PMBOK指南(第5版)第十章習(xí)題

1.Youareworkinghardtobeanexcellentprojectmanager.Butyoufoundthatyouhaveatendencytocomeupwithadecisiononyouownjudgment.Ifyouwishtoapproachanissuebystandinginothers’shoes,whatshouldyoudo?A.EmpathiclisteningskillsB.SpeakingskillsC.PresentationskillsD.Activelisteningskills1.你在努力成為一個(gè)優(yōu)秀PM，你發(fā)現(xiàn)自己習(xí)慣直接下結(jié)論。你想多從別人角度看問(wèn)題，應(yīng)該開(kāi)展哪項(xiàng)技能？A.換位的傾聽(tīng)技巧B.演說(shuō)技巧C.演示技巧D.積極傾聽(tīng)技巧2．TheMOSTlikelyresultofcommunicationblockersisthat:A.theprojectisdelayed.B.trustlevelisenhanced.C.conflictoccurs.D.seniormanagementisdispleased.2.溝通出現(xiàn)障礙時(shí)最可能的結(jié)果是：A．工程被延遲B．增強(qiáng)了信任C．出現(xiàn)沖突D．高級(jí)管理層很生氣3.Whatisoneofthemostimportantskillsaprojectmanagercanhave?A.NegotiationskillsB.InfluencingskillsC.CommunicationskillsD.Problem-solvingskills3.工程經(jīng)理應(yīng)該具備的最重要的技能是以下哪一種技能？A．談判B．影響C．溝通D．解決問(wèn)題4．HowmuchofProjectManager'stimeisspentonCommunication?A.50%B.90%C.30%D.40%--60%4.工程經(jīng)理花在溝通上的時(shí)間占多少?A．50%B.90%C．30%D．40%一60%5．Projects,bytheirnature,requiresthat:A．Communicationsbelimitedtofactsregardingtheproduct,schedule,quality,andcostB．CommunicationsbecloselycontrolledsothatcompetingprojectmanagerswillnotgetanunfairadvantageC．Theprojectmanagerbethefocalpointofcommunicationsbetweenthecustomer,topmanagement,linemanagers,andprojectpersonnelD．Allprojectreportsaresharedexternallyandinternally5.工程的特性要求:A．溝通局限于有關(guān)產(chǎn)品、進(jìn)度、質(zhì)量和本錢的事實(shí)B．應(yīng)當(dāng)嚴(yán)格控制溝通，以便不讓競(jìng)爭(zhēng)的工程經(jīng)理得到不公正的優(yōu)勢(shì)C．工程經(jīng)理是客戶、高級(jí)管理層、職能經(jīng)理和工程成員之間溝通的焦點(diǎn)D．所有工程報(bào)告部要在內(nèi)部和外部共享6．Whenaprojectmanagerisengagedinnegotiations,non-verbalcommunicationskillsareof:A.littleimportance.B.majorimportance.C.importanceonlywhencostandscheduleobjectivesareinvolved.D.importanceonlytoensureyouwinthenegotiation.6.當(dāng)一位工程經(jīng)理在談判時(shí)，非口頭溝通技巧：A．不怎么重要B．很重要C．只有當(dāng)談判中包括本錢和進(jìn)度目標(biāo)時(shí)才重要D．只有當(dāng)確定你贏得談判勝利時(shí)才重要7．Filteringisaconceptthatoccurswhen:A．a(chǎn)techniqueusedinconjunctionwithaprojectcommunicationplanB．thesupervisorperformsverificationanddocumentationoftheresultsofacommunicationsmessageC．a(chǎn)largeportionofthemessagewaslostinupwardordownwardcommunicationsbetweenasubordinateandsupervisorD．AandB7.過(guò)濾是何時(shí)發(fā)生的一個(gè)概念:A．是和工程溝通方案一起使用的一個(gè)技術(shù)B．當(dāng)監(jiān)督人對(duì)一個(gè)溝通訊息的結(jié)果進(jìn)行核實(shí)和歸檔時(shí)C．在下級(jí)與上級(jí)之間的向上或向下溝通中，喪失了訊息的大局部D．A和B8．