201409固网考试题库
国网2014年招聘考试A卷
国家电网公司2014年高校毕业生招聘考试电工类本科生（A卷）一、专业单选题(共50题，每题0.5分，计25分)1.某一110kV线路接地距离保护的零序补偿系数由0.667被误整定为2，将使保护围（ A ）。
A. 增大B. 减小C. 不变D. 不一定2.定时限过电流保护采用两相三继电器式接线，电流互感器变比为1200/5，动作电流二次整定值为10A,如线路上发生CA相短路，流过保护安装处的A相一次电流、C相一次电流均为1500A,如A相电流互感器极性被反接时，该保护将出现（ A ）。
A. 拒动B. 误动C. 返回D. 维持现状3.一台容量为20MVA的115kV/10kV的降压变压器高压侧一次额定电流为（ A ）。
A. 100.4AB. 171.9AC. 1.004AD. 1.719A4.取基准容量为100MVA，110KV线路一次阻抗为40欧姆，如果用近似计算法，其标幺值为（ B ）。
A. 0.302B. 0.330C. 5290D. 48405.取基准容量为100MVA，容量为20MVA的115kV/10kV的降压变压器，其短路电压百分数为10.5%，如果用近似计算法，其标幺值为（ A ）。
A. 0.525B. 0.021C. 1.004D. 1.7196.取基准容量为100MVA，一台600MW发电机的功率因数为0.85，额定电压为11KV，次暂态电抗值为0.112，如果用近似计算法，其标幺值为（ A ）。
A. 0.01587B. 0.672C. 0.01877D. 0.79067.对于AB两相金属性短路边界条件与序量关系描述正确的是（ A ）。
A. A相电流与B相电流大小相等方向相反，C相正序电流与C相负序电流大小相等方向相反B. A相电流与B相电流大小相等方向相反，A相正序电流与A相负序电流大小相等方向相反C. A相电流与B相电流大小相等方向相同，A相正序电流与A相负序电流大小相等方向相同D. A相电流与B相电流大小相等方向相同，C相正序电流与C相负序电流大小相等方向相同8.三段式电流保护中（ A ）。
CIMA E2 2014年9月考试试卷答案
Management Level PaperE2 - Enterprise ManagementSeptember 2014 ExaminationExaminer's AnswersSECTION AAnswer to Question OneThe first thing the HR advisor should explain to FP is that the overriding purpose of discipline is to encourage improvement in an employee whose performance or conduct is below what is considered to be an acceptable standard. In this sense, the disciplinary process and procedures should be focused on achieving a change in behaviour of the employee so that future action is unnecessary.FP should be advised that he needs to ensure that he, and indeed his employee, are aware of the actions and behaviours which could lead to disciplinary action . This would include, for example, defective or inadequate work performance, breaking safety or other rules, regulations and procedures, refusing to carry out a legitimate work assignment, poor attitude which influences the work of others or reflects negatively on the public image of the firm, absence/poor timekeeping, misconduct, discrimination, bullying or harassment.He also needs to know GR Company's disciplinary policy, process and procedures. It is likely that the process will include the following stages:•The informal talk•The oral warning•The written or official warning (first and second)•Disciplinary layoffs or suspension•DismissalThe HR advisor should make sure that FP understands the importance of following the Company's procedure correctly, so as to avoid any employment tribunals. He could be directed towards familiarising himself with the procedure and alerted to the fact that if this is not followed and a case goes to an employment tribunal, it will automatically find the dismissal as unfair. In the UK, the Advisory, Conciliation and Arbitration Service (ACAS) produces advice on disciplinary procedures which FP might find it helpful to refer to.Another factor the HR advisor should cover in her briefing is the importance of acting promptly when facing potential disciplinary cases. This may involve, for instance, letting the employees know that they are performing below standard and the consequences if they do not improve. In this regard, FP may be able to deal with a performance issue in an informal manner, rather than as part of the formal disciplinary process, in the first instance.When facing a possible disciplinary case FP should be guided that it is essential that he keeps calm and conducts the investigation with thought and care. He should be advised that an important aspect of discipline is for him to be fair and as objective as possible, rather than pre-judging any performance issues. Consistency of approach is necessary in terms of the application of the same rules and considerations to each case.The HR advisor should also highlight to FP the importance of good preparation and that the gathering of relevant facts is a vital part of the disciplinary process. He should be advised to keep clear notes relevant to a particular case.Finally, FP should be made aware that an employee who has gone through the disciplinary process has the right to appeal against the sanction.Answer to Question TwoStrategies involving moving activities to another country can often fail because, whilst financial assessments are sound, insufficient attention has been placed on cultural factors. Just as DV Bank will have developed its own corporate culture which will influence the way it operates and its way of doing business, countries show international differences in how they view the world and develop their own cultures in terms of values and basic assumptions. This is an important concept since it will impact on the ways in which people behave at work and the way in which things are done in organisations.The effect of different environments is a key factor in determining the cultural compatibility of the Bank's strategy to move some operations to a different country. A mutual understanding of the different cultures will influence the effectiveness of working relationships and the management styles adopted.Hofstede's research was developed to explain national culture by mapping different cultural characteristics. The outcomes from the research suggest that countries can be classified according to four dimensions in which national culture varies and that might influence business behaviour. The dimensions are:•power distance;•uncertainty avoidance;•individualism, and•masculinity.To help better understand the culture in PQ Country, DV Bank could classify the national culture using these dimensions, on a continuum from high to low. For example: •Power distance is the extent to which the society of a country accepts that power in organisations is distributed unequally. In countries with high power distance,managers tend to make autocratic decisions and subordinates do what they are toldrather than being involved in decision making.