1． You are assigned project manager responsible for developing andimplementing an Enterprise Resource Planning system for your company． You plan to source out the ERPapplication software and you know that it is crucial to plan the real timesystem for the project success． Therefore, you team up a planning group with your key stakeholders． Which could help you for theproject planning?
A．Make or buy analysis
B．Utilize application knowledge and historical information fromprevious projects
C．Conducting benefit cost analysis
D．Utilizing project management information system
1．你被任命為一個(gè)項(xiàng)目經(jīng)理，負(fù)責(zé)設(shè)計(jì)開發(fā)和執(zhí)行一套企業(yè)資源規(guī)劃系統(tǒng)（即ERP系統(tǒng)）。你將與組織外的供貨商簽約，后者提供ERP軟件。你認(rèn)識(shí)到詳細(xì)規(guī)劃這些實(shí)時(shí)系統(tǒng)是成功的關(guān)鍵，因此組建了一個(gè)由重要股東組成的小組準(zhǔn)備計(jì)劃。為了幫助項(xiàng)目計(jì)劃的制定，你應(yīng)該：
A．分析是進(jìn)行“自造”還是“購買”
B．利用課程知識(shí)和以前項(xiàng)目積累的歷史信息
C．收益—成本分析
D．利用項(xiàng)目管理信息系統(tǒng)
2．You are running a communications project． The project deliverables andsystem requirements have been agreed upon by the client, the management andother stakeholders． Up to now, the project is progressing on schedule and stakeholdersseem to be content with it． Recently you are notified of a new regulation from governmentauthorities that would cause changes to the performance factor of the project． In order to integrate the changeinto the project plan, you should:
A．Convene a CCB meeting
B．Change the work package, schedule and project plan to meet the newrequirement
C．Prepare a change request
D．Notify stakeholders of the coming new project plan
2．你正在進(jìn)行一個(gè)通信項(xiàng)目。有關(guān)產(chǎn)品和系統(tǒng)的要求已經(jīng)確定并得到了客戶，管理階層和其它股東的同意。工作正在按照時(shí)間表進(jìn)行之中。到目前各方對(duì)進(jìn)展似乎都很滿意。你得知一項(xiàng)新的政府管理方面的要求將會(huì)引起項(xiàng)目的一個(gè)績效指標(biāo)的變更。為使這個(gè)變更包括在項(xiàng)目計(jì)劃之中，你應(yīng)該：
A．召集變更控制委員會(huì)會(huì)議
B．改變工作分解包，項(xiàng)目時(shí)間表和項(xiàng)目計(jì)劃以反映該管理要求
C．準(zhǔn)備變更請(qǐng)求
D．通知受到影響的股東將要對(duì)項(xiàng)目立即采取的新計(jì)劃
3．Which of the following is not one type of communication barriers?
A．Blockers
B．Filtering
C．Unfamiliar with the subject
D．Noise
3．哪一種不屬于溝通的一種障礙類型？
A．阻礙
B．過濾
C．不熟悉專題
D．噪音
4．Your project schedule is tight and in danger of falling behind whentwo team members start disrupting status meetings by arguing with each other． As project manager, what is theBEST thing you can do?
A．Separate the two until the project is back on track
B．Speak with each team member and give each a verbal warning
C．Discuss the problem with the manager of the two team member
D．Meet with both team members and their manager to determine thesource of conflict
4．你的項(xiàng)目計(jì)劃進(jìn)度很緊，而且處于進(jìn)度落后的危險(xiǎn)之中，這時(shí)兩個(gè)團(tuán)隊(duì)成員吵了起來，干擾了正在進(jìn)行的狀態(tài)會(huì)議。作為項(xiàng)目經(jīng)理你好應(yīng)該：
A．把這兩個(gè)人分開，直到項(xiàng)目恢復(fù)正規(guī)
B．分別和他們談話，給于口頭警告
C．和他們的經(jīng)理討論這個(gè)問題
D．和他們兩人以及他們的經(jīng)理討論確定沖突的來源
5．What tool is used to describe the coding structure used to reportfinancial information in its general ledger?
A．Chart of accounts
B．Balance sheet
C．WBS dictionary
D．Code of accounts
5．什么工具用于描述財(cái)務(wù)報(bào)告信息在公司總帳目中的編碼結(jié)構(gòu)？
A．會(huì)計(jì)科目
B．平衡表
C．WBS詞典
D．記賬碼
6．Your company is considering investing in several very large projects． You need a rough idea of whatthese projects will cost． What type of cost estimate should you request?
