144 Project cash reserves are often used for adjustment in escalation factors which may be beyond the control of the project manager. Other than possibly financing (interest) costs and taxes, the three most common escalation factors involve changes in:A. Overhead rates, labor rates and material costs.B. Overhead rates, schedule slippages, and rework.C. Rework, cost-of-living adjustments, and overtime.D. Material costs, shipping cost, and scope changes.E. Labor rates, material costs, and cost reporting
144 Project cash reserves are often used for adjustment in escalation factors which may be beyond the control of the project manager. Other than possibly financing (interest) costs and taxes, the three most common escalation factors involve changes in:
A. Overhead rates, labor rates and material costs.
B. Overhead rates, schedule slippages, and rework.
C. Rework, cost-of-living adjustments, and overtime.
D. Material costs, shipping cost, and scope changes.
E. Labor rates, material costs, and cost reporting
相关考题：
The "rolling wave" or "moving window" concept is used most frequently on projects where:AThe baseline is frozen for the duration of the project and no scope changes are permittedBMarketing is unsure of what the customer actually wants and reserves the right to make major scope changesCThe low levels of the work breakdown structure are known with certainty for the next three to six months, but the remaining tasks are based upon the results of the first three to six months of workDNetworking techniques are not appropriateEAll of the above
The Work Breakdown Structure (WBS) is the basis for communicating:A.Project scope, cost control, schedule, qualityB.Project objectives, dependencies, plan, cost controlC.Project scope, schedule, staffing, cost controlD.Project scope, quality, schedule, dependenciesE.Project budget, schedule, risk factors, work assignments.
Cost and schedule data are usually integrated because:A.optimized project cash flow can affect financial requirementsB.they provide MIS with an integrated system to produce reportsC.they control escalation allowancesD.they account for omissions in the definitive estimateE.they predict future performance
It is argumentative whether project managers actually control costs. Which of the following is the most common element over which the project manager may have some degree of control?A . Direct labor dollarsB . Direct labor hours.C . Overhead rates.D . Procurement costs.E . None of the above.
There are two major types of reserves used on projects. The _____ is for (usually major) scope changes that were not considered as part of the original plan, whereas the _____ is to compensate for minor changes in estimating, escalation factors.A . Management reserve, unplanned allowance fund.B . Management reserve, contingency.C . Contingency fund, management reserve.D . Unplanned allowance fund, budgetary reserve.E . Unplanned reserve, planned reserve.
Project cash reserves are often used for adjustment in escalation factors which may be beyond the control of the project manager. Other than possibly financing (interest) costs and taxes, the three most common escalation factors involve changes in:A . Overhead rates, labor rates and material costs.B . Overhead rates, schedule slippages, and rework.C . Rework, cost-of-living adjustments, and overtime.D . Material costs, shipping cost, and scope changes.E . Labor rates, material costs, and cost reporting.
The purpose of project Risk Management is to:A Identify those factors that will adversely impact project objectives.B Assess the impact of adverse project factors.C Assess the probability of adverse project factors.D A and CE All of the above.
19 It is argumentative whether project managers actually control costs. Which of the following is the most common element over which the project manager may have some degree of control?A. Direct labor dollarsB. Direct labor hours.C. Overhead rates.D. Procurement costs.E. None of the above
85 The purpose of project Risk Management is to:A. Identify those factors that will adversely impact project objectives.B. Assess the impact of adverse project factors.C. Assess the probability of adverse project factors.D. A and CE. All of the above
120 The Work Breakdown Structure (WBS) is the basis for communicating:A. Project scope, cost control, schedule, qualityB. Project objectives, dependencies, plan, cost controlC. Project scope, schedule, staffing, cost controlD. Project scope, quality, schedule, dependenciesE. Project budget, schedule, risk factors, work assignments
26 Project cash reserves are often used for adjustment in escalation factors which may be beyond the control of the project manager. Other than possibly financing (interest) costs and taxes, the three most common escalation factors involve changes in:A. Overhead rates, labor rates and material costs.B. Overhead rates, schedule slippages, and rework.C. Rework, cost-of-living adjustments, and overtime.D. Material costs, shipping cost, and scope changes.E. Labor rates, material costs, and cost reporting
27 The "rolling wave" or "moving window" concept is used most frequently on projects where:A. The baseline is frozen for the duration of the project and no scope changes are permittedB. Marketing is unsure of what the customer actually wants and reserves the right to make major scope changesC. The low levels of the work breakdown structure are known with certainty for the next three to six months, but the remaining tasks are based upon the results of the first three to six months of work D. Networking techniques are not appropriateE. All of the above
61 Cost and schedule data are usually integrated because:A. optimized project cash flow can affect financial requirementsB. they provide MIS with an integrated system to produce reportsC. they control escalation allowancesD. they account for omissions in the definitive estimateE. they predict future performance
Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria ()is not a project selection method. A.BenefitcontributionB.ExpertjudgmentC.ScoringmodelsD.Flowcharting
● The "rolling wave" or "moving window" concept is used most frequently on projects where:A The baseline is frozen for the duration of the project and no scope changes are permittedB Marketing is unsure of what the customer actually wants and reserves the right to make major scope changesC The low levels of the work breakdown structure are known with certainty for the next three to six months, but the remaining tasks are based upon the results of the first three to six months of workD Networking techniques are not appropriateE All of the above
● The Work Breakdown Structure (WBS) is the basis for communicating:A Project scope, cost control, schedule, qualityB Project objectives, dependencies, plan, cost controlC Project scope, schedule, staffing, cost controlD Project scope, quality, schedule, dependenciesE Project budget, schedule, risk factors, work assignments.
● Changes may be requested by any stakeholder involved with the project, but changes can be authorized only by (73)．（73）A．executive IT managerB．project mangerC．change control boardD．project sponsor
Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria. __(71)__ is not a project selection method.A.Benefit contributionB.Expert judgmentC.Scoring modelsD.Flowcharting
（ ）is the approved version of the time-phased project budget，excluding any management reserves，which can only be changed through formal change control precedures and is used as a basis for comparison to actual results.A.The control accountsB.Funding requirementC.The cost estimatesD.The cost baseline
● Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria. __(74)__ is not a project selection method.（74）A．Benefit contributionB．Expert judgmentC．Scoring modelsD．Flowcharting
Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria. （ ） is not a project selection method. A.Benefit contribution B.Expert judgment C.Scoring models D.Flowcharting
Changes may be requested by any stakeholder involved with the project，but changes can be authorized only by （ ） ． A.executive IT manager B.project manger C.change control board D.project sponsor
（ ）is a process of monitoring the status of the project to update the project costs and manage changes to the cost baselineA.Plan Cost ManagementB.Estimate CostsC.Determine BudgetD.Control Costs
Changes may be requested by any stakeholder involved with the project，but changes can be authorized only by （ ） ．A.executive IT managerB.project mangerC.change control boardD.project sponsor
（ ） Assesses the priority of identified risks using their probability of occurring，the corresponding impact on project objectives 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.Qualitative Risk Analysis C.Enterprise Environmental Factors D.Risk Management Plan
Changes may be requested by any stakeholder involved with the project, but changes can be authorized only by（）A、executive IT managerB、projectmangerC、change control boardD、projectsponsor
Project selection methods involve measuring value or attractiveness to the project owner or sponsor and may include other organizational decision criteria （）is not a project selection method.A、BenefitcontributionB、ExpertjudgmentC、ScoringmodelsD、Flowcharting