题目内容
（请给出正确答案）
[单选题]
When was the project （）.
A.complete
B.completing
C.completed
答案
A、complete
重要提示：请勿将账号共享给其他人使用，违者账号将被封禁！
查看《购买须知》>>>
请输入或粘贴题目内容
搜题
拍照、语音搜题，请扫码下载APP
题目内容
（请给出正确答案）
A.complete
B.completing
C.completed
答案
A、complete
更多“When was the project （）.”相关的问题
第1题
______ he is still working on the project, I don't mind when he will finish it.
A．In case
B．As long as
C．Even if
D．As far as
第2题
It can be inferred that the project of building the opera House started when ______.
A．more and more citizens were eager to watch operas
B．a committee decided to hold an important meeting in Sydney
C．Sydney became more and more civilized
D．more and more citizens became dissatisfied with the vacancy of an art center
第3题
93 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
第4题
第5题
Project X is a program that uses drama, dance, poetry and other creative outlets to help students discuss the tough and sometimes painful problems they face as pre-teen immigrants with significant language barriers. A final unveiling of their creation will be performed for friends and family at the end of the year at Imagination Stage.
Wanjiru Kamau, coordinator of White Oak's African Club said it's important to give troubles to group members to help them find their place at the school. "It comforts those who are uncomfortable, and it discomforts those who are comfortable," Kaman said of Project X.
Kamau teamed up with Imagination Stage after she noticed that many African students seemed uncomfortable talking about problems, such as being laughed at by their fellow students about how they look and talk. When most of the kids join the club, they speak little or no English, Kamau said. Each week, the club typically draws five to 10 students who are originally from Africa for discussion sessions and the Project X program.
"We're going to express ourselves through our words and our actions, and that's powerful," said teaching artist Meg Green as she introduced fill-in-the-blank poems the students wrote about their identities.
One student, Franck Ketchouang, 13, wrote, "I am from the world; I am love," which drew oohs and aahs from the group. Ketchouang has been in the United States less than a year, said Program Coordinator Chad Dike. When Ketchouang started attending Project X, he had been in the United States for two months and spoke no English. Now he's one of the group's most outgoing members and helps translate instructions from English to Creole for the group's newest member, who is from Haiti.
Many people will give up when there's a language barrier, "but these students prove them wrong," Kamau said. "You do have something to give. You are important. When TV, media, etc. are bringing them down, this program is bringing them up."
Project X is intended for helping the young African immigrants to______.
A．get over language barriers
B．overcome tough problems
C．enrich after-school life
D．become more creative
第6题
principal (lead) contractor to build the Giant Dam Project in an East Asian country. The board of R&M prided itself in
observing the highest standards of corporate governance. R&M’s client, the government of the East Asian country, had
taken into account several factors in appointing the principal contractor including each bidder’s track record in large
civil engineering projects, the value of the bid and a statement, required from each bidder, on how it would deal with
the ‘sensitive issues’ and publicity that might arise as a result of the project.
The Giant Dam Project was seen as vital to the East Asian country’s economic development as it would provide a
large amount of hydroelectric power. This was seen as a ‘clean energy’ driver of future economic growth. The
government was keen to point out that because hydroelectric power did not involve the burning of fossil fuels, the
power would be environmentally clean and would contribute to the East Asian country’s ability to meet its
internationally agreed carbon emission targets. This, in turn, would contribute to the reduction of greenhouse gases
in the environment. Critics, such as the environmental pressure group ‘Stop-the-dam’, however, argued that the
project was far too large and the cost to the local environment would be unacceptable. Stop-the-dam was highly
organised and, according to press reports in Europe, was capable of disrupting progress on the dam by measures such
as creating ‘human barriers’ to the site and hiding people in tunnels who would have to be physically removed before
proceeding. A spokesman for Stop-the-dam said it would definitely be attempting to resist the Giant Dam Project when
construction started.
