[计算机类试卷]软件水平考试（高级）信息系统项目管理师上午（综合知识）模拟试卷19及答案与解析.doc

《[计算机类试卷]软件水平考试（高级）信息系统项目管理师上午（综合知识）模拟试卷19及答案与解析.doc》由会员分享，可在线阅读，更多相关《[计算机类试卷]软件水平考试（高级）信息系统项目管理师上午（综合知识）模拟试卷19及答案与解析.doc（27页珍藏版）》请在麦多课文档分享上搜索。

1、软件水平考试（高级）信息系统项目管理师上午（综合知识）模拟试卷 19及答案与解析 1 Creating WBS means subdividing the major project deliverables into smaller components until the deliverables are defined to the(20) level. （ A） independent resource （ B） individual work load （ C） work milestone （ D） work package 2 (21) 12 assesses the prior

2、ity of identified risks using their probability of occurring， the corresponding impact on project obj ectives if the risks do occur,as well as other factors such as the time frame and risk tolerance of the project constraints of cost， schedule，scope， and quality. （ A） Quantitative Risk Analysis （ B）

3、 Qualitative Risk Analysis （ C） Enterprise Environmental Factors （ D） Risk Management Plan 3 (22) describes， in detail， the projects deliverables and the work required to create thosed Pliverahles （ A） Product scope description （ B） Project objectives （ C） Stakeholder Analysis （ D） The project scope

4、 statement 3 Fair and(23)competition in government procurement around the world is good business and good public policy.Competitive pricing， product(24) and performance improvements result from competitive practices and help ensure that government authorities get the best(25)for the public they serv

5、e. 4 (23) （ A） open （ B） continue （ C） dependent （ D） reliable 5 (24) （ A） recession （ B） innovation （ C） crisis （ D） ability 6 (25) （ A） help （ B） server （ C） value （ D） policy 7 The(26) process ascertains which risks have the potential of affecting the project and documenting the riskscharacterist

6、ics. （ A） Risk Identification （ B） Quantitative Risk Analysis （ C） Qualitative Risk Analysis （ D） Risk Monitoring and Control 8 The strategies for handling risk comprise of two main types： negative risks.and positive risks.The goal of the plan is to minimize threats and maximize opportunities.When d

7、ealing with negative risks， there are three main response strategies(27),Transfer,Mitigate. （ A） Challenge （ B） Exploit （ C） Avoid （ D） Enhance 9 (28) is a property of object-oriented software by which an abstract operation may be performed in different ways in different classes. （ A） Method （ B） Po

8、lymorphism （ C） Inheritance （ D） Encapsulation 10 The Unified Modeling Language is a standard graphical language for modeling object-oriented software.(29) can show the behavior of systems in terms of how objects interact with each other. （ A） Class diagram （ B） Component diagram （ C） Sequence diagr

9、am （ D） Use case diagram 11 The creation of a work breakdown structure(WBS)is the process of(30)the major project deliverables. （ A） subdividing （ B） assessing （ C） planning （ D） integrating 11 Many of the activities performed during the preliminary investigation are still being conducted in(31)， bu

10、t in much greater depth than before.During this phase， the analyst mustbecome fully aware of the(32) and must develop enough knowledge about the(33) and theexisting systems to enable an effective solution to be proposed and implemented.Besides the(34) for process and data of current system， the deli

11、verable from this phase also includes the(35) forthe proposed system. 12 (31) （ A） analysis phase （ B） design phase （ C） implementation phase （ D） maintenance phase 13 (32) （ A） main symptom （ B） root problem （ C） final blueprint （ D） data specification 14 (33) （ A） hardware environment （ B） testing

12、 environment （ C） software environment （ D） business environment 15 (34) （ A） 10gical models （ B） physical models （ C） design models （ D） implementation models 16 (35) （ A） hardware and software specification （ B） system performance specification （ C） formal requirements definition （ D） general prob

13、lem statement 17 Define Activities is the process of identifying the specific actions to be performed to produce the(36). （ A） project elements （ B） work drafts （ C） work package （ D） project deliverables 18 Project work packages are typically decomposed into smaller components called activities to

14、provide a basis for(37),scheduling， executing， and monitoring and controlling the project work. （ A） reviewing （ B） estimating （ C） auditing （ D） expecting 19 The Estimate Activity Resource process i s closely coordinated with the(38) process. （ A） Estimate Costs （ B） Sequence Activities （ C） Plan C

15、ommunications （ D） Conduct Procurements 20 Estimating activity durations uses information on activity scope of(39),required resource types， estimated resource quantities， and resource calendars. （ A） milestone （ B） baseline （ C） quality （ D） work 21 Developing the project schedule is often an iterat

