息。A.在項目的所有時期B.為項目的當(dāng)前時期的成功終止C.為項目的當(dāng)前時期的成功終止和后續(xù)的時期D.在項目的下一時期中11.Thegreatestadvantageofmatrixorganizationisthat:A.ItimprovestheresourceaccessforprojectmangerB.TherearemorethanonebossforteammemberC.ItmakescommunicationeasierD.Itmakesreportingsimpler矩陣組織的最大優(yōu)點是：A.改進(jìn)了項目經(jīng)理對資源的操縱B.項目團(tuán)隊成員有一個以上的老總C.溝通更加容易D.報告更加簡單12.Complexprojects,involvingcross-disciplinaryefforts,areMOSTeffectivelymanagedby:A.MultipleleadprojectmanagersB.AfunctionalorganizationC.AstrongmatrixorganizationD.Astrongtraditionalmanager包括跨專業(yè)的工作的復(fù)雜項目，能最有效地被治理。A.多重領(lǐng)導(dǎo)項目經(jīng)理B.一個職能組織C.一個強(qiáng)矩陣式組織D.一個強(qiáng)勁的傳統(tǒng)經(jīng)理13.Aprojectmanager’scompanyoperatesinahigh-technologyarearequiringtheintegrationandsharingofseveralfunctionalspecialties.Theprojectmanagerisconsideringtheappropriateorganizationalstructureforanewproject.Thelikelychoicewouldbe:A.MatrixB.TightmatrixC.FunctionalD.Projectized項目經(jīng)理所在的公司在高技術(shù)領(lǐng)域運作，需要幾個職能部門之間的交流合作。項目經(jīng)理正在為一個新的項目考慮合適的組織結(jié)構(gòu)?？赡艿倪x擇方案是：A.矩陣型B.緊密矩陣型C.職能型D.項目型14.Assumptionsgenerallyinvolve:A.AdegreeofriskB.FinancialcontrolsC.HistoricalinformationD.Lessonslearned假定通常包括：A.一定程度的風(fēng)險B.財務(wù)操縱C.歷史信息D.體會教訓(xùn)15.Youarebuildingawatertreatmentfacility.Routinetestsrevealthattherearecontaminantsinthewaterbutthattheyhaveanextremelylowriskforcausinganysickness.Astheprojectmanager,youshould:A.InformthepublicthatadetailedexaminationhasbeenorderedtodeterminetheextenttowhichtheproblemexistsB.DonothingbecausethereisextremelylowriskforsicknessexceptforsomeeffectsonsmallchildrenandtheelderlyC.Tellthepublicthereisnoproblem,exceptforsmallchildrenandtheelderlywhoneedtoboilthewaterbeforedrinkingD.Educatethepublicabouttheadvancesonwatertreatmenttechnologyandtheindustryefficiencyandsafetyrecord你正在建筑一個水處理設(shè)施。例行測試顯示水中有污染，但這些污染物引起任何疾病的風(fēng)險極低。作為項目經(jīng)理，你應(yīng)該：A.通知公眾差不多安排了一個詳細(xì)的檢查，以確定問題存在的程度B.什么也不做，因為除了對小孩和老年人有一點阻礙外，生病的風(fēng)險極低C.告訴公眾沒有問題，除了對小孩和老年人，他們需要在喝水前先煮沸D.向公眾提供有關(guān)水處理技術(shù)、工業(yè)效率和安全記錄的教育16.Changerequestsoccurinallthefollowingformsexcept:A.OralorwrittenB.LegallymandatedoroptionalC.FormalorinformalD.Externallyorinternallyinitiated變更要求可按以下所有形式發(fā)生，除了：A.口頭的或書面的B.法律要求的或可選擇的C.正式的或非正式的D.外部或內(nèi)部啟動的17.Configurationmanagementsystemisatechniquefor:A.IntegratedchangecontrolB.ProjectplanexecutionC.ScopeplanningD.Procurementplanning配置治理系統(tǒng)是用來進(jìn)行的技術(shù)。A.綜合變更操縱B.項目打算執(zhí)行C.范疇規(guī)劃D.采購規(guī)劃18.Whichofthefollowingisanexampleofaconstraintinprojectplandevelopment?A.RecordsofpastperformanceB.FinancialreportsfromsimilarprojectsC.ApredefinedbudgetD.Lessonslearnedfrompreviousprojects以下哪一項為哪一項項目打算開發(fā)中的一個約束的例子？A.過去績效的記錄B.來自類似項目的財務(wù)報告C.一個預(yù)先定義的預(yù)算D.