1：以下描述哪项是正确的？

Which of the following is CORRECT?

A：关键路径上可以有虚假活动

A critical path can run over a dummy.

B：只可能有一条关键路径

There can be only one critical path

C：结束日期改变总会引起网络图变更。

The network diagram will change every time the end date changes.

D：项目不可能有负的浮动时间。

A project can never have negative float.

正确答案：A

解析：这个问题测试你对一些问题的了解程度。可能是选B，但是你可以做调整已减小风险，因为经常不只一条关键路径，该选择可能会导致只有一条关键路径。选项C使用“will”这个词。根据进度表储备的数量和改变进度表的理由，该网络图可能会改变也可能不会。如果你落后于进度表（选项D），您可以产生消极浮动。只有选项A是正确的。

 

2：一项目在执行过程中，项目干系人建议做出重大变更，这会造成项目的第3次全面检查。同时，项目经理发现一个主要的工作包没有完成，因为一名团队成员的领导把他调到另一个重要性更高的项目中去了。项目经理最好和谁谈这个问题？

A project is in the middle of the executing processes when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time, the project manager discovers that a major work package was not completed because a team member's boss moved him to another project that had a higher priority. Which of the following is the best person for the project manger to address these issues with?

A：团队

Team

B：高级管理层

Senior management

C：客户

Customer

D：出资人

Sponsor

正确答案：D

解析：出资人的责任是防止不必要的变更，为各个项目设定优先级。本题中的情况说明出资人没有做这些工作，所以项目经理必须去找问题的根源，出资人。

 

3：你是一名项目经理，在弱矩阵环境中负责一交叉职能的项目。没有团队成员向你汇报，你也不能奖励他们。项目很难，包括时间很紧，质量标准也很有挑战性。这时，下列哪种项目管理权力可能最为有效？

You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally and you do not have the ability to directly reward their performance. The project is difficult, involving tight date constraints and challenging quality standards. Which of the following types of project management power will likely be the MOST effective in this circumstance?

A：潜示权力

Referent

B：专业权力

Expert

C：惩罚权力

Penalty

D：正式权力

Formal

正确答案：B

解析：奖励和专家是权力的最好来源，奖励不在选项中

 

4：下列哪项不是项目经理的责任？

All of the following are the responsibility of a project manager EXCEPT?

A：为客户的信息保密

Maintain the confidentiality of customer confidential information.

B：决定公司的程序是否合法

Determine the legality of company procedures

C：确保利益冲突不会损害客户的合法利益

Ensure that a conflict of interest does not compromise the legitimate interest of the customer.

D： 在估算成本中提供准确可信的说明

Provide accurate and truthful representations in cost estimates.

正确答案：B

解析：项目经理没有权力或能力决定公司程序的合法性。注意：实务和程序有很明显的不同。应该报告所有不道德的实务。比如，项目经理必须报告欺诈行为。欺诈一般不是公司的程度。但是，项目经理不在其位，就不能决定公司程序是否依照现有的法律。

 

5：一项目经理刚刚为一387,000美元的工程项目编制完风险应对计划。他一步很可能怎么做？

A project manager has just finished the risk response plan for a U.S. $387,000 engineering project. Which of the following should he probably do NEXT?

A：确定项目总体的风险级别

Determine the overall risk rating of the project.

B：开始分析项目图纸上出现的问题

Begin to analyze the risks that show up in the project drawings.

C：在项目的工作分解结构中增加工作包

Add work packages to the project work breakdown structure.

D：重估项目风险

Hold a project risk reassessment.

正确答案：C

解析：本题是在项目计划编制时发生的。计划编制必须在进入下一步之前完成。确定项目的风险级别（选项A）在定量风险分析过程中完成，应该早就完成了。选项B是在项目执行期间完成的工作，重新评估项目风险（选项D）在风险监控过程中发生，是编制应对计划的下一步。但是本题没有问风险管理过程的下一步是什么。只有选项C是在项目计划编制之后的。你现在明白计划编制的顺序了吗？

 

6：你是一名大型咨询公司的项目经理，你的上司要你提供公司应采纳哪个项目的意见。项目A的内部收益率(IRR)为12%，项目B的预计投资收益率(BCR)为1.3，项目C的机会成本为75,000美元，项目D的投资回收期为6个月。假如你要根据上述信息做出选择，那么你会选择哪个项目？

You are a project manager for a large consulting firm. Your superior has just asked for your input on a decision about which project your company should pursue. Project A has an internal rate of return (IRR) of 12 percent. Project B has a predicted benefit cost ratio (BCR) of 1.3. Project C has an opportunity cost of U.S. $75,000. Project D has a payback period of six months. If you had to choose based on this data, which project would you select?