•Uncertainty avoidance is the degree to which members of a country's society feel comfortable with risk, uncertainty and ambiguity and the extent to which they feelthreatened by unusual situations. High uncertainty avoidance will mean risk taking isdiscouraged and organisations will tend to rely heavily on rules and regulations sopeople know what they are doing.•Individualism versus collectivism is the extent to which people are supposed to take care of themselves and be emotionally independent from others (individualism), toone in which people prefer a tight-knit social framework based on involvement(collectivism).•Masculinity relates to the degree to which masculine values predominate. For example, focus on power, achievement, assertiveness and material success asopposed to the stereotypical feminine values of relationships, modesty, sensitivity and concern for others.Hofstede added a fifth dimension which is that of time orientation (sometimes referred to as Confucian v Dynamism), This relates to the extent to which society values long standing rather than short term values and traditions. For example, a long term orientation means valuing loyalty, education and training whereas a short orientation is associated with making quick profits, where people expect rapid feedback and value fast promotions.All of these factors need to be considered by DV Bank when deciding on whether to move operations to PQ Country since Hofstede argues that if countries have significantly different ‘scores’ on these dimensions, this may impact negatively on effective cross cultural working relationships and working practices.Within an organisation context authority legitimises the power within the structure and rules of the organisation. It is essentially the rights inherent in a manager's position to give orders and to expect the orders to be obeyed. In this regard, authority allows individuals within an organisation to issue instructions for others to follow. All forms of authority, as a basis of social control, rest on the power of the individual being accepted by subordinates.Authority can be based on charisma, i.e. individuals have some special quality or personality which sets them apart as leaders. Other forms of authority are traditional authority and rational legal authority. The former is where the personality of the leader is irrelevant and the person gains the status because of the long-standing natural right to 'rule', which is sometimes handed down in the organisation. Rational legal authority is where power comes from the individual's position in the organisation chart. In this sense authority is not personal but, rather, is vested in the position held. So the ability to perform particular functions is based on following a set of written rules and, in this regard, is aligned with Weber's view of classic bureaucracy.Responsibility is about the obligation of an employee who occupies a particular position in the organisation to perform certain duties and tasks or make certain decisions. Leading on from this, responsibility means that subordinates can be held accountable for personal performance and the achievement of the targets specified by the organisation's plans. Responsibility is related to authority in that authority is used by managers to ensure the duties are performed.The critical point about responsibility is that the scope of responsibility must correspond to the scope of authority given. If given responsibility without the necessary authority a leader may feel powerless to achieve the levels upon which the performance will be judged.The notion of accountability is related to responsibility in that it describes the need for employees to explain and justify any failure to accomplish their responsibilities to their superiors in the hierarchy. As such it refers to being called to account for one's actions and results.Delegation is the process of a leader assigning tasks and granting authority for their accomplishment to others. Hence, delegation is related to authority in that managers can assign part of their authority to a subordinate to fulfil their duties. It can only occur if the manager initially possesses the authority to delegate particular activities. The important point here is that responsibility can never be delegated, so the manager is always responsible for the actions of his or her subordinates. Hence, whilst delegation would give staff the discretion to make decisions within a certain sphere of influence or carry out tasks, the manager will remain fully accountable for the decision or tasks undertaken by staff.The value chain framework, as proposed by Michael Porter can help an organisation better understand its internal activities, and specifically which activities are especially important in adding value or where cost can be reduced to increase margins. In this context the framework could be used to help B4L Supermarkets in assessing how it can sustain its competitive advantage. The value chain distinguishes between primary and support activities.The primary activities of the value chain are those activities needed for the physical creationof B4L Supermarket's offer , i.e. inbound logistics, operations, outbound logistics, sales and marketing, as well as after sales service.B4L's support activities should help the primary activities go more smoothly. They include firm infrastructure, technology development, human resource management, and