往常項目的體會教訓(xùn)19.Integratedchangecontrolisprimarilyconcernedwith:A.Influencingfactorsthatcausechange,determiningthatchangehasoccurred,andmanagingfactorschangesastheyoccurB.Maintainingintegrityofbaselines,integratingproductandprojectscopeandcoordinatingchangeacrossknowledgeareasC.IntegratingdeliverablesfromdifferentfunctionalspecialtiesontheprojectD.Establishingachangecontrolboardthatoverseestheoverallchangesontheproject整體變更操縱要緊關(guān)注于：A.引起變更的阻礙因素以及當(dāng)這些阻礙因素發(fā)生時，確定變更差不多發(fā)生并治理實際的變更B.堅持基準(zhǔn)打算的完整性，集成產(chǎn)品和項目范疇并跨知識領(lǐng)域和諧變更C.整合來自項目上的不同職能專業(yè)的項目交付成果D.建立一個變更操縱委員會來審查項目的整體變更20.isacollectionofformal,documentedproceduresthatdefinesthestepsbywhichofficialprojectsmaybechanged.A.LessonslearnedB.ChangecontrolsystemC.ProjectcharterD.Configurationmanagement是一組正式的、文檔化的程序，用來正式地定義項目能夠變更的步驟。A.體會教訓(xùn)B.變更操縱系統(tǒng)C.項目章程D.配置治理21.Typically,changecontrolsystemsincludeautomaticapprovalofcertaintypesofchanges.Anexampleofsuchachangeisonethatis:A.SuggestedbytheprojectsponsorB.TheresultofanemergencyC.SuggestedbythecustomerD.Mademandatorybyanewregulation典型地，變更操縱系統(tǒng)包括某些變更類型的自動批準(zhǔn)。如此的變更的一個例子是：A.由項目發(fā)起人提議的B.緊急情形的結(jié)果C.由客戶提議的D.由一條新的規(guī)定強(qiáng)制要求的22.Whichofthefollowingtechniquesisusedtocontroltheprojectschedule?A.ParetodiagramB.PerformancemeasurementC.ParametricmodelingD.Statisticalsampling以下各項技術(shù)中的哪一項為哪一項用以操縱項目進(jìn)度的？A.帕累托圖B.績效測量C.參量建模D.統(tǒng)計抽樣23.Lessonslearnedfromprojectsaresignificantbecausethey:A.MustbecollectedtomeetrequirementsoforganizationalpoliciesandproceduresB.ShowthecausesofvariancesandthereasonscertaincorrectiveactionswereselectedC.ShowwhycertainprojectswereselectedbytheorganizationoverothersD.Showwhycertainpeoplewereselectedasprojectmanagerandteammembersoverothers從項目中得到的體會教訓(xùn)是專門重要的，因為它們：A.必須被收集來滿足組織政策和程序的要求B.展現(xiàn)偏差緣故和選擇某種糾正措施的理由C.顯示為何組織選擇某些項目而不選擇另外一些項目D.顯示何有些人被選擇為項目經(jīng)理和團(tuán)隊成員24.Elementsofchangingaprojectscheduleincludedallofthefollowingexcept:A.ObtaintheappropriatelevelsofapprovalB.SubmittheappropriatechangerequestsC.EvaluatetheimpactofachangetothescheduleD.Adjusttheprojectenddatetotheschedulevariance變更一個項目進(jìn)度的元素包括以下所有的各項，除了：A.獲得適當(dāng)級別的批準(zhǔn)B.提交相應(yīng)的變更要求C.評估變更對進(jìn)度的阻礙D.將項目終止日期調(diào)整到進(jìn)度偏差25.Scopedefinitionisto:A.DevelopaplanfrommajorstakeholdersB.DevelopawrittenscopestatementasthebasisforfutureprojectdecisionsC.FormalizeacceptanceoftheprojectscopeD.Makeprojectmilestones范疇定義是：A.為要緊的項目干系人開發(fā)一個打算B.開發(fā)一個書面的范疇說明書，以作為今后項目決策的基礎(chǔ)C.正式同意項目范疇D.制定項目程碑26.Achangecontrolsystemshouldincludeallthefollowingexcept:A.ProceduresforautomaticapprovalofdefinedcategoriesofchangeB.Paperwork,trackingsystems,andapprovallevelsnecessaryforauthorizingchangesC.AdescriptionofthepowersandresponsibilitiesofthechangecontrolboardD.Proceduresforconductingamid-projectcontrolsystemreview一個變更操縱系統(tǒng)應(yīng)該包括以下所有各項，除了：A.某些規(guī)定的變更種類的自動批準(zhǔn)程序B.授權(quán)變更所必需的書面工作、跟蹤系統(tǒng)和批準(zhǔn)級別C.變更操縱委員會權(quán)力與責(zé)任的描述D.