PMP項(xiàng)目管理之溝通管理練習(xí)題

-.z.溝通章節(jié)練習(xí)題1.公司決定外包其技術(shù)支持中心。在一個(gè)概念工程驗(yàn)證后，許多用戶抱怨溝通不暢，因此公司終止該工程并外包支持中心。這項(xiàng)決定的驅(qū)動(dòng)因素是什么？A.驗(yàn)收測(cè)試B.產(chǎn)品審查C.閾值控制界限D(zhuǎn).客戶反應(yīng)2.Inavirtualorganization,whatshouldbedonetomanagetheflowofprojectinformationduringtheplanningstage"A.DevelopastructuredmunicationsmanagementplanB.EstablishaformalchannelformunicationsC.Assembleateamofpeoplethatworkinthesametimezone.D.Reviewlessonslearnedformpreviousvirtualproject2.在一個(gè)虛擬組織中,應(yīng)事先完成以下哪一項(xiàng)來管理規(guī)劃階段的工程信息流"A.制定構(gòu)造化的溝通管理方案。B.制定正式的溝通渠道。C.組建一支在一樣時(shí)區(qū)工作的人員團(tuán)隊(duì)。D.審查過往虛擬工程的經(jīng)歷教訓(xùn)。3.Aprojectbyineffectiveweeklyteammeetings.Somemorevocalteammembersareturningthemeetingsintolengthydiscussionsofareastheyviewasproblematic.Toimprovethemeetings'effectiveness,whatshouldtheprojectmanagerdo"A.Increasethelengthofthemeetings.B.E*cludethemorevocalteammembersfromthemeetings.C.Ensurethatnoteammembers'feelingsarehurt.D.Setclearagendaswithspecifictimelimitsforeachitem.3.工程經(jīng)理對(duì)無效率的團(tuán)隊(duì)周會(huì)感到失望。一些發(fā)言更為積極的團(tuán)隊(duì)成員都將會(huì)議轉(zhuǎn)向他們認(rèn)為有問題的領(lǐng)域進(jìn)入長(zhǎng)時(shí)間的討論。假設(shè)要提高會(huì)議的效率，工程經(jīng)理應(yīng)該怎么做？A.增加會(huì)議時(shí)間。B不讓發(fā)言更為積極的團(tuán)隊(duì)成員參加會(huì)議。C.確保沒有團(tuán)隊(duì)成員感覺受到傷害。D.設(shè)定明確的議程，為每個(gè)事項(xiàng)限制具體的時(shí)間。4.Aconsultantinformstheprojectmanagerthataninternalcustomerresourceisworkingontheprojectandwantstobeinformedofprojectstatus.Whatdocumentshouldbeupdated"A.OrganizationchartB.ProcurementcontractC.municationsmanagementplanD.Meetingminutes4.一位參謀告知工程經(jīng)理，一名內(nèi)部客戶資源正在為工程工作，并希望獲知工程狀態(tài)。哪份文件應(yīng)更新？A.組織圖B.采購合同C.溝通管理方案D.會(huì)議記錄5.Apanymustdevelopaprojectmanagementculturetosurviveinachangingenvironment.Inthepast,theorganization’svisionwasdrivenbythesupplydepartment.However,thesupplydepartment'svicepresident(VP),whoisakeyprojectstakeholder,refusestoadoptthenewculture.Howcanalignmentwiththisnewculturebeobtained"A.InvitetheVPtoprojectmeetings.B.SpeakwiththeVPtodeterminetheissuesrootcause.C.ConductcoachingsessionswiththeVP.D.Askmanagementtoscheduleastrategicmeetingwithallprojectstakeholders.5.為了在不斷變化的環(huán)境中生存下來，公司必須制定工程管理文化。過去，該組織的愿景主要受供給部門驅(qū)動(dòng)。然而，作為關(guān)鍵工程相關(guān)方的供給部門副總裁卻拒絕采用新文化.如何能夠獲得對(duì)這種新文化的一致認(rèn)可？A.邀請(qǐng)供給部門副總裁參加工程會(huì)議B.與供給部門副總裁談話，確定問題的根本原因C.給供給部門副總裁開輔導(dǎo)課D.讓管理層安排一次所有工程相關(guān)方參與的戰(zhàn)略會(huì)議6.Ateammemberisinconsistentwiththedeliveryoftasksandhasbeenlateforthelastthreeprojectstatusmeetings.Thisimpactstheproject’scriticalpath.Whatshouldtheprojectmanagerdo"A.Speakprivatelywiththeteammember.B.Removetheteammemberfromcritical-pathtasks.C.Addresstheissueduringthene*tprojectstatusmeeting.D.Ignoretheissue.6.一名團(tuán)隊(duì)成員不遵守任務(wù)交付時(shí)間，過去三次工程狀態(tài)會(huì)議都遲到。這影響到工程關(guān)鍵路徑。工程經(jīng)理應(yīng)該怎么做？A.與該團(tuán)隊(duì)成員私下談?wù)凚.將該團(tuán)隊(duì)成員從關(guān)鍵路徑任務(wù)上移除C.在下一次工程狀態(tài)會(huì)議上解決該問題D.無視該問題7.Aprojectmanagerwillmunicatewiththreemunitymembersandthreeinternalcustomers.Howmanymunicationchannelswilltheprojecthave"A.10B.15C.21D.367.