第3套PMP模擬題-答案

1、 54/54第3套PMP模擬考試沖刺題 - 答案解析1.A project manager receives contradictory input from some stakeholders regarding a projects pros andcons. This impacts other stakeholdersIevels of support and understanding of how the project will benefitthe organization.What should the project manager do to align stakehol

2、ders opinions and obtain their active participation?A. Explain the business need, product scope description, and strategic plan as outlined in the statementof work (SOW) to the stakeholders.B. Review business case to identify key stakeholders, then immediately hold a meeting to clarify thebusiness v

3、alue.C. Immediately meet with the stakeholders and urge them to make a decision.D. Log it in the risk register to document potential risks for further mitigation項目經(jīng)理收到一些相關方對項目利弊的矛盾意見。這會影響其他相關方對該項目如何使組織受益的支持和理解水平。項目經(jīng)理應該如何調整相關方的意見并獲得他們的積極參與？A向相關方解釋工作說明書 ( sow) 中概述的業(yè)務需求、產品范圍描述和戰(zhàn)略計劃。B審查商業(yè)論證以識別關鍵相關方，然后立即

4、召開會議以澄清商業(yè)價值。C立即與相關方開會，并敦促他們作出決定。D將其登記在風險登記冊中以記錄從而減輕潛在風險。參考答案： B，對 “項目利弊 ”意見矛盾， “如何使組織受益 ”，這些關鍵詞指向商業(yè)論證2.While preparing the status report for stakeholders, the project manager discovers a negative costvariance for a project where 10 percent of the work has been completed. What should the projectmanag

5、er do prior to meeting with the stakeholders?A. Forecast the estimate at completion (EAC)B. Initiate charge control proceduresC. Put the project on hold until a response strate9V is determined.D. Use the contingency reserve在為相關方準備狀態(tài)報告時，項目經(jīng)理發(fā)現(xiàn)一個項目的成本偏差為負數(shù)，該項目 10% 的工作已經(jīng)完成，在與相關方開會之前，項目經(jīng)理應該怎么做？A預測完工估算 (

6、 EAC) 。B啟動變更控制程序。C擱置項目直到確定應對策略。D使用應急儲備。參考答案： A，狀態(tài)報告 ,也就是績效報告，要包括狀況報告、進展測量結果及預測結果3. A project manager identifies a major varience from a project baseline that was based on the projectexception report. What should the project manager do next?A. Crash the project.B. Engage with the main stakeholder.C.

7、Replan the project.D. Negotiate with the sponsor,項目經(jīng)理識別到一個基于項目例外事項報告的項目基準主要偏差，項目經(jīng)理下一步應該怎么做？A趕工。B與主要相關方聯(lián)系。C重新制定項目計劃。D與發(fā)起人談判。參考答案： B識別到偏差，想要進一步了解偏差原因，制定應對措施，需要與主要相關方溝通。4.A company is going through a reorganization, Although not all new positions are knownyet, organizational changes are already being c

8、ommunicated.What should the project manager do?A. Update the risk management plan with potential future stakeholder changes.B. Update the stakeholder register with the information that is already available.C. Align expectations with key stakeholders.D. Inform all stakeholders about the current proje

9、ct status.一家公司正在進行重組，雖然并不是所有新職位都是已知的，但是組織變更情況已經(jīng)傳達，項目經(jīng)理應該怎么做？A在風險管理計劃中更新潛在的未來相關方變更。B在相關方登記冊中更新己知的信息。C與關鍵相關方的期望保持一致。D通知所有相關方當前項目狀態(tài)。參考答案： B，司重組，項目相關方的身份信息（組織職位）發(fā)生變化，需要更新相關方登記冊5.A project is budgeted at US$60 million and is scheduled to take 24 months to complete. After 12months, the project is 60 perce

10、nt complete and has used US$35 millionWhat is the status of the budget and schedule?A. On budget and ahead of scheduleB. Over budget and ahead of scheduleC. On budget and on scheduleD. Behind schedule and over budget一個項目預算為 6000萬美元，預計需要 24個月才能完成。 12個月后，該項目完成了 60% ，并使用了 3500美元。那么預算和進度的狀態(tài)如何？A符合預算，并超前于

11、進度B超出預算，但超前于進度C符合預算和進度D落后于速度，并超出預算參考答案： A，12個月， PV=3000 萬， EV=3600 萬， AC=3500 元，進度提前，成本節(jié)余沒有正確答案，只有 A相對合適6. After formal client acceptance, project deliverables were provided to the end users. These users thenidentified a defect, for which the client holds the project manager responsible.What could h