項目進(jìn)行期間操縱系統(tǒng)評審的程序27.WhichofthefollowingProjectScopeManagementprocessesinvolvessubdividingthemajorprojectdeliverablesintosmaller,moremanageablecomponents?A.ScopePlanningB.CreateWBSC.ScopeChangeControlD.ScopeDefinition以下哪一個項目范疇治理過程包括將要緊的項目可交付成果細(xì)分為更小、更容易治理的部件？A.范疇規(guī)劃B.創(chuàng)建WBSC.范疇變更操縱D.范疇定義28.Statusreviewmeetingsare:A.HeldtonotifystakeholdersofcriticalinformationB.RegularlyscheduledmeetingsheldtoexchangeinformationabouttheprojectC.HeldtoupdatedepartmentalstaffonprojectstatusD.Heldonlywhenthereisanidentifiedproblem狀態(tài)評審會議：A.為通知項目干系人關(guān)鍵的信息而舉行B.有規(guī)律地安排會議以便交換關(guān)于項目的信息C.為按項目狀態(tài)更新部門職員而舉行D.只有當(dāng)識別出問題時才舉行29.AWorkBreakdownStructurenumberingsystemshouldallowprojectstaffto:A.IdentifythelevelatwhichindividualWBSelementsarefoundB.IdentifyconfigurationmanagementmilestonesC.EstimatethecostsofWBSelementsD.Provideprojectjustification一個工作分解結(jié)構(gòu)編碼系統(tǒng)應(yīng)該承諾項目全體職員：A.識別每個WBS元素所在的層次B.識別配置治理里程碑C.估量WBS元素的成本D.提供項目判定30.Toensurethatallproposedprojectsreceiveequalconsiderationintheorganization,youbelieveyoucanuseeitherbenefitmeasurementmethodsorconstrainedoptimizationmethods.Allthefollowingareexamplesofbenefitmeasurementmethodsofprojectselectionexcept:A.Benefit-costratioB.PaybackperiodC.EconomicmodelD.Multiobjectiveprogramming為確保所有的提議項目在組織中都得到平等的考慮，你認(rèn)為能夠使用收益測量方法或約束優(yōu)化方法。所有以下差不多上項目選擇的收益測量方法的例子，除了：A.收益成本比率B.回收期C.經(jīng)濟(jì)模型D.多目標(biāo)程序設(shè)計31.Whichofthefollowingisanexampleofagoodmeasurableprojectobjective?A.ConstructabuildingB.ImplementanewtelecommunicationssystemC.Lay2000bricksbyThursday,May31D.DevelopaprogramforprovidingnetworkmaintenancetoNovellnetworkcustomers以下哪一個是好的可測量的項目目標(biāo)的一個實例？A.建筑一棟大樓B.實施一個新的電信系統(tǒng)C.在5月31日星期四之前，砌好2000塊磚D.為向Novell的網(wǎng)絡(luò)客戶提供網(wǎng)絡(luò)愛護(hù)開發(fā)一個程序32.Anexampleofscopeverificationis:A.ReviewingtheperformanceofaninstalledsoftwaremoduleB.ManagingchangestotheprojectscheduleC.DecomposingtheWBStoaworkpackagelevelD.Performingabenefit/costanalysistodetermineifweshouldproceedwiththeproject范疇核實的一個例子是：A.評審一個已安裝的軟件模塊的性能B.治理對項目進(jìn)度的變更C.將WBS分解到工作包層次D.進(jìn)行收益/成本分析以決定項目是否連續(xù)下去33.Theprojectscopeismeasuredagainstthe——,whiletheproductscopeismeasuredagainsttheA.Plan,requirementsB.Requirements,measureofsuccessC.Scopebaseline,scopedefinitionD.Contract,verification項目范疇是參考項目測量的，而產(chǎn)品范疇參考產(chǎn)品測量的。A.打算，需求B.需求，成功的衡量C.范疇基線，范疇定義D.合同，核實34.Whenanorganizationchoosesaprojectselectionmodel,themostimportantcriterionis:A.CapabilityB.RealismC.EaseofuseD.Cost當(dāng)一個組織選擇一個項目選擇模型的時候，最重要的準(zhǔn)那么是：A.能力B.現(xiàn)實C.易于使用D.成本35.TheScopeManagementPlanisincludedinwhichofthefollowingdocuments?A.ProjectplanB.TheWorkBreakdownStructureC.TheScopeStatementD.Projectspecifications范疇治理打算包含在以下哪一個文檔中？A.項目打算B.工作分解結(jié)構(gòu)C.范疇說明書D.項目規(guī)格36.Reviewingworkproductsandresultstoensurethatallwerecompletedsatisfactorilyandformallyacceptedispartof:A.RiskmanagementB.QualitycontrolC.ChangecontrolmanagementD.Scopeverification評審工作產(chǎn)品和結(jié)果來確定所有工作都中意地完成并被正式地同意是的一部分：A.風(fēng)險治理B.