Ateammemberviolatedthegroundrulethefirsttime.Whattypeofcommunicationmethodwilltheprojectmanagerusewiththeteammember?A.Formalverbal.B.Formalwritten.C.Hallwaydiscussion.D.Informalwritten.8.一個(gè)團(tuán)隊(duì)成員第一次違反了根本規(guī)那么。工程經(jīng)理對(duì)他應(yīng)該采用什么類型的溝通方法？A.正式口頭B.正式書(shū)面C.走廊交談D.非正式書(shū)面9．Ateammemberviolatedthegroundrulethesecondtime.Whattypeofcommunicationmethodwilltheprojectmanagerusewiththeteammember?A.Informalverbal.B.Formalwritten.C.Hallwaydiscussion.D.Informalwritten.9.一個(gè)團(tuán)隊(duì)成員第二次違反了根本規(guī)那么。工程經(jīng)理對(duì)他應(yīng)該采用什么類型的溝通方法？A.非正式口頭B.正式書(shū)面C.走廊交談D.非正式書(shū)面10．Whichofthefollowingistrueregardingcommunicationwithinaprojectenvironment?A．Theprojectmanagermustassumetheprimaryburdenofresponsibilitytoensurethatmessagessenthavebeenreceived.B．Effectivemeetings,awarroom,andatightmatrixpromoteeffectivecommunicationC．Ifaprojectconsistsof12people,48potentialchannelsofcommunicationexist.D．Mostprojectmanagersspend30percentoftheirworkinghoursengagedincommunication.10.在工程環(huán)境下，以下有關(guān)溝通的論述哪一個(gè)是正確的:A．工程經(jīng)理必須承當(dāng)主要責(zé)任，以確保發(fā)出的訊息已經(jīng)收到B．有效的會(huì)議、"作戰(zhàn)室"和緊密型矩陣可以促進(jìn)有效的溝通C．如果一個(gè)工程由12人組成，那么存在42個(gè)潛在的溝通渠道D．大多數(shù)工程經(jīng)理花費(fèi)30%的工作時(shí)間用于溝通11．Underaselleragreement,formal,writtencorrespondencewiththesellerisrequiredwhen:A.changetotheprojectisissued.B.meetingwiththeseller’smanagementisheld.C.sellerisaskedforsupportinginformation.D.thereisafollowuptoaconversation.11.根據(jù)提供商的協(xié)議，正式的，與提供商之間書(shū)面信件溝通在何時(shí)被要求？A．工程的變更被發(fā)布B．會(huì)見(jiàn)提供商的管理層時(shí)C．提供商要求支持信息時(shí)D．深入溝通時(shí)12．Formal,writtencorrespondencewiththecustomerisrequiredwhen:A.defectsaredetectedB.thecustomerrequestsadditionalworknotcoveredundercontractC.TheprojecthasascheduleslippageD.theprojecthascostoverruns12.在以下哪種情況下需要與客戶進(jìn)行正式的書(shū)面通信A．檢查出了缺陷B．客戶要求合同沒(méi)有包括的額外工作C．工程進(jìn)度拖延D．工程有本錢超支13．Thereengineeringprojectstartedinanorganizationof5,000employees.Theprojectteamiscomposedofeachrepresentativefromeachorganization.ThebestwaytoidentifyandsatisfyprojectinformationneedsofstakeholdersisA.CommunicationmanagementPlanB.CommunicationandResponsibilityMatrixC.StaffingandresourcemanagementPlanD.OBS13.在一個(gè)有5000名雇員的組織中開(kāi)始進(jìn)行一個(gè)重組工程。工程隊(duì)伍由每個(gè)組織單位中一名代表組成。識(shí)別和滿足利害關(guān)系者對(duì)工程信息需求的最好方式是:A．溝通管理方案B．溝通和責(zé)任矩陣C．人員分配和資源管理方案D．組織分解結(jié)構(gòu)(OBS)14．Extensiveuseof___communicationismostlikelytoaidinsolvingcomplexproblems.A.verbalB.writtenC.formalD.non-verbal14.