PMP美國項目管理認證模擬預測習題4

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1．The CEO of the company has assigned a project manager to a project that the CEO has wanted to do for a long time． What should the project manager do first?
A．Assist the CEO in putting together a benefit/cost analysis to show the need for the project
B．Work with the CEO to get buy-in from the other stakeholders
C．Produce a ranking of all feasible projects, including the assigned project, in a weighted scoring of decision variables
D．Guide the creation of a project charter
1．一個公司的CEO任命項目經(jīng)理來管理一個很久以來就想進行的項目。項目經(jīng)理首先應該做什么？
A．幫助CEO進行成本/效益分析來說明項目的必要性
B．和CEO一道去獲得其它干系人的支持
C．就所有可行的項目排序，根據(jù)決策變量制定權(quán)重分數(shù)
D．指導建立一個項目章程
2．Planned Duration = 12 months, ACWP = $10,000, BCWP = $14,000, BCWS = $17,500, BAC = $28,000． Based on the above data, if we are now at the end of month 6, then the remaining time needed to complete the project is:
A．6 months
B．8 months
C．9 months
D．4 months
2．根據(jù)下表信息，現(xiàn)在是第六個月的結(jié)束，完成項目所需的剩余的時間是多少？計劃歷時=12個月，ACWP=$10,000，BCWP=$14,000，BCWS=$17,500,BAC=$28,000
A．6個月
B．8個月
C．9個月
D．4個月
3．What is the present value of $8,000 received three years from now using a seven percent interest rate?
A．$9,800
B．$6,530
C．$9,680
D．$6,612
3．如果根據(jù)7%的折現(xiàn)率，三年以后收到的8000美元的現(xiàn)值是：
A．$9,800
B．$6,530
C．$9,680
D．$6,612
44．Giving a team member a corner office with window view is different that giving him health benefits because a corner office is a:
A．Perquisite
B．Fringe benefits
C．Use of expectancy theory
D．Example of formal power
4．安排一個團隊成員在一個能看到風景的拐角辦公室不同于給他安排健康福利，前者被稱作：
A．特殊待遇
B．邊際福利
C．期望理論的應用
D．正式權(quán)力的例子
5．Which of the following would NOT be an example of a "fixed cost" outlay as used to calculate a cash break-even point?
A． Rent
B． Depreciation
C． Raw materials
D． Executive salaries
5．在計算現(xiàn)金流平衡點時，下列哪一項不被列入固定成本項？
A．租金
B．折舊
C．原材料
D．總裁薪酬
6． Your project is approximately 66% complete and has progressed according to plan． There are nine teams working on implementation and testing activities． You receive notification that two teams are falling behind relative to the others． The
MOST likely reason for this is:
A．The scope of work has changed．
B．A weak matrix project organization．
C．Unidentified risks．
D．Low morale due to compensation issues．
6．你的項目已經(jīng)完工66%，并且符合計劃。實施和測試活動中有9個團隊，你收到通知說，有兩個團隊相對落后于其它團隊，最可能的原因是：
A．范圍變更了
B．這是一個弱矩陣組織架構(gòu)
C．未識別的風險
D．待遇問題產(chǎn)生的士氣低落
7．A team member notifies the project manager that his team have finished their deliverables without performing all the associated work packages in the WBS． What should the project manager do first?
A．Immediately communicate the changes to other team members and stakeholders
B．Change the project plan
C．Change the project performance measurement baselines
D．Change the reporting process to get information sooner
7．一個團隊成員通知項目經(jīng)理說，它們團隊的項目交付成果完成了，但是沒有執(zhí)行WBS中的某些相關工作包，項目經(jīng)理應該首先：
A．立即把這一變更告知所有團隊成員和干系人
B．改變項目計劃
C．改變項目績效衡量基準
D．改變匯報機制，以便更加快速的獲得信息
8．Your customer asks for a small change in the project, which was not budgeted in the project．It is a small effort as compared to the total project and you need the goodwill of the customer for such a multimillion-dollar pipeline project． You will:
A．Refuse to do the work
B．Agree to do the work at no charge
C．Do the work and bill him later
D．Assess the cost and schedule impact and tell them you will decide later
8．你的客戶要求一個小的變更，它并沒有包括在項目預算以內(nèi)。和整個項目相比，這只是一個小的工作，而且對于這樣一個幾百萬美元的管道項目，你需要客戶的良好信賴。你應該：
A．拒絕這一工作
B．同意免費接受這一工作
C．做這一工作，然后開票
D．評估對進度和成本的影響，告訴他們你隨后再作決定

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