質(zhì)量操縱C.變更操縱治理D.范疇核實37.Theprincipalsourcesofprojectfailureare:A.Lackofaprojectizedorstrongmatrixstructure,poorscopedefinition,andlackofaprojectplanB.Lackofcommitmentorsupportbytopmanagement,disharmonyontheprojectteam,andlackofleadershipbytheprojectmanagerC.Poorlyidentifiedcustomerneeds,ageographicallydispersedprojectteam,andlittlecommunicationwiththecustomeruntiltheprojectisdeliveredD.Organizationalfactors,poorlyidentifiedcustomerneeds,inadequatelyspecifiedprojectrequirements,andpoorplanningandcontrol項目失敗的要緊緣故是：A.缺乏項目型或強(qiáng)矩陣式結(jié)構(gòu)、拙劣的范疇定義以及缺乏項目打算B.缺乏高層治理的承諾或支持、項目隊伍內(nèi)的不諧調(diào)以及缺乏項目經(jīng)理的領(lǐng)導(dǎo)C.對客戶需求的識別太差、地理上分解的項目隊伍以及在項目交付前與客戶幾乎沒有溝通D.組織因素、客戶需求識別太差、項目要求不夠具體以及拙劣的打算編制與操縱38.Whatisthedifferencebetweenscopeverificationandqualitycontrol?A.NodifferenceB.ScopeverificationisconcernedwiththecorrectnessofworkresultswhilequalitycontrolisconcernedwiththeacceptanceofworkresultsC.ScopeverificationisconcernedwithensuringthatchangesarebeneficialwhilequalitycontrolisconcernedthattheoverallworkresultsarecorrectD.Scopeverificationisconcernedwiththeacceptanceofworkresultswhilequalitycontrolisprimarilyconcernedwiththecorrectnessofworkresults范疇核實和質(zhì)量操縱之間的區(qū)別是什么？A.沒有區(qū)別B.范疇核實關(guān)注工作結(jié)果的正確性，質(zhì)量操縱關(guān)注工作結(jié)果的可同意性C.范疇核實關(guān)注確保變更有益的，質(zhì)量操縱關(guān)注所有工作結(jié)果是正確的D.范疇核實關(guān)注工作結(jié)果的可同意性，質(zhì)量操縱關(guān)注工作結(jié)果的正確性39.Allofthefollowingareexamplesofasourceofscopechangeexcept:A.AvariationingovernmentregulationsB.FailuretoincludearequiredfeatureinthedesignofatelecommunicationsystemC.Discoveringaneedtoengageinbottom-upcostestimatingD.Introducingtechnologythatwasnotavailablewhenscopewasoriginallydefined以下所有差不多上范疇變更的一個來源的例子，除了：A.在政府法那么中的一個變化B.在電信系統(tǒng)的設(shè)計中未包括一個必需的特性C.發(fā)覺進(jìn)行自下而上的成本估量的需要D.引進(jìn)最初定義范疇時不可用的技術(shù)40.Thecriticalpathtimeneedstobereducedby20%.YoumaytakethefollowingactionsEXCEPTA.AddingresourcesB.CrashingtimescheduleC.EliminatingfloatD.Parallelingactivities當(dāng)需要減少20%關(guān)鍵路徑時刻時，你能夠采取以下的行動，但…除外。A.增加資源B.加速時刻進(jìn)度C.排除浮動時刻D.并行安排活動41.〝IcannottestthesoftwareuntilIcodethesoftware.〞Thisexpressiondescribeswhichofthefollowingdependencies?A.DiscretionaryB.SoftC.PreferentialD.Mandatoryorhard〝在我為編碼前，我無法測試軟件。〞這種觀點描述了以下哪種依靠關(guān)系？A.任意的依靠關(guān)系B.軟邏輯關(guān)系C.優(yōu)先邏輯D.強(qiáng)制性依靠關(guān)系或硬邏輯關(guān)系42.DecompositionisatechniqueusedforbothWBScreationandactivitydefinition.WhichstatementbestdescribestheroledecompositionplaysinactivitydefinitionascomparedtoWBScreation?A.FinaloutputisdescribedintermsofworkpackagesintheWBSB.FinaloutputisdescribedasdeliverablesortangibleitemsC.FinaloutputisdescribedasactivitiesoractionstepsD.DecompositionisusedthesamewayinWBScreationandactivitydefinition分解是一種既可用于創(chuàng)建WBS，又可用于活動定義的技術(shù)。同創(chuàng)建WBS相比，以下哪項陳述最好地描述分解在活動定義中的角色？A.最終輸出是用WBS中的工作包來說明的B.最終輸出被描述為項目可交付成果或有形產(chǎn)品C.最終輸出被描述為活動或行動步驟D.