廣泛使用〔〕溝通很可能有助于解決復(fù)雜問(wèn)題。A．口頭B．書(shū)面C．正式D．非口頭的15．Theprojecthasaproblemwithpersonnelperformance.Thisisbesthandledthrough:A.FormalwrittencommunicationB.FormalverbalcommunicationC.InformalwrittencommunicationD.Informalverbalcommunication15.工程人員表現(xiàn)存在問(wèn)題、這種問(wèn)題最好通過(guò)以下哪種方法解決，A．正式的書(shū)面溝通B．正式的口頭溝通C．非正式書(shū)面溝通D．非正式口頭溝通16．Inperson-to-personcommunication,messagesaresentonverballevelsandnonverballevelssimultaneously.Asageneralrule,whatpercentageofthemessageactuallyissentthroughnonverbalcues?A.5%-15%B.20%-30%C.40%-50%D.Greaterthan50%16.在人對(duì)人的溝通中，訊息同時(shí)通過(guò)口頭和非口頭傳送．作為一個(gè)一般規(guī)那么，通過(guò)非口頭暗示傳送的訊息占多少百分比:A．5%＿15%B．20%＿30%C．40%＿50%D．高于50%17．Communicationunderacontractshouldtendtoward:A.FormalwrittencommunicationB.FormalverbalcommunicationC.InformalwrittencommunicationD.Informalverbalcommunication17.按合同進(jìn)行的溝通應(yīng)當(dāng)趨向于:A．正式的書(shū)面溝通B．正式的口頭溝通C．非正式書(shū)面溝通D．非正式口頭溝通18..Feedbackis:A.Acknowledgementthatamessagewasreceived.B.Agreementwiththemessage.C.Alwaysreceived.D.Aninefficientwasteoftime.18.反應(yīng)是：A.確認(rèn)信息被接收B.同意該信息C.總能被接收到D.無(wú)效的并且浪費(fèi)時(shí)間19．Thecriticalelementinaproject'scommunicationsystemisthe:A.progressreportB.projectdirectiveC.projectmanagerD.customer19.工程溝通系統(tǒng)中的關(guān)健要素是:A．進(jìn)展報(bào)告B．工程指示C．工程經(jīng)理D．客戶20.StacyneedstodevelopaCommunicationsManagementPlanforherproject.Whichofthefollowingisatoolortechniquethatwillhelpherwiththattask?A.CommunicationsManagementPlanB.CommunicationsRequirementsAnalysisC.ProjectScopeStatementD.CommunicationsSkills.20.Stacy需要為她的工程制定溝通管理方案。下面哪個(gè)工具或技術(shù)會(huì)對(duì)她的工作有幫助？A.溝通管理方案B.溝通需求分析C.工程范圍說(shuō)明書(shū)D.溝通技能21.Upanddowntheorganizationandwithpeersarewhatdimensionsofcommunication?A.Internalandexternal.B.Verticalandhorizontal.C.InternalandIntra-team.D.Globalandlocal.21.組織上下級(jí)和同級(jí)之間溝通屬于哪種溝通？A.內(nèi)部和外部的B.垂直的和水平的C.團(tuán)隊(duì)內(nèi)部的和團(tuán)隊(duì)間的D.全局的和局部的22.Internationalactivitiesanddiversestakeholdersareapartofmoreprojectsthanever.Becausetheobjectivesoftime,cost,andperformancemaybeinterpreteddifferentlyforthesetypesofprojects,kickoffmeetings(eventhoseconductedelectronically)areespeciallyimportant.AllthefollowingareobjectivesofthekickoffmeetingexceptA.EstablishingworkingrelationshipsandstandardformatsforglobalcommunicationB.ReviewingprojectplansC.EstablishingindividualandgroupresponsibilitiesandaccountabilitiesD.Discussingspecificlegalissuesregardingthecontract22.