A．RAM
B．Budgetary
C．Bottom-up
D．ROM
6．你的公司在考慮投資幾個(gè)大型項(xiàng)目。你需要大致了解這些項(xiàng)目的成本。你使用什么估算？
A．RAM
B．預(yù)算估算
C．自下而上
D．量級(jí)估算
7．What type of chart would you use to show cumulative earned valueanalysis data?
A．Gantt chart
B．S - curve
C．Histogram
D．Bar chart
7．哪個(gè)圖是用來顯示累計(jì)掙值分析的？
A．甘特圖
B．S曲線
C．直方圖
D．橫道圖
8．Which of the following statements is true?
A．Project teams should focus on delivering the required levels ofquality, not grade．
B．Low quality is not always a problem．
C．Low grade is not always a problem．
D．Grade is a category given to items with the same functional use andtechnical characteristics．
8．下面哪一種說法是正確的？
A．項(xiàng)目經(jīng)理應(yīng)該專注于達(dá)到規(guī)定的質(zhì)量而不是等級(jí)
B．低的質(zhì)量并不總是一個(gè)問題
C．低的等級(jí)并不總是一個(gè)問題
D．等級(jí)可以歸為具有相同功能和相同技術(shù)特特征的品類
9．Which quality tool or technique, applied most often in productdesign, helps identify which factors might influence specific variables byusing statistical methods?
A．Control charts
B．Design of experiments
C．Six sigma
D．Statistical sampling
9．哪個(gè)質(zhì)量工具或方法常用于產(chǎn)品設(shè)計(jì)，使用統(tǒng)計(jì)學(xué)方法幫助識(shí)別哪個(gè)參數(shù)對(duì)特定的變量影響大？
A．控制圖
B．試驗(yàn)設(shè)計(jì)
C．六西格瑪
D．統(tǒng)計(jì)抽樣
10．Scrap and rework are examples of what type of cost of quality?
A．Appraisal
B．Prevention
C．Internal failure
D．External failure
10．廢料和返工是哪一種質(zhì)量成本的例子？
A．評(píng)估
B．預(yù)防
C．內(nèi)部失敗
D．外部失敗
11．William Ouchi introduced an approach to management based on theJapanese approach to motivating workers． What is his theory called?
A．Theory X
B．Theory Y
C．Theory Z
D．Theory A
11．威廉Ouchi介紹了一種基于日本的激勵(lì)員工的方法，叫什么？
A．X理論
B．Y理論
C．Z理論
D．A理論
12．What tool is a form of network analysis where resource managementconcerns drive scheduling decisions?
A．Critical chain scheduling
B．PERT
C．Critical path method
D．Resource loading
12．下面哪一種網(wǎng)絡(luò)分析方法中，資源管理考慮構(gòu)成了項(xiàng)目進(jìn)度決策的驅(qū)動(dòng)因素？
A．關(guān)鍵鏈進(jìn)度法
B．PERT
C．關(guān)鍵路徑法
D．資源負(fù)荷
13．You are working hard to be an excellent project manager． But you found that you have atendency to come up with a decision on you own judgment． If you wish to approach an issueby standing in others’ shoes, what should you do?
A．Empathic listening skills
B．Speaking skills
C．Presentation skills
D．Active listening skills
13．你在努力成為一個(gè)優(yōu)秀PM，你發(fā)現(xiàn)自己習(xí)慣直接下結(jié)論。你想多從別人角度看問題，應(yīng)該發(fā)展哪項(xiàng)技能？
A．換位的傾聽技巧
B．演說技巧
C．演示技巧
D．積極傾聽技巧
14．You are reviewing the performance of a large project you aremanaging with many deliverables． You know that several very senior managers will be at the meeting． What type of reports should youfocus on to show the high level accomplishments to date?
A．Pareto chart
B．Earned value chart
C．Milestone chart
D．Budget chart
14．你準(zhǔn)備進(jìn)行一個(gè)擁有許多交付成果的大型項(xiàng)目的績效評(píng)審，你知道將有幾個(gè)高級(jí)主管到場。哪種類型的報(bào)告適合展示高層次的完成情況？
A．帕雷托圖
B．掙值報(bào)告
C．里程碑圖
D．預(yù)算圖
15．If a project team goes from five to eight people, how many morecommunications channels are there?
