🎯题库练习

{"bank":[{"analysis":"国家信息化体系六要素（官方教程口径）：信息资源、信息网络、信息技术应用、信息技术与产业、信息化人才、信息化政策法规与标准规范。题干为『选非题』，只有『信息化运营外包』不在六要素之列。","answer":"D","chapter":"信息化与系统集成技术","difficulty":1,"explain":{"A":"信息资源是六要素之一（且常被视为信息化建设的核心资源），本题要选『不属于』的一项，故排除。","B":"信息网络属于六要素范畴，是信息化建设的物理基础，不能选。","C":"信息化人才是六要素之一，没有人才信息化无法持续，故排除。"},"id":"rk-zhishi-ch01-001","options":["信息资源","信息网络","信息化人才","信息化运营外包"],"source":"chapter","stem":"根据国家信息化体系的常见划分，下列选项中**不属于**六要素之一的是？","subject":"综合知识","type":"single"},{"analysis":"规划阶段回答『做什么、值不值得做』（立项与可行性）；设计阶段回答『怎么做』；实施阶段把设计变成现实；运维阶段保障上线后的稳定运行。题干关键词『做什么』对应规划阶段。","answer":"A","chapter":"信息化与系统集成技术","difficulty":1,"explain":{"B":"设计阶段解决的是『怎么做』——架构、数据库、接口与界面设计，前提是需求已经明确，不能回答『做什么』。","C":"实施阶段是把设计方案编码实现、测试部署，属于动作执行阶段，晚于需求定义。","D":"运维阶段保障已上线系统的运行与变更，位于生命周期最末端，与需求定义无关。"},"id":"rk-zhishi-ch01-002","options":["系统规划","系统设计","系统实施","系统运维"],"source":"chapter","stem":"信息系统生命周期中，『明确系统要做什么、解决哪些问题』通常属于哪个阶段的任务？","subject":"综合知识","type":"single"},{"analysis":"SOA 的核心思想：把业务能力封装为『服务』，通过标准接口（如 Web Service）暴露，服务间松耦合、可组合复用。它不是把系统物理合并，也不是只做硬件网络层面的集成。","answer":"B","chapter":"信息化与系统集成技术","difficulty":2,"explain":{"A":"SOA 追求的是逻辑上的服务化与松耦合，让系统通过服务协作，而非把系统物理合并成一个大单体。","C":"SOA 属于应用层/数据层的集成思想，网络集成只是底层的技术支撑之一，不能以偏概全。","D":"恰好相反——采用 SOA 正是为了让原本孤立、异构的系统之间能够协同集成，集成仍然是必须的。"},"id":"rk-zhishi-ch01-003","options":["SOA 要求把各系统完全合并为一个大系统","SOA 通过标准化服务接口实现松耦合与复用","SOA 只适用于硬件层面的网络集成","采用 SOA 后系统之间不再需要任何集成"],"source":"chapter","stem":"关于面向服务架构（SOA），下列说法正确的是？","subject":"综合知识","type":"single"},{"analysis":"保密性（Confidentiality）指信息不被未授权者获取。内部员工向竞争对手外发机密文档，使信息泄露给未授权方，直接破坏保密性。","answer":"A","chapter":"信息化与系统集成技术","difficulty":2,"explain":{"B":"篡改数据破坏的是完整性（Integrity）——信息被非法修改，与『泄露给未授权者』的保密性问题不同。","C":"DDoS 导致业务中断破坏的是可用性（Availability）——授权用户无法正常访问服务。","D":"删除日志破坏的是完整性/可审计性，旨在消灭操作痕迹，属于完整性范畴而非保密性。"},"id":"rk-zhishi-ch01-004","options":["内部员工将研发机密文档外发给竞争对手","攻击者篡改公司官网的商品价格","服务器遭受 DDoS 攻击导致网站无法访问","系统操作日志被非法删除以掩盖操作痕迹"],"source":"chapter","stem":"下列情形中，最直接破坏信息安全『保密性』的是？","subject":"综合知识","type":"single"},{"analysis":"项目三大特征：临时性（有明确起止）、独特性（成果独一无二）、渐进明细（随进展不断细化）。『重复循环』是持续运营的特征，与项目相对。","answer":"D","chapter":"项目管理基础","difficulty":1,"explain":{"A":"临时性是项目特征——项目有明确的开始与结束，题干要求选『不是』项目特征的，故排除。","B":"独特性是项目特征——没有两个完全相同的项目，不能选。","C":"渐进明细是项目特征——项目目标与方案随推进逐步细化，同样不能选。"