2．If the project was supposed to have $1.000worth of work accomplished, but only completed $850 worth of work, what is the Scheduled Variance?
$150
$1.500
Cannot calculate from the information provided
.-$150

若項(xiàng)目完成預(yù)計(jì)價(jià)值$1.000，但僅完成$850的工作， 則進(jìn)度偏差為：
$150
$1.500
以上資料無法計(jì)算
-$150

3．Using the table below, what is the Present Value of an annual expenditure of $4,000per year over the next three years at 10% pre year?

Year  Present Value of $1 at 10%
 Present Value of $1 at 12%
 
1
 0.909
 0.893
 
2
 0.826
 0.797
 
3
 0.751
 0.712
 
4
 0.683
 0.636
 

-$9,608
-$7,206
_$9,944
$6,551

運(yùn)用下表，計(jì)算年金流出流量為$4，000三年后的現(xiàn)值（利率10%/年）.

年度  $1在10%的利率下現(xiàn)值
 $1在12%的利率下現(xiàn)值
 
1
 0.909
 0.893
 
2
 0.826
 0.797
 
3
 0.751
 0.712
 
4
 0.683
 0.636
 

-$9，608
-$7，206
_$9，944
$6，551

4. The initial cost of your project is $25,000, which will save the company $6,000 per year for the next four years. Using the above table. If your company wants a 12% ROI, what is the NPV of the project?
-$1,000
_$6,772
+$1,758
+$6,772

你的項(xiàng)目的初始費(fèi)用為$25，000，而在今后的四年中每年將為公司節(jié)省$6，000，運(yùn)用上表，若你的公司想獲得12%的投資回報(bào)（ROI），則該項(xiàng)目的NPV凈現(xiàn)值是：
-$1，000
_$6，772
+$1，758
+$6，772

5. ABC company commonly used Sum of the Years method to calculate depreciation on assets. They purchased a computer which cost $15,000, knowing they can sell it at the end of three years for $3,000. How much depreciation is taken the third year?
$4,000
$2,000
$7,500
$2,500

ABC公司通常使用年數(shù)和計(jì)折舊法計(jì)算資產(chǎn)折舊. 他們購買了一臺(tái)價(jià)值$15，000的計(jì)算機(jī)，在第三年末該機(jī)可以$3，000的價(jià)格出售，則第三年所提的折舊為：
$4，000
$2，000
$7，500
$2，500

6. Your company has established a reward and recognition system for its project management professionals. Project cost performance is used as a criterion to determine rewards. What should you do to ensure that rewards reflect actual performance?
Consider overtime work as part of the job
Prepare a cost baseline
Use earned value management to monitor performance
Estimate and budget controllable and monitor performance

你們公司為項(xiàng)目管理的專業(yè)人士建立了一套獎(jiǎng)勵(lì)與考評(píng)系統(tǒng). 項(xiàng)目成本業(yè)績即是決定獎(jiǎng)勵(lì)的標(biāo)準(zhǔn)之一. 為了確保所給出的獎(jiǎng)勵(lì)能真正反映實(shí)際的業(yè)績，你應(yīng)該采取什么措施？
將加班視為工作的一部分
設(shè)定一個(gè)成本基線
利用掙值管理來監(jiān)控業(yè)績
對(duì)可控和不可控成本分別做出評(píng)估和預(yù)算

7. On a small project, one of the vendors informs the PM that he will substitute a better quality pipe for the pipe included in the initial plan since the pipe originally quoted is unavailable. Due to circumstances, the vendor indicated there would be no additional cost to the project. He also informs the PM that, due to a slight delay in delivery of the pipe, he will work on another task ahead of schedule. Where will the PM record these modifications?
WBS
Cost change control
Scope change control
Project schedule
A & d

在一個(gè)小項(xiàng)目中，一個(gè)供應(yīng)商通知項(xiàng)目經(jīng)理他將用高質(zhì)量的管道替代原有管道，此方案放到立項(xiàng)計(jì)劃里，因?yàn)楣艿赖脑�先的�?bào)價(jià)沒有. 鑒于這種情況，供應(yīng)商提出他們不增加項(xiàng)目成本. 他同時(shí)告訴項(xiàng)目經(jīng)理因?yàn)楣艿烙幸稽c(diǎn)延遲，他將做其他超出進(jìn)度的工作. 項(xiàng)目經(jīng)理將把此變更記在那里?
工作分解結(jié)構(gòu)
成本變更控制
范圍變更控制
項(xiàng)目進(jìn)度
A 和 d
8. To integrate approved scope changes, the PM should begin with:
Approved budget
Project schedule
Human resource requirements
Product description
WBS

為了綜合的批準(zhǔn)范圍變更，項(xiàng)目經(jīng)理首先應(yīng)當(dāng)開始：
批準(zhǔn)預(yù)算
確定項(xiàng)目進(jìn)度
尋找人員
產(chǎn)品描述
工作分解結(jié)構(gòu)WBS

9. Change requests are an integral part of a project, and one of the ways a PM controls scope changes. Change requests are a result of:
Changes in quality of a vendor-provided component.
A beneficial change, which occurred after the scope was approved.
An error or omission is the product description.
A “make or buy” decision which was modified.
All of the above

變更要求是一個(gè)項(xiàng)目的主要部分，也是項(xiàng)目經(jīng)理控制范圍變更的一種方法. 變更要求是—的結(jié)果:
變更賣主提供的成分的質(zhì)量
一個(gè)有益的變更，它發(fā)生在范圍被批準(zhǔn)之后
產(chǎn)品描述的一個(gè)錯(cuò)誤或遺漏
一個(gè)修改的“做或買”的決定
上述所有

10. In a project environment, functional managers are responsible for:
Acting as a sounding board for clarification of critical issues.
Setting ground rules and assumptions
Outlining time, cost and performance constraints.
Identifying and developing mitigation strategies for areas of risk.
Establishing administrative policies

在項(xiàng)目環(huán)境下，功能經(jīng)理的責(zé)任是：
充當(dāng)一個(gè)澄清關(guān)鍵問題的宣傳媒介
設(shè)定基本規(guī)則和假設(shè)
勾畫時(shí)間、成本和執(zhí)行限制的輪廓
確定和完善風(fēng)險(xiǎn)范圍內(nèi)的減輕策略
建立管理政策