PMBOK指南(第5版)第七章习题

1、1. The cumulative CPI has been shown to be relatively stable after whatpercentage of project completion?A. 5% to 10%B. 15% to 20%C. 25% to 35%D. 50% to 75%1. 在完成项目工作多少个百分比后，累计成本绩效指数相对稳定？A. 5% to 10%B. 15% to 20%C. 25% to 35%D. 50% to 75%2. A project is considered complete when -A. BAC = PVB. EV = AC

2、C. PV = ACD. BAC = EV2. 当-时一个项目可以认为完成了？A. BAC = PVB. EV = ACC. PV = ACD. BAC = EV3. The project sponsor told the PM that he wanted to cut the 6 month project to3 monthsby doubling the number of resources. The PM was experienced enough to knowthis would NOTwork because ofA. Sunk costsB. Resources dep

3、reciationC. Lost opportunityD. The law of diminishing returns3. 项目发起人告诉项目经理，他想通过把资源加倍，来把工期由六个月减少为3 个月。经验丰富的项目经理知道这是不可行的，因为：A. 沉没成本B. 资源折旧C. 损失机会成本D. 收益递减法则4. You need to decide between two alternatives. You can either hire a contractorto build one of the projects deliverables, or you can buy the del

4、iverable from anoverseas supplier. Both options require acquisition, operating, and disposalcosts that you compare between the two alternatives to make a decision. Whatis this technique called?A. Value EngineeringB. Life cycle costingC. Earned Value ManagementD. Financial analysis4. 你需要决定两个方案，你可以雇佣一

5、个承包商来建设项目的交付成果，也可以从海外供应商那里购买。你需要比较两个方案的获取、运营和处置成本，以便作出决策。这种技术称为：A. 价值工程B. 生命周期成本C. 挣值管理D. 财务分析5 In order to establish the budget,all of the following needs to evaluatedexcept: :A.Contingency costsB.sunk costsC.diract costD.indirect cost5. 为了建立预算，必须评估下列所有的需求，除了：A.应急费用B.沉没成本C.直接成本D.间接成本6.某人刚刚被任命为某项目的项

6、目经理，正在指导项目计划的编制工作。你是该项目的关键干系人之一，你想要立即拿到项目的成本预算，但项目经理没有给你。最可能的原因是：A在风险管理规划还没有完成之前，无法确定项目的预算B项目章程中没有规定成本目标C你没有权利索要项目预算D项目经理与你有一些私人恩怨，他不愿意给你7. 副总裁给你打来紧急电话，说她15 分钟后要去见一个重要的客户，谈一个很大很复杂的关于网站的项目。她给你30 秒钟的时间考虑，然后告诉她这个项目需要多少成本。你迅速地回顾了过去的类似项目，虽然有些信息尚未知晓，但你还是给了她一个大概的数字。你刚才使用的是什么类型的估计方法?A 确定性估计B 预算C 数量级估算D 详细估计

7、8Which of the depreciation methods offers the least tax advantage?A. Double declining balanceB. straight lineC. Sum of the years digitD. Salvage value8. 下列哪种折旧方法享受的税收优惠最小？A双倍余额递减法B直线法C年数总和法D折余值9. There are two projects to choose between: Project A with an NPV of US$45,000; or Project Bwith an NPV of

8、 US $85,000. What is the opportunity costof selecting project B?A. US $45,000B. US $85,000C. US $40,000D. US $130,0009.有两个项目可以被选择: 项目A 净现值（NPV）为45,000 美元；项目B 净现值（NPV）为85,000 美元 选择项目B 的机会成本是多少？A. US $45,000B. US $85,000C. US $40,000D. US $130,00010A project is seriously delayed. Earned value analysis

9、 shows that the projectneeds to be completed 10% faster than the work has been going. To get theproject back on track, management wants to add 10 people to a task currentlyassigned to one person. The project manager disagrees, noting that such anincrease will not produce an increase in speed. This i