},"id":"rk-zhishi-ch02-001","options":["临时性","独特性","渐进明细","重复循环性"],"source":"chapter","stem":"下列哪项**不是**项目的典型特征？","subject":"综合知识","type":"single"},{"analysis":"五大过程组：启动 → 规划 → 执行 → 监控 → 收尾。监控贯穿执行全程但排序固定：没有启动授权就没有规划，没有规划就无法执行。","answer":"A","chapter":"项目管理基础","difficulty":1,"explain":{"B":"规划必须发生在启动（获得授权）之后；收尾是最后一道程序，监控在其前而非其后。","C":"顺序错误：规划应先于执行，不能先执行后规划。","D":"顺序错误：启动在最前（先授权立项），规划在启动之后、执行之前。"},"id":"rk-zhishi-ch02-002","options":["启动—规划—执行—监控—收尾","规划—启动—执行—收尾—监控","启动—执行—规划—监控—收尾","规划—执行—启动—监控—收尾"],"source":"chapter","stem":"项目管理五大过程组的正确顺序是？","subject":"综合知识","type":"single"},{"analysis":"十大知识领域：整合、范围、进度、成本、质量、资源、沟通、风险、采购、干系人管理。『文档管理』不是独立的知识领域——文档产出分散在各过程组中管理。","answer":"C","chapter":"项目管理基础","difficulty":2,"explain":{"A":"风险管理是十大知识领域之一，负责识别、分析与应对不确定性，不能选。","B":"干系人管理是第十大知识领域，负责识别并管理受项目影响或影响项目的个人与组织，不能选。","D":"整合管理居十大领域之首，负责协调全局、平衡各方约束（题干是选非题，此项应排除）。"},"id":"rk-zhishi-ch02-003","options":["风险管理","干系人管理","文档管理","整合管理"],"source":"chapter","stem":"下列领域中，**不属于**项目管理十大知识领域的是？","subject":"综合知识","type":"single"},{"analysis":"项目章程由发起人/高层签发，正式授权项目启动并任命项目经理，给出高层级目标与约束；后续范围仍须通过变更控制管理，并非永久冻结。","answer":"B","chapter":"项目管理基础","difficulty":2,"explain":{"A":"项目经理可参与章程的起草与输入，但签发权在发起人/高层——自行签发缺少组织授权，不成立。","C":"章程只是『授权 + 高层级目标』的起点，后续范围变更仍要通过变更控制流程处理，不能说范围从此固定。","D":"章程在启动过程组就要产出，是项目启动的『出生证』，收尾阶段早已不需要签发。"},"id":"rk-zhishi-ch02-004","options":["由项目经理编制并自行签发","由项目发起人或高层管理者签发，正式授权项目启动","章程批准后项目范围就完全固定，不能再变更","章程只在项目收尾时才需要"],"source":"chapter","stem":"关于项目章程，下列说法正确的是？","subject":"综合知识","type":"single"},{"analysis":"WBS 以『可交付成果』为导向逐层分解到工作包，遵循 100% 规则：底层工作包之和必须覆盖且不超出全部项目范围。它是范围管理的核心工具，后续通过变更控制可调整。","answer":"B","chapter":"范围与进度管理","difficulty":2,"explain":{"A":"WBS 分解的对象是项目范围与可交付成果（工作包）；把工作包再细化为活动属于进度管理范畴，WBS 本身不以活动为对象。","C":"分解过粗的工作包难以估算、分配与监控；WBS 应分解到『可管理、可估算』的粒度，并非越粗越好。","D":"WBS 基线建立后若需调整，应通过正式的变更控制流程，而非『禁止修改』。"},"id":"rk-zhishi-ch03-001","options":["WBS 只分解进度活动，不涉及可交付成果","WBS 底层分解之和应等于 100% 的项目范围（100% 规则）","WBS 分解得越粗越好，便于灵活调整","WBS 一旦建立就禁止修改"],"source":"chapter","stem":"关于 WBS（工作分解结构）的说法，正确的是？","subject":"综合知识","type":"single"},{"analysis":"关键路径＝网络图中最长路径＝总浮动时间最小（通常为 0）的路径，决定项目最短工期；当多条路径总浮动并列最小时，项目存在多条关键路径。","answer":"B","chapter":"范围与进度管理","difficulty":2,"explain":{"A":"浮动时间最长意味着『最不紧张』，恰恰相反，关键路径是最紧张（总浮动最小）的那条。","C":"当多条路径共享最小浮动时，项目可同时存在多条关键路径，不是只能有一条。","D":"关键路径决定项目工期（进度），与成本没有定义上的直接关系。"