procurement. Taking each in turn:The infrastructure refers to how B4L Supermarkets is organised. This could be in terms of whether it is centralised or decentralised, along with the systems of planning, finance, quality control and information management. Fundamentally the infrastructure should be designed so that it is most efficient and effective to deliver the B4L Supermarket's business, including for example decisions on the level of autonomy at local supermarket level.Technology development is concerned with how B4L Supermarkets uses technology. This could be important in adding value in a number of different ways, including for instance in the ordering of stock using sophisticated stock control technology, to ensure B4L's chain of supermarkets have the stock they need but do not have high stock piles and wastage. Another aspect could be the data mining of customer information to support marketing activities both at store level and directly with the customer in terms of customised and targeted offers.Human resource management is associated with all matters to do with the B4L Supermarkets' employees. This includes HR policies and procedures for recruitment, appraisal, performance management, training and development. All of these are important in the context of having the right staff with the right behaviours, skills and attitudes to deliver the excellent customer service B4L prides itself on.Procurement is concerned with all aspects of purchasing for the company, and the negotiation of contracts on behalf of the B4L Supermarkets. This will be a critical activity for the company in terms of negotiations with its various suppliers on prices and delivery time, to ensure the B4L can meet its objectives on competitively priced products for its customers. Through centralised procurement B4L should be able to gain scale advantages enabling it to offer competitively priced products.An important concept in value creation is that of the linkages between different parts of the value chain. The various activities of B4L Supermarkets, both support and primary, are interdependent and connected by linkages, which should make it more difficult for its competitors to imitate. Linkages exist when the way in which one activity is performed affects the cost and effectiveness of other activities. For example, investment in HR through training and development could improve not only the way operations are performed, but also add value through outstanding customer service.Answer to Question FiveProject feasibility study should be undertaken during the early stages of the project, once the requirements and specifications of the project have been identified. The overriding purpose of project feasibility for the wind farm project will be to establish if the proposed project can achieve its objective for the government in a cost effective manner. The attainment of project objectives can often be achieved in a number of alternative ways and feasibility studies can also assist the project sponsor and project manager to decide between alternative strategies. In the case of wind farm project, feasibility will involve collecting sufficient information to enable the government of DI Country to make an informed judgement on whether or not to proceed with the project. Specifically, this will help to identify the key technical and performance objectives that the project must achieve and to ensure that the technology exists to achieve the project deliverables.Feasibility can be considered in a number of areas for the wind farm project, for example technical, social, environmental, financial and business feasibility.Technical feasibility will vary depending on the type of project being undertaken. In the case of the wind farm project, technical feasibility would need to be undertaken to assess the nature of the technology required both to build and run the wind turbines. Questions will need to be asked such as:•Do all the necessary technologies exist or is significant innovation needed?•How specialised is the required technology and is the expertise to make use of it readily available?The project team would need to assess all the different technologies required to build the wind farm. The possibilities of any likely engineering problems associated with the construction of the wind farm will also need to be considered.Social feasibility is concerned with ensuring the project fits with both the government objectives and its social environment. This is becoming increasingly important and should be considered in terms of the likely effects of undertaking the wind farm project. For example, assessing potential consequences for the people who will ultimately work on the wind farm and also how people living in the surrounding area might be affected in terms of possible disruptions during the construction and operation of the wind farm.Linked to this would be the need for the government to consider environmental or ecological feasibility. This would include the issues associated with complying with health and safety legislation, and also making sure the wind farm is ecologically sound and not harmful to the surrounding environment. This will be important since the notion of the wind farm as an alternative supply of energy is based on its ecological benefits.In addition, the project is likely to entail the building of large structures that could impact on the local environment in terms of visual appearance. This is an important consideration since the identified location is a picturesque national park and the turbines may well detract from the natural beauty of