現(xiàn)在的工程比以往的工程牽扯到更多的國(guó)際合作和形形色色的干系人。因此，如果沒(méi)有在工程進(jìn)行之前統(tǒng)一大家的理解，那么對(duì)工程的時(shí)間、本錢和業(yè)績(jī)方面的目標(biāo)可能會(huì)出現(xiàn)各種各樣的解釋，所以工程發(fā)動(dòng)大會(huì)是非常重要的(即使是通過(guò)多媒體的形式召開(kāi)的發(fā)動(dòng)大會(huì)也是具有重要的意義)。以下各項(xiàng)中，哪一項(xiàng)不屬于發(fā)動(dòng)大會(huì)的目標(biāo)?A.確立工程各局部的溝通關(guān)系和標(biāo)準(zhǔn)形式B.審閱工程方案C.確定個(gè)人和小組的責(zé)任和義務(wù)D.討論與合同有關(guān)的、具體的法律問(wèn)題23.Toaprojectmanager,whatisdisadvantageofprogressreportsoverwatchingwhatisgoingoninaprojectaskingquestions,andassistingteammembers?A.Progressreports,includeinformationfromalltheteam.B.Progressreportsincludeinformationfromstakeholders.C.Progressreportsgenerallyshowproblemsaftertheyhaveoccurred.D.Progressreportssupplyinformationabouttrends.23.對(duì)于工程經(jīng)理而言，閱讀進(jìn)展報(bào)告同實(shí)地觀察工程情況、詢問(wèn)問(wèn)題并協(xié)助團(tuán)隊(duì)成員的工作相比，有什么不利之處？A．進(jìn)展報(bào)告包含所有團(tuán)隊(duì)成員提供的信息。B．進(jìn)展報(bào)告含干系人提供的信息。C．進(jìn)展報(bào)告一般在事發(fā)后顯示發(fā)生的問(wèn)題。D.進(jìn)展報(bào)告提供趨勢(shì)方面的信息。24．AllthefollowingareexamplesofinformalwrittencommunicationexceptA.Engineers'notesB.E-mailmessagesC.TheprojectmanagementplanD.AandB24.以下各項(xiàng)哪一項(xiàng)不是非正式書(shū)面溝通的例子;A．工程師的筆記B．電子郵件信息C．工程管理方案D．A和B25.Thecurrentupdatetothescheduleperformancereportshowsnoschedulevariance.Baseduponthisreport,youtelltheclientthantheprojectisontime.However,yourteammembersknowthatyoujustmissedamajormilestoneandtheprojectwillnotmeetisstartupdate.Thisisanindicationofpoor:A.TeamtrustB.ScopemanagementplanningC.PlancommunicationsD.Scheduleplanning25.最新績(jī)效報(bào)告顯示某工程無(wú)進(jìn)度偏差,基于該報(bào)告,你告訴客戶該工程按時(shí)運(yùn)行,然而團(tuán)隊(duì)成員很清楚：工程剛剛錯(cuò)過(guò)一個(gè)主要的里程碑，不可能按期啟動(dòng)。這說(shuō)明欠缺：A.團(tuán)隊(duì)信任B.范圍管理規(guī)劃C.規(guī)劃溝通D.進(jìn)度規(guī)劃26.Abosscalledaprojectmanagerandaskedforanewreport.Astheprojectmanageranalyzedtheinformationneeds,hedidnotthinkthatthebossneededsuchinformation.Whatshalltheprojectmanagerdo?A.Findthemosteffectivewaytoprovidetherequestedinformation.B.Sucharequestmayberejectediftheinformationvalueislow.C.Requestadditionalresourcesandcostnecessaryforadditionalinformation.D.Haveateammeetinginordertounderstandthebackgroundoftheboss’srequest.26.老板打給工程經(jīng)理索要一份新的報(bào)告。工程經(jīng)理分析了他的信息需求以后，認(rèn)為老板不需要這樣的信息。工程經(jīng)理應(yīng)該怎么做？A.找到最有效的方法，提交老板所需要的信息B.如果信息價(jià)值很低，這樣的請(qǐng)求可以拒絕C.申請(qǐng)額外的資源和本錢，為老板編制額外的信息D.