10、s an example of:A. law of diminishing returns.B. fast tracking.C. earned value.D. life-cycle costing.10. 项目确实已经延迟。实现值分析显示这个项目需要比现在的情况加快10%来完成。为了使此项目返回预期进度，管理者计划增加10 个人到现在分配给1 人的任务上。项目经理不同意，增加投入未必能够增加速度。这是一个什么的例子？A 收益递减法则B 快速跟进C 实现值D 全生命周期成本11The previous project manager informed management that all

11、was well onthe project. However, the new project manager discovers that the project has aCPI of .89. What does this mean?A. At this time, it is expected that the total project will take 89% longer thanplanned.B. When the project is completed, 89% more than planned will have beenspent.C. The project

12、is only progressing at 89% of what was planned.D. The project is only getting 89 cents out of every dollar invested.11. 前任项目经理告诉管理者项目一切都好，然而，新项目经理发现这个项目的CPI 为089。这意味着什么？A 此刻，预期总体项目进度会比计划的要长89%B 当项目完成时， 花费的要比预期的多89%C 这个项目只取得了计划的89%的进展D 这个项目每一美元投入只获得89 美分的产出12 A management team is trying to decide if

13、it will continue working on aproject that has spent US$500,000. The original estimate for work completed todate was US $200,000. The difference between the actual cost and the originalestimate (US $300,000) is a(n):A. customer cost.B. example of how bad the schedule wasC. direct cost.D. sunk cost.12

14、. 一个管理团队正在确定是否继续某项目，这个项目已经花费了500,000 美元。到目前已完成工作的最初估算为200,000 美元。介于最初估算与实际成本之间的的$300,000 美元称为：A 客户成本B 进度表多么差的一个例子C 直接成本D 沉没成本13What is the fundamental weakness of the earned value concept?A. Not knowing the client's project scope as it relates to the current W BSB. Once the BCWP is calculated. I

15、t is too late to take corrective action on theproject costsC. The ability to provide accurate estimates of the percentage of workcompleted.D. D There is no weakness on this concept13. 什么是挣值（earned value）概念的基本缺点？A由于它与当前的W B S 有关，故无法知道客户项目范围B等到B C W P 计算出来，再对项目成本采取纠正措施就太晚了C要对完工的百分比作出准确评估是很困难的D这个概念中没有缺

16、点14.AC=400,CPI=0.875,PV=325，问EV=？A. 200B. 300C. 350D. 40015. There comes a point, a quality level, where spending more money onimproving the product or service equals the extra revenue generated by doingso. This is known as:A. PaybackB. Marginal analysisC. Product (or service) equilibriumD. Zero tol

17、erance15. 有一个质量水平点，达到后，用于改善产品或服务的成本刚好等于通过质量改善所产生的收益。这是：A. 回收期B. 边际分析C. 产品平衡D. 零容限如果EV（BCWP）=350，用AC（ACWP）=400，PV（BCWS）=325，请回答下述问题16 和17：16. 进度偏差（SV）和进度绩效指标（SPI）为多少？A+25；0.875B+25；1.077C-50；0.875D+50；1.07717. CV 和CPI 为多少？A+25；0.875B+25；1.077C-50；0.875D+50；1.07718If operations on a work package were

18、estimated to cost $1,500 and finishtoday but, instead, have cost $1,350 and are only two-thirds complete, thecost variance is-A. +$150B. -$150C. -$350D. -$50018. 如果一个工作包中的部分操作的估算成本是$1 500，并且在今天完成了，然而实际上成本用了$1 350，而工作只完成了全部的2 / 3，成本偏差是：A+$150B-$150C-$350D-$50019Completion cost forecasting calculation

19、s include:A. EAC=ACWP+(BAC-BCWP)B. EAC = BAC-CVC. EAC=ACWP+(BAC/CPI)D. A or B above19. 完成成本的预测计算应包括：AEAC ACWP+ （B A C - B C W P）BE A C BAC- C VCE A C A C W P + （B A C/C P I）DA 或B20.The performance measurement baseline is theA. BACB. EVC. ACD. ACWS20.绩效测量基准是:ABACBEVCACDACWS21.To what does the followi