the area and impact upon wildlife, especially birds.Financial feasibility, which is sometimes referred to as economic feasibility, will need to be undertaken in order to explore whether the project provides the desired benefits to the government. It is usually assessed through cost benefit analysis. In other words, determining the various costs that will be incurred for the development of the wind farm venture and the monetary benefits it will bring to the government. The costs for the wind farm project could be divided into:•Capital costs that will be incurred in building the wind farm and the equipment needed for its future operation;•Finance cost on any loans needed to fund the project;•Revenue costs (i.e. all other costs associated with the project).Techniques such as net present value, payback period and rate of return may be used to assess the financial feasibility of the wind farm project.SECTION BAnswer to Question SixRequirement (a)EV Company’s success so far has been as a result of its positioning approach to strategy and in particular its ability to differentiate itself from rival vehicle manufacturers. The positioning approach to strategy takes the view that competitive advantage stems from EV Company’s position in relation to its competitors and markets. It is sometimes called an 'outside in' view because it is essentially concerned with how the company adapts to fit its external environment.The positioning approach is based on the assumption that supernormal profits which create competitive advantage can result from:•High market share relative to its competitors•Differentiated products/services•Relatively low costs.In the case of EV Company, it has built its competitive advantage by differentiating its offer from rival companies by developing low cost energy efficient vehicles that are also more environmentally friendly as alternatives to traditional petroleum based vehicles.This positioning view is based on EV Company looking ahead at the market and predicting changes to its environment which would enable it to control changes rather than having to react to them. It requires the company to constantly scan its environment in order to determine how it can continue to exploit any opportunities or have in place strategies to minimise any threats. This would involve the company, as it has done as part of its strategic planning, in undertaking environmental scanning, using the PESTEL framework,understanding the industry competition using Porter’s Five Forces model, as well as wider competitor analysis.There are, however, potential problems associated with EV Company continuing to apply the positioning approach to strategy development. The main problem with the positioning view is that it relies on predictions of future markets and external environmental trends. Sometimes markets are dynamic and volatile, and the impact of rapidly changing technologies and global competition can mean that developing strategies based on predicting future trends can be misleading.Competitive advantage is not always sustainable since the advantages EV Company currently has may eventually be copied in the long run by its competitors. So, for instance, other car manufacturers may use their greater resources to produce electric cars that are cheaper and more energy efficient or offer customer vehicles that provide a higher level of performance, for example, in terms of distance travelled before the battery needs re-charging and/or faster speeds.Supporters of the positioning view seem to suggest that an organisation can have its size and shape changed at will to fit the environment; however, this can be problematic for an organisation to achieve in practice.Requirement (b)The rational/formal approach, sometimes referred to as the top-down approach to strategy formulation is based on a structured approach to planning. It involves a number of steps starting with the analysis of the current position.EV Company has completed the corporate appraisal stage of the rational approach to planning, which involves identifying its internal strengths and weaknesses along with the opportunities and threats presented by the external environment. The next steps in the rational approach will involve the company generating strategic options, the evaluation and choice of options, strategy implementation and review and control.EV Company will have various options in terms of the strategic direction it could follow. These options can be considered using the Ansoff matrix framework which suggests that choices are made in terms of its products (current and new) and its markets (current and new). From this there are four possible options:Market penetration is where EV Company would continue to maintain or increase its shareof its existing market with existing products.Product development would involve EV Company launching new products or making product enhancements to its vehicles, but with the target of customers in its existing markets. This could lead to EV Company developing new types of industrial vehicle and/or new models of electric car to appeal to existing customers.Market development is based on finding new markets for EV Company's existing products. This can be achieved either geographically i.e. entering new territories, or identifying new market segments for its products. For example, by investing in an advertising campaign for its electric cars to appeal to main stream consumers.Diversification is the most risky option since it involves launching new products into new markets. This could involve EV Company using its manufacturing and design expertise