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项目管理培训师康路晨1PMP考试模拟试题（一）1.Buyersuseavarietyofmethodstoprovideincentivestoasellertocompleteworkearlyorwithincertaincontractuallyspecifiedtimeframes.Onesuchincentiveistheuseofliquidateddamages.Fromtheseller'sperspective,liquidateddamagesarewhatformofincentive?a.Positiveb.Negativec.Nomid.Reversee.Risk-prone买主使用各种方法以使承包商更早的或在某些契约指定时间框架内完成工作。一种方式是清算赔偿金的应用，从承包商的观点看，清算赔偿金是那一种类型的激励?a.积极地b.消极地c.轻微地d.反面地e.风险倾向地2.Paymentbondsareoftenrequiredbythecontractandrequirespecificactionsunderthestatedconditions.Paymentbondsarespecificallydesignedtoensurethattheprimecontractorprovidespaymentof-a.Insurancepremiumsb.Weeklypayrollsc.Incrementalearnecd.Subcontractors,laborers,andsuppliersofmateriale.Damagesforaccidentscaused在合同中通常需要付款保函，同时在所陈述的情况下需要采取特别措施。付款保函是专门用于保证为主要承包商提供什么样的付款-a.保险费b.每周的薪水c.增加所得d.转包商、劳动力和原料供应le.意外事故造成的损失3.Whenasellerbreachesacontract,thebuyercannotreceive-a.Compensatorydamagesb.Punitivedamagesc.Specificperformance项目管理培训师康路晨2d.Liquidateddamagese.Alltheabove当承包商违反合同，购买者不能得到-a.补偿性的赔偿金b.惩罚性的赔偿金c.特殊的执行d.清算赔偿金e.上述所有4.Thecontractingfunctioninanorganizationisconsideredtobedecentralizedwhen-a.Eachprojectmanagerhascontroloverthecontractingprocessforhisorherprojectb.Theprojectmanagercontrolscontractawardc.Thecontractingpersonappointedtotheprojectisavailableandundertheprojectmanager'sdirectcontrold.Contractingistailoredtoasingleprojecte.Allabove在什么时候，组织内合同的功能可以被分散考虑-a.每个项目经理都他的/她的项目的合同程序b.项目经理控制着合同的奖励c.在项目经理的直接领导下，可用指定的项目合同人d.合同针对单个项目e.上述所有5.Whichofthefollowingtermsrepresentsacontracttypecategory?a.Fixed-priceb.Cost-reimbursementc.Unit-priced.a&be.a,b,&c下列那一个描述了合同的类型?a.固定价b.成本补偿c.单元价d.a和be.a,b,和c6.Whichitemisnotabasicelementofacontract?a.Offerb.Acceptancec.Considerationd.Pricingstructuree.Legalityofpurpose项目管理培训师康路晨3下列那一个不是合同的基本的因素?a.出价b.接受c.报酬d.价格结构e.有意图的法律责任7.Threetechniquesusedforprocurementplanningare-a.Make-or-buyanalysis,expertjudgment,andcontracttypeselectionb.Fixed-price,cost-reimbursement,andunit-pricecontractsc.Costandscheduleestimates,invoiceprocessing,andcashflowprojectionsd.Scopestatement,changemanagement,andmarketinganalysise.Contracttypeselection,negotiation,andcashflowprojections用于采购计划编制的三种技能是-a.制造或购买的分析，专家判断和合同类型的选择b.固定价、成本补偿和单元价c.成本和进度预计、发票处理和现金流推算d.范围描述、变更管理和市场分析e.合同类型选择、谈判和现金流推算8.Abuyerhasnegotiatedafixed-priceincentivecontractwiththeseller.Thecontracthasatargetcostof$200,000,atargetprofitof$30,000,andatargetpriceof$230,000.Thebuyerhasalsonegotiatedaceilingpriceof$270,000andashareratioof70/30.Ifthesellercompletesthecontractwithactualcostsof$170,000,howmuchprofitwillthebuyerpaytheseller?a.