A．18
B．10
C．12
D．15
15．如果項(xiàng)目組成員從5個(gè)變成8個(gè)，增加了多少個(gè)溝通渠道？
A．18
B．10
C．12
D． 15
16．Which of the following is most appropriate for face-to-facecommunication?
A．Providing a permanent record of key project decisions
B．Addressing negative behavior of one of your project team members
C．Encouraging creative thinking of project team members
D．Asking information questions of key project stakeholders
16．有很多溝通的方法，下列哪種情況適合“面對(duì)面”的溝通？
A．提供一個(gè)關(guān)鍵項(xiàng)目決策的永久記錄時(shí)
B．針對(duì)一個(gè)團(tuán)隊(duì)成員的負(fù)面行為時(shí)
C．鼓勵(lì)團(tuán)隊(duì)成員的創(chuàng)新思維時(shí)
D．詢問關(guān)鍵干系人信息時(shí)
17．What type of meeting is normally held at the beginning of a projector project phase to discuss project objectives and plans?
A．A strategy meeting
B．A kickoff meeting
C．A SWOT meeting
D．A goal meeting
17．下面哪一種會(huì)議通常在項(xiàng)目或階段初進(jìn)行，討論項(xiàng)目目標(biāo)和計(jì)劃？
A．戰(zhàn)略會(huì)議
B．開工會(huì)議
C．SWOT會(huì)議
D．目標(biāo)會(huì)議
18．Your organization categorizes risks in terms of colors: red for highrisk, yellow for medium risk, and green for low risk． What type of risk analysis are youusing?
A．Quantitative risk analysis
B．Color-coded risk analysis
C．Simulation risk analysis
D．Qualitative risk analysis
18．你的公司按照顏色把風(fēng)險(xiǎn)歸類，紅色代表高風(fēng)險(xiǎn)，黃色代表中等風(fēng)險(xiǎn)，綠色代表低風(fēng)險(xiǎn)，這種風(fēng)險(xiǎn)分析方法叫做：
A．量化風(fēng)險(xiǎn)分析
B．顏色代碼風(fēng)險(xiǎn)分析
C．模擬風(fēng)險(xiǎn)分析
D．定性風(fēng)險(xiǎn)分析
19．The project manager is having a conflict with project personnel． Which of the following methodsdecreases the immediate intensity of the conflict?
A．Smoothing
B．Compromising
C．Confronting
D．Forcing
19．項(xiàng)目經(jīng)理和項(xiàng)目成員發(fā)生了沖突，下面哪一種辦法可以馬上降低沖突的緊張程度？
A．圓滑
B．妥協(xié)
C．對(duì)撞
D．強(qiáng)迫
20．You need to use suppliers to provide several different products andservices for your project．You want to create a document to describe the work in enough detailto allow prospective sellers to bid on them． What document should you create?
A．A contract
B．A proposal
C．A bidder's statement
D．A SOW
20．你需要供應(yīng)商為你的項(xiàng)目提供幾種不同的產(chǎn)品和服務(wù)。你希望建立一個(gè)詳細(xì)的文檔，描述工作足夠的細(xì)節(jié)以便供應(yīng)商來競標(biāo)，這是什么文件？
A．一份合同
B．一份建議書
C．投標(biāo)人聲明
D．一份工作說明書
21．You need to purchase 1,000 off-the-shelf computers for a project． What type of document should yousend to potential suppliers?
A．A proposal
B．An RFQ
C．A SOW
D．An RFP
21．你需要為采購1000臺(tái)筆記本電腦，你應(yīng)該給潛在供應(yīng)商法發(fā)出什么文件？
A．一份建議書
B．一份RFQ
C．一份工作說明書
D．一份RFP
22．Which of the following is not a good practice to follow to ensureadequate change control on projects that involve outside contracts?