分解在創(chuàng)建WBS中的用途與在活動定義中的用途完全相同43.ResourcelevelinggenerallyA.Increasesthetotalprojectcost.B.Delaysprojectcompletion.C.RequireslessresourcesD.Requiresmoreresources資源平穩(wěn)通常：A.增加項目總成本。B.推遲項目完成日期。C.要求更少的資源。D.要求更多的資源。44.Animportantpartofschedulecontrolisto:A.DeterminewhetherschedulevariationsrequirecorrectiveactionB.Definetheactivitiesneededtoproducetheproject’sdeliverablesC.AssesswhetherscopedefinitionisadequatetosupportthescheduleD.Ensurethatprojectteammoraleishighsothatteammemberscanworkattheirfullpotential進(jìn)度操縱的一個重要組成部分是：A.確定進(jìn)度偏差是否需要采取糾正措施B.定義為產(chǎn)生項目可交付成果所需的活動C.評估范疇定義是否足以支持進(jìn)度打算D.確保項目隊伍士氣高昂，使團(tuán)隊成員能夠發(fā)揮他們的潛力Readthefollowingdescriptiontoanswerquestion45andquestion46.Intheprojectnetworkdiagrambelow,eachnodeisactivity;thenumberistheboxisthedurationoftheactivityindays.請閱讀以下描述，回答第45題和第46題。在下面的網(wǎng)絡(luò)圖中，每個節(jié)點是一個活動，在方框中的數(shù)字表示工期的天數(shù)。關(guān)鍵路徑的工期是：45.Thecriticalpathis:A.A-C-F-JB.A-C-G-JC.A-C-H-I-JD.A-D-E-I-J關(guān)鍵路徑是：A.A-C-F-JB.A-C-G-JC.A-C-H-I-JD.A-D-E-I-J46.Thedurationofthecriticalpathis:A.12daysB.19daysC.14daysD.16days關(guān)鍵路徑的工期是：A.12天B.19天C.14天D.16天47.Whichofthefollowingisnotaprojecttimemanagementprocess?A.ActivitydefinitionB.ActivityverificationC.ActivitysequencingD.Activitydurationestimating以下哪一個不是一個項目時刻治理過程A.活動定義B.活動驗證C.活動排序D.活動工期估量48.Severaltoolsandtechniquesareavailableforactivitysequencing.Thetoolortechniqueselectedcanbedeterminedbyseveralfactors.Iftheprojectmanagerdecidestoincludesubnetsorfragnetsaspartofhisorherschedulingtechnique,whatwouldthatdecisionsayabouttheproject?A.TheworkisuniquerequiringspecialnetworkdiagramsatvariousstagesB.SoftwarethatmanagesresourcesisavailableoveranexistingelectronicnetworkC.SeveralidenticalornearlyidenticalseriesofactivitiesarerepeatedthroughouttheprojectD.Multiplecriticalpathsexistintheproject活動排序能夠采納幾種工具和技術(shù)。這些工具或技術(shù)的選擇與確定受幾個因素阻礙。假如項目經(jīng)理決定在其進(jìn)度打算編制技術(shù)中包括子網(wǎng)絡(luò)，那么這項關(guān)于項目的決定的意思是什么呢？A.這項工作專門，在各時期需要專門的網(wǎng)絡(luò)圖B.治理資源的軟件在現(xiàn)有電子網(wǎng)絡(luò)上能夠獲得C.幾個相同的或幾乎相同的活動系列在項目生命周期內(nèi)有所重復(fù)D.項目存在幾條關(guān)鍵路徑49.Therequiredinputsforschedulecontrolincludeallexcept:A.ProjectscheduleB.PerformancereportsC.ChangerequestsD.Projectnetworkdiagram進(jìn)度操縱所需的輸入包括以下所有，除了：A.項目進(jìn)度B.績效報告C.變更要求D.項目網(wǎng)絡(luò)圖50.TheTimeManagementProcessthatinvolvesidentifyinganddocumentinginteractivitydependenciesiscalled:A.ActivitySequencingB.ActivityDefinitionC.ScheduleDevelopmentD.ActivityDurationEstimating包括識別和文檔化活動之間的依靠關(guān)系的時刻治理過程稱為：A.活動排序B.活動定義C.進(jìn)度開發(fā)D.活動工期估量51.Activityhasdurationof3daysandbeginsonthemorningofMondaythe4th.Thesuccessoractivity,B,hasafinish-to-startrelationshipwithA.Thefinish-to-startrelationshiphas3daysoflag,andactivityBhasadurationof4days.Sundayisanon-workday.Whatcanbedeterminedfromthesedatas?A.Thetotaldurationofbothactivitiesis8daysB.CalendartimebetweenthestartofAtothefinishofBis11daysC.ThefinishdateofBisWednesdaythe13thD.CalendartimebetweenthestartofAtothefinishofis14day活動A工時為3天并開始于星期一早晨，4號。