16、ive process.It determines the planned start and finish dates for project activities and milestones.Schedule development can reqmre the review and revision of duration estimates and resource estimates to create an approved project schedule that can serve as a baseline to(40) progress. （ A） analyze （

17、B） track （ C） 1evel （ D） extend 21 The(41) is a gener description of the architecture of a workflow management system used by the WFMC， in which the main components and the associated interfaces are summarized.The workflow enactment service is the heart of a workflow system which consists of several

18、(42). 22 (41) （ A） waterfall model （ B） workflow reference model （ C） evolutionary model （ D） spiral model 23 (42) （ A） workflow engines （ B） processes （ C） workflow threads （ D） tasks 24 The project maintains a current and approved set of requirements over the life of the project by doing the follo

19、wing： (43) all changes to the requirements Maintaining the relationships among the requirements， the project plans， and the work products （ A） Monitoring （ B） Managing （ C） Gathering （ D） Reducing 25 The receiving activities conduct analyses of the requirements with the reauirements proider to ensur

20、e that a compatible， shared understanding is reached on the meaning of the requirements.e result of this analysis and dialog is an(44) set of requirements. （ A） agreed-to （ B） agree-to （ C） agree-to do （ D） agree-with 26 During the project， requirements change for a variety of reasons.As needs chang

21、e and as work proceeds， additional requirements are derived and changes may have to be made to the existmg requirements It is essential to manage these additions and changes efficientlv and effectively.To effectively analyze the impact of the changes， it is Fiecessarythat the sOurce of each requlrem

22、ent is known and the rationale for any change is documented.The project manager may， howeVer， want to track appropriate measures of requirements volatility to judge whether neW 0r revised(45) are necessary. （ A） proceedings （ B） controls （ C） forecastings （ D） prelibations 27 Project Quality Managem

23、ent processes include all the activities of the(46) that deternline quality policies， objectives and responsibilities so that the project will satisfy the needs for whjch jtwas undertaken. （ A） project （ B） project management team （ C） performing organization （ D） CU stomer 28 The project team membe

24、rs should also be aware of one of the mndamental tenets of modemquality management： quality is planned， designed and built in， not(47). （ A） executed in （ B） inspected in （ C） check.in （ D） look. in 29 The project(48) is a key input to quality planning since it documents major projectdeliverables， t

25、he project objectives that serve to define important stakeholder requirements， thresholds， and acceptance criteria. （ A） work performance information （ B） scope statement （ C） change requests （ D） process analysis 30 Performing(49) involves monitoring specific project results to determine if they co

26、mplywith relevant quality standards and identifying ways to eliminate causes of unsatisfactory results. （ A） quality planning （ B） quality assurance （ C） quality performance （ D） quality control 31 (50)involves using mathematical techniques to forecast future outcomes based onhistorical results. （ A

27、） Trend analysis （ B） Quality audit （ C） Defect repair review （ D） Flowcharting 32 (51) from one phase are usually reviewed for completeness and accuracy and approvedbefore work starts on the next phase. （ A） Process （ B） Milestone （ C） Work （ D） Deliverables 33 Organizations perform work to achieve

28、 a set of objectives.Generally,work can becategorized as either projects or operations， although the two sometimes are(52). （ A） confused （ B） same （ C） overlap （ D） dissever 34 In the project management context， (53) includes characteristics of unification，consolidation， articulation， and integrati

29、ve actions that are crucial to project completion， successfully meeting customer and other stakeholder requirements， and managing expectations. （ A） integration （ B） scope （ C） process （ D） charter 35 Project(54) Management includes the processes required to ensure that the projectincludes all the w

30、ork required， and only the work required， to complete the project successfully. （ A） Integration （ B） Scope （ C） Configuration （ D） Requirement 36 On some projects， especially ones of smaller scope， activity sequencing， activity resource estimating， activity duration estimating， and(55) are so tight

31、ly linked that they are viewed as a single process that can be performed by a person over a relatively short period of time. （ A） time estimating （ B） cost estimating （ C） project planning （ D） schedule development 37 In approximating costs， the estimator considers the possible causes of variation o

32、f the cost estimates， including(56). （ A） budget （ B） plan （ C） risk （ D） contract 38 Project Quality Management must address the management of the project and the(57) of the project.While Project Quality Management applies to all projects， regardless of the nature of their product， product quality

33、measures and techniques are specific to the particular type of product produced by the project. （ A） performance （ B） process （ C） product （ D） object 39 (58) is a category assigned to products or services having the same functional use but different technical characteristics.It is not same as quali

