There is nothing in this world constant but inconstancy．--SWIFTProject after project designs a set of algorithms and then plunges into construction of customer-deliverable software on a schedule that demands delivery of the first thing built．In most proje

The comprehensive review of a contractor's technical performance, cost performance, and delivery schedule, is referred to as:

A post project evaluation

B post contract evaluation

C post mortem

D procurement performance evaluation

E contractor's performance evaluation

11 When a project manager is running over the budgeted costs, the project manager can typically _____ to attempt to get the project back on budget.

A. Reduce features and/or functionality

B Increase risk.

C. Incur a schedule slippage (to obtain more favorable pricing due to lengthened delivery times)

D. All of the above.

E. A and B only

● The scope of a project can be expected to change if:

A The project manager must provide cost estimates without having a design concept

B Oversimplification (underestimating) of the nature of the work occurs

C The project manager is assigned after the project is defined, and the cost and schedule are approved

D A clear objective is not provided

E All of the above are possible based upon the situation

●Ravi, like many project (71) ,had studied the waterfall model of software development as the primary software life-cycle (72) ．He was all set to use it for an upcoming project, his first assignment． However, Ravi found that the waterfall model could not be used because the customer wanted the software delivered in stages, something that implied that the system had to be delivered and built in (73) and not as (74) ．

The situation in many other projects is not very different． The real world rarely presents a problem in which a standard process, or the process used in a previous project, is the best choice．To be the most suitable, an existing process must be (75) to the new problem．A

development process, even after tailoring, generally cannot handle change requests． To accommodate change requests without losing control of the project, you must supplement the development process with a requirement change management process．

(71) A．customers B．managers C．users D．administrators

(72) A．activity B．procedure C．process D．progress

(73) A．parts B．modules C．software D．a whole

(74) A．parts B．modules C．software D．a whole

(75) A．modified B．used C．suited D．tailored

There is nothing in this world constant butinconstancy. —SWIFT Project after project designs a set of algorithms and thenplunges into construction of customer-deliverable software on a schedule thatdemands delivery of the first thing built.?

In most projects, the first system built is（71） usable. Itmay be too slow, too big, awkward to use, or all three. There is no （72） but to startagain, smarting but smarter, and build a redesigned version in which theseproblems are solved. The discard and （73） may be done in one lump, or it may be done piece-by-piece. But alllarge-system experience shows that it will be done. Where a new system conceptor new technology is used, one has to build a system to throw away, for eventhe best planning is not so omniscient （全知的） as to get it right the first time.

The management question, therefore, is notwhether to build a pilot system and throw it away. You will do that. The onlyquestion is whether to plan in advance to build a （74） , or topromise to deliver the throwaway to customers. Seen this way, the answer ismuch clearer. Delivering that throwaway to customers buys time, but it does soonly at the （75） of agony （极大痛苦）for the user, distraction for the builders while they do theredesign, and a bad reputation for the product that the best redesign will findhard to live down.

Hence plan to throw one away; you will,anyhow.

（71）

A.almost

B.often

C.usually

D.barely

The most crucial time for project risk assessment is ( ).

A.when a problem surfaces

B.during the planning phase

C.during the close-out phase

D.after the project schedule has been published

Which factors must be most considered when developing acceptance criteria(72)

A.Match with requirements

B.User availability

C.Ability to benchmark system

D.Schedule of system delivery

181 The comprehensive review of a contractor's technical performance, cost performance, and delivery schedule, is referred to as:

A. post project evaluation

B. post contract evaluation

C. post mortem

D. procurement performance evaluation

E. contractor's performance evaluation

41 The scope of a project can be expected to change if:

A. The project manager must provide cost estimates without having a design concept B. Oversimplification (underestimating) of the nature of the work occurs

C. The project manager is assigned after the project is defined, and the cost and schedule are approved

D. A clear objective is not provided

E. All of the above are possible based upon the situation

● The Work Breakdown Structure (WBS) is the basis for communicating:

A Project scope, cost control, schedule, quality

B Project objectives, dependencies, plan, cost control

C Project scope, schedule, staffing, cost control

D Project scope, quality, schedule, dependencies

E Project budget, schedule, risk factors, work assignments.

The most crucial time for project risk assessment is (75) .

A.when a problem surfaces

B.during the planning phase

C.during the close-out phase

D.after the project schedule has been published

Before a project schedule can be created,the schedule maker should have a（）,an effort estimate for each task,and a resource list with availability for each resource

A.work breakdown structure

B.baseline

C.software requirements specification

D.plan

hich factors must be most considered when developing acceptance creteria?（ ）

A.Match with requirements B.User availability C.Ablity to benchmark system D.Schedule of system delivery