to produce other electric vehicle types such as boats, motor bikes and scooters or golf carts..EV Company must also consider what methods it could use to implement each of the strategic options pursued. For instance, one option would be through internal development where the company would use its own internal resources to follow it chosen strategy. Alternatively, EV Company could explore the possibility of taking over or merging with another organisation, for example a manufacturer of other types of electric vehicle or forms of transport. This approach could help EV Company acquire knowledge of a particular productor market, or obtain a new product range or market presence. Another option would be to form a strategic alliance, which is where EV Company would form a relationship with one or more companies and co-operate in defined ways to achieve specific objectives. Examples of strategic alliances are via joint venture, consortia, franchising and licensing. With many major car manufacturers producing hybrid and electric cars themselves, a joint venture or licensing agreement with one of these could be a realistic way forward for EV Company's development. Having generated possible options each needs to be considered for its feasibility and fit with the mission and objectives of EV Company. Each will be evaluated with respect to its ability to achieve the overall goals of the company.Having made the choice of which options to pursue, the next stage in the rational approach to strategy formulation is the implementation of strategy. This involves drawing up detailed plans and budgets necessary to put the strategy into action. It also involves obtaining the necessary resources needed for the strategy. It might also entail the setting of targets and key performance indicators.The final step will be for EV Company to review and control the strategy implemented and its continuing suitability. This should be a continuous process and will be aimed at assessing whether the performance of the strategy will enable the company to reach its strategic objectives.At this stage the question as to whether the forecasts of the environment on which the strategy was based are accurate needs to be determined. Another aspect of review is to assess whether new opportunities or threats have arisen which might require a reconsideration of the appropriateness of the strategy. Hence this continuous process is necessary so that corrective action can be taken if changes occur internally or externa llyAnswer to Question SevenRequirement (a)There are a number of different techniques that S, the project manager, could use to help in uncertainty associated with planning the time aspect of the airport access road project. For instance, scenario planning, project evaluation and review technique (PERT), and buffering.Scenario planning involves considering one or more sets of circumstances that may occur other than the most likely or expected set of circumstances used to prepare the budget or time plan for a project. Each set of assumptions is then tested to establish what the outcome would be if those circumstances were actually to occur.Applying this to the scenario project would mean planning for possible uncertainties constructing contingency or scenario plans for the airport access road project. This would require S to undertake an examination of all the various activities involved and the development of alternative contingency/scenario plans ready to minimise the possible risk associated with the project activities, which could be switched to if needed.S could also use the project evaluation and review technique (PERT) to overcome the uncertainties over the time taken for individual activities in the airport access road project. Unless a similar project has been undertaken before by S, then timings set for each activity needed in the construction of the access road and tunnel are likely to be very uncertain. PERT is a technique designed to account for uncertainty in the project lifecycle.Each task is assigned a time:•An optimistic (best) time on the duration of the project if the conditions were ideal.• A probable time if conditions were normal or as expected.• A pessimistic (worst) time which is the duration it would take if a number of things went wrong.These estimates are then converted into a mean time and standard deviation which means it would be possible for S to establish the duration of the project using the expected times, but also to calculate a contingency time allowance.A more simplistic way to incorporate risk of time delay would be for S to add artificial slack into the risky project activities identified. This technique is known as buffering. It involves adding padding to the original time estimates and allows for the fact that it can be very difficult to ensure that all stages and activities are carried out exactly as planned. However, it should be noted that buffering can lead to a build-up of slack in the programme and this may lead to complacency in the execution of the project.Requirement (b)Many of the tools and techniques needed to manage large and complex projects such as the airport access road project can be effectively carried out using project management software. Most project management (PM) software packages contain functions which assist in planning activities, work scheduling, viewing of relationships between tasks, resource management, progress monitoring and control.During the first stage of the airport access road project, which will involve defining and initiating the project, PM software could be used to undertake