12、ave prevented this misunderstanding?A. Proper project transition proceduresB. A negotiation with the client on warranty forms and conditionsC. Removal of project access to all team members after project closureD Ensuring the client understood this was not part of the original requirement在客戶正式驗收之后，項目

13、可交付成果被提供給最終用戶。然后，這些用戶發(fā)現(xiàn)一個缺陷，客戶認為項目經(jīng)理應負責。怎樣可以防止這種誤解？A正確的項目移交程序B與客戶就保修條款和條件進行談判C項目關閉后解除所有團隊成員的訪問權D確?？蛻暨@不是原始需求的一部分參考答案： A，誤解，說明理解不正確項目收尾，要確保所有文件和可交付成果都已是最新版本，且所有問題都已得到解決7.A company has a longstanding client who is often late with payment. The company now has a newproject with this client.What document

14、should the project manager use to ensure that payment delay information isdocumented for this project?A Project charterB Historical information and lessons learned repositoryC Assumption logD Risk management plan一家公司有一位經(jīng)常延遲付款的長期客戶，該公司現(xiàn)在與該客戶有一個新項目。項目經(jīng)理應該使用哪份文件來確保為該項目記錄延遲付款信息？A項目章程B歷史信息和經(jīng)驗教訓知識庫C假設日志D風

15、險管理計劃參考答案： B，經(jīng)驗教訓。這是一個歷史教訓，可以被新的項目所借鑒。8. One year into a five-year project, the project manager realizes that the reason for high team turnoveris that the team does not receive the same financial allowances as other teams that are working on thesame project. The project manager forecasts that with t

16、his high staff turnover rate, the project will suffera two-and-a-half-year delay. The a mount to cover additional disbursements was not included in thecontract, and the project sponsor is unwilling to renegotiate.What should the project manager do?A. Present a change request to reduce scope to the p

17、roject sponsor.B. Pay disbursements using budget reserves.C. Escalate the problem to the organizations program or portfolio management office (PMO).D. Request a schedule extension.在一個為期五年的項目執(zhí)行一年后，項目經(jīng)理得知，團隊人員流動率高的原因在于團隊沒有收到與正在從事同一個項目的其他團隊相同的財務津貼。項目經(jīng)理預測，因為如此高的人員流動率，該項目將遭受兩年半的延期。支付額外補償?shù)慕痤~未包含在合同中，項目發(fā)起人不

18、愿意談判。項目經(jīng)理應該怎么做？A. 向項目發(fā)起人提出一個減少范圍的變更請求。B使用預算儲備支付補償。C將該問題升級上報給組織的項目集成或項目組合管理辦公室 (PMO) 。D請求延長工期。參考答案： C，溝通管理計劃中的上報機制。本項目團隊成員受到不公平待遇，導致流動率高。找發(fā)起人協(xié)調， 但發(fā)起人不愿意談判。 接下來可嘗試將問題升級至有權利協(xié)調共享資源的部門，如 PMO9. During a meeting toassess the current status of project activities, the team discovers thatthere are some risks

19、that will influence the deliverables.What should the project manager do?A. Track the discovered risks, identify and analyze new risks, and evaluate risk processeffectiveness throughout the project.B. Record risk management information for lessons learned purposes.C. Record the impact on and effectiv

20、eness of the Monitor Risks process.D. Taili the risk breakdown structure(RBS) to include any new risks.在評估項目活動現(xiàn)狀的會議中，團隊發(fā)現(xiàn)存在一些影響可交付成果的風險。項目經(jīng)理應該怎么做？A跟蹤已發(fā)現(xiàn)的風險，識別和分析新風險，并評估整個項目的風險過程有效性。B記錄風險管理信息用于經(jīng)驗教訓。C記錄監(jiān)督風險過程的影響和有效性。D定制風險分解結構 ( RBS) 以包含任何新風險。參考答案： A，書上的原話 : 監(jiān)督風險是在整個項目期間，監(jiān)督商定的風險應對計劃的實施、跟蹤已識別風險、識別和分析新風險

21、，以及評估風險管理有效性的過程10. After completion of a projects first deliverable, a stakeholder advises that it does not fulfill thebusiness requirements. What should the project manager do next?A. Review the work breakdown structure (WBS) dictionary.B. Submit a change request to add time to fix the deliverable.