},"id":"rk-zhishi-ch03-002","options":["关键路径是浮动时间最长的路径","关键路径上的活动总浮动时间最小（通常为零），且决定项目最短工期","一个项目只能存在一条关键路径","关键路径只与成本有关，与工期无关"],"source":"chapter","stem":"关于网络图中的关键路径，下列说法正确的是？","subject":"综合知识","type":"single"},{"analysis":"赶工＝通过增加资源（人手/加班）压缩关键路径活动的历时，代价通常是成本上升；只有压缩关键路径活动才能缩短总工期。","answer":"B","chapter":"范围与进度管理","difficulty":3,"explain":{"A":"快速跟进是把原本串行的活动改为并行执行，靠改变逻辑关系省时间，主要风险是返工；题干描述的是『增加人手』，不是改并行。","C":"资源平滑是在不改变工期的前提下调整资源使用峰谷，不能缩短总工期，与『赶进度』目标不符。","D":"范围缩减要通过范围变更减少交付内容，题干并未提及削减范围。"},"id":"rk-zhishi-ch03-003","options":["快速跟进（并行执行）","赶工（crashing）","资源平滑","范围缩减"],"source":"chapter","stem":"项目进度滞后，项目经理决定在关键路径活动上增加人手加班赶工。这种做法属于？","subject":"综合知识","type":"single"},{"analysis":"A 完成于第 3 天；B 完成于第 8 天、C 完成于第 7 天；D 需 B、C 均完成，故最早第 8 天开始，第 10 天完成。路径 A→B→D＝3+5+2＝10 天为最长路径（关键路径），C 所在路径 A→C→D＝9 天，有 1 天浮动。","answer":"A","chapter":"范围与进度管理","difficulty":3,"explain":{"B":"A→C→D＝3+4+2＝9 天，比 A→B→D 短，且 C 有 1 天浮动，不是关键路径。","C":"A→B→D 的历时应为 3+5+2＝10 天；8 天漏算了 D 的历时（3+5＝8 只是 B 的完成时刻）。","D":"C 与 B 是并行关系，D 前的两条前导路径互不串行，不存在 A→C→B→D 这种链路。"},"id":"rk-zhishi-ch03-004","options":["关键路径 A→B→D，总工期 10 天","关键路径 A→C→D，总工期 9 天","关键路径 A→B→D，总工期 8 天","关键路径 A→C→B→D，总工期 12 天"],"source":"chapter","stem":"某项目网络计划（历时单位：天）：活动 A 开工即开始、历时 3；A 完成后，B（历时 5）与 C（历时 4）并行开始；活动 D（历时 2）须在 B、C 均完成后开始。该项目关键路径与总工期是？","subject":"综合知识","type":"single"},{"analysis":"CV＝EV−AC＝90−110＝−20 万元＜0 → 成本超支；SV＝EV−PV＝90−100＝−10 万元＜0 → 进度落后。","answer":"B","chapter":"成本与质量管理","difficulty":3,"explain":{"A":"成本并未节约：AC（110）已大于 EV（90），CV 为负；进度也未超前，SV 为负。","C":"进度并未超前：EV（90）小于 PV（100），实际完成的计划价值低于计划，SV 为负说明落后。","D":"成本并未节约：实际花费 AC 超出挣值 EV 达 20 万元，方向判断反了。"},"id":"rk-zhishi-ch04-001","options":["成本节约且进度超前","成本超支且进度落后","成本超支但进度超前","成本节约但进度落后"],"source":"chapter","stem":"检查点数据：PV=100 万元，EV=90 万元，AC=110 万元。关于项目当前状态，下列说法正确的是？","subject":"综合知识","type":"single"},{"analysis":"SPI＝EV/PV。SPI＞1 表示挣值大于计划价值——实际完成进度超前于计划；SPI 只反映进度绩效，不直接度量成本。","answer":"C","chapter":"成本与质量管理","difficulty":2,"explain":{"A":"SPI＞1 意味着 EV＞PV，即『干得比计划多』，是进度超前而非落后。","B":"SPI 分子分母都是价值量（EV、PV），不含实际成本 AC，无法得出成本结论；要看成本需用 CPI。","D":"SPI 只描述到检查点为止的进度绩效，1.2 表示超前，但不代表工作已全部完成（EV 仍小于 BAC）。"