The project was intended to dam one of the region’s largest rivers, thus creating a massive lake behind it. The lake
would, the critics claimed, not only displace an estimated 100,000 people from their homes, but would also flood
productive farmland and destroy several rare plant and animal habitats. A number of important archaeological sites
would also be lost. The largest community to be relocated was the indigenous First Nation people who had lived on
and farmed the land for an estimated thousand years. A spokesman for the First Nation community said that the ‘true
price’ of hydroelectric power was ‘misery and cruelty’. A press report said that whilst the First Nation would be unlikely
to disrupt the building of the dam, it was highly likely that they would protest and also attempt to mobilise opinion in
other parts of the world against the Giant Dam Project.
The board of R&M was fully aware of the controversy when it submitted its tender to build the dam. The finance
director, Sally Grignard, had insisted on putting an amount into the tender for the management of ‘local risks’. Sally
was also responsible for the financing of the project for R&M. Although the client was expected to release money in
several ‘interim payments’ as the various parts of the project were completed to strict time deadlines, she anticipated
a number of working capital challenges for R&M, especially near the beginning where a number of early stage costs
would need to be incurred. There would, she explained, also be financing issues in managing the cash flows to R&M’s
many subcontractors. Although the major banks financed the client through a lending syndicate, R&M’s usual bank
said it was wary of lending directly to R&M for the Giant Dam Project because of the potential negative publicity that
might result. Another bank said it would provide R&M with its early stage working capital needs on the understanding
that its involvement in financing R&M to undertake the Giant Dam Project was not disclosed. A press statement from
Stop-the-dam said that it would do all it could to discover R&M’s financial lenders and publicly expose them. Sally
told the R&M board that some debt financing would be essential until the first interim payments from the client
became available.
When it was announced that R&M had won the contract to build the Giant Dam Project, some of its institutional
shareholders contacted Richard Markovnikoff, the chairman. They wanted reassurance that the company had fully
taken the environmental issues and other risks into account. One fund manager asked if Mr Markovnikoff could
explain the sustainability implications of the project to assess whether R&M shares were still suitable for his
environmentally sensitive clients. Mr Markovnikoff said, through the company’s investor relations department, that he
intended to give a statement at the next annual general meeting (AGM) that he hoped would address these
environmental concerns. He would also, he said, make a statement on the importance of confidentiality in the
financing of the early stage working capital needs.
(a) Any large project such as the Giant Dam Project has a number of stakeholders.
Required:
(i) Define the terms ‘stakeholder’ and ‘stakeholder claim’, and identify from the case FOUR of R&M’s
external stakeholders as it carries out the Giant Dam Project; (6 marks)
第7题
They have a broad and flexible toolkit of techniques, resolving complex,interdependent activities into tasks and sub-tasks that are documented, monitored and controlled. They adapt their approach to the context and constraints of each project, knowing that no "one size" can fit all the variety of projects. And they are always improving their own and their teams' skills through lessons-learned reviews at project
completion. Project managers are found in every kind of organization -- as employees, managers, contractors and independent consultants. With experience, they may become program managers (responsible for multiple related projects) or portfolio managers (responsiblefor selection, prioritization and alignment of projects and programs with an organization' s strategy) . And they are in increasing demand worldwide. For decades, as the pace of economic and technological change has quickened, organizations have been directing more and more
of their energy into projects rather than routine operations.
(1) .Which of the following is NOT enjoyed by projectmanagers？
A、Challenges.
B、Responsibility
C、Status quo
(2) .Which of the following is NOT concerned by project managers？
A、Theoverall situation
B、The non-crucial details
C、The crucial details
(3) .Which of the following is a TRUE statement about projectmanagers？
A、They do not need to keep contact with all of a project’ sstakeholders
B、They use one model to solve problems in various projects
C、Theyimprove their skills after completion of each project
(4) .Which of the following is NOT mentioned as a career possibility for experienced project manager？
A、Becoming general manager of anorganization
B、Running several projects at the same time
C、Allocating projects to other project managers
(5) .Which of the following can be an alternative title for thepassage？
A、Requirements of project managers
B、Future development of projectmanagers
C、Career development of project managers
第8题
Door-knocking is the most effective way of making face-to-face community contact, but it has become a lost art. With the recent focus on customer privacy, door-knocking seems like an intrusion into other people's lives. But those who try it for the first time are usually surprised by the pleasant reception they receive. Here are some suggestions that will help you promote your services face-to-face.