后繼活動B與A具有完成-開始依靠關(guān)系。完成-開始關(guān)系有3天的滯后，而且活動B工時為4天。星期日是非工作日。從這些數(shù)據(jù)中能夠得出什么結(jié)論？A.兩項活動總工時為8天B.活動A開始到活動B完成之間的日歷時刻是11天C.活動B完成日期是星期三，13號D.活動A開始與活動B完__________成之間的日歷時刻為14天52.Schedulecontrolisconcernedwithallthefollowingexcept:A.InfluencingthefactorsthatcreateschedulechangestoensurethatthechangesarebeneficialB.DeterminingthattheschedulehaschangedC.ManagingtheactualchangeswhenandastheyoccurD.Changingtheschedulebasedoncustomerdemands進(jìn)度操縱考慮所有以下因素，除了：A.阻礙引起進(jìn)度變更的因素，以確保變更是有得的B.確定進(jìn)度差不多變更C.當(dāng)實際變更發(fā)生時對其進(jìn)行治理D.依照客戶要求變更進(jìn)度53.ThreemajornetworkdiagrammingmethodsusedinprojectmanagementA.AOA,PERTandADMB.PERT,CPMandGERTC.PDM,ADMandPERTD.AON,AOAandPDM三種要緊的用于項目治理的圖示法是：A.AOA,PERTandADMB.PERT,CPMandGERTC.PDM,ADMandPERTD.AON,AOAandPDM54.Anactivityhasanearlystartdateofthe10thandalatestartdateofthe19th.Theactivityalsohasdurationof4days.Therearenonon-workdays.Fromtheinformationgiven,whatcanbeconcludedabouttheactivity?A.Totalfloatfortheactivityis9daysB.Theearlyfinishdateoftheactivityistheendofthedayonthe14thC.Thelatefinishdateisthe25thD.Theactivitycanbecompletedin2daysiftheresourcesdevotedtoitaredoubled一項活動最早開始日期為10號,最晚開始日期為19號。該活動的工期為4天。沒有非工作日。從所給的信息能夠得出：A.該活動的總浮動時刻為9天B.活動的最早完成日期為14天那天終止的時刻C.活動的最晚完成日期是25號D.假如分配到該活動的資源加倍的話，活動能夠在2天內(nèi)完成55.ThemajordifferencebetweenPERTandCPMisthatPERT:A.Usesthedistribution’smean(expectedvalue)incomputingthescheduleB.UsesthemostlikelyestimatetocomputefloatC.FocusesoncalculatingfloattodeterminewhichactivitieshavetheleastschedulingflexibilityD.Includesnon-sequentialactivitiessuchasloopsorconditionalbranchesaspartofthediagramPERT和CPM的最大區(qū)別在于PERT：A.在運算進(jìn)度打算時使用分布均值〔期望值〕B.使用最可能的估算運算浮動時刻C.集中于運算浮動時刻，以確定哪項活動的進(jìn)度具有最小的靈活性D.圖中包括一些像回路或條件分支的非順序活動56.MontCarloAnalysisreflects:A.AnindicationoftheprojectrisksB.AmethodtoestimateactivitydurationC.AmethodtosimulatethesequenceofactivitiesD.Amethodtoaskformorestafffromtopmanagement蒙特卡羅分析反映了：A.項目所涉及風(fēng)險的一種指示B.估量活動工期的一種方法C.模擬任務(wù)發(fā)生順序的一種方法D.向治理層要求增補(bǔ)人員的一種方法57.ConditionaldiagrammingmethodssuchasGERTareused:A.Toshowthefourtypesofdependencies(finish-to-start,finish-to-finish,start-to-start,andstart-to-finish)B.ForagraphicalrepresentationofthenetworkthatiseasiertointerpretthatPERTchartsC.InthesituationthatPDMandADMdonotallownon-sequentialactivities,suchasloopsorconditionalbranchesD.Tohelpexpeditethepreparationofaprojectnetworkdiagram像GERT之類的條件圖示表方法被用來：A.顯示四種類型的依靠關(guān)系〔FS，F(xiàn)F，SS，SF〕B.作為一種易于說明PERT圖表的網(wǎng)絡(luò)圖解表示法C.在PDM和ADM不承諾非順序的活動，例如回路或有條件的分支的情形使用D.關(guān)心加快項目網(wǎng)絡(luò)圖表的預(yù)備58.ActivityAhasapessimistic(P)estimateof36days,amostlikely(ML)estimateof21days,andanoptimistic(O)estimateof6days.WhatistheprobabilitythatactivityAwillbecompletedin16to26days?A.55.70%B.68.26%C.95.46%D.99.73%活動A的悲觀估量〔P〕為36天，最可能的估量〔ML〕為21天，樂觀估量〔O〕為6天。