},"id":"rk-zhishi-ch04-002","options":["项目进度落后于计划","项目成本超支","项目实际完成的进度价值高于计划价值，进度超前","项目已完成全部工作"],"source":"chapter","stem":"某项目 SPI（进度绩效指数）为 1.2，其含义是？","subject":"综合知识","type":"single"},{"analysis":"QA 面向『过程』、重在预防，典型手段是过程审计（审计是否按流程规范执行）；QC 面向『结果』，通过检验测量发现问题并纠正。","answer":"B","chapter":"成本与质量管理","difficulty":2,"explain":{"A":"抽样检验是对产出结果的测量验证，属于质量控制（QC）活动。","C":"返工是针对已发现缺陷的纠正执行，属于 QC 结果处理环节，不是过程保证。","D":"验收测试面向最终交付成果的符合性检查，属 QC/验收范畴。"},"id":"rk-zhishi-ch04-003","options":["对交付物进行抽样检验","执行过程审计，确认过程按规范执行","对发现的缺陷进行返工","组织客户做验收测试"],"source":"chapter","stem":"下列活动属于质量保证（QA）的是？","subject":"综合知识","type":"single"},{"analysis":"CPI＝EV/AC＝80/100＝0.8。典型偏差下 EAC＝BAC/CPI＝200/0.8＝250 万元，即按当前『每花 1 元只产出 0.8 元价值』的效率做完整个项目需要 250 万元。","answer":"C","chapter":"成本与质量管理","difficulty":3,"explain":{"A":"200 万元等于 BAC，前提是成本绩效无偏差（CPI＝1），与本题当前 CPI=0.8 矛盾。","B":"220 万元是『非典型偏差』的算法：EAC＝AC＋(BAC−EV)＝100＋120＝220，假设当前超支是一次性的、后续不再发生；题干明确按典型偏差继续。","D":"300 万元没有计算依据：BAC/CPI＝200/0.8＝250，而非 300。"},"id":"rk-zhishi-ch04-004","options":["200","220","250","300"],"source":"chapter","stem":"某项目 BAC=200 万元。检查时 EV=80 万元、AC=100 万元。若剩余工作按当前成本绩效指数（典型偏差）继续，完工估算 EAC 为多少万元？","subject":"综合知识","type":"single"},{"analysis":"转移＝把风险后果连同应对责任转给第三方，典型手段是购买保险、外包、担保等。保险不降低事故发生概率，但把损失的经济后果转移给了保险公司。","answer":"B","chapter":"风险与干系人管理","difficulty":1,"explain":{"A":"规避是改变计划以消除威胁本身（如改用不易损毁的设备方案），使风险不发生；买保险并未消除设备损毁的可能。","C":"减轻是主动降低风险的发生概率或影响（如加装保护装置、定期巡检）；保险不改变概率与影响，只转移损失承担。","D":"接受是自留风险（主动预留储备或被动承担），与『把风险转给保险公司』的意图相反。"},"id":"rk-zhishi-ch05-001","options":["规避","转移","减轻","接受"],"source":"chapter","stem":"为应对设备损毁风险，项目组为关键设备购买保险。该做法属于哪种风险应对策略？","subject":"综合知识","type":"single"},{"analysis":"定性风险分析对每个已识别风险按发生概率与影响的主观评级（结合矩阵）排出优先级，速度快、适合先做；定量分析才用数值模型量化总体影响。","answer":"B","chapter":"风险与干系人管理","difficulty":2,"explain":{"A":"定量风险分析用期望货币值 EMV、决策树、蒙特卡洛模拟等数值方法量化风险对目标的总体影响，不只做评级排序。","C":"风险审计是检查风险管理过程及其有效性，属于监控过程组的活动，不是风险分析方法。","D":"敏感性分析是定量分析的一种技术（找出对结果影响最大的变量），题干描述的是矩阵评级，属定性。"},"id":"rk-zhishi-ch05-002","options":["定量风险分析","定性风险分析","风险审计","敏感性分析"],"source":"chapter","stem":"使用『概率 × 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等于 BAC，隐含无偏差（CPI=1）的假设。","D":"250 对应 CPI=0.8 的口算结果，实际 CPI≈0.818。"},"id":"rk-case-ch04-001","options":["220","200","244","250"],"source":"case","stem":"某项目 BAC=200 万元，检查点 EV=90 万元、AC=110 万元。若按当前成本绩效（典型偏差）继续，完工估算 EAC 约为多少万元？","subject":"案例分析","type":"single"},{"analysis":"镀金＝主动在范围外添加功能讨好客户；范围蔓延＝客户不断加需求而项目组未加控制地接受。","answer":"B","chapter":"案例·范围与变更","difficulty":2,"explain":{"A":"蔓延是被动接受客户加需求，题干是开发主动多做。","C":"范围确认是验收核对，与主动加功能无关。","D":"与需求基线管理无关，且恰恰是未按基线执行。"