A．Document changes in writing and inform project stakeholders of thechanges
B．Include an impact analysis when evaluating any proposed change
C．Include a Monte Carlo analysis whenevaluating any proposed change
D．Review, approve, and document changes to any part of the project thesame way it was done for the original plan
22．要保證對(duì)外包合同有充分的變更控制下面哪一種做法不是一個(gè)佳做法？
A．書面記錄變更并把變更通知干系人
B．評(píng)估任何建議的變更時(shí)，包括一個(gè)影響評(píng)估
C．評(píng)估任何建議的變更時(shí)，包括一個(gè)蒙特卡洛分析
D．就像對(duì)待項(xiàng)目初計(jì)劃一樣，審核、批準(zhǔn)、記錄項(xiàng)目任何部分發(fā)生的變更
23．In PMI's PMP Code of Conduct, members are asked to provide accurateand truthful representations concerning information related to all of thefollowing areas with the exception of which of the following?
A．Examination applications
B．Test item banks
C．Supervisor information
D．Candidate information
23．按照PMI的PMP行為守則，會(huì)員應(yīng)該提供真實(shí)、準(zhǔn)確的信息報(bào)告，但不包括：
A．考試申請(qǐng)信息
B．測(cè)試題目庫
C．主管的信息
D．考試人信息
24．Your project concerns adding two new machines to the production line． You have just finished calculatingpotential dates for each of your activities． The “Prepare Flooring” activity is scheduled for an early startdate of May 16, an early finish date of May 31, a late start date of June 1,and a late finish date of June 16． The “Install Lighting” activity is scheduled for an early startdate of June 3, an early finish date of June 30, a late start date of July 1,and a late finish date of July 28．If the two activities are Finish-Start dependency, what is theestimated duration for the two activities based upon “start as early aspossible” principle?
A．44 days．
B．46 days．
C．48 days．
D．50 days．
24．你的項(xiàng)目是要給生產(chǎn)線增加兩臺(tái)機(jī)器。你計(jì)算了每一個(gè)活動(dòng)的可能日期�！皽�(zhǔn)備地基”活動(dòng)的計(jì)劃早開工是5月16日，早完工是5月31日，遲開工日期為6月1日，遲完工日期是6月16日�！鞍惭b燈光”活動(dòng)的計(jì)劃早開工是6月3日，早完工是6月30日，遲開工日期為7月1日，遲完工日期是7月28日。兩個(gè)活動(dòng)為完成—開始關(guān)系，按照早開工原則，項(xiàng)目歷時(shí)應(yīng)該是多少天？
A．44天
B．46天
C．48天
D．50天
25．Your organization has very little experience working with peoplefrom a particular country．You have just been awarded a contract to develop an importantproduct for this country．What should you recommend to your project team and sponsor?
A．Hire people born in that country to join the team and handle mostcommunications
B．Read good books about that country to understand it better
C．Attend training to gain a better understanding of people from thatcountry
D．Take language classes to learn to speak at least some common phrasesin that language
25．你的公司缺少在某一個(gè)國家工作的經(jīng)驗(yàn)，而你剛剛被授予了一份在該國執(zhí)行的合同。你對(duì)你的團(tuán)隊(duì)和發(fā)起人有什么建議？
A．雇傭該國的人員加入項(xiàng)目團(tuán)隊(duì)處理大部分溝通問題
B．閱讀一些書以更好的理解這個(gè)國家
C．參加培訓(xùn)以更好的理解這個(gè)國家的人
D．學(xué)習(xí)該國語言，至少學(xué)會(huì)說一些常用的詞語
26．An service company is promoting management by objectives, as aproject manager, you know that management by objectives works only if:
A．It is supported by management
B．The rules are written down
C．The company’s projects support the objectives
D．The company’s employees are willing to do it
26．一家服務(wù)公司正在公司內(nèi)部推行目標(biāo)管理，作為項(xiàng)目經(jīng)理，你知道要有效的推行目標(biāo)管理，只有：
A．獲得管理層的支持
B．成文的規(guī)則
C．公司項(xiàng)目支持這些目標(biāo)
D．公司雇員愿意做
27．An contractor has undertaken a project with estimated constructioncost at $1500, material cost at $6500 and a 50% incentive． When the project is completedwithin the required 240 hours, the actual material cost is $6200, so, the finalpayment to the contractor is $7850． What type of contract is implemented in the case?
