PMP項目管理之溝通管理練習(xí)題

頁腳內(nèi)容頁腳內(nèi)容溝通章節(jié)練習(xí)題公司決定外包其技術(shù)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(qū)動因素是什么？A.驗收測試B.產(chǎn)品審查C.閾值控制界限D(zhuǎn).客戶反饋Inavirtualorganization,whatshouldbedonetomanagetheflowofprojectinformationduringtheplanningstage?DevelopastructuredcommunicationsmanagementplanEstablishaformalchannelforcommunicationsAssembleateamofpeoplethatworkinthesametimezone.Reviewlessonslearnedformpreviousvirtualproject在一個虛擬組織中,應(yīng)事先完成下列哪一項來管理規(guī)劃階段的項目信息流?A.制定結(jié)構(gòu)化的溝通管理規(guī)劃。制定正式的溝通渠道。組建一支在相同時區(qū)工作的人員團隊。D.審查過往虛擬項目的閱歷教訓(xùn)。3.Aprojectbyineffectiveweeklyteammeetings.Somemorevocalteammembersareturningthemeetingsintolengthydiscussionsofareastheyviewasproblematic.Toimprovethemeetings'effectiveness,whatshouldtheprojectmanagerdo?A.Increasethelengthofthemeetings.B.Excludethemorevocalteammembersfromthemeetings.C.Ensurethatnoteammembers'feelingsarehurt.Setclearagendaswithspecifictimelimitsforeachitem.認為有問題的領(lǐng)域進入長時間的辯論。若要提升會議的效率，項目經(jīng)理應(yīng)該怎么做？增加會議時間。B不讓發(fā)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(shè)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(jīng)理，一名內(nèi)部客戶資源正在為項目工作，并希望獲知項目狀態(tài)。哪份文件應(yīng)更新？組織圖B.采購合同C.溝通管理規(guī)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(huán)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(yīng)部門驅(qū)動。然而，作為關(guān)鍵項目相關(guān)方的供應(yīng)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(yīng)部門副總裁參加項目會議與供應(yīng)部門副總裁談話，確定問題的根本原因C.給供應(yīng)部門副總裁開輔導(dǎo)課D.讓管理層布置一次所有項目相關(guān)方參加的戰(zhàn)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(wù)交付時間，過去三次項目狀態(tài)會議都遲到。這影響到項目關(guān)鍵路徑。項目經(jīng)理應(yīng)該怎么做？與該團隊成員私下談?wù)剬⒃搱F隊成員從關(guān)鍵路徑任務(wù)上移除C.在下一次項目狀態(tài)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(jīng)理將與三名社區(qū)成員和三名內(nèi)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(jīng)理邀請客戶參加月會，但客戶不常參加。項目經(jīng)理應(yīng)該怎么做？A.繼續(xù)邀請客戶B.更新風(fēng)險登記冊C.將該問題上報給項目發(fā)起人D.審查并更新溝通管理規(guī)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(guān)方。若要確保所有相關(guān)方都能獲得項目狀態(tài)的通知，項目經(jīng)理應(yīng)該怎么做？制定溝通管理規(guī)劃B.制定項目章程C.制定相關(guān)方登記冊D.制定相關(guān)方管理規(guī)劃Duringaproject’simplementationphase,theprojectmanagermustcommunicateascopechangeandobtainapprovalfrommultinationalkeystakeholders.Whichofthefollowingcommunicationmethodsshouldtheprojectmanageruse?A.PushcommunicationB.InteractivecommunicationC.StakeholdercommunicationD.Pullcommunication在項目實施階段，項目經(jīng)理必需溝通范圍變更，并獲得跨國關(guān)鍵相關(guān)方的批準(zhǔn)。項目經(jīng)理應(yīng)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(guān)方溝通D.拉式溝通Duetoaninternalorganizational.Restructure.Thedeliverablesofkeystrategicprojectsaresubstantiallydelayed.Theorganization’sCEOissurprisedtolearnthis.Whatshouldtheprojectmanagerhavedonetoavoidthis?Reprioritizedimpactedprojects’DefinedacommunicationsmanagementplanCompliedwithperformance^reportingDefinedastakeholdermanagementplan由于內(nèi)部組織結(jié)構(gòu)調(diào)整，重點戰(zhàn)略項目的可交付成果被嚴峻推遲。