contingency planning and 'what if' analysis. This would assist S, the project manager, to understand the effects of different scenarios. PM software would also enable the various scenarios to be calculated relatively quickly and more easily than would be the case manually. This is an especially important function for complex projects.In the planning phase, project management software should also make project planning easier for S and her project team, in that it will allow her to define the different activities that need to be performed to deliver the airport access road project. It is likely that this will be a complex project and will need to be broken down into smaller projects to make them more manageable, especially since it will use different specialist contractors to complete different parts of the work, each of which will need to be planned and monitored separately.The PM software can help in the production of the detailed project planning documentation, and will have functions that would help S in planning the work scheduling. It will build Gantt charts and network diagrams based on the task and resource lists and associated information. Any changes to the lists will automatically recreate a new schedule for the project. These various project support techniques can be produced automatically once the project data is input. It will also be possible for S to schedule any recurring tasks, to set priorities for tasks and to specify ‘must end by’ and ‘no later than’ dates for activities. These functions would also help S in checking different combinations of using different levels of resources and changing deadlines, hence she will be better able to determine the optimum project plan and review relationships between tasks.A critical issue in the project planning is resource planning, that is, ensuring the project has the correct level of human resources, equipment and material at the right place at the right time. Again, in a complex project such as the airport access road, this will be critical as a vast amount of material and manpower will be required on the different individual projects going on at the same time. The PM software will generate resource histograms which will give S a visual display of the usage and availability of the resources needed during the life of the project. This demonstrates clearly to her where there may be resource shortages and will allow reallocation to take place or will indicate to the project manager where additional resources may need to be obtained to ensure critical activities are achieved.During the implementation phase the software could help in a number of ways. The airport access road project is complex in nature and is likely to involve a number of sub-construction projects, including the building of a tunnel . This will mean that S and her project team will be dealing with large amounts of data which are likely to change during the implementation phase. Project management software is particularly helpful in this regard in terms of handling multiple projects and complexity often associated with large projects, particularly if there are。
2014年秋计算机网络应用基础半期试题(含答案)
2014年秋计算机网络应用基础半期试题班级：姓名：－、单项选择题（每小题1分，共30分）（1）网络按传输带宽分类，分为基带网和( ).A 星型网B 宽带网C 以太网D 广域网（2）关于计算机网络的讨论中，下列哪个观点是正确的？（）A）组建计算机网络的目的是实现局域网的互联B）联入网络的所有计算机都必须使用同样的操作系统C）网络必须采用一个具有全局资源调度能力的分布操作系统D）互联的计算机是分布在不同地理位置的多台独立的自治计算机系统（3）广域网覆盖的地理范围从几十公里到几千公里。
它的通信子网主要使用（）。
A）报文交换技术 B）分组交换技术 C）文件交换技术 D）电路交换技术（4）关于城域网建设方案特点的描述中，下列哪些是正确的？（）①主干传输介质采用光纤②交换结点采用基于IP交换的高速路由交换机或ATM交换机③采用ISO／OSI七层结构模型④采用核心交换层，业务汇聚层与接入层3层模式A）①②④ B）②③ C）①③④ D）①②③（5） FDDI标准规定网络的传输介质采用（）A. 非屏蔽双绞线B. 屏蔽双绞线C. 光纤D. 同轴电缆（6）常用的数据传输速率单位有Kbps、Mbps、Gbps，lGbps等于（）。
A）1×103Mbps B）1×103Kbps C） l×106Mbps D） 1×109Kbps （7）VLAN在现代组网技术中占有重要地位，同一个VLAN中的两台主机（）。
A）必须连接在同一交换机上 B）可以跨越多台交换机C）必须连接在同一集线器上 D）可以跨业多台路由器（8）TCP／IP协议是一种开放的协议标准，下列哪个不是它的特点？（）A）独立于特定计算机硬件和操作系统 B）统一编址方案C）政府标准 D）标准化的高层协议（9）关于TCP／IP协议的描述中，下列哪个是错误的？（）A）地址解析协议ARP／RARP属于应用层B）TCP、UDP协议都要通过IP协议来发送、接收数据C）TCP协议提供可靠的面向连接服务D）UDP协议提供简单的无连接服务（10）IP地址196.16.58.49子网掩码255.255.255.240是一个什么地址（）。
2014年9月份考试建筑设备设计与安装第二次作业
2014年9月份考试建筑设备设计与安装第二次作业一、单项选择题（本大题共40分，共 20 小题，每小题 2 分）1. 水表结点中，用于“检修室内管路时，将系统内的水放空与检验水表灵敏度”的管道附件是（）。
A. 止回阀 B. 放水阀 C. 水表 D. 阀门2. 在集中式空调系统中，最常用的是( )系统。
A. 混合式 B. 直流式 C. 全水 D. 封闭式3. 水平干管敷设在底层或地下室天花板下，利用室外管网水压直接供水时多采用的方式是（）。
A. 混合式 B. 环状式 C. 上行下给式 D. 下行上给式4. 《高层民用建筑设计防火规范》规定：普通住宅，（）的为二类高层。
A. 8层～18层B. 9层～20层C. 10层～18层D. 10层～20层5. 为了提高供水安全可靠性，高层建筑、大型公共建筑和消火栓管网等通常采用的干管布置形式是（）。
A. 环状式 B. 上行上给式 C. 上行下给式 D. 下行上给式6. 《高层民用建筑设计防火规范》规定：普通住宅，（）层及以上层数的 (包括首层设置商业服务网点的住宅) 为高层建筑。
A. 8 B. 9 C. 10 D. 127. 《高层民用建筑设计防火规范》规定：公共建筑，建筑高度超过（）m的为高层建筑。
A. 18B. 24C. 30D. 508. 水平干管通常敷设在顶层天花板下或吊顶内、屋顶上、高层建筑的技术夹层内的水平干管布置形式是（）。
A. 混合式 B. 环状式 C. 上行下给式 D. 下行上给式9. 高层建筑消火栓每根竖管的最小直径不小于（）mm。
A. 50 B. 80 C. 100 D. 15010. 普通集中式空调系统属于哪种类型的空调系统？（）A. 空气-水系统B. 制冷剂系统C. 全空气系统D. 全水系统11. 下列哪个不是输配水管网的组成部分A. 配水管网B. 调节构筑物C. 输水管道D. 给水处理厂12. 室外给水管网与室内给水管网之间的联络管段，也称( )。
2014(上半年)网络工程师真题及详解介绍
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字段为每一个 IP 分组打上一个称为 DS 码点的标记，这个标记代表了该分组的 QoS 需求
（18）A.目标地址 B.源地址 C.服务类型 D.段偏置值
执行指令，则从头到尾执行完 600 条指令所需时间为（4）△t。 （3）A.2400 B.3000 C.3600 D.5400 （4）A.2400 B.2405 C.3000 D.3009
答案 D,B 试题解析： 按顺序执行则为串行方式，执行时间为所有步奏之和，因此 600*（4△t+2△t+3△t） =5400△t 流水线方式为并行执行，当第一条指令的读取完成后即可进行第二条指令的读取，无需等待第一 条指令全部完成，如图所示：
●IPv4 的 D 类地址是组播地址，用作组播标识符，其中 224.0.0.1 代表（16），224.0.0.5
代表（17）
（16）A.DHCP 服务器 B.RIPv2 路由器 C.本地子网中的所有主机 D.OSPF 路由器
（17）A.DHCP 服务器 B.RIPv2 路由器 C.本地子网中的所有主机 D.OSPF 路由器
●王某买了一件美术作品原件，则他享有该美术作品的（10） （10）A.著作权 B.所有权 C.展览权 D.所有权和展览权 答案：D 试题分析： 著作权也称版权，是指作者及其他权利人对文学、艺术和科学作品享有的人身权和财产权的总称。