34、ty. （ A） Problem （ B） Grade （ C） Risk （ D） Defect 40 Project(59) 2 Management is the Knowledge Area that employs the processes required to ensure timely and appropriate generation， collection， distribution，storage， retrieval， and ultimate disposition of project information. （ A） Integration （ B） Tim

35、e （ C） Planning （ D） Communication 41 The(60) process analyzes the effect of risk events and assigns a numerical rating to those risks. （ A） Risk Identification （ B） Quantitative Risk Analysis （ C） Qualitative Risk Analysis （ D） Risk Monitoring and Control 42 (61) means that every project has a defi

36、nite beginning and a definite end. （ A） Project phase （ B） Unique （ C） Temporary （ D） Closure 43 The(62) defines the phases that connect the beginning of a project to its end. （ A） schedule （ B） project life cycle （ C） temporary （ D） milestone 44 (63) are individuals and organizations that are activ

37、ely involved in the project.or whoseinterests may be affected as a result ofproject execution or project completion. （ A） Project managers （ B） Project team members （ C） Sponsors （ D） Project stakeholders 45 The(64) Process Group consists of the processes used to complete the work defined inthe proj

38、ect management plan to accomplish the projects requirements. （ A） Planning （ B） Executing （ C） Monitoring and Controlling （ D） Closing 46 The(65) provides the project manager with the authority to apply organizationalresources to project activities. （ A） project management plan （ B） contract （ C） pr

39、oject human resource plan （ D） project charter 47 The(66) describes， in detail， the projects deliverables and the work required to createthose deliverables. （ A） project scope statement （ B） project requirement （ C） project charter （ D） product specification 48 The process of(67) schedule activity d

40、urations uses information on schedule activity scope of work， required resource types， estimated resource quantities， and resource calendars with resource availabilities. （ A） estimating （ B） defining （ C） planning （ D） sequencing 49 PDM includes four types of dependencies or precedence relationship

41、s： (68).The completion of the successor activity depends upon the initiation of the predecessor activity. （ A） Finish.to-Start （ B） Finish-to-Finish （ C） Start-to-Start （ D） Start-to-Finish 50 (69) is the budgeted amount for the work actually completed on the schedule activity or WB S component duri

42、ng a given time period. （ A） Planned value （ B） Earned value （ C） Actual cost （ D） Cost variance 51 (70) involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure pertormance.hese other projects can

43、be within the performing organization or outside of it， and can be within the same or in another application area. （ A） Metrics （ B） Measurement （ C） Benchmarking （ D） Baseline 51 (71) is a method of constructing a project schedule network diagram that uses boxes or rectangles， referred to as nodes，

44、 to represent activities and connects them with arrows that show the dependencies. This method includes following types of dependencies or precedence relationships： (72),the initiation of the successor activity，depends upon the completion of the predecessor activity.(73)， the initiation of the succe

45、ssor activity， depends upon the initiation of the predecessor activity. 52 (71) （ A） PDM （ B） CPM （ C） PERT （ D） AOA 53 (72) （ A） F-S （ B） F-F （ C） S-F （ D） S-S 54 (73) （ A） F-S （ B） F-F （ C） S-F （ D） S-S 54 Estimating schedule activity costs involves developing an(74) of the costs of the resources

46、needed to complete each schedule activity.Cost estimating includes identifying and considering various costing alternatives.For example， in most application areas，additional work during a design phase is widely held to have the potential for reducing the cost of the execution phase and product opera

47、tions.The cost estimating process considers whether the expected savings can offset the cost of the additional design work.Cost estimates are generally expressed in units of(75) to facilitate comparisons both within and across projects.The(76)describes the business need， justification，requirements，

48、and current boundaries for the project.It provides importantinformation about project requirements that is considered during cost estimating. 55 (74) （ A） accuracy （ B） approximation （ C） specification （ D） summary 56 (75) （ A） activity （ B） work （ C） currency （ D） time 57 (76) （ A） project scope st

49、atement （ B） statement of work （ C） project management plan （ D） project policy 58 The(77) technique involves using project characteristics in a mathematical model to predict total project costs.Models can be simple or complex. （ A） Cost Aggregation （ B） Reserve Analysis （ C） Parametric Estimating （ D） Funding Limit Reconciliation 59 (78) is a measurable， verifiable work product such as a specification.feasibility study report， detail design document， or working prototype. （ A） Milestone （ B） Deliverable （ C） ETC （ D） BAC 60 (79) are individuals and organiza