A：项目A

ProjectA

B：项目B

Project B

C：项目C

Project C

D：项目D

Project D

正确答案：A

解析：本题是关于项目选择的，也可以放在其它章节中。为了解释这些信息，你要知道每项是什么。选项B不适合用投资回报率，选择选项C或D的信息不足，所以只能选A，其回报率为12%，其收益很明显。

 

7：项目分包商没有按照合同规定期限交付工作产品。虽然一再警告，但分包商还是无法交付。项目经理将他们的担忧上报给分包商公司的管理层。但是，这并没有对分包商的绩效带来任何改进。项目经理下一步应该采取下列哪一项措施？

A project’s subcontractor did not deliver the work products as per the terms of the contract. Despite repeated warnings, the subcontractor failed to deliver. The project manager escalated their concerns to the management of the subcontractor’s company. However, this did not result in any improvement in the subcontractor’s performances The project manager should take which of the following action next?

A：停止向分包商付款

Stop payment to the subcontractor

B：启动终止合同的程序。

Initiate termination of the contract.

C：对分包商采取法律措施。

Take legal action against the subcontractor.

D：采取其他纠纷解决过程

Follow the alternative dispute resolution process.

正确答案：B

解析：屡教不改，违反合同，提前终止。见12.4引言。

 

8：一项目很难管理。每个人都将将在规定时间内完成工作。不幸的是，气氛越来越紧张，大家在团队会议上争吵，每次会议都完不成什么工作。一团队成员请求不参加以后的会议，因为他厌倦了争吵。同时，出资人要参加团队会议以更好的了解项目进行的如何和完成该项目涉及的问题，客户已经开始讨论增加项目的范围。在这种情况下，项目经理最好：

The project has been challenging to manage. Everyone has been on edge to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has asked to attend team meetings in order to better understand how the project is going and the issues involved in completing the project, and the customer has started discussions about adding scope to the project. In this situation, it would be best for the project manager to:

A：问出资人他所需要的信息如果可以用报告寄给他，是否可以不参加会议

ask the sponsor if the information needed could be send in a report rather than have him attend the meeting.

B：和不想参加会议的团队成员讲这些会议的沟通价值

inform the team member who asked to be excused from the meetings of the value of communication in such meetings.

C：编制新的会议规章，让团队遵守

create new ground rules for the meetings and introduce them to the team.

D： 请团队所有成员参加团队建设工作

hold a team building exercise that involves all the team members.

正确答案：C

解析：4个选项都可以选。选项A可以，但是不能解决问题的根源。选项B不能解除了团队成员的忧虑，还可能激怒他们。团队建设要有计划，所以不能马上开展。记住，出资人下次可能出席会议，至少一名成员因为过去的问题可能不参加会议。最好的做法是建立新的规章以管理团队行为（选项C），然后计划团队建设活动（选项D）。

 

9：在弱矩阵和强矩阵组织结构中，可能引发冲突的基本条件是什么

In the weak and strong matrix organizational structures, the primary condition leading to conflict is

A：沟通障碍

Communication barriers

B：利益冲突

Conflicting interests

C：缺乏共识

Need for consensus

D：权限不明确

Ambiguous jurisdictions

正确答案：D

解析："出处：PMBOK2012 中 2.1.3 组织结构表2-1组织结构对项目的影响

 

10：在某种特定合同下，确定有可列支成本作为供应商的补偿。供应商已获得$102,000的支付款项。其中$80,000为实际成本。合同原始成本估算为$90,000,$20,000作为奖励酬金。对于实现成本节约，供应商获得其中的20%。这属于下列哪一个合同类型？

Under a certain contract, a list of allowable costs is established for supplier reimbursement. The supplier is paid $102,000, of which $80,000 is actual cost. The original cost estimate of the contract is $90,000 and $20,000 is incentive fee. The supplier gets a 20% share of cost savings achieved. This is which of the following types of contracts?

A：固定总价加奖励费用合同

Fixed-price incentive-fee

B：成本加固定费用合同

Cost-plus-fixed-fee

C：可按经济指数价格调整的固定总价合同

Fixed-price with economic price adjustment

D：成本加激励费用合同

Cost-plus-incentive-fee

正确答案：D

解析：参见“PMBOK2012中12.1.1.9”，成本加激励费用合同（CPIF），为卖方报销履行合同工作所发生的一切可列支成本，并在卖方达到合同规定的绩效目标时，向卖方支付预先确定的激励费用。在CPIF合同中，如果最终成本低于或高于原始估算成本，则买方和卖方需要根据事先商定的成本分摊比例来分享节约部分或分担超出部分。