召開(kāi)團(tuán)隊(duì)會(huì)議來(lái)了解老板所要求的信息背景27.Edneedstocompresshisprojecttimeline,soheincreaseshisteamsizetoaddresourcestosomecriticalpathactivities.Whatelsemustchange?A.WBSB.CommunicationsManagementPlanC.ProjectCharterD.Crashingtheproject.27.愛(ài)德華需要壓縮他的工程進(jìn)度，因而他擴(kuò)大他的團(tuán)隊(duì)，為關(guān)鍵路徑活動(dòng)增加資源。除此之外，還需要修改？A.WBSB.溝通管理方案C.工程章程D.趕工28.Astheleaderofaprojectteam,theprojectmanagermayberequiredtoassessthecompetenciesofhisorherteammembers.Occasionally,someweaknessesorareasforimprovementwillbeidentified.Theprojectmanagershould:A.Communicatethoseweaknessesandestablishaperformanceimprovementprogram.B.Removeanyteammemberswhohavedemonstratedweaknessesincriticalknowledgeareas.C.Hireadditionalresourcestocompensateforweakareas.D.Waitfortheteammembertofailinanassignmenttojustifytermination.28.作為一個(gè)工程團(tuán)隊(duì)的領(lǐng)導(dǎo)，工程經(jīng)理需要評(píng)估團(tuán)隊(duì)成員的能力，有時(shí)，發(fā)現(xiàn)一些需要改善的弱點(diǎn)，工程經(jīng)理應(yīng)該：A.就弱點(diǎn)溝通并建立績(jī)效改善方案B.剔除那些在關(guān)鍵知識(shí)領(lǐng)域有弱點(diǎn)的成員C.雇用額外的資源以補(bǔ)償薄弱環(huán)節(jié)D.等待團(tuán)隊(duì)成員在任務(wù)中失敗以便有理由終止雇用29．YouhavedecidedtoorganizeastudygroupofotherprojectmanagersinyourorganizationtohelpprepareforthePMPexam.EveryoneishighlymotivatedtoearnthecredentialbecausetheCEOhasdecidedtopaya$5,000bonustoeachpersonwhobecomescertified.Whattypeofcommunicationareyouemployinginyoureffortstoorganizethisgroup?A．HorizontalB．VerticalC．FormalA．External29.你決定要在公司中組建一個(gè)PMP考試的學(xué)習(xí)小組，邀請(qǐng)公司內(nèi)部其他的工程經(jīng)理一起參加，以此幫助大家更好地準(zhǔn)備這次考試。由于公司總經(jīng)理已經(jīng)決定要獎(jiǎng)勵(lì)每個(gè)通過(guò)考試的人5000美元，所以每個(gè)人都有了很強(qiáng)的動(dòng)力要通過(guò)考試。那么，在組織這個(gè)學(xué)習(xí)小組的過(guò)程中你要采用什么類型的溝通方式呢?A．水平型B．垂直型C．正式型D．外部型30.Youaremanagingaprojecttodevelopnutritionalsodaforthe“under20〞market.Youhaverecentlyheardthattheclientcallsyourprogressreportsthe“CodeofCrap〞becausetheyseemtobewritteninaforeignlanguageandincomprehensible.Thissituationcouldhavebeenavoidedby-A.InformingtheclientatthestartoftheprojectofthetypesofreportstheywillreceiveB.UsingriskmanagementtechniquestoidentifyclientreportsC.HiringanexpertreportwritertopreparestandardreportsD.Developacommunicationplan30.你管理一個(gè)面向20歲以下市場(chǎng)的營(yíng)養(yǎng)飲料的開(kāi)發(fā)工程，你最近聽(tīng)說(shuō)客戶把你的進(jìn)展報(bào)告稱為“天書(shū)〞，難以理解。這種情況可以通過(guò)什么來(lái)防止：A.在工程開(kāi)始的時(shí)候告訴客戶他們將收到的報(bào)告類型B.使用風(fēng)險(xiǎn)管理技巧來(lái)識(shí)別客戶報(bào)告C.雇傭?qū)＜襾?lái)撰寫(xiě)標(biāo)準(zhǔn)報(bào)告D.