},"id":"rk-case-ch05-001","options":["范围蔓延（scope creep）","镀金（gold plating）","范围确认","需求基线管理"],"source":"case","stem":"开发人员未与客户确认，主动为系统多做了一个客户没要求的演示功能以期获得好感。该现象属于？","subject":"案例分析","type":"single"},{"analysis":"单一来源依赖是典型威胁：应识别登记、评估（概率×影响），再规划应对（如备选供应商、存量预案、应急储备），并持续监控。","answer":"B","chapter":"案例·风险与干系人","difficulty":2,"explain":{"A":"直接终止合作属于过度反应，且替换供应商本身需要评估与过渡。","C":"只写周报没有应对动作，风险仍暴露。","D":"加班不能消除依赖风险，应对策略错配。"},"id":"rk-case-ch06-001","options":["立即终止与供应商的合作","将该风险记入风险登记册并规划备选/储备等应对","在周报中提一句即可","要求团队加班以规避风险"],"source":"case","stem":"项目核心组件仅依赖唯一供应商且未做任何备选评估。从风险管理角度，项目经理首先应当？","subject":"案例分析","type":"single"},{"analysis":"知识产权归属有约定从约定；题干已约定归乙方，故归乙方（示例口径，无约定时再依法定规则判断）。","answer":"B","chapter":"案例·采购合同法规","difficulty":2,"explain":{"A":"与合同明确约定冲突，约定优先。","C":"约定为归乙方而非共有。","D":"民事主体间的作品归属与国家无关。"},"id":"rk-case-ch07-001","options":["甲方（委托方）","乙方（开发方）","双方共有","国家"],"source":"case","stem":"委托开发合同中双方已明确约定「定制模块著作权归乙方」。依约定优先原则，该模块著作权应归？","subject":"案例分析","type":"single"},{"analysis":"十大知识领域：整合、范围、进度、成本、质量、资源、采购、沟通、风险、干系人管理——对应口诀「整范进成质 · 资采沟干风」。","answer":"C","chapter":"速记·项目管理口诀","difficulty":2,"explain":{"A":"文档管理不是独立知识领域（文档分散在各过程管理）。","B":"供应商相关活动归入采购管理，不存在独立领域。","D":"审计属于监控工具，不是独立知识领域。"},"id":"rk-suji-01-001","options":["文档管理","供应商绩效管理","干系人管理","安全审计管理"],"source":"suji","stem":"下列选项中，属于项目管理十大知识领域之一的是？","subject":"综合知识","type":"single"},{"analysis":"TF = LS − ES = 5 − 2 = 3 天（或 LF − EF = 9 − 6 = 3 天）。","answer":"B","chapter":"速记·计算公式","difficulty":3,"explain":{"A":"1 天是把 LS−EF（5−6 取绝对值）算错。","C":"4 天是 EF−ES（6−2），那是活动历时而非浮动。","D":"2 天无对应计算依据。"},"id":"rk-suji-02-001","options":["1","3","4","2"],"source":"suji","stem":"某活动最早开始 ES=2 天、最早完成 EF=6 天，最晚开始 LS=5 天、最晚完成 LF=9 天。该活动的总浮动时间 TF 为多少天？","subject":"综合知识","type":"single"},{"analysis":"私钥签名＋公钥验证保证来源真实与内容完整（防抵赖）；保密性要靠加密而非签名。","answer":"C","chapter":"速记·安全网络","difficulty":2,"explain":{"A":"签名不保密，保密需用接收方公钥加密。","B":"密钥分发恰是对称加密的难题。","D":"UDP 无连接、尽力而为，TCP 才可靠。"},"id":"rk-suji-03-001","options":["数字签名主要用于保证消息保密性","对称加密可彻底解决密钥分发问题","发送方用私钥签名、接收方用其公钥验证，可保证来源真实与内容完整","UDP 是面向连接的可靠传输协议"],"source":"suji","stem":"关于信息安全机制，下列说法正确的是？","subject":"综合知识","type":"single"},{"analysis":"保护期口诀：发明 20 年、实用新型 10 年、外观设计 15 年（示例口径，以现行法规为准）。","answer":"B","chapter":"速记·法规数字","difficulty":1,"explain":{"A":"10 年是实用新型的保护期。","C":"20 年是发明专利的保护期。","D":"50 年常见于著作权发表/财产权口径，不是专利。"