該組織的首席執(zhí)行官聽到此消息感到格外驚訝若要避開這個問題，項目經(jīng)理應(yīng)該事先做什么?未受影響的項目重新排列優(yōu)先挨次制定一份溝通管理規(guī)劃尊從績效報告制定一份相關(guān)方管理規(guī)劃12.Aprojectmanagercommunicateswithdifferentprojectstakeholderatvariouslevels,sharingdifferenttypesofprojectinformationatanygiventime.Theprojectmanagernowneedstosendadatareporttoaspecificgroupofprojectstakeholders.Whatcommunicationmethodshouldtheprojectmanagerus?InteractivePushIndividualPull項目經(jīng)理目前需要向某一特定項目相關(guān)方組別發(fā)一份數(shù)據(jù)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(jīng)理在項目中途參加團隊。項目有五位有影響的相關(guān)方和30名項目團隊成員。項目經(jīng)理希望向團隊更新項目狀態(tài)。項目經(jīng)理應(yīng)該怎么做？溝通管理規(guī)劃共享的工作空間非正式狀態(tài)會議相關(guān)方管理規(guī)劃Theportfoliomanagerandtheprojectdirectorcomplainthattheyaremissingessentialprojectinformationrequiredfordecisionmaking.Theprojectmanagerknowsthatthisinformationisavailableintheprojectreportsandthatbothstakeholdershavebeenidentifiedtoreceivethem.Whatshouldtheprojectmanagerdotoresolvethis?Reviewandupdatetheprojectreports.Reviewandupdatethestakeholderregister.Sendboth,stakeholdersanemailwiththelatestprojectreport.Reviewandupdatethecommunicationsmanagementplan.項目組合經(jīng)理和項目總監(jiān)埋怨說他們?nèi)鄙僦贫Q策所需的根本項目信息。項目經(jīng)理認識解決這個問題，項目經(jīng)理應(yīng)該怎么做？審查和更新項目報告。審查并更新相關(guān)方登記冊。向兩名項目相關(guān)方發(fā)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(guī)劃。Projectstakeholdersaredissatisfiedwiththetypeinformationprovidedintheprojectmanager’smonthlyreport.Whatcausedthis?Stakeholderswerenotinvitedtotheproject’skick-offmeeting.Theprojectrequirementsdocumentisinaccurate.Thestakeholdercommunicationstrategyisineffective.Theresponsible,accountable,consult,andinform(RACI)matrixisimproperlydefined.項目相關(guān)方對項目經(jīng)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(guān)方參加項目啟動大會。項目需求文件不準(zhǔn)確。相關(guān)方溝通策略無效。執(zhí)行、負責(zé)、咨詢和知情(RACI)矩陣未準(zhǔn)確定義。16.Acustomerdisagreeswiththedevelopmentmanageronprojectcostestimates.Theprojectmanagermeetswiththecustomer,andthedevelopmentmanagertoobtainalignment.Whatistheprojectmanagerusing?ConflictmanagementCostestimationProjectgovernanceProjectapproval客戶與開發(fā)經(jīng)理對項目成本估算意見不全都。項目經(jīng)理與客戶和開發(fā)經(jīng)理開會獲得全都。項目經(jīng)理使用的是什么？沖突管理成本估算項目治理客戶批準(zhǔn)Afterdiscoveringthatseveralexternalstakeholderswerenotproperlyidentified,aprojectmanagerdevisesamethodtobetteridentifythem.Whatshouldtheprojectmanagerupdatetoensurethatthe issueand solutionarecommunicatedtothe entirecompany’sprojectmanagementCommunity?LessonslearnedStakeholdermanagementplanCommunicationsmanagementplanProjectmanagementoffice(PMO)documentation發(fā)覺多個外部相關(guān)方未準(zhǔn)確識別后，項目經(jīng)理發(fā)明一種方式，以便更好的識別這些相關(guān)閱歷教訓(xùn)相關(guān)方管理規(guī)劃溝通管理規(guī)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(jīng)理將一項活動分配給團隊成員。團隊成員按其理解執(zhí)行活動。但是，執(zhí)行結(jié)果未能滿足項目經(jīng)理的期望。為避開這種情況，項目經(jīng)理應(yīng)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