制定一個(gè)溝通方案31.Whichofthefollowingismostappropriateforface-to-facecommunication?A.ProvidingapermanentrecordofkeyprojectdecisionsB.AddressingnegativebehaviorofoneofyourprojectteammembersC.EncouragingcreativethinkingofprojectteammembersD.Askinginformationquestionsofkeyprojectstakeholders31.有很多溝通的方法，以下哪種情況適合“面對(duì)面〞的溝通？A.提供一個(gè)關(guān)鍵工程決策的永久記錄時(shí)B.針對(duì)一個(gè)團(tuán)隊(duì)成員的負(fù)面行為時(shí)C.鼓勵(lì)團(tuán)隊(duì)成員的創(chuàng)新思維時(shí)D.詢問(wèn)關(guān)鍵干系人信息時(shí)32.Aprojecthasseveralteams.TeamAhasrepeatedlymissedseveraldeadlinesinthepast.ThishascausedTeamBtohavetocrashthecriticalpathseveraltimes.AstheprojectleaderforTeamB,youshould_____A.MeetprojectmanageraloneB.MeetleaderofteamAC.MeetsponsorD.MeetprojectmanagerandleaderofTeamA32．一個(gè)工程由幾個(gè)團(tuán)隊(duì)組成，小組A在過(guò)去曾屢次在最后期限前沒(méi)有完成任務(wù)，這導(dǎo)致小組B好幾次不得不對(duì)關(guān)鍵路徑趕工。作為B組工程領(lǐng)導(dǎo),你應(yīng)該______A.單獨(dú)會(huì)見(jiàn)工程經(jīng)理B.會(huì)見(jiàn)小組A的領(lǐng)導(dǎo)C.會(huì)見(jiàn)發(fā)起人D.會(huì)見(jiàn)工程經(jīng)理和小組A的領(lǐng)導(dǎo)33.Youhaveaprojectteamconsistingofpeoplefromfourcountries.Theprojectisveryimportanttothecompanyandtheprojectmanagerisconcernedaboutitssuccess.Thelengthoftheprojectscheduleisacceptable.Whattypeofcommunicationmethodsshouldyouuse?A.InformalverbalB.FormalwrittenC.FormalverbalD.Informalwritten33.你的工程團(tuán)隊(duì)來(lái)自四個(gè)不同的國(guó)家。工程對(duì)于公司非常重要，工程的工期是可以接受的。在選擇溝通方法上，你應(yīng)該使用：A.非正式口頭B.正式書(shū)面C.正式口頭D.非正式書(shū)面34．Barrierscaninfluencecommunicationwhensendingorreceivinginformation.WhichofthefollowingisNOTabarrier?A.PrejudicesB.AttitudesandemotionsC.PersonalitiesandinterestsD.Feedback34.當(dāng)發(fā)送或接收信息時(shí)，溝通障礙可以能會(huì)影響溝通效果。下面哪項(xiàng)不屬于溝通障礙？A.偏見(jiàn)B.態(tài)度和情緒C.人身攻擊與興趣D.反應(yīng)35.Theprojectstatusmeetingisnotgoingwell.Everyoneistalkingatthesametime,therearepeoplewhoarenotparticipatingandmanytopicsarebeingdiscussedatrandom.Whichofthefollowingrulesforeffectivemeetingsisnotbeingadheredto?A.CourtesyandconsiderationofeachotherB.SchedulemeetingsinadvanceC.HaveapurposeforthemeetingD.Createandpublishanagenda35.工程狀態(tài)會(huì)議進(jìn)展不順，每個(gè)人都在講話，有人不參與會(huì)議，許多議題隨機(jī)討論。以下哪個(gè)是有效會(huì)議規(guī)那么而未被遵守？A.相互謙恭和體諒B.提前制定會(huì)議日程C.有明確的開(kāi)會(huì)目的D.制定公布會(huì)議議程36.Yourprojectiswellintotheexecutionphaseandremainsontime,onbudgetandonspecification.Thismorning,yourprojectsponsorcalledtoexpressconcernabouttheproject.Basedontheschedulebaseline,theprojectshouldbenearingimplementation,butthesponsordoesnotknowthecurrentstatusoftheproject.Youremindthesponsorthatyourteamproducesadetailedstatusreportweeklyanddistributesitviae-mail.Thesponsorindicatesthate-milistooimpersonalandverbalupdatesarepreferred.Thissituationsuggestsproblemswithwhichofthefollowingprojectmanagementprocesses?A.PlancommunicationsmanagementB.ManagementcommunicationsC.ControlcommunicationsD.Stakeholdermanagement36.