20、ng sentence refer? “The concept of optimal qualitylevel is reached at the point where the incremental revenue from productimprovement equals the incremental cost to secure it.”A.Quality control analysisB.Marginal analysisC.Standard quality analysisD.Conformance analysis21.“当质量提高带来的效益等于为了保证质量所花费的成本时的

21、质量为最佳”，这句话是指：A. 质量控制分析B. 边际分析C. 标准质量分析D. 一致性分析22. The _ is a time-phased budget that is used as a basisagainst which to measure, monitor and control overall cost performance on theproject.A. Resource baselineB. Schedule baselineC. Cost performance baselineD. Project management plan22._是按时间分段的预算，用作度量

22、和监控项目整体成本A. 资源基准B. 进度基准C. 成本绩效基准D. 项目管理计划23. 类比估算与下列哪一项相同？A参数估算B自下而上估算C自上而下估算D三点估算24. According to earned value report, the project achieved 30% complete. Anidentified riskwhich is categorized “known unknown” has occurred, and the PM has chosen todraw fundsfrom contingency reserve and take necessary

23、 actions to deal with the problem.What shouldhe do next?A. The schedule baseline should be changed; the cost baseline should not bechanged.B. The cost baseline should be changed; the schedule baseline should not bechanged.C. The schedule and cost baselines should not be changed because the event isa

24、 “known unknown”.D. The schedule and cost baselines should be changed to show the new work.24. 根据挣值报告，项目已经完成了30%。一个识别的“已知的未知”风险出现了，项目经理只好选择动用风险储备金并采取一些必要的活动来解决风险带来的问题。接下来他该做什么？A. 进度基准应该改变，成本基准不变。B. 成本基准应该改变，进度基准不变。C. 进度和成本基准不应该改变，因为这是一个“已知的未知”。D. 进度和成本基准都应改变，以反应新的工作。25. Planned Duration = 12 months,

25、 ACWP = $10,000, BCWP = $14,000, BCWS= $17,500, BAC = $28,000. Based on the above data, if we are now at the endof month 6, then the remaining time needed to complete the project is:A. 6 monthsB. 8 monthsC. 9 monthsD. 4 months25. 计划历时=12 个月，ACWP = $10,000，BCWP = $14,000，BCWS = $17,500,BAC = $28,000

26、根据上述数据，现在是第六个月的结束，完成项目所需的剩余的时间是多少？A. 6 个月B. 8 个月C. 9 个月D. 4 个月26Schedule variance in the monthly report was 0. But there were delays foundin the milestones. Which was not properly reported?A. Variance in communication managementB. Resources management planC. Critical Path StatusD. Risk assessment26.

27、月度报表上的进度偏差是0。但里程碑有所拖延，那么哪一项可能没有在报表上反映出来:A沟通管理中的偏差B资源管理计划C. 关键路径状态D风险评估27A project manager is finalizing a project that has had repeated problemswith cost conformance.He is concerned about what management will say. Whichof the following types of information would be BEST for the project manager touse

28、 to evaluate performance?A. The CPIB. A list of complaints from senior managementC. The last Gantt chartD. The project budget27.项目经理确定一个项目存在与成本相一致的重复出现的问题，他非常担心管理层的看法。下面哪种类型的信息对项目经理评估绩效最有用A CPIB高级管理层的抱怨清单C最终的甘特图D项目预算28Which term describes those costs in a contract that are associated with twoor more

29、 projects but are not traceable to either of them individually?A VariableB DirectC IndirectD Semi variable28.一个合同所规定的成本中有一部分的内容可能牵扯到多个项目， 但是却不能把这部分成本归为哪一个项目的花费，这部分成本叫做什么:A 变动成本B 直接成本C 间接成本D 半变动成本29Your boss has asked you for a cost estimate for the project, but it is early inthe project creation pro

