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

若项目完成预计价值$1.000，但仅完成$850的工作， 则进度偏差为：
$150
$1.500
以上资料无法计算
-$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

运用下表，计算年金流出流量为$4，000三年后的现值（利率10%/年）.

年度  $1在10%的利率下现值
 $1在12%的利率下现值
 
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

你的项目的初始费用为$25，000，而在今后的四年中每年将为公司节省$6，000，运用上表，若你的公司想获得12%的投资回报（ROI），则该项目的NPV净现值是：
-$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公司通常使用年数和计折旧法计算资产折旧. 他们购买了一台价值$15，000的计算机，在第三年末该机可以$3，000的价格出售，则第三年所提的折旧为：
$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

你们公司为项目管理的专业人士建立了一套奖励与考评系统. 项目成本业绩即是决定奖励的标准之一. 为了确保所给出的奖励能真正反映实际的业绩，你应该采取什么措施？
将加班视为工作的一部分
设定一个成本基线
利用挣值管理来监控业绩
对可控和不可控成本分别做出评估和预算

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

在一个小项目中，一个供应商通知项目经理他将用高质量的管道替代原有管道，此方案放到立项计划里，因为管道的原先的报价没有. 鉴于这种情况，供应商提出他们不增加项目成本. 他同时告诉项目经理因为管道有一点延迟，他将做其他超出进度的工作. 项目经理将把此变更记在那里?
工作分解结构
成本变更控制
范围变更控制
项目进度
A 和 d
8. To integrate approved scope changes, the PM should begin with:
Approved budget
Project schedule
Human resource requirements
Product description
WBS

为了综合的批准范围变更，项目经理首先应当开始：
批准预算
确定项目进度
寻找人员
产品描述
工作分解结构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

变更要求是一个项目的主要部分，也是项目经理控制范围变更的一种方法. 变更要求是—的结果:
变更卖主提供的成分的质量
一个有益的变更，它发生在范围被批准之后
产品描述的一个错误或遗漏
一个修改的“做或买”的决定
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

在项目环境下，功能经理的责任是：
充当一个澄清关键问题的宣传媒介
设定基本规则和假设
勾画时间、成本和执行限制的轮廓
确定和完善风险范围内的减轻策略
建立管理政策