22、C. Perform the Validate Scope process.D. Update the project management plan.完成一個項目的第一個可交付成果后，一位相關方告知該可交付成果不滿足業(yè)務需求。項目經(jīng)理下一步應該怎么做？A審查工作分解結構 (WBS) 字典。B提交一份變更請求，以增加時間修正可交付成果。C執(zhí)行核實范圍過程。D更新項目管理計劃。參考答案： B，可交付成果，不符合要求，做好缺陷補救，缺陷補救需要提起變更。11. The construction process for. building project is complete, and the p

23、roject manager wants to closethe project. Some team members are already assigned to a new project. The remaining team membersare unsure about what to capture in the close-out report.What should the project manager do?A. Complete the report using the lessons learned from a similar, previous project.B

24、. Frorego the lessons learned meeting and complete the task independenty.C. Conduct the project close-out with the remaining team members and solicit input formthe reassigned members.D. Hand over the project close-out phase to the project manager working on the new project.一個建筑項目的施工過程已經(jīng)完成，項目經(jīng)理希望結束該項

25、目，一些團隊成員已經(jīng)被分配到一個新項目，剩余團隊成員不確定在收尾報告中要收集什么信息。項目經(jīng)理應該怎么做？A使用從以前類似項目中收集的經(jīng)驗教訓完成該報告。B重新召集已重新分配的團隊成員，并立即舉行收尾會議。C與剩余團隊成員一起進行項目收尾工作。D將項目收尾階段交給負責新項目的項目經(jīng)理。參考答案： C用排除法； A選項，收尾報告中確實要包括經(jīng)驗教訓，但是項目是獨特的，直接使用類似項目的經(jīng)驗教訓來填充本次報告，不合適，排除。B選項，重新召集已經(jīng)釋放的資源，不合適，排除。C選項，成員不確定收集什么信息，那項目經(jīng)理跟成員一起做，可以。D選項，就更離譜了。12. Some members of a pr

26、oject team work from home. During a weekly video-conference, much time islost due to disconnected or dropped participants, background noise, strong interference, or multiplepeople speaking simultaneously. People are becoming annoyed and ask not to participate What should the project manager do?A. Ch

27、ange the frequency of the weekly meetings to monthly.B. Request that all the team members meet physically for the weekly meeting.C. Define and train the team on a set of minimum requirements, rules for home and remote offices, andmeeting etiquette.D. Hold individual meetings with team members and co

28、nsolidate the information in meeting minutesfor distribution.項目團隊的一些成員在家工作。在每周一次的視頻會議中，由于參會者斷線或掉線、背景噪音、強干擾成多人同時發(fā)言，導致?lián)p失很多時問，參會人員感到惱火，要求不要參加這種會議。項目經(jīng)理應該怎么做？A將每周一次的會議頻率更改為每月一次。B要求所有團隊成員本人親自到場參加一次會議。C. 為在家和遠程辦公的同事定義一套會議規(guī)則和會議禮儀的最低要求并培訓團隊。D與每名團隊成員單獨召開會議，并整理信息生成會議記錄以供分發(fā)。12.參考答案： C，視頻會議無法正常召開，是因為沒有事先約定好基本規(guī)則和

29、會議禮儀13. A vendor who supplied material that failed to meet a technical requirement claims that therequirement was not part of the contract. What should the project manager have done to avoid thisissue?A. Reviewed the approval of the procurement statement of work(SOW)B. Conducted in-house inspections

30、C. Performed risk identification activitiesD. Hold inspections at the vendors premises一個供應商提供的材料不符合技術要求，該供應商稱該要求不屬于合同的一部分。若要避免這個問題，項目經(jīng)理應該事先做什么？A審查采購工作說明書 (sow) 的批準情況B進行內部檢查。C執(zhí)行風險識別活動D對供應商的場所進行撿查參考答案： A，工作說明書會充分詳細地描述擬采購的產品、服務或成果，以便潛在賣方確定是否有能力提供此類產品、服務或成果。根據(jù)采購品的性質、買方的需求，或擬采用的合同形式，工作說明書的詳細程度會有較大不同。工作說明

31、書的內容包括：規(guī)格、所需數(shù)量、質量水平、績效數(shù)據(jù)、履約期間、工作地點和其他要求。14.A project manager is leading a project to develop a new company-sponsored community event,There are several competing priorities and significant logistical details. Since security is a top priority,the project team contracts a security subject matter expert