30、cess and there is very little project information. In thiscircumstance, what is the BEST way to estimate this project?A. Do a parametric estimateB. Ask the team for estimates of each taskC. Provide an order of magnitude estimateD. Calculate an estimate using a computer model29.你的老板希望你对项目进行成本估算，可是目前是

31、项目启动过程的初期，只有非常少的项目信息。此种情况下，估算此项目的最好方式是？A做一个参数估算B请团队成员估算每个任务C提供一个量级估算D使用计算机模型计算一个估算30It is expensive to lease office space in cities around the world. Office spacecan cost approximately USD $80 per square foot in the United States. And it cancost approximately Y50, 000 per square meter in Tokyo. Thes

32、e "averages" canhelp a person determine how much it will cost to lease office space in these citiesbased on the amount of space leased. These estimates are examples ofA Why the United States should use the metric systemB Parametric modelingC Bottom-up estimatingD Leasehold data30. 在世界各地的城市

33、租赁办公场所都是非常昂贵的。在美国， 写字楼的租金是大约80美元/每平方米每天。在东京大约50,000 日元/每平方米每天。这些"平均" 数可以帮助人们根据需要的办公场所的面积计算租赁费用这些估计属于下列哪项的事例?A 为什么美国要使用以"米" 为_单位的度量体系B 使用参数模型进行的估计C 自下而上的估计D 租赁数据31 A project manager needs to analyze the project costs to find ways todecrease costs. It would be BEST if the project m

34、anager looks at:A. variable costs and fixed costs.B. fixed costs and indirect costs.C. direct costs and variable costs.D. indirect costs and direct costs.31. 某项目经理需要分析项目成本寻找降低成本的方法。项目经理最好关注下列哪些成本？A 可变成本和固定成本B 固定成本和直接成本C 直接成本和可变成本D 非直接成本和间接成本32. You have been assigned as the project manager on a new

35、project. Theorganization uses a strong matrix structure. You need to purchase computers todo the project. This is an example of:A. limited cost.B. diminishing cost.C. fixed cost.D. indirect cost.32.你被分配为一个新项目的项目经理，这个组织使用的是强矩阵结构，你需要采购电脑用在此项目。这是一个什么成本的例子？A 有限成本B 逐渐缩小的成本C 固定成本D 非直接成本33 To accommodate a

36、 new project in your department, you need to moveresources from oneproject to another. Because your department is currently working at capacity,movingresources will inevitably delay the project from which you move the resources.You shouldmove resources from which of the following projects?A. Project

37、 A with a benefit cost ratio of 0.8, no project charter, and fourresourcesB. Project B with a net present value of US$60000, 12 resources and variablecosts between US$1000 and US$8000 per monthC. Project C with an opportunity cost of US$300000, no project control plan, andan internal rate of return

38、of 12%D. Project D with indirect costs of US$20000 and 13 resources33.准备在你的部门安排一个新项目，你需要从一个项目调动资源到另外一个项目。因为你的部门目前已经满负荷，调动资源一定会推迟被调动了资源的项目。你应该从下面哪个项目中调动资源？A. 项目A 收益成本比是0.8，没有项目章程，有4 个资源B项目B 净现值是US$60000，有12 个资源，每月的变动成本在每月US$1000 和US$8000 之间C. 项目C 机会成本是US$300000，没有项目控制计划，内部收益率是12%D项目D 非直接成本是US$20000，有

39、13 个资源34. You are a project manager for a small construction project. Your projectwas budgeted for US $72,000 over a six-week period. As of today, you've spentUS $22,000 of your budget to complete work that you originally expected tocost US $24,000. According to your schedule, you should have sp

40、ent US$30,000 by this point. Based on these circumstances, your project could beBEST described as:A. Ahead of schedule.B. Behind schedule.C. On schedule.D. Having not enough information provided.34. 你是一个小型建设项目的经理，项目预算为72,000 美元，工期六个星期。到今天为止，你消耗了22000 美元的预算，完成了最初计划需要24000 美元的工作。根据进度，你应该花费30000 美元。根据这