},"id":"rk-suji-04-001","options":["10 年","15 年","20 年","50 年"],"source":"suji","stem":"我国现行专利制度中，外观设计专利权的保护期限是（自申请日起算，示例口径）？","subject":"综合知识","type":"single"},{"analysis":"预留时间/预算储备属于『接受』（主动接受：预留储备）；转移是把后果转给第三方（保险、外包、担保）。","answer":"D","chapter":"速记·配置风险","difficulty":2,"explain":{"A":"买保险是把损失转给保险公司，属转移。","B":"用成熟技术降低风险概率/影响，属减轻。","C":"改变计划让风险不发生，属规避。"},"id":"rk-suji-05-001","options":["买保险——转移","改用成熟技术方案——减轻","取消高风险子活动并调整方案——规避","为高发风险预留缓冲时间——转移"],"source":"suji","stem":"下列「风险应对策略—做法」对应错误的是？","subject":"综合知识","type":"single"},{"analysis":"找错题三段式：摘现象→指问题（对应管理原则/知识领域）→给纠正；分条作答并多用术语（如『未执行变更控制』）。","answer":"B","chapter":"速记·案例话术","difficulty":2,"explain":{"A":"只有结论没有依据与纠正，几乎不得分。","C":"不点明问题，整改无对象，答非所问。","D":"通常要求指出多条，只答一条会漏分。"},"id":"rk-suji-06-001","options":["只写『管理太混乱』","每条按『现象＋违背的管理原则＋纠正建议』作答","只写一份长篇整改方案而不点明问题","只挑最严重的一条回答"],"source":"suji","stem":"案例分析要求『指出项目存在的问题』时，下列作答方式最规范、最易得分的是？","subject":"案例分析","type":"single"}],"cert":"ruanjian-kaoshi","chapters":[{"name":"信息化与系统集成技术","title":"第 1 章 · 信息化与系统集成技术","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch01-xinxihua/"},{"name":"案例·答题模板","title":"第 1 章 · 科目导学与答题模板","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch01-daoxue/"},{"name":"速记·项目管理口诀","title":"速记卡 1 · 项目管理口诀","url":"/ruanjian-kaoshi/books/suji-shouce/suji-01-xiangmu/"},{"name":"案例·找错题通用","title":"第 2 章 · 找错题高频点与话术","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch02-zhaocuo/"},{"name":"项目管理基础","title":"第 2 章 · 项目管理基础","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch02-xiangmuguanli/"},{"name":"速记·计算公式","title":"速记卡 2 · 计算公式","url":"/ruanjian-kaoshi/books/suji-shouce/suji-02-gongshi/"},{"name":"案例·网络图与进度","title":"第 3 章 · 网络图与进度案例套路","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch03-wangluotu/"},{"name":"范围与进度管理","title":"第 3 章 · 范围与进度管理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch03-fanweijindu/"},{"name":"速记·安全网络","title":"速记卡 3 · 安全与网络","url":"/ruanjian-kaoshi/books/suji-shouce/suji-03-anquan/"},{"name":"成本与质量管理","title":"第 4 章 · 成本与质量管理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch04-chengbenzhi/"},{"name":"案例·挣值分析","title":"第 4 章 · 挣值分析案例套路","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch04-zhengzhi/"},{"name":"速记·法规数字","title":"速记卡 4 · 法规与数字","url":"/ruanjian-kaoshi/books/suji-shouce/suji-04-falv/"},{"name":"案例·范围与变更","title":"第 5 章 · 范围与变更、配置管理案例套路","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch05-fanwei-biangeng/"},{"name":"风险与干系人管理","title":"第 5 章 · 风险与干系人管理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch05-fengxian/"},{"name":"速记·配置风险","title":"速记卡 5 · 配置与风险","url":"/ruanjian-kaoshi/books/suji-shouce/suji-05-peizhi-fengxian/"},{"name":"资源与沟通管理","title":"第 6 章 · 资源与沟通管理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch06-ziyuangoutong/"},{"name":"案例·风险与干系人","title":"第 6 章 · 风险与干系人案例套路","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch06-fengxian-ganxiren/"},{"name":"速记·案例话术","title":"速记卡 6 · 案例答题话术","url":"/ruanjian-kaoshi/books/suji-shouce/suji-06-huashu/"},{"name":"案例·采购合同法规","title":"第 7 章 · 采购、合同与法规案例套路","url":"/ruanjian-kaoshi/books/anli-fenxi/anli-ch07-caigou-hetong/"},{"name":"采购与合同管理","title":"第 7 章 · 采购与合同管理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch07-caigouhetong/"},{"name":"文档、配置与变更管理","title":"第 8 章 · 文档、配置与变更管理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch08-wendangpeizhi/"},{"name":"法律法规与标准化","title":"第 9 章 · 法律法规与标准化","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch09-falvbiaozhun/"},{"name":"新一代信息技术与系统集成应用","title":"第 10 章 · 新一代信息技术与系统集成应用","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch10-xinyidai-xinxi/"},{"name":"信息安全与等级保护","title":"第 11 章 · 信息安全与等级保护","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch11-xinxianquan/"},{"name":"组织级项目管理与信息化监理","title":"第 12 章 · 组织级项目管理与信息化监理","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch12-zuzhiji-jianli/"},{"name":"网络与系统集成技术基础","title":"第 13 章 · 网络与系统集成技术基础","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch13-wangluo/"},{"name":"数据库与数据集成","title":"第 14 章 · 数据库与数据集成","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch14-shujuku/"},{"name":"软件工程与测试基础","title":"第 15 章 · 软件工程与测试基础","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch15-ruanjian/"},{"name":"专业英语与应试技巧","title":"第 16 章 · 专业英语与应试技巧","url":"/ruanjian-kaoshi/books/zonghe-zhishi/ch16-zhuanliyingyu/"}],"practiceUrl":"/ruanjian-kaoshi/practice/"}