32、(SME).Together they create a risk matrix anddiscover that the overall risk score is lower than expected.Why was the overall risk score lower than expected?A. The SME contributed to the risk register and the team was able to mitigate the security risks.B. The team accepted the security risks because

33、the other risks were low.C. The project manager transferred the ownership of the threat to a third party.D. The project manager revised the risk response plan.項目經(jīng)理正在管理一個項目，以開發(fā)一項由公司發(fā)起的新社區(qū)活動。有幾個相互競爭的優(yōu)先事項和重要的邏輯細節(jié)，由于安全的優(yōu)先級最高，項目團隊與一位安全主題專家 (SME) 簽訂合同，他們一起創(chuàng)建了一個風險矩陣，并發(fā)現(xiàn)整體風險評分低于預期。為什么整體風險評分低于預期？A主題專家為風險登記冊做

34、貢獻，團隊能夠減輕安全風險。B該團隊接受了安全風險，因為其他風險較低。C項目經(jīng)理將該威脅的所有權轉移給第三方。D項目經(jīng)理修改了風險應對計劃。參考答案： C， 簽訂合同，是風險轉移， A的選項只是幫忙，沒有體現(xiàn)風險的轉移。15.A complex project has more than 100 internal and external team members. During theproject, team members constantly ask the project manager for information on which resources areassigned t

35、o high-and low-level activities. They also request clearer divisions between internal andexternal members.What would help the project manager?A. Responsibility assignment matrix (RAM)B. Resource management planC. Resource calendarsD. Resource allocation skills一個復雜項目擁有 100 多名內部和外部團隊成員。在項目過程中，團隊成員不斷向項

36、目經(jīng)理詢問有哪些資源分配給高層級以及低層級活動的相關信息。他們還要求內部和外部團隊成員之間更明確的分工。哪一項將對項目經(jīng)理有幫助？A資源分配矩陣 ( RAM)B資源管理計劃C資源日歷D資源分配技能參考答案： A，把資源與活動分工相對應的，是 RAM ，責任分配矩陣。16.A project is experiencing issue that affect the project cost and schedule. What should theproject manager use to resolve these issues?A. Earned value management (EV

37、M)B. Schedule crashingC. Cause-and effect analysisD. Market research一個項目正在經(jīng)歷影響項目成本和進度的問題，項目經(jīng)理應該使用下列哪一項來解決這些問題？A掙值管理 ( EVM)B進度趕工C因果分析D市場調研參考答案： C，進度和成本都有問題，要想解決，得先找到原因。掙值管理是用來測量項目績效的，也就是用來展現(xiàn)成本和進度目前的績效好不好，不是用來解決問題的，要解決問題，用因果分析。17.A companys organization culture is open, engaging, and values continuous

38、improvements. Individual employees freely express themselves during meetings on processes, policies,and procedures. The project manager wants to respect the organizations values of continuousimprovement during the project.Where should the project manager capture lessons learned?A. Retrospective meet

39、ingsB. Daily standupsC. Stakeholder engagement planD. Team charter一家公司的組織文化是開放的、 積極參與的， 并重視持續(xù)改造， 個人員工在會議期間自由表達自己對流程、政策和程序的意見。項目經(jīng)理希望在項目期間尊重組織的持續(xù)改造價值。項目經(jīng)理應該從哪里收集經(jīng)驗教訓？A回顧總結會議B每日站會C相關方參與計劃D團隊章程參考答案： A回顧總結會議的核心意義， 就是為了總結經(jīng)驗教訓， 持續(xù)改進。18. A projectmanager realizesthat a new, majorlegal requirement, necessary

40、 to meet adeliverable, has not been addressed. The project manager solicits ideas from stakeholders on how toconform to the new requirements.A. Total quality management (TQM)B. Ishikawa diagramC. Just-in-time (JIT)D. Kaizen項目經(jīng)理得知，滿足一個可交付成果所必需的一項最重要的新法律要求尚未得到解決。項目經(jīng)理向相關方征求關于如何符合新要求的意見。項目經(jīng)理使用的是下列哪一項技術？

41、A全面質量管理 (TQM)B石川圖B適時存貨管理 (JIT)D持續(xù)改善參考答案： A， 全員參加的管理，只有 A相對更正確。19. During ademonstration,the customerprovidesfeedback andrequests a new,urgentenhancementdue to aregulationchange. Whatshould the agileproject managerdo next?A. Add the new requirement to the iteration backlog.B. Discus the new requireme