A．CPFF
B．CPPC
C．FPIF
D．CPIF
27．一個(gè)承包商承建一個(gè)倉庫，施工成本是1500元，物料6500元，加50％獎(jiǎng)勵(lì)。承包商在240小時(shí)完成，實(shí)際物料成本是6200元。后承包商得到7850元，他們使用的是什么合同？
A．CPFF
B．CPPC
C．FPIF
D．CPIF
28．The contractor has signed off a Firm Fixed Price contract with theowner after the design specification is finalized． However, the contractor has delayed the project kickoff threemonths due to inadequate funding． As a project manager of the owner side, what should you do?
A．Implement risk response plan
B．Negotiate with the contractor about the completion
C．Add resources to the project to ensure timely completion
D．Use management reserve
28．在確定了設(shè)計(jì)規(guī)范后，承包商與業(yè)主簽訂了FFP合同。但由于資金不足，承包商3個(gè)月后才開始，作為業(yè)主方項(xiàng)目經(jīng)理你應(yīng)該：
A．實(shí)施風(fēng)險(xiǎn)應(yīng)對(duì)計(jì)劃
B．與客戶談判項(xiàng)目完成時(shí)間
C．為使項(xiàng)目按時(shí)完成，增加資源
D．利用管理儲(chǔ)備
29．By regular contract audits, you can detect which part in the costreimbursement contract is overcharged．What if overcharged is detected and you do not have any clausesstipulated in the contract?
A．Continue to pay
B．Refuse to pay until there is a clear settlement
C．Declare the contract void
D．Change the contract to include more audits
29．成本報(bào)銷合同的例行審計(jì)可以確定合同是否要價(jià)過高。如果發(fā)現(xiàn)要價(jià)過高，而合同沒有規(guī)定糾正措施，買方應(yīng)該：
A．繼續(xù)支付
B．終止付款，直到問題解決
C．宣布合同無效
D．對(duì)合同進(jìn)行變更，增加審計(jì)次數(shù)
30．When disputes arise in the course of contract implementation, one ofthe solutions is to submit to the stipulated impartial third party for apossible settlement． The process is called:
A．Alternative dispute resolution
B．Problem processing
C．Steering resolution
D．Mediation litigation
30．合同執(zhí)行過程出現(xiàn)問題，其中一個(gè)解決方法就是把它提交給指定的不偏不倚的第三方解決，這個(gè)過程叫：
A．可供選擇的爭端解決
B．問題處理
C．指導(dǎo)解決
D．仲裁申訴
31．An oil field development project manager believes that modifying theproject scope may increase production and will increase the owner’s profit level． What should the project managerdo?
A．Change the WBS
B．Contact the customer to improve understanding
C．Call a meeting with the project team
D．Update the scope management plan
31．一個(gè)油田開發(fā)項(xiàng)目的經(jīng)理認(rèn)為修改項(xiàng)目范圍可以增加產(chǎn)量并提高業(yè)主的利潤率，他應(yīng)該：
A．變更WBS
B．聯(lián)系客戶、加強(qiáng)了解
C．召集項(xiàng)目團(tuán)隊(duì)會(huì)議
D．更新項(xiàng)目管理計(jì)劃
32．Which of the following is an important input to scope verification?
A．Deliverables
B．Historical information
C．Formal acceptance
D．Change request
32．以下哪項(xiàng)是范圍核實(shí)的重要依據(jù)？
A．可交付成果
B．歷史信息
C．正式驗(yàn)收
D．變更請(qǐng)求
33．System analysis/engineering, value engineering, value analysis andfunctional analysis are all examples of?
A．Alternatives identification
B．Expert judgment
C．Product analysis
D．Scope verification
33．系統(tǒng)分析/系統(tǒng)工程、價(jià)值工程/價(jià)值分析和功能分析屬于什么的例子？
A．替代方案識(shí)別
B．專家判斷
C．產(chǎn)品分析
D．范圍核實(shí)
34．You get a report from your team members that certain projectdeliverables have been attained without performing all the assigned workpackages in the WBS． The best thing you should do is to:
A．Communicate the changes to all team member and stakeholders
B．Direct the change through the Change Control System
C．Change the project performance measurement baseline
D．Change the project communication management process
34．你收到項(xiàng)目團(tuán)隊(duì)的一個(gè)報(bào)告說，項(xiàng)目的交付成果完成了，但是沒有執(zhí)行WBS中的
某些工作包，你應(yīng)該做的是什么：
A．把變更向團(tuán)隊(duì)成員和干系人溝通
B．通過變更控制系統(tǒng)指導(dǎo)這個(gè)變更
C．改變項(xiàng)目績效測(cè)量基準(zhǔn)
D．改變項(xiàng)目溝通管理計(jì)劃
35．A deliverable fails to give expected results, but was formallyaccepted by the customer． Which of the following best describes the activity involved?
