首页>软考练习题一：
During a routine project update, the project sponsor stakes that the project schedule is unacceptably long. The project manager agrees to provide a proposal to accelerate the schedule.This is an example of which of the following?
A.PUSH COMMUNICATION
B.INTERACTIVE COMMUNICATION
C.Success modeling
D.Timeline adjustment
在一次例行项目更新中，项目发起人称项目进度时间之长不可接受。项目经理同意提供一份加快该进度计划的建议书。这属于下列哪一项的实例？
A.推式沟通
B.交互式沟通
C.成功模型
D.时间线调整
软考练习题二
While working with the project team to prepare a network diagram, the project manager notices a series of activities can be performed in parallel, but must be finished in a specific sequence.What activity sequencing method is required?
A, Operational diagramming method
B. Precedence diagramming method
C. Critical path method
D. Arrow diagramming method
与项目团队一起合作制作一份网络图的时候，项目经理注意到一系列活动能够并行执行，且必须按特定顺序完成。这需要哪一种活动排序方法？
A.操作绘图法
B.紧前关系绘图法
C.关键路径法
D.箭头绘图法
软考练习题三：
In which stage of team development do team members begin to work together and adjust work habits and behaviors that support the team?
A.Forming
B.Storming
C.Performing
D.norming
团队成员开始一起工作并调整支持团队的工作习惯和行为属于团队发展的哪一个阶段？
A.形成阶段
B.震荡阶段
C.成熟阶段
D.规范阶段
软考练习题四
A project manager finds that a project's planned value (PV) is US$120 million, its earned value (EV) is US$6 million, and its actual cost (AC) is US$60 million. Which of the following describes the project's completion status?
A. The project is ahead of schedule and on budget
B. There is not enough information to calculate the cost performance index (CPI)
C. The project is behind schedule and over budget
D. The project is behind schedule and on budget
项目经理发现项目的计划价值(PV)为1.2亿美元，净值(EV)为600万美元，实际成本(AC)为6000万美元。下列哪一项描述了项目的完成状态？
A.项目超前于进度，并符合预算
B.信息不足，无法计算成本绩效指数(CPI)
C.项目落后于进度，并超出预算
D.项目落后于进度，但符合预算
1、答案：B，PMP答案解析：有来有去，交互式沟通。
2、答案：B。PMP答案解析：排列活动顺序的工具，紧前关系绘图法PDM。
3、答案：D。PMP答案解析：在规范阶段，团队成员开始协同工作，并调整各自的工作习惯和行为来支持团队，团队成员开始相互信任。
4、答案：C。PMP答案解析：SPI=600/12000=0.05进度落后，CPI=600/6000=0.1成本超支。根据干系人的职权（权力）大小及对项目结果的关注（利益）程度进行分类，以便管理好不同干系人。
During a routine project update, the project sponsor stakes that the project schedule is unacceptably long. The project manager agrees to provide a proposal to accelerate the schedule.This is an example of which of the following?
A.PUSH COMMUNICATION
B.INTERACTIVE COMMUNICATION
C.Success modeling
D.Timeline adjustment
在一次例行项目更新中，项目发起人称项目进度时间之长不可接受。项目经理同意提供一份加快该进度计划的建议书。这属于下列哪一项的实例？
A.推式沟通
B.交互式沟通
C.成功模型
D.时间线调整
软考练习题二
While working with the project team to prepare a network diagram, the project manager notices a series of activities can be performed in parallel, but must be finished in a specific sequence.What activity sequencing method is required?
A, Operational diagramming method
B. Precedence diagramming method
C. Critical path method
D. Arrow diagramming method
与项目团队一起合作制作一份网络图的时候，项目经理注意到一系列活动能够并行执行，且必须按特定顺序完成。这需要哪一种活动排序方法？
A.操作绘图法
B.紧前关系绘图法
C.关键路径法
D.箭头绘图法
软考练习题三：
In which stage of team development do team members begin to work together and adjust work habits and behaviors that support the team?
A.Forming
B.Storming
C.Performing
D.norming
团队成员开始一起工作并调整支持团队的工作习惯和行为属于团队发展的哪一个阶段？
A.形成阶段
B.震荡阶段
C.成熟阶段
D.规范阶段
软考练习题四
A project manager finds that a project's planned value (PV) is US$120 million, its earned value (EV) is US$6 million, and its actual cost (AC) is US$60 million. Which of the following describes the project's completion status?
A. The project is ahead of schedule and on budget
B. There is not enough information to calculate the cost performance index (CPI)
C. The project is behind schedule and over budget
D. The project is behind schedule and on budget
项目经理发现项目的计划价值(PV)为1.2亿美元，净值(EV)为600万美元，实际成本(AC)为6000万美元。下列哪一项描述了项目的完成状态？
A.项目超前于进度，并符合预算
B.信息不足，无法计算成本绩效指数(CPI)
C.项目落后于进度，并超出预算
D.项目落后于进度，但符合预算
1、答案：B，PMP答案解析：有来有去，交互式沟通。
2、答案：B。PMP答案解析：排列活动顺序的工具，紧前关系绘图法PDM。
3、答案：D。PMP答案解析：在规范阶段，团队成员开始协同工作，并调整各自的工作习惯和行为来支持团队，团队成员开始相互信任。
4、答案：C。PMP答案解析：SPI=600/12000=0.05进度落后，CPI=600/6000=0.1成本超支。根据干系人的职权（权力）大小及对项目结果的关注（利益）程度进行分类，以便管理好不同干系人。
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