BEFORE YOU GO OUT
Begin with a door hanger
Try leaving a door hanger two days before you go door knocking. It should briefly describe the project and say that someone will be around in person.
Wear an official name tag
Door-knockers should wear name tags with the logo of their organization. The best name tags will also include a color photo and the name of the caller.
Have people knock their own blocks
The easiest way to do door-knocking is to try your local area first. Being a neighbor creates an immediate connection with the person answering the door; after that, everything else is easy.
WHEN YOU GO OUT
When to go and what to do first
The best times to knock are usually Saturdays. On other days, after dinner is ideal. When someone answers the door, smile and introduce yourself. Give the name of your organization and, briefly, the reason for the visit.
State what action the other person should take and the benefits
Tell the person what they need to do and how their actions will benefit themselves and others.
Record contact information on the spot
Record names, addresses, email addresses, phone numbers, and responses to questions on the spot. You won't remember them later!
21. Why does the author say that door-knocking has become a lost art？
A. It is not effective, no one will take this method any more.
B. People focus on privacy increasingly, so door-knocking seems like an intrusion into other people's lives.
C. It is very difficult to do door-knocking, no one knows how to do it now.
22. Which step should be firstly taken when you try door-knocking？
A. Have people knock their own blocks.
B. Wear an official name tag.
C. Leave a door hanger.
23. Which time is not appropriate for door knocking？
A. Saturday afternoon.
B. Monday morning.
C. Thursday evening.
24. Who will receive pleasant reception when they try door-knocking？
A. A stranger who is not living in this community and gives no notice for his/her visit.
B. An offensive acquaintance who comes at any time.
C. A neighbor who does good preparation and has significant project to introduce.
25. What does the underlined phrase “on the spot” mean？
A. without delay.
B. at some place.
C. in a difficult situation.
第9题
阅读理解
阅读下面的文章，根据文章内容，完成相应的选择题。
DOOR-KNOCKING
Door-knocking is the most effective way of making face-to-face community contact, but it has become a lost art. With the recent focus on customer privacy, door-knocking seems like an intrusion into other people's lives. But those who try it for the first time are usually surprised by the pleasant reception they receive. Here are some suggestions that will help you promote your services face-toface.
BEFORE YOU GO OUT
◆ BEGIN WITH A DOOR HANGER
Try leaving a door hanger two days before you go door-knocking. It should briefly describe the project and say that someone will be around in person.
◆ WEAR AN OFFICIAL NAME TAG
Door-knockers should wear name tags with the logo of their organization. The best name tags will also include a color photo and the name of the caller.
◆ HAVE PEOPLE KNOCK THEIR OWN BLOCKS
The easiest way to do door-knocking is to try your local area first. Being a neighbor creates an immediate connection with the person answering the door; after that, everything else is easy.
◆ FIND A GOOD EXCUSE TO DOOR-KNOCK
A short survey about local concerns or a current project is a good excuse. Figure out responses for various situations. What if the person who answers the door cannot speak English？ What if a child answers the door？
WHEN YOU GO OUT
◆ WHEN TO GO AND WHAT TO DO FIRST
The best times to knock are usually Saturdays. On other days, after dinner is ideal. When someone answers the door, smile and introduce yourself; say you are a volunteer and, if it helps, state where you live. Give the name of your organization and, briefly, the reason for the visit.
◆ STATE WHAT ACTION THE OTHER PERSON SHOULD TAKE AND THE BENEFITS
Tell the person what they need to do and how their actions will benefit themselves and others. If a person hesitates, emphasize benefits you've already mentioned and then, if necessary, add further benefits. If a person agrees, follow up immediately. If possible, get a donation, a signature, or a promise.
◆ RECORD CONTACT INFORMATION ON THE SPOT
Record names, addresses, e-mail addresses, phone numbers, and responses to questions on the spot. You won't remember them later!