那么，活動A在16-26天內(nèi)完成的概率是多少？A.55.70%B.68.26%C.95.46%D.99.73%59.Inprojecttimemanagement,crashingmeans:A.ReducingprojectdurationbyredefininglogicalrelationshipsB.ReducingcomputernetworkdowntimeforscheduleriskmodelingC.ApplyingadditionalresourcestoallprojectactivitiesD.Applyingadditionalresourcestocriticalpathactivitiesbypriority在項目時刻治理中，趕工指的是：A.通過重新定義邏輯關(guān)系來減少項目工期B.為進(jìn)度風(fēng)險模型減少運算機(jī)網(wǎng)絡(luò)停工的時刻C.對所有項目活動施加附加的資源D.按優(yōu)先級對關(guān)鍵路徑的活動施加附加的資源60.Allthefollowingarecharacteristicsofadummyactivityexceptthatit:A.Isusedonlyinactivity-on-arrownetworksB.HaszerodurationC.RequiresresourcesD.Indicatesaprecedencerelationship以下所有差不多上虛擬活動的特性，除了虛擬活動：A.只在AOA網(wǎng)絡(luò)中使用B.具有零的連續(xù)期間C.需要資源D.指示一個優(yōu)先關(guān)系61.Ifthecostvarianceisthesameastheschedulevariance,then:A.ThecostvarianceisduetotheschedulevarianceB.ThevarianceisfavorabletotheprojectC.TheschedulevariancecanbeeasilycorrectedD.Laborrateshaveescalatedsincetheprojectbegan假如成本偏差與進(jìn)度偏差相等，那么：A.成本偏差是由進(jìn)度偏差引起的B.偏差對項目是有利的C.能夠輕易糾正進(jìn)度偏差D.人工費用率自從項目開始時就提高了62.Thecostmanagementplan:A.DescribeshowCVswillbemanagedB.EstablishesthecostbaselineC.MeasuresandmonitorscostperformanceontheprojectD.Establishestheperformancemeasurementbaseline成本治理打確實是：A.描述如何治理成本偏差B.建立成本基準(zhǔn)打算C.測量和監(jiān)控項目成本績效D.建立績效測量基準(zhǔn)63.Ifoperationsonaworkpackagewereestimatedtocost$1500andfinishtodaybut,instead,havecost$1350andareonlytwothirdscomplete,thecostvarianceis:A.+$150B.-$150C.-$350D.-$500假如一個工作包運作成本估量為$1500，同時在今天完成，然而實際上成本用了$1350,而工作只完成了全部的2/3，那么成本偏差是：A.+$150B.-$150C.-$350D.-$50064.Consideringtheprojectscheduleduringthecostbudgetingprocess:A.IdentifiestheprojectelementssothatcostscallbeallocatedB.AllowscoststobeallocatedtothetimeperiodwhentheywillbeincurredC.ProvidesanotherwaytohelpmeasureandmonitorcostperformanceD.Providesanotherwaytohelpmeasureandmonitorscheduleperformance在成本預(yù)算過程中考慮項目進(jìn)度打算能夠：A.確定項目組成部分，以便分配成本B.承諾將成本按發(fā)生的時段進(jìn)行分配C.為成本績效測量與監(jiān)控提供另一種方法D.為進(jìn)度績效測量與監(jiān)控提供另一種方法65.Unlikebarcharts,milestonechartsshow:A.ScheduledstartorcompletionofmajordeliverablesandkeyeventsB.ActivitystartandenddatesC.ExpecteddurationsD.Dependencies與橫道圖不同，里程碑圖表示：A.項目要緊可交付成果和關(guān)鍵事預(yù)定的開始或終止B.活動開始和終止日期C.期望的工期D.依靠性66.Rebaseliningmaybeanoutputofcostcontrolwhen:A.CVsaresevere,andarealisticmeasureofperformanceisneededB.RevisedcostestimatesarepreparedanddistributedtostakeholdersC.CorrectiveactionmustbetakentobringexpectedfutureperformanceinlinewiththeprojectplanD.EACshowsthatadditionalfundsareneededtocompletetheprojectevenifascopechangeisnotneeded在什么情形下，重新制定基準(zhǔn)打算可能是成本操縱的一項輸出？A.成本偏差〔CV〕專門嚴(yán)峻，同時需要實際的績效測量的時候B.修訂的成本估算差不多預(yù)備好了，同時分發(fā)給了項目干系人C.必須采取糾正措施，使預(yù)期的以后績效與項目打算相一致D.即使不需要進(jìn)行范疇變更，EAC也說明需要額外的資金來完成項目67.Whichofthefollowingruleisthemostconservativeruleforprogressreport?A.50-50RuleB.0-100RuleC.20-80RuleD.100-100Rule以下哪項是進(jìn)展報告規(guī)那么中最保守的一種？