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

若項目完成預計價值$1.000，但僅完成$850的工作， 則進度偏差為：
$150
$1.500
以上資料無法計算
-$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

運用下表，計算年金流出流量為$4，000三年后的現值（利率10%/年）.

年度  $1在10%的利率下現值
 $1在12%的利率下現值
 
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

你的項目的初始費用為$25，000，而在今后的四年中每年將為公司節省$6，000，運用上表，若你的公司想獲得12%的投資回報（ROI），則該項目的NPV凈現值是：
-$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公司通常使用年數和計折舊法計算資產折舊. 他們購買了一臺價值$15，000的計算機，在第三年末該機可以$3，000的價格出售，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

你們公司為項目管理的專業人士建立了一套獎勵與考評系統. 項目成本業績即是決定獎勵的標準之一. 為了確保所給出的獎勵能真正反映實際的業績，你應該采取什么措施？
將加班視為工作的一部分
設定一個成本基線
利用掙值管理來監控業績
對可控和不可控成本分別做出評估和預算

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

在一個小項目中，一個供應商通知項目經理他將用高質量的管道替代原有管道，此方案放到立項計劃里，因為管道的原先的報價沒有. 鑒于這種情況，供應商提出他們不增加項目成本. 他同時告訴項目經理因為管道有一點延遲，他將做其他超出進度的工作. 項目經理將把此變更記在那里?
工作分解結構
成本變更控制
范圍變更控制
項目進度
A 和 d
8. To integrate approved scope changes, the PM should begin with:
Approved budget
Project schedule
Human resource requirements
Product description
WBS

為了綜合的批準范圍變更，項目經理首先應當開始：
批準預算
確定項目進度
尋找人員
產品描述
工作分解結構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

變更要求是一個項目的主要部分，也是項目經理控制范圍變更的一種方法. 變更要求是—的結果:
變更賣主提供的成分的質量
一個有益的變更，它發生在范圍被批準之后
產品描述的一個錯誤或遺漏
一個修改的“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

在項目環境下，功能經理的責任是：
充當一個澄清關鍵問題的宣傳媒介
設定基本規則和假設
勾畫時間、成本和執行限制的輪廓
確定和完善風險范圍內的減輕策略
建立管理政策