所有权是所有人依法对自己财产所享有的占有，使用，收益和处分的权利。 展览权，也称“公开展览权”，是指著作权人享有公开陈列展出美术作品、摄影作品的原件或复 制件的权利。我国著作权法规定，美术作品的原件所有权发生转移后，展览权归作品的所有权之 人拥有，因此拥有了所有权便是拥有了展览权。
2014下半年网络规划师考试真题及答案-下午卷
2014下半年网络规划师考试真题及答案-下午卷试题一（共25分）阅读下列说明，回答问题1至问题5,将解答填入答题纸的对应栏内。
某高校拟对学生公寓网络（已知网络主机超过3000台）进行改造，该校网络部门在技术方案讨论的过程中，提出了以太接入、ADSL接入和GPON接入三种思路。
该部门技术主管在对三种方案的建设成本、网络安全、系统容易维护、宽带综合业务等方面综合考虑后决定才用GPON接入方式，并给出基于GPON技术的学生公寓宽带初步设计方案，如图1-1所示。
【问题1】请比较以太接入、ADSL接入和GPON接入三种方式的特点，并简要说明选择GPON接入方式的理由。
【参考答案】理由：GPON是由局端设备OLT与多个用户端设备ONU之间通过无源光分配网ODN连接的光接入网络。
“无源”的特性使得成本低、维护简单，可提供千兆级带宽，并且技术成熟、抗干扰，已经逐渐成为当今主流的网络接入方式（三网合一与FTTH 接入)。
【试题分析】本题考查网络接入技术以及局域网配置、产品主要性能指标等相关知识即应用。
无源光纤网络PON (Passive optical network)又称被动式光纤网络，是光纤通信网络的一种，其特色为不用电源就可以完成信号处理，除了终端设备需要用到电以外，其中间的节点则以精致小巧的光纤元件构成。
PON系统结构主要由中心局的光线路终端 (OLT)、包含无源光器件的光分配网（ODN)、用户端的光网络单元/光网络终端 (ONU/ONT,其区别为ONT 直接位于用户端，而ONU与用户之间还有其他网络，如以太网）以及网元管理系统（EMS)组成，通常采用点到多点的树型拓扑结构。
在下行方向，IP数据、语音、视频等多种业务由位于中心局的OLT，采用广播方式，通过ODN 中的1:N无源光分配器分配到PON上的所有ONU单元。
在上行方向，来自各个ONU的多种业务信息互不干扰地通过ODN中的1:N无源光合路器耦合到同一根光纤，最终送到位于局端OLT接收端。
2014下半年网络工程师考试真题及答案-下午卷
2014下半年网络工程师考试真题及答案-下午卷试题一（共 20 分）阅读以下说明，1 至问题4 ，将解答填入答题纸对应的解答栏内。
【说明】某企业的网络结构如图1-1 所示。
【问题1】（6分）1.图 1-1 中的网络设备①应为（1），网络设备②应为（2 ），从网络安全的角度出发， Switch9 所组成的网格一般称为（3 ）区。
2.图 1-1 中③处的网络设备的作用是检测流经内网的倌息.提供对网络系统的安全保护，该设备提供主动防护，能预先对入侵活动和攻击性网络流量进行拦截，避免造成损失，而不是简单地在恶意流量传送时或传送后才发出警报。
网络设备③应为（4 ），其连接的Switch1 的G1/1 端口称为（5 ）端口,这种连接方式一般称为（6）。
【参考答案】（1）路由器（2）防火墙（3）非军事或DMZ（4）入侵防御系统或IPS（5）镜像端口（6）旁路模式【问题2】（5分）1.随着企业用户的增加，要求部署上网行为管理设备，对用户的上网行为进行安全分析、流量管理、网络访问控制等，以保证正常的上网需求。
部署上网行为管理设备的位置应该在图1-1 中的（7 ）和（8 ）之间比较合理。
2. 网卡的工作模式有直接、广播、多播和混杂四种模式，缺省的工作模式为（9）和（10 ）。
即它只接收广播帧和发给自己的帧。
网络管理机在抓包时，需要把网卡置于（11 ），这时网卡将接受同—子网内所有站点所发送的数据包.这样就可以达到对网络信息监视的目的。
【参考答案】（7）防火墙（8）路由器（9）广播模式（10）直接模式（11）混杂模式【问题3】（5分）针对图 1-1 中的网络结构，各台交换机需要运行（12 ）协议,以建立一个无环路的树状网络结构。
按照该协议，交换机的默认优先级值为（13 ），根交换机是根据(14)来选择的。
值小的交换机为根交换机：如果交换机的优先级相同，再比较（15 ）。
当图1-1 中的Switch1~Switch3 之间的某条链路出现故障时，为了使阻塞端口直接进入转发状态，从而切换到备份链路上，需要在 Switch1~Switch8 上使用(16)功能。
下半年固网产品技术大比武试卷 答案 国内中文
2005年下半年固网产品技术大比武试题考试科目：固网产品（国内中文）注意事项：A本试卷为2005年下半年大比武试题，考试时间为240分钟，闭卷考试。
B应考人员在答题前，请将姓名、工号、所在具体部门、职务认真准确地填写在答题纸的折线内，不得在试卷上答题，所有答题在答题纸上完成。
C应考人员应严格遵守考场纪律，服从监考人员的监督和管理，凡考场舞弊不听劝阻或警告者，监考人员有权终止其考试资格，没收试卷，以0分处理，并报上级部门予以处分。
D考试结束，应考人员应停止答卷，离开考场。
监考人员收卷后，对答卷进行装订、密封，送交有关部门进行评判，试卷、答题纸不得带离考场。
特别说明：1、对于所有参加考试人员，“流程规范”、“项目管理”、“固网基础”都是必考内容。
2、为牵引固网工程师技能融合，2005年下半年固网产品大比武考试“核心网”和“接入网”共出一套试卷，工程师根据自己的业务技能状况，考试时务必选择“核心网”或者“接入网”或者“信令网”作为主考产品，以便统计总分时根据权重进行折算。
如果工程师选择“核心网”或者“接入网”作为主考产品时，“信令网附加题”不要做。
如果工程师选择“信令网”作为主考产品时，“核心网产品”的交换机、NGN部分不要做，“信令网附加题”必做。
第一部分流程规范一、判断题（每题1分，共10小题，合计10分）1、工程督导在安装调试过程中可与客户随工人员完成部分技术指标的测试，得到客户口头许可后，能做为初验的测试数据使用。
（）.. 答案：错2、工程督导根据客户提供的书面计费依据，双方对计费进行验证，验证结果要求客户签字确认，并输出相关产品计费确认报告。
对于不涉及计费的产品，则不需输出计费确认报告。
（）.. 答案：对3、初验通过后即进入设备试运行期，工程组长应注意对设备运行情况的跟踪，对出现的问题应及时解决。
（）.. 答案：错4、在初验前，由工程督导根据软件工程质量标准对软件质量进行自检，发现问题，应及时整改，并将《软件工程质量自检报告》上载到工程项目管理系统中。
固网装维应知应会试题和答案 运维部装维技能认证学习资料
应知应会试题答题人分数一、选择题：每小题5分，共40分。
1、ADSL安装线路要求：（ABCDE ）A、线路避免穿过强电磁干扰区。
B、线路中各级接头接触要紧密、牢靠。
C、下户线严禁存在桥接抽头。
D、下户线接头要规范、防止出现锈蚀影响线路电气性能。
E、下户线绑扎要规范，禁止随意绑扎2、ADSL安装设备连接要求：（ ABC ）A、ADSL MODEM电源适配器严禁混用。
B、语音分离器各端口确保连接正确。
C、语音分离器走线应合理，严禁与电脑电源线及信号线捆扎。
D、允许在分离器前连接任何音频设备。
3、五类线布放要求：（ABCDE ）A、五类线布放距离要尽量短，长度不应超过100米。
B、五类线施工中不能出现死弯、背扣。
C、五类线应避开大功率电器及其它干扰。
D、客户家中余量应尽量短、避免出现环绕、缠绕现象。
E、两端RJ45头压接要紧密、RJ45头内网线要平整不能有弯曲现象。
4、用户引入线装移：（ ABCDE ）A、用户引入线长度应不超过200米，且支撑点之间的跨距不超过50米。
超过时，应增加支撑物。
B、同一方向的用户引入线最多不超过6条，超过6条时应改用全塑电缆引入。
同一方向多条皮线之间应间隔均匀、垂度一致。
C、用户引入线与电力线交叉间距不得小于0.4米，跨越障碍物不得有磨、托现象，否则要加以保护。
D、跨越街、院落时，缆线最低点距地面应不小于4.5米。
跨越档不得有接头。
E、引入洞眼室内应高于室外1-2厘米，并留5厘米滴水弯。
5、用户引入线维护原则：（ ABCD ）A、保持支撑件牢固、绑扎合格，无托磨现象，无市电侵入危险。
B、凡引入线绝缘层龟裂、老化不起绝缘作用时，不论年限多久，均要更换。
C、不合理的引入线路由应调改，同一方向皮线较多时应改为电缆引入。
D、室内布线牢固、美观、安全、隐蔽。
无松脱、托磨、不过分弯曲。
室内线如老化应更换，室内线应减少接头，10米内应没有接头。
6、上杆操作：（ ABCDE ）A、上杆前，必须认真检查杆根埋深和有无折断危险，并观察周围附近地区有无电力线或其他障碍物等情况。
固定网数据通信高端考试试题(doc 26页)(正式版)
2004年4月合作方认证考试试题考试科目：固定网数据通信高端注意事项：I.A本试卷为2004年4月合作方认证考试试题，考试时间为120分钟，闭卷考试。
I.B应考人员在答题前，请将姓名、所在单位名称、所在考场认真准确地填写在答题纸的折线内，不得在试卷上答题，所有答题在答题纸上完成。
I.C应考人员应严格遵守考场纪律，服从监考人员的监督和管理，凡考场舞弊不听劝阻或警告者，监考人员有权终止其考试资格，没收试卷，以0分处理，并报上级部门予以处分。
I.D考试结束，应考人员应停止答卷，离开考场。
监考人员收卷后，对答卷进行装订、密封，送交有关部门进行评判，试卷、答题纸不得带离考场。
第一部分公共基础知识一、填空（每空1分，共10分）1、机柜垂直偏差度应小于 3 mm，主走道侧各行机柜应对齐成直线，误差应小于 5 mm。
2、220V交流供电的通信设备的输入端口交流电压范围(国标)是：-15%—+10% 。
3、工程未及时上载硬件自检报告，公司硬件质量检查得分将追加扣 4 分，若自检得分与公司检查得分相差2分，公司将追加扣 2 分。
4、在工程质量检查过程中,同一工程经检查不合格，在勒令整改后，经再次检查仍然不合格的，则视为 2 次工程不合格。
5、在合作工程中，甲方进行质量抽检，发现乙方在连续 3 个月内有 3 次工程抽检不合格，甲方有权按区域或客户群停止给乙方的委托量，并在总标的中扣除相应委托量。
6、开箱验货时，装有装箱单的箱子是 1 号箱。
7、办事处受理的工程问题，或出现重大事故，应拨打800或录入问题到《客户问题管理系统》。
二、单项选择题（每空1分，共6分）1、带电的静电敏感器件和下面哪些接触是安全的：（ c ）。
A、未接地金属B、接地金属C、接地的静电耗散材料D、绝缘材料2、公司使用的防冲击标签正常情况的颜色为：（ a ）。
A、无色B、红色C、灰黑色D、黄色3、工程项目管理系统（EPMS系统）的登录网址是：（ c ）A、B、C、D、4、工程技术资料存放的地方在以下哪个系统：（ c ）A、EPMS系统B、工程中心网上办公系统C、SUPPORT网站D、技术支援工时系统5、交换机机架及设备需进行抗震加固，应能达到抗（ c ）地震的能力。
固网、互联网增值测试答案.doc
固网、互联网增值测试填空题每空3% （39%）,判断改错每题4% （20%）,简答题41%1、用户开通固网支付功能，开户费（8 ）元，功能费（5 ）元。
2、用户申请ITV对外承诺时限是（具备线路的地方七天之内装通）o用户通过电话增装ITV,初装费（300 ）元；申请时尚包每月（35 ）元，包年（400 ）元，年缴套餐在到期后（自动续缴）o3、包月LAN用户申请阳光帐后后，后缀是（@sunny.fzlan ）,用户可以登陆（ ）进行阳光帐号的设置。
每月功能费（10 ）元，按（日）收费4、互联星空福建站的网址（）5、协同通信对外公布的号码，目前只能是（中国电信固网电话号码）6、请对下列业务点进行判断并改错（1）一户多终端的ITV最大限量为三部，可以使用同址上的不同宽带进行申请。
错：只能在同一条宽带上申请（2）所有用户申请508套餐均只要缴纳508元费用即可使用1年，且免机顶盒租赁费。
错：固话增装的用户要加收100元（3）508套餐的生失效规则为：套餐竣工当月立即生效，开通当月免费。
对（4）用户申请了阳光帐号后，可以在本机或他机上使用，但不能与父帐号同时使用。
错：可以同时使用。
（5）用户没有用电话捆绑申请的宽带，是不能对互联星空进行支付密码设置的。
错：可以到营业厅指定号码后拨打。
7、请写出118166的呼叫范围（6%）仅限省内用户呼叫国内（不含含港、澳、台地区）用户进行多方通信，不支持呼叫国际用户。
8、请写出ITV套餐（除508套餐）申请当月、取消或变动当月的收费规则（10%）套餐竣工次月生失效，开通当月按日租收取相关费用，次月开始按套餐资费收取；取消或变更套餐当月仍按套餐资费标准收取，次月按变更后套餐资费标准收取费用。
9、A用户使用118166拨打本地B用户20分钟，拨打省内C用户15分钟，拨打省外D用户10分钟，请问本次通话用户一共产生多少费用（5%）（20+15+10） *0.2+接入费3+110、一宽带用户于8月16日申请宽带提速升级包，并在次月1日退订，请问用户8月、9月各收费多少元？（8%）8月收费10元，9月收费10元。
2014年9月份考试互联网及其应用第三次作业[小编整理]
![2014年9月份考试互联网及其应用第三次作业[小编整理]](https://img.taocdn.com/s3/m/739555872dc58bd63186bceb19e8b8f67d1cef6e.png)
