頁腳內容頁腳內容溝通章節練習題公司決定外包其技術支持中心。在一個概念項目驗證后，許多用戶埋怨溝通不暢，因此公司終止該項目并外包支持中心。這項決定的驅動因素是什么？A.驗收測試B.產品審查C.閾值控制界限D.客戶反饋Inavirtualorganization,whatshouldbedonetomanagetheflowofprojectinformationduringtheplanningstage?DevelopastructuredcommunicationsmanagementplanEstablishaformalchannelforcommunicationsAssembleateamofpeoplethatworkinthesametimezone.Reviewlessonslearnedformpreviousvirtualproject在一個虛擬組織中,應事先完成下列哪一項來管理規劃階段的項目信息流?A.制定結構化的溝通管理規劃。制定正式的溝通渠道。組建一支在相同時區工作的人員團隊。D.審查過往虛擬項目的閱歷教訓。3.Aprojectbyineffectiveweeklyteammeetings.Somemorevocalteammembersareturningthemeetingsintolengthydiscussionsofareastheyviewasproblematic.Toimprovethemeetings'effectiveness,whatshouldtheprojectmanagerdo?A.Increasethelengthofthemeetings.B.Excludethemorevocalteammembersfromthemeetings.C.Ensurethatnoteammembers'feelingsarehurt.Setclearagendaswithspecifictimelimitsforeachitem.認為有問題的領域進入長時間的辯論。若要提升會議的效率，項目經理應該怎么做？增加會議時間。B不讓發言更為樂觀的團隊成員參加會議。C.確保沒有團隊成員感覺受到損害。D.設定明確的議程，為每個事項限制詳細的時間。4.Aconsultantinformstheprojectmanagerthataninternalcustomerresourceisworkingontheprojectandwantstobeinformedofprojectstatus.Whatdocumentshouldbeupdated?OrganizationchartProcurementcontractC.CommunicationsmanagementplanD.Meetingminutes一位顧問告知項目經理，一名內部客戶資源正在為項目工作，并希望獲知項目狀態。哪份文件應更新？組織圖B.采購合同C.溝通管理規劃D.會議記錄5.Acompanymustdevelopaprojectmanagementculturetosurviveinachangingenvironment.Inthepast,theorganization’svisionwasdrivenbythesupplydepartment.However,thesupplydepartment'svicepresident(VP),whoisakeyprojectstakeholder,refusestoadoptthenewculture.Howcanalignmentwiththisnewculturebeobtained?A.InvitetheVPtoprojectmeetings.SpeakwiththeVPtodeterminetheissuesrootcause.ConductcoachingsessionswiththeVP.Askmanagementtoscheduleastrategicmeetingwithallprojectstakeholders.為了在不斷變化的環境中生存下來，公司必需制定項目管理文化。過去，該組織的愿景主要受供應部門驅動。然而，作為關鍵項目相關方的供應部門副總裁卻拒絕采納新文化.如何能夠獲得對這種新文化的全都認可？邀請供應部門副總裁參加項目會議與供應部門副總裁談話，確定問題的根本原因C.給供應部門副總裁開輔導課D.讓管理層布置一次所有項目相關方參加的戰略會議6.Ateammemberisinconsistentwiththedeliveryoftasksandhasbeenlateforthelastthreeprojectstatusmeetings.Thisimpactstheproject’scriticalpath.Whatshouldtheprojectmanagerdo?A.Speakprivatelywiththeteammember.Removetheteammemberfromcritical-pathtasks.Addresstheissueduringthenextprojectstatusmeeting.Ignoretheissue.一名團隊成員不遵守任務交付時間，過去三次項目狀態會議都遲到。這影響到項目關鍵路徑。項目經理應該怎么做？與該團隊成員私下談談將該團隊成員從關鍵路徑任務上移除C.在下一次項目狀態會議上解決該問題D.忽視該問題7.Aprojectmanagerwillcommunicatewiththreecommunitymembersandthreeinternalcustomers.Howmanycommunicationchannelswilltheprojecthave?A.10B.15C.21D.36項目經理將與三名社區成員和三名內部客戶溝通。項目將有多少個溝通渠道？A.10B.15C.21D.368.Aprojectmanagerinvitesacustomertomonthlymeetings,butthebutthecustomerdoesnotalwaysattend.Whatshouldtheprojectmanagedo?Continuetoinvitethecustomer.Updatetheriskregister..Escalatetheissuetotheprojectsponsor.Reviewandupdatethecommunicationsmanagementplan.項目經理邀請客戶參加月會，但客戶不常參加。項目經理應該怎么做？A.繼續邀請客戶B.更新風險登記冊C.將該問題上報給項目發起人D.審查并更新溝通管理規劃9.Anewprojectincludesstakeholdersfromvariouscountrieswithdifferentexpectations.Whatshouldtheprojectmanagerdotoensurethatallstakeholderswillbeinformedabouttheprojectstatus?Developacommunicationsmanagementplan.Developaprojectcharter.Developastakeholderregister.Developastakeholdermanagementplan.新項目包括來自不同國家、帶有不同期望的相關方。若要確保所有相關方都能獲得項目狀態的通知，項目經理應該怎么做？制定溝通管理規劃B.制定項目章程C.制定相關方登記冊D.制定相關方管理規劃Duringaproject’simplementationphase,theprojectmanagermustcommunicateascopechangeandobtainapprovalfrommultinationalkeystakeholders.Whichofthefollowingcommunicationmethodsshouldtheprojectmanageruse?A.PushcommunicationB.InteractivecommunicationC.StakeholdercommunicationD.Pullcommunication在項目實施階段，項目經理必需溝通范圍變更，并獲得跨國關鍵相關方的批準。項目經理應采納下列哪一種溝通方式？A.推式溝通B.交互式溝通C.相關方溝通D.