A.50-50法那么B.0-100法那么C.20-80法那么D.100-100法那么68.ThecumulativeCPIhasbeenshowntoberelativelystableafterwhatpercentageofprojectcompletion?A.5%to10%B.15%to20%C.25%to35%D.50%t075%在項目完成后，累計的CPI就會表現(xiàn)得相對穩(wěn)固？A.5%～10%B.15%～20%C.25%～35%D.50%～75%69.Whichtermdescribesamodificationofalogicalrelationshipthatdelaysasuccessortask?A.LagB.LeadC.FloatD.Crashing以下哪個術(shù)語描述了延遲后續(xù)任務(wù)的邏輯關(guān)系的修改？A.滯后B.超前C.浮動時刻D.趕工70.Whichofthefollowingisnotanexampleofadirectcost?A.SalaryoftheprojectmanagerB.SubcontractorexpensesC.MaterialsusedbytheprojectD.Electricity以下哪一項不是直截了當(dāng)成本的一個例子？A.項目經(jīng)理的薪金B(yǎng).分包商的費用C.項目所用的材料D.電費71.Ofthefollowingestimates,whichmostaccuratelyreflecttheactualcostoftheproject?A.Bottom-upestimatesB.OrderofmagnitudeestimatesC.AnalogyestimatesD.Conceptualestimates在以下估算中，哪一個最準(zhǔn)確地反映了項目的實際成本？A.自下而上的估算B.量級估算C.類比估算D.概念估算72.Theapprovedbudgetis$100000.Iftheestimateisbetween$90000～$125000,whatkindofestimateisthis?A.RoughorderofmagnitudeB.BudgetestimateC.ApproximatedestimateD.Definitiveestimate批準(zhǔn)的預(yù)確實是$100000。假如估算在$90000～$125000之間，那么這種估算屬于哪種估算？A.量級估算B.預(yù)算估算C.近似估算D.確定性估算73.Thepurposeofcostbudgetingisto:A.Determinethecostoftheresourcesneededtocompleteproject,activitiesandallocatethemtotheproperchartofaccountsfortheorganizationB.MonitorcostperformancetodetectvariancesfromtheplanC.AllocatecostestimatestoindividualworkitemstoestablishacostbaselineagainstwhichprojectperformancecanbemeasuredD.Expendtheminimumamountoffundspossible成本預(yù)算的目的是：A.確定完成項目活動所需資源的成本并將它們分配給組織中適當(dāng)?shù)臅嬁颇緽.監(jiān)控成本績效，檢查它與打算的偏差C.為具體工作分配成本估算，以建立一個測量項目績效的成本基準(zhǔn)打算D.盡可能花費最少的資金74.WhichofthefollowingcalculationscannotbeusedtodetermineEAC?A.BCWPtodateplustheremainingprojectbudgetB.ActualtodateplusanewestimateforallremainingworkC.ActualtodateplustheremainingbudgetD.Actualtodateplustheremainingbudgetmodifiedbyaperformancefactor下面哪種運算不能用于確定EAC？A.當(dāng)前的BCWP加上剩余的項目預(yù)算B.當(dāng)前的實際成本加所有剩余工作新的估算C.當(dāng)前的實際成本加剩余的預(yù)算D.當(dāng)前的實際成本加上經(jīng)績效因子調(diào)整的剩余的預(yù)算75.DoubleDecliningBalanceisonekindof:A.DecelerateddepreciationB.StraightLinedepreciationC.AccelerateddepreciationD.LifeCycleCostingcalculating雙倍余額遞減法是的一種。A.減速折舊法B.直線折舊法C.加速折舊法D.生命周期成本運算76.Theprocessofevaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandardsiscalled:A.QualityAssuranceB.QualityControlC.QualityPlanningD.QualityReview以日常的方式評估項目調(diào)體績效來提供項目將會滿足相關(guān)質(zhì)量標(biāo)準(zhǔn)的信心的過程稱為：A.質(zhì)量保證B.質(zhì)量操縱C.質(zhì)量規(guī)劃D.質(zhì)量評審77.Allthefollowingareroot-causeanalysistechniquesusedinqualitymanagementexcept:A.FishbonediagramsB.IshikawadiagramsC.SystemofprocessFlowchartsD.Controlchart所有以下各項差不多上質(zhì)量治理中采納的全然緣故分析技術(shù)，除了：A.魚刺圖B.Ishikawa圖C.系統(tǒng)或過程流程圖D.操縱圖78.Whenaprocessisconsideredtobeincontrol,it:A.ShouldnotbeadjustedB.MaynotbechangedtoprovideimprovementsC.ShowsdifferencescausedbyexpectedeventsofnormalcausesD.Shouldnotbeinspectedorre