41、些情况，你的项目状态为：A. 进度提前B. 进度落后C. 符合进度D. 信息不足35A cost performance baseline is a product of:A. Resource planning.B. Estimate costs.C. Determine budget.D. Control costs.35.成本绩效基准是下列哪个过程的输出？A资源规划B估算成本C制定预算D控制成本36Which performance measurement tells us how much more of the budget isrequired to finish the proj

42、ect?A. ETCB. EVC. ACD. EAC36.下列哪项绩效测量可以告诉我们完成一个项目还需要多少预算？A. ETCB. EVC. ACD. EAC37 Estimate at completion (EAC) can be computed by taking the budget atcomplete and:A. dividing it by the schedule performance index.B. multiplying it by the schedule performance index.C. multiplying it by the cost perfor

43、mance index.D. dividing it by the cost performance index.37.完工估算（EAC）可以被计算通过完工预算（BAC）：A 除以进度绩效指数（SPI）B 乘以进度绩效指数（SPI）C 乘以成本绩效指数（CPI）D 除以成本绩效指数（CPI）38EAC is a periodic evaluation of:A. Cost of work completeB. Value of work performedC. Anticipated total cost at project completionD. What it will cost to

44、 finish the job38.EAC 是对_的定期评估。A工作完成的成本B完成工作的价值C项目完成时的预期总成本D到完成工作将花费多少39.As of the fourth month on the Acme project, cumulative plannedexpenditures were $100,000. Actual expenditures totaled $120,000. How is theAcme project doing?A It is ahead of schedule.B It is in trouble because of a cost overrun

45、.C It will finish within the original budgetD The information is insufficient to make an assessment.39.在Acme 项目进行的第四个月， 计划的费用是100,000 美元，而实际支出是120，000 美元，这个项目的进度如何?A 比时间表提前B 由于成本超支，项目面临困难C 项目将在原来的预算内完成D 提供的信息不足以对这一问题做出判断40. You are a project manager working through the determine budget process.Your

46、project scope statement provides for a budget of $75,000, but it wasprepared last year prior to your detailed analysis. Which of the following toolsand techniques will you NOT use?A. Cost aggregationB. Reserve analysis.C. Funding limit reconciliationD. Cost of Quality40. 你是项目经理，正处于制定预算过程。你手里的项目范围说明书

47、给出了一个75000 美元的预算，但是那是去年在你没有进行详细分析之前的一个预算。下面的各种工具和技术，你将不会用到：A. 费用汇总B. 准备金分析C. 资金限制平衡D. 质量成本41. According to your project network diagram, the critical path for the projectis six weeks. One week into the project, the project sponsor informs you that theexecutive steering committee has moved the projec

48、ts finish date to two weekssooner than your published finish date. Assuming you are on schedule, what isthe project slack?A.Two weeks.B.Four weeks.C.Minus two weeks.D.Minus four weeks.41.据项目网络图，项目的关键路径为6 周。在项目执行一周之后，项目发起人告诉你执行筹划委员会决定将项目的竣工日期提前两周。假设项目目前符合进度计划，那项目的时差将是多少？A两周B四周C负两周D负四周42. 某项目BAC=5000，

49、AC=1200，EV=1000，PV=900，请计算：（1）目前的项目进度（2）如果绩效维持最初计划状态到结束，EAC？A. 167%，6000B. 20%， 6000C. 20%， 5200D. 16.7%，520043Midway through the project, the labor costs exceed the budget by 30%. Thiscan MOST likely be _attributed to the:A、Failure to use parametric estimating techniquesB、Unidentified work not bein

50、g budgetedC、Failure to use non-parametric estimating techniquesD、Flawed contracting43.项目进行一半时，人工成本超出预算30%。这最有可能归因于：A 未运用参数估算技术B 对某工作没有加以识别并做出预算C 未运用非参数估算技术D 合同承包有缺陷44. 一个项目SPI=1.05 ，CPI = 0.5，目前的状态？A进度超前，成本节约B成本节约，进度落后C进度落后，成本超支D进度超前，成本超支45. 你负责一个项目，PV=1200，EV=1300，AC=1000，则CPI？A. 等于1B. 小于1C. 不确定D.