2014年9月份考试互联网及其应用第三次作业[小编整理]第一篇：2014年9月份考试互联网及其应用第三次作业2014年9月份考试互联网及其应用第三次作业一、填空题（本大题共40分，共 10 小题，每小题 4 分）1.物联网正式提出在 ______ 年。
2.第二代移动电话系统是 ______。
3.GPRS的中文名称为 ______。
4.移动游戏对网络的需求原因主要是 ______。
5.ARP协议采用广播消息的方法,来获取网上IP地址对应的 ______ 地址.6.IBM提出了物联网计划称为 ______。
7.DSDV是在RIP协议基础上进行改进的，它核心的改进是增加了______。
8.将高分辨率的视频数据预先按照移动视频的需要转换为适合移动终端接收和显示的视频数据，这个过程称为 ______。
9.Internet上典型的远程登录协议是10.物联网的英文描述为 ______。
二、名词解释题（本大题共20分，共 4 小题，每小题 5 分）1.物联网2.NAT中的地址转换表有几种初始化方式？3.协议4.SNMP三、简答题（本大题共20分，共 4 小题，每小题 5 分）1.为什么以太网有多种技术标准？2.TCP/IP协议中为什么要提供ARP？3.WTCP基站的作用是什么？4.简述Telnet客户机的工作过程四、问答题（本大题共20分，共 2 小题，每小题 10 分）1.虚拟专用网和专用网的本质区别是什么？2.移动银行的优点是什么？答案：一、填空题（40分，共 10 题，每小题 4 分）1.参考答案：2005解题方案：评分标准：2.参考答案：全球移动通信系统 GSM解题方案：评分标准：3.参考答案：通用分组无线服务解题方案：评分标准：4.参考答案：多人互动解题方案：评分标准：5.参考答案：MAC解题方案：从ARP协议来回答评分标准：回答出MAC得1分6.参考答案：智慧地球解题方案：评分标准：7.参考答案：节点产生的序列号解题方案：评分标准：8.参考答案：解题方案：评分标准：9.参考答案：Telnet解题方案：从远程登录协议来回答评分标准：按照标准答案回答给满分；不按照标准答案回答得0分10.参考答案：Internet of Things解题方案：评分标准：二、名词解释题（20分，共 4 题，每小题 5 分）1.参考答案：通过各种信息传感设备、装置与技术（RFID、传感器、GPS、摄像机、激光扫描器……），实时采集任何需要监控、连接、互动的物体或过程，采集其声、光、热、电、力学、化学、生物、位置等各种需要的信息，通过各种通讯手段（有线、无线、长距、短距……），与互联网结合形成的一个巨大网络。
XXX年固网产品技术大比武试题
XXX年固网产品技术大比武试题第一部分固网基础〔150分〕（一）、可服务性研究部分〔15分〕一、单项选择题〔每题2分，共2小题，合计4分〕1、在产品可爱护特性中，开发远程爱护功能、提供错误的自动复原机制以减少停机时刻、减少现场的软件支持版本数目等特性属于以下哪一个可爱护特性的内容〔〕A、便于软件安装B、便于日常爱护C、故障诊断处理D、减少爱护成本答案：D知识点：可服务性设计提升试题出处：产品可服务性能力提升宣传20050817.ppt难度：中2、安全性指的是在安装和爱护过程中操作人员和设备〔设备包括机器本身和承载内容等方面〕双方的安全，同时产品的安全性也极大的阻碍了安装爱护过程的效率。
以下哪项属于设备安全性设计有缺陷：〔〕A、设备边角有毛刺，搬运和安装过程中容易造成人员受伤。
B、电源触点外露，容易使人触电。
C、设备的电源开关设计在容易触碰的位置，爱护时容易触碰阻碍设备的正常运行。
D、电源指示灯不符合规范。
答案：C知识点：可服务性设计提升试题出处：产品可服务性能力提升宣传20050817.ppt难度：高二、多项选择题〔每题3分，必须全部选正确，共2小题，合计6分〕1、产品可服务性通常指的是：〔〕A、产品的可安装性B、产品的可爱护性C、产品的可靠性D、产品的可支持性答案：A、B、D知识点：可服务性设计提升试题出处：产品可服务性能力提升宣传20050817.ppt难度：中2、全球技术服务部收集可服务性建议的渠道有：〔〕A、SUPPORT网站B、需求承诺电子流C、产品技术&服务产品建议库D、客户需求电子流答案：A、C知识点：可服务性建议收集标准方法试题出处：«关于加强国内、海外固网产品可服务性建议收集的通知»以及相关附件〔公布位置：全球技术服务部文件夹库〕难度：低三、简答题〔每题5分，共1小题，合计5分〕1、请简述产品可服务性设计的目的：答案：〔答对5条以上得总分值，答对1条得1分〕1)满足最终用户对设备安装、爱护的各方面需求2)满足企业内部用户对设备安装、爱护等方面的需求3)提高产品的竞争力4)降低爱护成本5)提高客户中意度知识点：可服务性设计提升试题出处：产品可服务性能力提升宣传20050817.ppt难度：中（二）、交换机基础〔25分〕一、单项选择题〔每题2分，共4小题，合计8分〕1、ISUP信令IAM消息前向呼叫表示语参数字段比特D〔互通表示语〕，当D＝1时，表示：〔〕A、前面通过的路由差不多上NO7信号。
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分公司所有的＿＿宽带项目。
B公司自建宽带
为确保乡镇投资合作型宽带项目的投资效益，各市分公
司必须对每个拟新建宽带网的乡镇进行＿＿。
Ｃ投资预算
乡镇目标市场分析包括但不限于＿＿。
Ａ该乡镇宽带投资策略
乡镇宽带建设资源状况包括＿＿，该乡镇建设方案及新
增资源需求，该乡镇宽带装机、维护思路及成本安排、
解决思路、装维人员的安排等。
Ａ目前该乡镇资源满足状况投资合作商必须是拥有在当地县以上工商行政管理局发
放的＿＿的独立法人。
Ｂ税务登记证
投资合作商应具备较好的社会资源，在该乡镇具有良好
的人脉关系，能解决本镇的装箱、布缆过程中的纠纷，
与＿＿的关系良好Ｃ当地居民
在乡镇街道1公里范围以外的村屯合作投资建设村屯宽
带，要优先与已投资并经营本乡镇村屯＿＿的投资商进
行合作。
Ｄ电脑销售点
乡镇宽带业务的发展，必须主打＿＿，确保宽带装机、
维护、维修、服务的本地化、个性化、差异化Ａ服务品牌
新建设乡镇宽带，必须实行宽带的＿＿。
Ｂ装维独立承包
＿＿，必须找到合适的投资合作商。
Ｃ装维承包
拟新建宽带的乡镇，必须具备或能调整出从县城到该乡
镇的＿＿，只需投资新建传输设备。
Ｄ光缆设备
不具备冗余传输光芯、或腾不出纤芯的乡镇，暂不考虑
新建宽带网络。
Ａ纤芯
乡镇投资合作型项目，是指该乡镇的宽带接入网络的＿
＿是投资合作商。
Ｂ投资客体
按照乡镇宽带接入网络的＿＿，分为乡镇街道（含乡镇
街道及周边1公里内范围）和村屯（乡镇街道1公里以
外农村村屯）两个区域。
Ｃ代理区域
乡镇投资合作型项目，必须按＿＿签订《乡镇街道宽带
资源租赁协议》或《乡镇村屯宽带资源租赁协议》。
Ｄ相同区域
每个乡镇原则上只提供一个＿＿。
从县城城域网节点到
乡镇光纤接入点（即第一个乡镇宽带接入项目的OLT）
之间的光缆传输，由广西联通投资建设。
Ａ光纤接入点
乡镇宽带＿＿包含乡镇光纤接入点到用户端的宽带接入
网络（含OLT设备;不含皮线光缆、ONT（光猫））。
Ｂ光纤接入网
同一个乡镇的街道或村屯宽带接入网络项目，可以由不
同的＿＿进行投资Ｃ合作主体
＿＿必须由负责该项目的宽带装机、维护维修服务的公
司负责投资。
ＤＯＬＴ设备
＿＿既可是由负责该项目的宽带装机、维护维修服务的
公司负责投资购买，也可由公司自己负责投资购买。
ＡONT（光猫）
宽带接入网络必须选用＿＿接入技术建设。
ＢＦＴＴＢ
投资合作型项目所使用的设备及相关器材，必须是＿＿
的设备和器材。
Ｃ当地广电入围
为确保乡镇宽带信息统计准确，便于效益评估，每个乡
镇必须且只能建＿＿网格。
Ｄ四个
每个乡镇可以根据需要设置＿＿。
Ａ小区数量
每个的网格名称按当地名称的全称设置。
＿＿按照“单
位名称/街道名称/村屯名称”设置。
Ｂ网格名称
乡镇投资合作型宽带项目的设计方案，由各市分公司委
托＿＿的设计院按照实际需要进行设计。
Ｃ广西入围
项目的第一批端口建设数量，必须不少于该项目所覆盖
住户数的25%。
Ｄ30%施工单位必须完全、严格按照＿＿施工、建设。
广西联
通以此作为该项目验收是否合格的前提条件。
Ａ设计方案
乡镇宽带接入网络项目验收不合格，投资合作商必须按
设计方案进行＿＿。
Ｂ验收
如果项目验收不合格时，投资合作商在该项目覆盖的范
围内擅自＿＿，广西联通将在一年内不支付该项目覆盖
范围用户的所有佣金。
Ｃ验收
乡镇投资合作型宽带项目竣工后的第一年，该项目范围
内的宽带装、维、营服务工作必须由投资合作商进行一
体化经营。
Ｄ第四年
乡镇投资合作型宽带项目开通后的＿＿，可根据投资合
作商的经营情况确定是否实行分离Ａ第二年
乡镇投资合作型宽带项目实行装、维、营服务一体化经
营，由一家代理商＿＿，不再将装维与业务拓展分开由
不同的代理商承担。
Ｂ分开代理
乡镇投资合作型宽带项目的装、维、营服务人员受当地
分公司管理，按照公司的管理要求完成网络管理、号线
资源管理、业务拓展、客户服务等工作。
Ｃ区公司
乡镇投资合作型宽带项目的宽带业务拓展目标要求，自
开通第二年末开始，在网小区宽带用户不得低于＿＿。
Ｄ１００户
乡镇投资合作型宽带项目的《乡镇宽带投资合作协议书
》签约期限最长为7年。
Ａ7年
《乡镇街道宽带资源租用协议》签约期限最长为7年。
协议到期后＿＿。
Ｂ可以续签
《乡镇村屯宽带资源租用协议》签约期限最长为7年。
协议到期后可以___，广西联通不回收网络。
C不能续签
《乡镇宽带业务代理协议》签约期限最长为___。
D4年
《乡镇宽带装机、维护及客户服务协议》签约期限最长
为___。
A1年
乡镇宽带投资合作型宽带项目的资源租赁费、业务代理
费、装维服务费、接入终端成本费，区公司只给出___
标准，各市分公司在此标准带宽范围内与合作商协商确
定具体执行标准。
B最低下限
乡镇街道投资合作型宽带项目的宽带资源租用费，最高
为该项目实收收入的___。
C10%乡镇村屯投资合作型宽带项目的宽带资源租用费，最高
为该项目实收收入的___。
D10%乡镇投资合作型宽带项目的装、维服务费，最高为该项
目实收收入的____。
A15%如果代理商负责宽带用户的ONT（光猫）的投资，可
另增加最高为该项目实收收入的____的装、服务费。
B10% ____不设固定支付比例，均按照当期宽带业务普通代理
佣金标准动态执行。
C合作分成费
每个____必须签订《乡镇宽带投资合作协议书》D代理商
每个乡镇____，必须按投资合作的区域单独签订《乡
镇街道宽带资源租用协议》（模板1.2）或《乡镇村屯
宽带资源租用协议》（模板1.2）。
A投资合作型宽带项目
每一个_____的《乡镇街道/村屯宽带资源租用协议
》，必须一事一报；经区公司审批同意后，才能签订。
B投资合作商
每个乡镇____，必须与代理该项目宽带业务的代理商签
订《乡镇宽带业务代理协议》C投资合作商
每个乡镇投资合作型宽带项目，必须与负责该项目装、
维服务的代理商签订《乡镇宽带装机、维护及客户服务
协议》D投资合作商____考察评估乡镇宽带项目，并认真填写《新建乡镇宽
带接入项目分析材料》和《新建乡镇宽带客户接入可行
性建议书》A县域分公司____向区分公司提交拟新建乡镇投资合作型宽带项目的
申请报告B县域分公司市分公司向区公司____，已签字盖章的相关协议复印件
作为附件C建设投资
乡镇投资合作型县城投资合作城区投资合作
收益评估投资效益评估用户拓展评估
投资合作商资质代理商营业执照投资合作商资金实力
该乡镇投资预算该乡镇的效益状况投资合作商资质
营业执照身份证驾驶证
派出所当地政府供电所
移网代理商移动代理商广电网络
质量品牌速率品牌融合业务品牌
装、维、营、服务一体化经营营维一体化电脑店承包
乡镇宽带业务代理商乡镇投资合作型项目乡镇装维队伍
传输杆路传输设备传输光芯
光缆带宽传输设备
投资主体电脑商业务代理
装维区域建设区域服务区域
不同地方县城区域不同区域
ＯＬＴ点传输设备点分光点
接入网络项目光缆传输项目投资合作项目
投资合作商投资主体代理商
光猫设备传输设备皮线光缆
ＯＬＴ设备皮线光缆传输设备
ＦＴＴＨＸＤＳＬＩＳＤＮ
当地政府入围广西联通入围当地通信入围
三个二个一个
网格数量代理商数量装维队伍数量
小区名称项目名称接入网名称
联通入围当地入围广西联通入围
35%40%25%
施工方案评估方案效益方案
整改发展宽带在申请验收
不验收发展宽带用户不整改
第三年第二年第一年
第三年第四年第一年
统一代理承包经营装维承包
县公司当地分公司市公司
２００户２５０户300户
６年５年４年
不再续签可以续签，可以不续签自动续约
不续签续签可以续签，可以不续签
3年2年1年
2年3年4年
最高上限一般参考
20%30%40%
30%40%20%
20%25%30%
5%15%20%
装维服务费宽带业务代理佣金资源租赁费
装维服务商移网代理商宽带投资合作商
投资合作商代理商装维服务商
投资合作型宽带项目装维服务商代理商
代理商投资合作型宽带项目装维服务商
代理商装维服务商投资合作型宽带项目市分公司区公司渠道经理
市分公司区公司渠道经理
维护费用申请佣金宽带成本。