42、nt during the retrospective.C. Talk about the new requirement during the next iteration planning meeting.D. Review the new requirement with the team, and ask them to start work on it.在展示期間，客戶提供了反饋意見，并由于一項規(guī)定變化而請求一項緊急的新改進，敏捷項目經(jīng)理下一步應該怎么做？A將新需求添加到迭代待辦列表。B在回顧總結會議上討論新需求。C在下一代迭代規(guī)劃會上討論新需求。D與團隊一起審查新需求，并要求他們開

43、始為新需求工作。參考答案： A， PMBOK 指南 133頁，在敏捷方法中，需求列入未完項。20. An organizations management board wants to see any key milestones that have deviated from theschedule. What is the most critical artifact that the project manager should include in the project statusreport?A. Schedule baselineB. Variance analysisC. W

44、ork performance informationD. Earned value analysis (EVA)一家組織的管理委員會希望看到偏離進度計劃的任何關鍵里程碑，項目經(jīng)理應該在項目狀態(tài)報告中包含的最關鍵工作是什么？A進度基準B偏差分析C工作績效信息D掙值分析 (EVA)參考答案： C， PMBOK 指南 228 頁，工作績效信息包括與進度基準相比較的項目工作執(zhí)行情況，進度偏差(SV) 和進度績效指數(shù) (SPI) 將記錄在工作績效報告中。21.A projectmanagerdetermines thattwo companytrucks assigned to an activity

45、 will likely be unavailable for the project on the schedule date. The projectmanager decides to obtain external quotes for hiring one truck on that date in case the company trucksare unavailable.A. MitigateB. AvoidC. TransferD. Exploit項目經(jīng)理確定分配到一項活動的兩輛公司卡車可能在預訂日期不可用于該項目。項目經(jīng)理決定獲得在當天雇用一輛卡車的外部報價，以防公司卡車不

46、可用。項目經(jīng)理利用的是哪一項風險應對策略？A減輕B規(guī)避C轉移D開拓參考答案： A，外部卡車相當于是公司卡車的備份方案，備份是減輕的關鍵詞。22. A development lead, who practices agile methodology ， is named the iteration manager for a project.This lead works closely with a business analyst who uses the waterfall methodology. The differences inthese methodologies has be

47、gun to negatively impact team performance. The project manager meetsindividually with the development lead and business analyst about the situation, but fails to resolve theissue.A. Speak with the business analysts manager.B. Request a new business analyst with experience in the agile methodology.C.

48、 Train the business analyst on the agile methodology.D. Conduct a joint meeting with the business analyst and development team.實踐敏捷方法的開發(fā)負責人被任命為一個項目的迭代經(jīng)理，該負責人與使用瀑布式方法的業(yè)務分析師密切合作，但這兩個方法的差異已經(jīng)開始對團隊績效產生負面影響，項目經(jīng)理分別與開發(fā)負責人和業(yè)務分析師就這種情況進行會面，但未能解決問題。項目經(jīng)理下一步應該怎么做？A與業(yè)務分析師的經(jīng)理談話。B請求提供一位具有敏捷方法經(jīng)驗的新業(yè)務分析師。C為業(yè)務分析師提供敏捷方法團

49、隊的培訓。D與業(yè)務分析師和開發(fā)負責人一起召開一次聯(lián)合會議。參考答案： D，沖突管理。分別會面未能解決問題，接下來需要一起開個聯(lián)合會議，共同商議解決方案。題目里面談到了“分別 ”談話不起作用，就是在按時要 “聯(lián)合開會 ”來解決問題，換人和培訓的選項還不到這么嚴重的時候。23.A vendor communicates that the delivery of a project item will be delayed by twoweeks. What should the project manager do?A. Implement the Perform Integrated Chang

50、e Control process.B. Conduct a variance analysis.C. Review the contract clause for liquidated damages.D. Identify a way to conduct schedule compression.供應商溝通說，某個項目事項的交付將延遲兩周時間。項目經(jīng)理應該怎么做？A實施整體變更控制過程。B執(zhí)行偏差分析。C審查合同中的違約賠償條款。D確定一種執(zhí)行進度壓縮的方法。參考答案： B供應商反饋交付將延遲兩周，需要先分析下這個延遲會給項目整體帶來的影響是什么，即執(zhí)行偏差分析，然后看要不要提交變更，如