工程順利進(jìn)入到執(zhí)行階段，按時(shí)、在預(yù)算內(nèi)并符合標(biāo)準(zhǔn)。今天早上，工程出資人來(lái)電話表示擔(dān)憂?；谶M(jìn)度基準(zhǔn)，該工程接近執(zhí)行階段，但該出資人不清楚工程目前狀態(tài)。你提醒他你們團(tuán)隊(duì)每周出一份詳細(xì)的工程狀態(tài)報(bào)告并通過(guò)電子郵件發(fā)送。該出資人表示電子郵件太沒(méi)人情味而喜歡口頭確認(rèn)。這一現(xiàn)象說(shuō)明以下哪個(gè)管理過(guò)程出了問(wèn)題？A.規(guī)劃溝通管理B.管理溝通C.控制溝通D.利害關(guān)系都管理37.AprojectmanagerhasjustbeenassignedateamthatcomesformanycountriesincludingBrazil,China,theUSandBritain.WhatisherBESTtoolforsuccess?A.TheResponsibilityAssignmentMatrix(RAM)B.TheteleconferenceC.TeamcommunicationwiththeWBSD.Communicationandwelldevelopedpeopleskills37.一名工程經(jīng)理剛剛負(fù)責(zé)一個(gè)團(tuán)隊(duì)，該團(tuán)隊(duì)成員來(lái)自包括巴西、中國(guó)、美國(guó)和英國(guó)在內(nèi)的許多國(guó)家。以下哪項(xiàng)是她取得成功的最正確工具？A.職責(zé)分配矩陣B.遠(yuǎn)程會(huì)議C.團(tuán)隊(duì)信息溝通工作分解結(jié)構(gòu)D.溝通和良好有人際關(guān)系技巧38．Aprojectteamwascomposedof5member.fivemoremembersadditionallyjoinedtothisteam.whatarethecommunicationchannelsadded?A.6B.35C.2timesD.2038.工程團(tuán)隊(duì)原來(lái)有5個(gè)成員?，F(xiàn)在新增加5個(gè)。溝通渠道增加了多少？A.6條B.35條C.2倍D.20條39．Youpreparedanintegratedprojectplanandaprojectschedule.Yousubmittedittothesteeringcommittee,anditwasapproved.Keystakeholdersacceptedtheplan.Itistimetodistributeit.BoththeprojectplanandscheduleshouldbedistributedtoA．AllstakeholdersintheperformingorganizationB．AllprojectstakeholdersC．Projectteammembersandthe'projectsponsorD．Peoplenotedinthecommunicationsmanagementplan39.你在準(zhǔn)備一個(gè)綜合工程方案和一個(gè)工程時(shí)間表。你將它們提交給籌劃指導(dǎo)委員會(huì)，并得到了批準(zhǔn)。有關(guān)各方也接受了方案。現(xiàn)在是分發(fā)這些方案的時(shí)候了。工程方案和時(shí)間表應(yīng)該分發(fā)給:A．組織中執(zhí)行工程的所有有關(guān)各方B．工程所有的干系人C．工程小組成員和工程發(fā)起人D．在溝通管理方案中指明的人40.Aprojectteamhasmembersin4differentlocationswithvaryinginformationsystems.Theprojectmanagerworkswiththeprojectteam.Todeterminehowprojectinformationwillbedistributed,thesemethodsaredetailedinwhichdocument?A.OverallprojectplanB.ActivitydefinitionC.CommunicationmanagementplanD.Staffingmanagementplan40.工程團(tuán)隊(duì)成員工作在具有不同信息系統(tǒng)的四個(gè)地方，工程經(jīng)理與這些成員一起工作，要想確定如何發(fā)布工程信息，以下哪個(gè)文件中詳細(xì)描述了信息發(fā)布方法？A.工程總體方案B.活動(dòng)定義C.溝通管理方案D.員工管理方案41.Aprojectlosesacontractorinthemiddleo