拉式溝通Duetoaninternalorganizational.Restructure.Thedeliverablesofkeystrategicprojectsaresubstantiallydelayed.Theorganization’sCEOissurprisedtolearnthis.Whatshouldtheprojectmanagerhavedonetoavoidthis?Reprioritizedimpactedprojects’DefinedacommunicationsmanagementplanCompliedwithperformance^reportingDefinedastakeholdermanagementplan由于內部組織結構調整，重點戰略項目的可交付成果被嚴峻推遲。該組織的首席執行官聽到此消息感到格外驚訝若要避開這個問題，項目經理應該事先做什么?未受影響的項目重新排列優先挨次制定一份溝通管理規劃尊從績效報告制定一份相關方管理規劃12.Aprojectmanagercommunicateswithdifferentprojectstakeholderatvariouslevels,sharingdifferenttypesofprojectinformationatanygiventime.Theprojectmanagernowneedstosendadatareporttoaspecificgroupofprojectstakeholders.Whatcommunicationmethodshouldtheprojectmanagerus?InteractivePushIndividualPull項目經理目前需要向某一特定項目相關方組別發一份數據報告方式？交互式溝通推式溝通C.個體溝通D.拉式溝通13.Anewprojectmanagerjoinsateammidwaythroughaproject.Theprojecthasfiveinfluentialstakeholdersand30projectteammembers.Theprojectmanagerwantstoupdatetheteamontheprojectstatus.Whatshouldtheprojectmanageruse?CommunicationsmanagementplanSharedworkspaceInformalstatusmeetingsStakeholdermanagementplan新項目經理在項目中途參加團隊。項目有五位有影響的相關方和30名項目團隊成員。項目經理希望向團隊更新項目狀態。項目經理應該怎么做？溝通管理規劃共享的工作空間非正式狀態會議相關方管理規劃Theportfoliomanagerandtheprojectdirectorcomplainthattheyaremissingessentialprojectinformationrequiredfordecisionmaking.Theprojectmanagerknowsthatthisinformationisavailableintheprojectreportsandthatbothstakeholdershavebeenidentifiedtoreceivethem.Whatshouldtheprojectmanagerdotoresolvethis?Reviewandupdatetheprojectreports.Reviewandupdatethestakeholderregister.Sendboth,stakeholdersanemailwiththelatestprojectreport.Reviewandupdatethecommunicationsmanagementplan.項目組合經理和項目總監埋怨說他們缺少制定決策所需的根本項目信息。項目經理認識解決這個問題，項目經理應該怎么做？審查和更新項目報告。審查并更新相關方登記冊。向兩名項目相關方發送一封電子郵件，附上最新項目報告。審查并更新溝通管理規劃。Projectstakeholdersaredissatisfiedwiththetypeinformationprovidedintheprojectmanager’smonthlyreport.Whatcausedthis?Stakeholderswerenotinvitedtotheproject’skick-offmeeting.Theprojectrequirementsdocumentisinaccurate.Thestakeholdercommunicationstrategyisineffective.Theresponsible,accountable,consult,andinform(RACI)matrixisimproperlydefined.項目相關方對項目經理月報中提供的類型信息不滿足。這是什么原因造成的？未邀請項目相關方參加項目啟動大會。項目需求文件不準確。相關方溝通策略無效。執行、負責、咨詢和知情(RACI)矩陣未準確定義。16.Acustomerdisagreeswiththedevelopmentmanageronprojectcostestimates.Theprojectmanagermeetswiththecustomer,andthedevelopmentmanagertoobtainalignment.Whatistheprojectmanagerusing?ConflictmanagementCostestimationProjectgovernanceProjectapproval客戶與開發經理對項目成本估算意見不全都。項目經理與客戶和開發經理開會獲得全都。項目經理使用的是什么？沖突管理成本估算項目治理客戶批準Afterdiscoveringthatseveralexternalstakeholderswerenotproperlyidentified,aprojectmanagerdevisesamethodtobetteridentifythem.Whatshouldtheprojectmanagerupdatetoensurethatthe issueand solutionarecommunicatedtothe entirecompany’sprojectmanagementCommunity?LessonslearnedStakeholdermanagementplanCommunicationsmanagementplanProjectmanagementoffice(PMO)documentation發覺多個外部相關方未準確識別后，項目經理發明一種方式，以便更好的識別這些相關閱歷教訓相關方管理規劃溝通管理規劃項目管理辦公室(PMO)文檔Beforethestakeholdermeeting.Whatcommunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan?EmailInteractivePullpush電子郵件交互式溝通拉式溝通推式溝通19.Aprojectmanagerassignsanactivitytoateammember.Theteammemberperformstheactivityastheunderstood.However,theresultsdonotmeettheprojectmanager’sexpectationsToavoidthissituation,whattoolshouldhavebeenused?InteractivecommunicationActivelisteningEncodeanddecodePushcommunication項目經理將一項活動分配給團隊成員。團隊成員按其理解執行活動。但是，執行結果未能滿足項目經理的期望。為避開這種情況，項目經理應該事先使用什么工具？交互式溝通樂觀傾聽編碼和解碼推式溝通Beforeprojectstatusmeeting,theprojectmanageruseselectronicmailtoreportprojectprogressandprojectperformancereports.Whatcommunicationmethodprojectmanagerused?InteractivecommunicationPushcommunicationPullcommunicationActivecommunication20.通方式？交互式溝通推式溝通拉式溝通主動式溝通