51、果不影響關鍵路徑，則也許不不需要提交變更，如果沒有造成嚴重的影響，也不需要違約賠償。24.A project team is commissioning a project upgrade over the weekend. The client-appointed qualityassurance tester fails to be present for commissioning testing and sign-off. Neither the tester nor the linemanager can be contacted. The team completes these

52、projects frequently and. after extensive testing, isconfident that the flawlessly Will perform flawlessly on Monday morning.A Instruct the team to about the upgrade ， and schedule an emergency review meeting with the projectsponsor for Monday morning.B Keep the team on standby in case the tester can

53、 be reached before Monday morning C Instruct a member of the client team to conduct the acceptance testing and sign-off in place of theappointed tester.D Follow the escalation process to obtain in tester authorized to sign off on the upgrade.一個項目團隊在周末對一個項目升級進行測試?？蛻糁付ǖ馁|量保證測試人員未能出席調試測試以及進行簽署同意，測試人員和直線

54、經(jīng)理都聯(lián)系不上，團隊經(jīng)常完成這些項目，并且經(jīng)過大量測試后，確信該設施將在周一上午完美運行。項目經(jīng)理應該怎么做？ A指示團隊中止升級，并安排周一上午與項目發(fā)起人進行緊急評審會。B讓團隊保持待命狀態(tài)，以防萬一在周一上午之前可以聯(lián)系到測試人員。C指示客戶團隊的一位成員代替指定的測試人員進行驗收測試以及簽署同意。D按照升級上報流程獲得授權簽署同意這項升級的測試人員。參考答案： D，問題升級客戶質量保證測試人員的簽署同意是上線的必要條件，聯(lián)系不到測試人員及其直線經(jīng)理，可以按升級上報流程繼續(xù)上報，獲得上線授權。25. A companys senior manager is expected to sup

55、ply delicated resources for aproject. However, the project manager has yet to receive the names of these resources.What document can the project manager snare with the senior manager to enforce theirauthority to obtain resources?A. Project scheduleB. Project management planC. Project charterD. Proje

56、ct training plans公司的一位高級經(jīng)理預計會為一個項目提供專門的資源。但是，項目經(jīng)理還未收到這些資源的名稱。項目經(jīng)理可以和該高級經(jīng)理分享哪 份文件來行使他們獲得資源的職權？A項目進度計劃B項目管理計劃C項目章程D項目培訓計劃參考答案： C，項目經(jīng)理獲得資源的職權，記錄在項目章程中。26.A performance report indicates a variation in a products specifications. The project manager calls anemergency meeting during which all team members

57、offer suggestions for the possible cause of thevariance.What tool or technique is the learn using?A. Cause-and-effect diagramB. Root cause analysis (RCA)C. Scatter diagramD. Matrix diagram一份績效報告顯示產品規(guī)格有偏差。項目經(jīng)理召開一次緊急會議，在會議期間，所有團隊成員都就這種偏差可能的原因提供建議。團隊使用的是什么工具或技術？A因果圖B根本原因分析 ( RCA)C散點圖D矩陣圖參考答案： B，根本原因分析是

58、確定引起偏差、缺陷或風險的根本原因的一種分析技術。題目里面只是問這種大家提供建議的方法是什么，并沒有跟畫圖相關的內容，所以選 B是最正確的。如果問哪種技術可以用來進行根本原因分析，那就選因果圖或者魚骨圖或者石川圖。也就是說 “魚骨圖 ”只是根本原因分析中的一種方法。27. A newly hired team member is experience difficulty adjusting to their role. This is causingprojectactivities to fail behind schedule.What should the project manage

59、r do to help resolve this issue?A. Allow other team members to decide the best approach.B. Support the team member and provide any necessary advice.C. Delegate some of this team members work to other team members.D. Remind this team member of their work responsibilities and project timelines.一名新聘用的團

60、隊成員難以適應其角色。這導致項目活動落后于進度。項目經(jīng)理應該如何幫助解決這個問題？A. 允許其他團隊成員決定最佳方法。B. 支持團隊成員并提供任何必要的建議。C. 將該團隊成員的一些工作委派給其他團隊成員。D. 提醒該團隊成員其工作職責和項目時間表。參考答案： B，新成員難以適應角色，項目經(jīng)理應該提供幫助，比如為成員安排培訓。28. A project manager assumes an ongoing project with a large number of dependencies across multiplefunctional areas. What should the pr