51、大于146审计已将某项目大大超过预算的若干原因记录在案。报告中的以下各项中，哪项最不可信?A. CPI=1.05 没有得到及时汇报B. 项目期限估计不准确C. 模拟估算不当D. 20%货源延误47. CV=0，SV<0 问要关注哪个?A. 成本节约B. 进度提前C. 成本超支D. 进度落后48. 项目团队报告当前项目执行进度落后，成本超支，项目的情况是：A. CPI<1, SPI>1B. CPI>1, SPI<1C. CPI<1, SPI<1D. CPI>1, SPI>149. 项目经理用公式EAC = AC + (BAC - EV)来估算

52、项目完工时的费用，这是利用以下哪一项来进行预测？A. 新估算B. 假设以当前CPI 完成ETC 工作C. 假设将按预算单价完成ETC 工作D. 假设SPI 与CPI 将同时影响ETC 工作50有二个项目，目前的状态分别为：项目1： SPI=1.1，CPI=1.2，CV=300项目2： CPI=2，SPI=0.2，SV= 200请问下面描述哪个最合适？A. 项目1 成本低于预算，进度符合计划B. 项目1 成本低于预算，进度延迟C. 项目2 进度提前，成本低于预算D. 项目2 进度延迟，成本低于预算答案：1.参考答案：B。这只是一个经验值，参见培训讲义第175 页2.参考答案：D。当项目完工时，全

53、部的计划价值都将实现，即EV=BAC。参见培训讲义第174 页，或PMBOK 指南第五版第218 页3.参考答案：D。收益递减规律：随着投入的增加，单位投入的产出，会呈现逐渐减少的趋势。参见培训讲义第155 页4.参考答案：B。生命周期成本。参见培训讲义第153 页，或PMBOK 指南第五版第195页5.参考答案：B。沉没成本是指已经发生的成本，做预算时不需要再考虑的。参见培训讲义第164 页，或PMBOK 指南第五版第207 页6.参考答案：A。制定项目预算需要参考风险登记册。参见培训讲义第165 页，或PMBOK指南第五版第208 页7.参考答案：C。很快的、粗略的估算，就是量级估算。参见

54、培训讲义第161 页，或PMBOK指南第五版第201 页8.参考答案：B。折旧可以抵扣所得税。选项A 和C 是加速折旧法，折旧额越快，抵扣的所得税越多，对企业越有利。直线折旧法是每年平均额度折旧，对企业不利。参见培训讲义第156 页9.参考答案：A。机会成本是指选择一个项目，放弃另外一个项目，另外一个项目有可能带来的收益。参见培训讲义第155 页10.参考答案：A。收益递减规律：随着投入的增加，单位投入的产出，会呈现逐渐减少的趋势。参见培训讲义第155 页答案：11.参考答案：D。CPI 的含义，是指每花一美元所带来的价值。参见培训讲义第175 页，或PMBOK 指南第五版第219 页12.参

55、考答案：D。沉没成本是指目前为止，已经发生的成本，或者没有带来价值的成本。参见培训讲义第155 页13.参考答案：C。挣值管理的基本缺点是对完工的百分比（EV）很难准确评估。参见培训讲义第180 页，或PMBOK 指南第五版第217-223 页14.参考答案：C。EV=AC*CPI=400*0.875=350。参见培训讲义第175 页，或PMBOK指南第五版第219 页15.参考答案：B。边际分析的定义，参见培训讲义第155 页16.参考答案： B 。SV=EV-PV=350-325=25 ， SPI=EV/PV=1.077 。参见培训讲义第174-175 页，或PMBOK 指南第五版第218-219 页17.参考答案：C。CV=EV-AC=350-400=-50，CPI=EV/AC=350/400=0.875。参见培训讲义第174-175 页，或PMBOK 指南第五版第218-2