在大型及复杂项目中，项目管理办公室(PMO)承担着组织项目管理的工作。(67)属于PMO战略职能。

Developing the project schedule is often an iterative process. It determines the planned start and finish dates for project activities and milestones. Schedule development can require the review and revision of duration estimates and resource estimates to create an approved project schedule that can serve as a baseline to(75) progress.

Estimating activity durations uses information on activity scope of(74) , required resource types, estimated resource quantities, and resource calendars.

The Estimate Activity Resource process is closely coordinated with the(73) process.

Project work packages are typically decomposed into smaller components called activities to provide a basis for (72) ,scheduling, executing, and monitoring and controlling the project work.

Define Activities is the process of identifying the specific actions to be performed to produce the (71).

以下关于大型及复杂项目制订项目计划的丁具和方法的描述中，错误的是(70)。

以下关于大型及复杂项目的描述中，错误的是(69)。

在大型及复杂项目的实施与控制过程中，项目实施绩效是通过组织结构层层传递的。在这一传递过程中(68)信息的失真度可能最人。

在大型及复杂项目中，项目管理办公室(PMO)承担着组织项目管理的工作。(67)属于PMO战略职能。

某公司的销售收入状态如表2-6所示，就销售收入而言，该公司的盈亏平衡点是(66)(百万元人民币)。