A．Inspection
B．Rework
C．Quality audit
D．Scope verification
35．一個(gè)交付成果未能達(dá)到預(yù)期的結(jié)果，但是客戶依然正式驗(yàn)收了。這是什么活動(dòng)？
A．檢驗(yàn)
B．返工
C．質(zhì)量審計(jì)
D．范圍核實(shí)
36．When managing a new product development project, a technical issuehinders the progress, you decide to invite experts and use Delphi Technique,You should:
A．Make sure the experts consulted are recognized for their inputs
B．Compare information and work toward a single opinion
C．Consult all the stakeholders
D．Arrange the meeting in a conference room to obtain consensus
36．你管理一個(gè)新產(chǎn)品開發(fā)項(xiàng)目，一個(gè)技術(shù)問題影響了項(xiàng)目進(jìn)度，你決定邀請(qǐng)專家用德爾菲技術(shù)進(jìn)行討論，你應(yīng)該：
A．保證專家的輸入能夠識(shí)別出來
B．比較專家信息，然后達(dá)成一種意見
C．咨詢所有干系人
D．在會(huì)議室安排會(huì)議達(dá)成共識(shí)
37．You are just assigned as a Project Manager to a new petrochemicalfacility construction project and have been given the complete project scopeyou will first:
A．Create a project plan using the WBS
B．Confirm that all the stakeholders have had input to the scope ofwork
C．Form a team to create the procurement plan
D．Create a network diagram
37．你剛剛被任命為一個(gè)新石化建設(shè)項(xiàng)目的經(jīng)理，你拿到了完整的項(xiàng)目范圍，接下來你應(yīng)該：
A．用WBS建立一個(gè)項(xiàng)目計(jì)劃
B．確認(rèn)所有干系人都對(duì)項(xiàng)目范圍提供了輸入
C．組建一個(gè)團(tuán)隊(duì)建立采購計(jì)劃
D．建立一個(gè)網(wǎng)絡(luò)圖
38．When managing a fixed price lump sum contract, the project managerrealizes that one of the large customer-requested changes might impact theproject schedule, he should:
A．Discuss with the stakeholder
B．Meet with the team members
C．Renegotiate the contract with construction personnel
D．Follow the change control system
38．在管理一個(gè)固定價(jià)格合同時(shí)，項(xiàng)目經(jīng)理發(fā)現(xiàn)客戶提出的一個(gè)重大變更可能影響項(xiàng)目進(jìn)度，他應(yīng)該：
A．與干系人討論
B．會(huì)見團(tuán)隊(duì)成員
C．和施工人員就合同重新談判
D．執(zhí)行變更控制系統(tǒng)
39．When training new project team members, you were asked what shouldbe done during scope verification, your answer should be:
A．Verify product correctness
B．Create WBS
C．Inspection
D．Performance measurement
39．在培訓(xùn)新的項(xiàng)目團(tuán)隊(duì)成員時(shí)，項(xiàng)目團(tuán)隊(duì)成員問你范圍核實(shí)應(yīng)該怎么做，你的回答是：
A．核實(shí)產(chǎn)品的正確性
B．建立WBS
C．檢驗(yàn)
D．績效測(cè)量
40．You have just finished most of the work on a new systems integrationproject when the seller comes to you with detailed procedures for closeout ofthe contract． The contractincluded closeout procedures． What should you do?
A．Revise the closeout procedures after getting management's approval
B．Get a change order
C．Create new procedures that are more complete
D．Assess the quality of the seller's new detailed procedures and ifthey are better than the current procedures, use them
40．你剛剛完成一個(gè)系統(tǒng)集成項(xiàng)目的大部分工作，供應(yīng)商找到你拿出一個(gè)詳細(xì)的合同收尾程序。你應(yīng)該：
A．獲得管理層批準(zhǔn)后修訂收尾程序
B．獲得一個(gè)變更單
C．建立一個(gè)更加完善的程序
D．評(píng)估供應(yīng)商新的詳細(xì)程序的質(zhì)量，如果好于現(xiàn)在的程序，就予采納