专业英语-整理版

Chapter1Introduction:WhyProjectManagement?True/FalseProjectshaveaprocessorientation.FClientinterestinaprojectishighestduringtheterminationandconceptualphases.TMultipleChoice.Aprojecttypicallyhas:Adefinedstartandenddate.Adefinedstartdatebutnodefinedenddate.Nodefinedstartbutadefinedenddate.Nodefinedstartorenddate.Whichofthefollowingstatementsaboutprojectsuccesscriteriaisbest?Projectcostisanexternalperformancemeasure.Completiontimeisaninternalperformancemeasure.Clientacceptanceisaninternalperformancemeasure.Clientacceptanceisoftenreferredtoasconductingaqualitycheck.ShortAnswer1)Whatchangesinthebusinessenvironmenthavenecessitatedagreateruseofprojectmanagementskills?Chapter2TheOrganizationalContext:Strategy,Structure,andCultureTrue/FalseThesameprojectmanagedinthesamefashionmaysucceedinoneorganizationbutfailinanother.TOrganizationalculturecanbeinfluencedinavarietyofways,includingbyrewardsystemsandkeyorganizationalmembers.TMultipleChoiceWhichofthefollowingisnotanelementofstrategicmanagement?formulatingcross-functionaldecisionsimplementingcross-functionaldecisionsevaluatingcross-functionaldecisionseliminatingcross-functionaldecisionsCompaniesthatarestructuredbygroupingpeopleperformingsimilaractivitiesintodepartmentsare:projectorganizations.functionalorganizations.matrixorganizationsdepartmentalorganizations.Chapter3ProjectSelectionTrue/FalseAsimplifiedscoringmodeladdressesalltheweaknessofachecklistmodelforprojectscreening.TThepresentvalueofmoneyislowerthefurtheroutinthefutureIexpecttospendit.FMultipleChoiceAninternaloperatingissueinprojectscreeningandselectionis:expectedreturnoninvestment.changeinphysicalenvironment.patentprotection.chancethatthefirm'sgoodwillwillsufferduetothequalityofthefinishedproject.Aprojectwiththechanceforabigpayoutmaybefundedifanimportantcriterionis:cost.opportunity.topmanagementpressure.risk.ShortAnswer1)Whatisthetimevalueofmoneyprincipleandhowdoesitapplytoprojectselection?P91,thefronthalfChapter4LeadershipandtheProjectManagerTrue/FalseThemostimportantcharacteristicofaprojectleaderisabilitytoinspire.FThenewleadermustmakeaconsciousefforttodistancehimselffromthepeoplebeingled.FMultipleChoiceAprojectchampionis:aprojectmanagerthatalwayscompletesprojectswithintheallottedtimeframe.asponsorintopmanagementthatiskeenlyinterestedintheproject'ssuccess.aprojectmanagerthatalwayscompletesprojectswithintheallottedbudget.aprojectmanagerthatalwayscompletesprojectswithintheallottedtimeframeandunderbudget.Whichofthefollowingisatraditionaldutyofaprojectchampion?cheerleadervisionarypoliticiantechnicalunderstandingChapter5ScopeManagementTrue/FalseScopemanagementisthefunctioncontrollingaprojectintermsofitsgoalsandobjectivesduringtheexecutionphase.FScopereportingnotonlyidentifiesthetypeofinformationthatwillbereported,butalsotowhomitwillbereportedandwithwhatfrequency.TMultipleChoiceWhichoftheseisnotatypicalelementofastatementofwork?introductionandbackgroundalistofactivitiesneededtocompletetheprojecttechnicaldescriptionoftheprojecttimelineandmilestonesInthecaseofprojectsdevelopedforexternalclients,workauthorizationtypicallyaddresses:budgetlinkage.audittrailestablishment.resourcerequirements.contractualobligations.Chapter6ProjectTeamBuilding,Conflict,andNegotiationTrue/FalseThefirststepinassemblingaprojectteamistotalktopotentialteammembers.FCross-functionalcooperationdirectlyinfluencesboththeactualimplementationoftheprojectandtheteammembers'assessmentthattheprojectexperiencewasworthwhile.TMultipleChoiceProjectmanagementpeopleskillsinclude:jectevaluation.Whichofthesefactorsdoesnotinfluencecross-functionalcooperation?accessibilityphysicalproximityrulesandproceduresself-efficacy.ShortAnswer1)Whatarethestepsinassemblingaprojectteam?Whichismostcritical?Why?P183Chapter7RiskManagementTrue/FalseTheriskishighestintheearliestphaseoftheprojectlifecycle.TContingencyreservesrequireaconstructioncompanytoholdbacksomefundsinanaccountjustincasesomethinghappensthatincreasestheoverallprojectcostTMultipleChoiceRiskmanagementisa:threestageprocess.fourstageprocess.fivestageprocess.sixstageprocessTheprobabilitythatlegalandmanagerialstructuresputtogethertodevelopandoperatetheprojectwillnotperformwellis:egrationrisk.Chapter8CostEstimationandBudgetingTrue/FalseDirectcostsarethoseclearlyassignedtotheaspectoftheprojectthatgeneratedthecost.TMaterialisanexampleofacostthatisrecurring,variableanddirect.TMultipleChoiceWhichofthefollowingisadirectcost?laborrentdepreciationonequipmenthealthbenefitsWorkerspaid$15.00perhourwithanoverheadchargeof1.45andapersonaltimeallowanceof1.15,havewhattotaldirectlaborcostforan8-hourworkday?$151.30$174.00$200.10$236.80Chapter9ProjectScheduling:Networks,DurationEstimation,andCriticalPathTrue/FalsePrecedingactivitiesarethosethatmustoccurbeforeotherscanbedoneTAbackwardpassisperformedwhenitisnecessarytoundosomeworkthathasbeenperformedinordertocompleteitproperly.FMultipleChoiceTheleastamountoffloatisfound:inaresource-limitedschedule.afteraburstactivity.onthecriticalpath.afteramergeactivity.Anactivityhasanoptimistictimeestimateof15days,amostlikelyestimateof24days,andapessimisticestimateof40days.Whatistheexpecteddurationoftheactivity?lessthan27daysbutgreaterthanorequalto26dayslessthan26daysbutgreaterthanorequalto25dayslessthan25daysbutgreaterthanorequalto24dayslessthan24daysChapter10ProjectScheduling:Lagging,Crashing,andActivityNetworksTrue/FalseFinishtostartlagsarethesameasadditionalactivityslack.FThecriticalpathmaynotcontainadummyactivity.TMultipleChoiceThemostcommontypeoflogicalsequencingbetweentasksisreferredtoasthe:finishtostartrelationshipfinishtofinishrelationship.starttostartrelationship.starttofinishrelationship.Anactivityperformedbyasubcontractorisscheduledfor20weeksatananticipatedcostof$100,000.Duetoslippageonthecriticalpathyouneedtoreducethisactivitybythreeweeks.Ifthesubcontractorinformsyouthattheactivitycanbecompletedin15weeksfor$200,000,whatistheslopefortheactivity?$20,000perweek$33,333perweek$5,000perweek$13,333perweekShortAnswer1)WhatarethestrengthsandweaknessesofAOAandAONtechniques?Chapter11CriticalChainProjectSchedulingTrue/FalseIfpeoplebelievethattheybuiltextratimeintotheirinitialestimates,theyareusuallymorelikelytobeginprojectworkrightaway.TThecriticalchainisusuallythesameasthecriticalpath.FMultipleChoiceThefirststepinTOCmethodologyisto:identifytheconstraint.exploittheconstraint.subordinatethesystemtotheconstraint.elevatetheconstraint.InordertoestimatecompletionofaGaussian,orlognormal,distributedactivitytimewitha90%orhigherdegreeofconfidence,thetimemaybeoverestimatedbyasmuchas:20%.80%.160%.200%.Chapter12ResourceManagementTrue/FalseAllthatisneededtocreatearesourceloadingcalendaristheWorkBreakdownStructureandtheactivitynetwork.TIn-processinventoryrepresentstheamountofworkwaitingtobecompletedbutdelayedduetounavailableresources.TMultipleChoiceAprojectthatmustbefinishedbyDecember31stis:timeconstrained.P381resourceconstrained.mix-constrained.capacityconstrained.Theamountsofindividualresourcesthataschedulerequiresduringaspecifictimeperiodsisreferredtoastheresource's:loading.capacity.constraint.drag.Chapter13ProjectEvaluationandControlTrue/FalseGapanalysisreferstoanymeasurementprocessthatfirstdeterminesthegoalsandthenthedegreetowhichtheactualperformancelivesuptothosegoals.FTheprojectimplementationprofileassess