$21,000b.$30,000c.$35,000d.$39,000e.$51,000买主正同承包商谈一个固定价加奖励的合同。合同的目标成本是$200,000，目标利润是$30,000，目标价是$230,000。买主也规定了最高价是$270,000共享比例是70/30。如果承包商完成合同时实际成本是$170,000，买主要付承包商多少利润?a.$21,000b.$30,000c.$35,000d.$39,000e.$51,0009.Contractsmaybewritteninanyformthatisunderstandableandenforceable,soprojectpersonneloftenattempttobecreativeindevelopingthecontract'stermsandconditions.Ifallthefollowingoptionsareavailable,thebestcourseofactiontomeettherequirementsoftheprojectisto-项目管理培训师康路晨4a.Preqareuniquetermsandconditionsb.Tailoranexistingcontractc.Usestandardclauseswheneverpossibled.Avoidusingcontractualdocumentse.Noneoftheabove合同可能用可以理解的和强制的形式书写，所以项目人员常常试图使用“创造性”完善合同的条款和条件。如果下列所有的选择可用，满足项目的最好的行动方针是-a.准备独特的条款和条件b.适用一个现有的合同c.只要有可能就使用标准条款d.避免使用合同文件e.上述都不是10.Whencostsincreasebecauseofchangesinthescopeofwork,theprojectisexperiencing-a.Acceleratedcostsb.Costgrowthc.Costescalationd.Costoverrune.Costrisk当成本由于工作范围的变更而增加时，此项目正经历-a.加速的成本b.成本增加c.成本扩大d.成本超支e.成本风险11。Costestimatingcanbebestdescribedbywhichofthefollowing:a.Theprocessofdevelopingthefuturetrendsalongwiththeassessmentofprobabilities,uncertainties,andinflationthatcouldoccurduringtheproject.b.Theprocessofassemblingandpredictingcostsofaprojectoveritslifecycle.c.Theprocessofestablishingbudgets,standards,andamonitoringsystembywhichtheinvestmentcostoftheprojectcanbemeasuredandmanaged.d.Theprocessofgathering,accumulating,analyzing,monitoring,reporting,andmanagingthecostsonanon-goingbasis.以下描述中哪一个最贴切的描述了费用估算：a.是对未来项目进行过程中发生的可能性，不确定性及夸大性进行趋势估定的方法b.是组合并预计项目超出其生命周期费用的方法c.是制定预算，标准及监测系统以衡量并管理项目投资成本的方法d.是在不断进行的基础上搜集，分析，检测，报告并管理成本的一种方法12。Whatisthepurposeoftheworkbreakdownstructure(WBS)?项目管理培训师康路晨5a.TheWBSallowstheprojectmanagertodelegateresponsibilityofalloftheprojectactivities.b.TheWBSisanarrativedescriptionoftheworkrequiredfortheproject.c.TheWBSdescribesthetotalprogramasasummationofsubdividedelements.d.TheWBSisastatementofwhatwillbemade,howmanyunitswillbemade,andwhentheywillbemade.工作分解结构(WBS)的目的是a.WBS允许项目经理承担所有项目活动的责任.b.WBS是项目所需工作的文字性描述c.WBS将整个程序描述为细分要素的汇总d.WBS描述了做什么，做多少以及什么时候做13．Whichtypeofprojectcostestimateisthemostaccurate?a.Preliminaryb.Definitivec.Orderofmagnituded.Conceptual那一类项目成本估算最精确?a.初步估算b.最终估算c.数量级估算d.概念估算14。Whichofthefollowingtypeofcontractsismostpreferabletothecontractordoingtheprojectwork?a.Costplusfixedfeeb.Fixedpricec.Fixedpriceplusincentivefeed.Bandc以下那种合同更有利于承包商进行项目工作?a.成本加固定费用合同b.固定价格合同c.固定价格加奖励费用合同d.B和C15。Toassistinbudgetcontrol,itissuggestedthattheestimateoccuratthe_______levelo