工程經(jīng)理將與三名社區(qū)成員和三名內(nèi)部客戶溝通。工程將有多少個(gè)溝通渠道？A.10B.15C.21D.368.Aprojectmanagerinvitesacustomertomonthlymeetings,butthebutthecustomerdoesnotalwaysattend.Whatshouldtheprojectmanagedo"A.Continuetoinvitethecustomer.B.Updatetheriskregister..C.Escalatetheissuetotheprojectsponsor.D.Reviewandupdatethemunicationsmanagementplan.8.工程經(jīng)理邀請(qǐng)客戶參加月會(huì)，但客戶不常參加。工程經(jīng)理應(yīng)該怎么做？A.繼續(xù)邀請(qǐng)客戶B.更新風(fēng)險(xiǎn)登記冊(cè)C.將該問題上報(bào)給工程發(fā)起人D.審查并更新溝通管理方案9.Anewprojectincludesstakeholdersfromvariouscountrieswithdifferente*pectations.Whatshouldtheprojectmanagerdotoensurethatallstakeholderswillbeinformedabouttheprojectstatus"A.Developamunicationsmanagementplan.B.Developaprojectcharter.C.Developastakeholderregister.D.Developastakeholdermanagementplan.9.新工程包括來自不同國家、帶有不同期望的相關(guān)方。假設(shè)要確保所有相關(guān)方都能獲得工程狀態(tài)的通知，工程經(jīng)理應(yīng)該怎么做？A.制定溝通管理方案B.制定工程章程C.制定相關(guān)方登記冊(cè)D.制定相關(guān)方管理方案10.Duringaproject’simplementationphase,theprojectmanagermustmunicateascopechangeandobtainapprovalfrommultinationalkeystakeholders.Whichofthefollowingmunicationmethodsshouldtheprojectmanageruse"A.PushmunicationB.InteractivemunicationC.StakeholdermunicationD.Pullmunication10.在工程實(shí)施階段，工程經(jīng)理必須溝通范圍變更，并獲得跨國關(guān)鍵相關(guān)方的批準(zhǔn)。工程經(jīng)理應(yīng)采用以下哪一種溝通方法？A.推式溝通B.交互式溝通C.相關(guān)方溝通D.拉式溝通11.Duetoaninternalorganizational.Restructure.Thedeliverablesofkeystrategicprojectsaresubstantiallydelayed.Theorganization’sCEOissurprisedtolearnthis.Whatshouldtheprojectmanagerhavedonetoavoidthis"A.Reprioritizedimpactedprojects’B.DefinedamunicationsmanagementplanC.pliedwithperformance^reportingD.Definedastakeholdermanagementplan11.由于內(nèi)部組織構(gòu)造調(diào)整，重點(diǎn)戰(zhàn)略工程的可交付成果被嚴(yán)重推遲。該組織的首席執(zhí)行官聽到此消息感到十分驚訝假設(shè)要防止這個(gè)問題，工程經(jīng)理應(yīng)該事先做什么"A.未受影響的工程重新排列優(yōu)先順序B.制定一份溝通管理方案C.尊從績(jī)效報(bào)告D.制定一份相關(guān)方管理方案12.Aprojectmanagermunicateswithdifferentprojectstakeholderatvariouslevels,sharingdifferenttypesofprojectinformationatanygiventime.Theprojectmanagernowneedstosendadatareporttoaspecificgroupofprojectstakeholders.Whatmunicationmethodshouldtheprojectmanagerus"A.InteractiveB.PushC.IndividualD.Pull12.工程經(jīng)理與不同層次的不同工程相關(guān)方溝通，在任何給定時(shí)間分享不同類型的工程信息。工程經(jīng)理現(xiàn)在需要向*一特定工程相關(guān)方組別發(fā)一份數(shù)據(jù)報(bào)告。工程經(jīng)理應(yīng)該使用什么溝通方法？A交互式溝通B推式溝通C.個(gè)體溝通D.拉式溝通13.Anewprojectmanagerjoinsateammidwaythroughaproject.Theprojecthasfiveinfluentialstakeholdersand30projectteammembers.Theprojectmanagerwantstoupdatetheteamontheprojectstatus.Whatshouldtheprojectmanageruse"A.municationsmanagementplanB.SharedworkspaceC.InformalstatusmeetingsD.Stakeholdermanagementplan13.新工程經(jīng)理在工程中途參加團(tuán)隊(duì)。工程有五位有影響的相關(guān)方和30名工程團(tuán)隊(duì)成員。工程經(jīng)理希望向團(tuán)隊(duì)更新工程狀態(tài)。工程經(jīng)理應(yīng)該怎么做？A.溝通管理方案B.共享的工作空間C.非正式狀態(tài)會(huì)議D.