操作提示：通过题干后的下拉框选择题目的正确答案。
1. Why does the author say that door-knocking has become a lost art？ {A; B; C}
A. It is not effective, no one will take this method any more.
B. People focus on privacy increasingly, so door-knocking seems like an intrusion into other people's lives
C. It is very difficult to do door-knocking，no one knows how to do it now.
2. Which step should be firstly taken when you try door-knocking？ {A; B; C}
A. Find a good excuse to door-knock
B. Wear an official name tag
C. Leave a door hanger
3. What does the underlined phrase “on the spot” mean？ {A; B; C}
A. without delay
B. at some place
C. in a difficult situation
4. Which time is not appropriate for door knocking？ {A; B; C}
A. Saturday afternoon.
B. Monday morning.
C. Thursday evening.
5. Who will receive pleasant reception when they try door-knocking？ {A; B; C}
A. A stranger who is not living in this community and gives no notice for his/her visit.
B. An offensive acquaintance who comes at any time.
C. A neighbor who does good preparation and has significant project to introduce.
第10题
第11题
This information was taken from an internal newsletter of The Knowledge Partnership LLP (TKP), a company which offers project and software consultancy work for clients based in Zeeland. The newsletter was dated 2 November 2014 and describes two projects currently being undertaken by the partnership.
Project One
In this project, one of our clients was just about to place a contract for a time recording system to help them monitor and estimate construction contracts when we were called in by the Finance Director. He was concerned about the company supplying the software package. ‘They only have an annual revenue of $5m’, he said, ‘and that worries me.’ TKP analysed software companies operating in Zeeland. It found that 200 software companies were registered in Zeeland with annual revenues of between $3m and $10m. Of these, 20 went out of business last year. This compared to a 1% failure rate for software companies with revenues of more than $100m per year. We presented this information to the client and suggested that this could cause a short-term support problem. The client immediately re-opened the procurement process. Eventually they bought a solution from a much larger well-known software supplier. It is a popular software solution, used in many larger companies.
The client has now asked us to help with the implementation of the package. A budget for the project has been agreed and has been documented in an agreed, signed-off, business case. The client has a policy of never re-visiting its business cases once they have been accepted; they see this as essential for effective cost control. We are currently working with the primary users of the software – account managers (using time and cost data to monitor contracts) and the project support office (using time and cost data to improve contract estimating) – to ensure that they can use the software effectively when it is implemented. We have also given ‘drop in’ briefing sessions for the client’s employees who are entering the time and cost data analysed by the software. They already record this information on a legacy system and so all they will see is a bright new user interface, but we need to keep them informed about our implementation. We are also looking at data migration from the current legacy system. We think some of the current data might be of poor quality, so we have established a strategy for data cleansing (through offshore data input) if this problem materialises. We currently estimate that the project will go live in May 2015.
Project Two
In this project, the client is the developer of the iProjector, a tiny phone-size projector which is portable, easy to use and offers high definition projection. The client was concerned that their product is completely dependent on a specialist image-enhancing chip designed and produced by a small start-up technology company. They asked TKP to investigate this company. We confirmed their fears. The company has been trading for less than three years and it has a very inexperienced management team. We suggested that the client should establish an escrow agreement for design details of the chip and suggested a suitable third party to hold this agreement. We also suggested that significant stocks of the chip should be maintained. The client also asked TKP to look at establishing patents for the iProjector throughout the world. Again, using our customer contacts, we put them in touch with a company which specialises in this. We are currently engaged with the client in examining the risk that a major telephone producer will launch a competitive product with functionality and features similar to the iProjector.
The iProjector is due to be launched on 1 May 2015 and we have been engaged to give advice on the launch of the product. The launch has been heavily publicised, a prestigious venue booked and over 400 attendees are expected. TKP have arranged for many newspaper journalists to attend. The product is not quite finished, so although orders will be taken at the launch, the product is not expected to ship until June 2015.
Further information:
TKP only undertakes projects in the business culture which it understands and where it feels comfortable. Consequently, it does not undertake assignments outside Zeeland.
TKP has $10,000,000 of consultant’s liability insurance underwritten by Zeeland Insurance Group (ZIG).
Required:
(a) Analyse how TKP itself and the two projects described in the scenario demonstrate the principles of effective risk management. (15 marks)
(b) Describe the principle of the triple constraint (scope, time and cost) on projects and discuss its implications in the two projects described in the scenario. (10 marks)
