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1、1. The cumulative CPI has been shown to be relatively stable after what percentage 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 PMthat he wanted to cut the 6 month project to3 monthsby doubling the number of resources. The PMwas experienced enough to know this would NOT work because of A. Sunk costsB. Resources de
3、preciationC. 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 project s deliverables,or you can buy the
4、 deliverablefrom 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
5、佣一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 evaluated except: :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
6、. 某人刚刚被任命为某项目的项目经理， 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
7、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
8、NPV of US $45,000; or Project Bwith an NPV of 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 $130,00010. A proj
9、ect is seriously delayed. Earned value analysis shows that the projectneeds to be completed 10%faster than the work has been going. To get the project back on track, management wants to add 10 people to a task currentlyassigned to one person. The project manager disagrees, noting that such anincreas
10、e will not produce an increase in speed. This is 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11 The pr
11、evious project manager informed management that all 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 than planned.B. When the project is completed, 89% m
12、ore than planned will have been spent.C. The project 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
13、元投入只获得 89 美分的产出12 A management team is trying to decide if 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. exampl
14、e of how bad the schedule wasC. direct cost.D. sunk cost.12. 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13 What is the fundamental weakness of the earned value concept?A. Not knowing the clients project scope as it r
15、elates to the current W BSB. Once the BCWP is calculated. It is too late to take corrective action on the project costsC. The ability to provide accurate estimates of the percentage of work completed.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.这个概念中没有缺点14. AC=400,CPI=0.875,PV=325，问 EV=?A. 200B. 300C. 350D. 40015. There comes a point, a