相關(guān)方管理方案14.Theportfoliomanagerandtheprojectdirectorplainthattheyaremissingessentialprojectinformationrequiredfordecisionmaking.Theprojectmanagerknowsthatthisinformationisavailableintheprojectreportsandthatbothstakeholdershavebeenidentifiedtoreceivethem.Whatshouldtheprojectmanagerdotoresolvethis"A.Reviewandupdatetheprojectreports.B.Reviewandupdatethestakeholderregister.C.Sendboth,stakeholdersanemailwiththelatestprojectreport.D.Reviewandupdatethemunicationsmanagementplan.14.工程組合經(jīng)理和工程總監(jiān)抱怨說他們?nèi)鄙僦贫Q策所需的根本工程信息。工程經(jīng)理了解到這些信息在工程報(bào)告中的提供，而且這兩名工程相關(guān)方均已被識(shí)別接收這些報(bào)告。假設(shè)要解決這個(gè)問題，工程經(jīng)理應(yīng)該怎么做？A.審查和更新工程報(bào)告。B.審查并更新相關(guān)方登記冊(cè)。C.向兩名工程相關(guān)方發(fā)送一封電子，附上最新工程報(bào)告。D.審查并更新溝通管理方案。15.Projectstakeholdersaredissatisfiedwiththetypeinformationprovidedintheprojectmanager’smonthlyreport.Whatcausedthis"A.Stakeholderswerenotinvitedtotheproject’skick-offmeeting.B.Theprojectrequirementsdocumentisinaccurate.C.Thestakeholdermunicationstrategyisineffective.D.Theresponsible,accountable,consult,andinform(RACI)matri*isimproperlydefined.15.工程相關(guān)方對(duì)工程經(jīng)理月報(bào)中提供的類型信息不滿意。這是什么原因造成的？A.未邀請(qǐng)工程相關(guān)方參加工程啟動(dòng)大會(huì)。B.工程需求文件不準(zhǔn)確。C.相關(guān)方溝通策略無效。D.執(zhí)行、負(fù)責(zé)、咨詢和知情(RACI)矩陣未正確定義。16.Acustomerdisagreeswiththedevelopmentmanageronprojectcostestimates.Theprojectmanagermeetswiththecustomer,andthedevelopmentmanagertoobtainalignment.Whatistheprojectmanagerusing"A.ConflictmanagementB.CostestimationC.ProjectgovernanceD.Projectapproval16.客戶與開發(fā)經(jīng)理對(duì)工程本錢估算意見不一致。工程經(jīng)理與客戶和開發(fā)經(jīng)理開會(huì)獲得一致。工程經(jīng)理使用的是什么？A.沖突管理B.本錢估算C.工程治理D.客戶批準(zhǔn)17.Afterdiscoveringthatseverale*ternalstakeholderswerenotproperlyidentified,aprojectmanagerdevisesamethodtobetteridentifythem.Whatshouldtheprojectmanagerupdatetoensurethattheissueandsolutionaremunicatedtotheentirepany’sprojectmanagementmunity"A.LessonslearnedB.StakeholdermanagementplanC.municationsmanagementplanD.Projectmanagementoffice(PMO)documentation17.發(fā)現(xiàn)多個(gè)外部相關(guān)方未正確識(shí)別后，工程經(jīng)理創(chuàng)造一種方法，以便更好的識(shí)別這些相關(guān)方。為確保將這個(gè)問題和解決方案與整個(gè)公司的工程管理群體溝通，工程經(jīng)理應(yīng)更新什么？A.經(jīng)歷教訓(xùn)B.相關(guān)方管理方案C.溝通管理方案D.工程管理辦公室(PMO)文檔18.Beforethestakeholdermeeting.Whatmunicationmethodshouldtheprojectmanagerusetoobtainkeystakeholderapprovaloftheprojectmanagementplan"A.EmailB.InteractiveC.PullD.push18.在相關(guān)方會(huì)議之前，工程經(jīng)理應(yīng)使用什么溝通方式獲得相關(guān)方對(duì)工程管理方案的認(rèn)可？A.電子B.交互式溝通C.拉式溝通D.推式溝通19.Aprojectmanagerassignsanactivitytoateammember.Theteammemberperformstheactivityastheunderstood.However,theresultsdonotmeettheprojectmanager’se*pectationsToavoidthissituation,whattoolshouldhavebeenused"A.InteractivemunicationB.ActivelisteningC.EncodeanddecodeD.Pushmunication19.工程經(jīng)理將一項(xiàng)活動(dòng)分配給團(tuán)隊(duì)成員。團(tuán)隊(duì)成員按其理解執(zhí)行活動(dòng)。但是，執(zhí)行結(jié)果未能滿足工程經(jīng)理的期望。為防止這種情況，工程經(jīng)理應(yīng)該事先使用什么工具？A.交互式溝通B.積極傾聽C.編碼和解碼D.推式溝通20.Beforeprojectstatusmeeting,theprojectmanageruseselectronicmailtoreportprojectprogressandprojectperformancereports.Whatmunicationmethodprojectmanagerused"A.InteractivemunicationB.PushmunicationC.PullmunicationD.Activemunication20.在狀態(tài)會(huì)議前，工程經(jīng)理采用電子郵寄進(jìn)度和績(jī)效報(bào)告。