a project manager believes that modifying the scope of the project may provide added value for the customer. the project manager should:

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• 1which of the following is referred to as sunk cost:

  A.management reserve

  B.contingency fund

  C.cost budgeted for construction under water

  D.expended funds over which there is no further control

  E.forecasted budget over-runs

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• 2which is not a negotiation tactic、

  A.imposing deadlines

  B.surprises

  C.person with authority is absent

  D.reasoning together

  E.all are negotiations tactics

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• 3when planning, organizing, coordinating, and controlling a project an important human resources skill or ability would be

  A.building multi-disciplinary teams

  B.managing conflict

  C.communicating orally and in writing with all levels of personnel

  D.involving senior management

  E.all are important

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• 4the purpose of a dummy activity in an activity-on-arrow diagram is to:

  A.identify a task that could be replaced by another.

  B.take the slack time into account.

  C.show a task that is not necessarily neede

  D.D.denote a mileston

  E.E.show a dependency relationship.

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• 5the document authorizing functional areas to charge against the project is the:

  A.work authorization form

  B.scope baseline

  C.project charter

  D.management plan

  E.linear responsibility chart

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• 6as a project is carried out and slack time is consumed on individual tasks, the slack left over for the remaining tasks is:

  A.insignificant.

  B.reduced.

  C.unchange

  D.C.unchanged.D.increased.

  E.doubled.

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• 7group brainstorming encourages all of the following except:

  A.team building

  B.uninhibited verbalization

  C.decision making

  D.analysis of alternatives

  E.convergent thinking

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• 8non-conformance penalties are a form of （    ）.

  A.quality incentive

  B.risk sharing

  C.contract negotiations

  D.quality assurance programs

  E.none of the above.

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• 9risk event status is defined as （    ） .

  A.risk probability x amount at stake.

  B.the severity of the consequences.

  C.how likely the event is to occur with risk.

  D.(cost + benefit + business risk) / insurable risk.

  E.b and c

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• 10there are hard causes of conflict (e.g. conflicting schedules) and soft causes. soft causes are as important as hard causes. soft causesinclude diversity of disciplinary expertise, （    ）, and the project manager's power of reward and punishment.

  A.performance tradeoffs

  B.ambiguity of roles

  C.administrative procedures

  D.determining earned value

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