第7章項(xiàng)目人力資源管理試題

第7章項(xiàng)目人力資源管理

1.NegotiationacrossinternationalculturesinvolvesmutualinterdeDendencebetweenparties.The

negotiationMUSTbeconductedinanatmosphereof.

A)mutualtrustandcooperationB)generalitiesandvagueness

C)sincerityandcompassionD)uncertaintyandcaution

跨國(guó)家與文化之間的談判需要雙方的相互依賴(lài)，談判應(yīng)當(dāng)在的氣氛下進(jìn)行。

A)相互信任與合作B)泛泛而談C)真誠(chéng)與同情D)不確定和

謹(jǐn)慎

2.WhatistheMOSTeffectiveprocesstoensurethatculturalandethicaldifhlrencesdonot

impedesuccessofyourmulti-nationalproject?

A)Colocating.B)Training.C)Forming.D)Teaming.

要保證文化和道德差異不妨礙一個(gè)跨國(guó)項(xiàng)目的成功，最有效的過(guò)程是：—

A)集中辦公。B)培訓(xùn)。C)團(tuán)隊(duì)形成。D)團(tuán)隊(duì)建設(shè)。

3.Thedisorientationexperiencedbypeoplewhosuddenlyfindthemselveslivingandworkingina

differentenvironmentisknownas.

A)cultureshockB)sociocentrismC)temporalshockD)

ethnocentrism

人們?cè)谝粋€(gè)全新的環(huán)境中工作與生活所體驗(yàn)到的迷失被稱(chēng)為—。

A)文化沖擊B)社會(huì)中心論C)暫時(shí)沖擊D)民族優(yōu)越

感

4.TheoryXholdsthat：

A)Qualityimprovementslieinthehandsofqualitycircles.

B)Profitsaretiedtomeetingscheduledeadlines

C)Absenteeismistiedtopoorworkingconditions.

D)Workersareinherentlyunmotivatedandneedstrongguidance.

X理論認(rèn)為：

A)質(zhì)量改進(jìn)依賴(lài)于實(shí)施質(zhì)量環(huán)。B)利潤(rùn)來(lái)自于滿(mǎn)足進(jìn)度期限。

C)曠工是因?yàn)楹懿畹墓ぷ鳁l件。D)工人們天生缺乏動(dòng)力，需要強(qiáng)有力

的領(lǐng)導(dǎo)。

5.Whichofthefollowingfactorscontributesthemosttoteamcommunication?

A)Externalfeedback.B)Performance

appraisals.

C)Smoothingoverofteamconflictsbytheprojectmanager.D)Collocation.

下列哪項(xiàng)因素對(duì)團(tuán)隊(duì)溝通所作的貢獻(xiàn)最大？

A)外部反饋。B)績(jī)效評(píng)估。C)由項(xiàng)目經(jīng)理調(diào)和團(tuán)隊(duì)中發(fā)生的沖突。D)

集中辦公。

6.Theprimarymethodofreducingconflictinprojectsisto.

A)holdperiodicgroupmeetingsB)usegroupfacilitators

C)performcarefulprojectplanningD)enforcestrictrulesaboutarguing

在項(xiàng)目中減少?zèng)_突的主要方法是：

A)定期舉行小組會(huì)議。B)使用小組調(diào)解員。

C)進(jìn)行仔細(xì)的項(xiàng)目規(guī)劃。D)強(qiáng)化有關(guān)爭(zhēng)辯的嚴(yán)格規(guī)定。

7.AprojectmanagercanBESTresolvethedifferencesbetweentherequirementsofone

stakeholderandthoseofanotherbysayingwhichofthesestatements?

A)Therearemanypointsonwhichweagree.Iamcertainifwefocusonthem,wewillfinda

solution.

B)Lefslookatwhythereisadifferenceofopinionontherequirements.

C)Thisdiscussionisgettingtooheated.Let'sregrouptosolvetheproblemtomorrow.

D)Ihavemadethedecisiontoresolvetheproblemthisway.

一個(gè)項(xiàng)目經(jīng)理希望可以很好地解決某個(gè)項(xiàng)目干系人與其他干系人需求的沖突，那么他應(yīng)該

說(shuō)下列哪句話(huà)？

A)很多方面我們都是認(rèn)識(shí)一致的，我相信如果我們關(guān)注于這些方面，我們可以找到解決

方案。

B)讓我們看看為什么會(huì)有這些不同的需求觀(guān)點(diǎn)。

C)今天的討論已經(jīng)很熱烈了，讓我們明天再重新分組討論解決這個(gè)問(wèn)題吧

D)我已經(jīng)決定通過(guò)此方式解決這個(gè)問(wèn)題。

8.Team-buildingactivitiesincludemanagementandindividualactionstakenspecificallyand

primarilytoimproveteamperformance.Manyoftheseactionsmayenhanceteamperformance

asasecondaryeffect.Anexampleofsomeactionthatmayenhanceteamperformanceasa

secondaryeffectis.

A)establishingteamperformancegoalsandholdingoff-siteretreatstoreviewwaysofbest

achievingthesegoals

B)collocatingallteamsmembersinasinglephysicallocation

C)establishingateambasedrewardandrecognitionsystem

D)involvingnon-management-levelteammembersintheplanningprocess

團(tuán)隊(duì)建設(shè)活動(dòng)包括管理層面和個(gè)人層面兩部分的內(nèi)容，所有這些活動(dòng)的最終目的都是為了

提高團(tuán)隊(duì)的工作績(jī)效。但是事實(shí)上很多情況下團(tuán)隊(duì)工作績(jī)效的提高只是團(tuán)隊(duì)建設(shè)活動(dòng)的

“副產(chǎn)品”而已，下面的事例中哪一個(gè)屬于這種情況？

A)建立團(tuán)隊(duì)績(jī)效目標(biāo)，然后組織大家參加一些放松活動(dòng)(如郊游)，并在舉行這此娛樂(lè)

活動(dòng)的時(shí)候找機(jī)會(huì)讓大家探討達(dá)到團(tuán)隊(duì)目標(biāo)的最佳方法。

B)將所有的團(tuán)隊(duì)成員集中在同一個(gè)地方工作。

C)建立一個(gè)根據(jù)團(tuán)隊(duì)整體工作績(jī)效進(jìn)行考核和獎(jiǎng)酬的體系。

D)讓非管理層的團(tuán)隊(duì)成員參與編制項(xiàng)目計(jì)劃的過(guò)程。

9.Youarepartofateamthatisworkingtodevelopamedicalimplantthatwouldaccentuatethe

bicepsofmiddle-agedmen.Numerousarticlesinprestigiousmedicaljournalshavediscussed

thiscontroversialproduct.Yourprojectmanager,amedicaldoctorbytraining,isanexpertin

medicalimplantationdevicesandmanyjournalarticleshavementionedhimbyname.Although

hisknowledgeofthesubjectisvast,hecontinuallyseeksopinionsfromtheteamaboutawide

varietyofprojectandproductissues.Teammembersoftenrunprojectmeetingswhilehesits

silentlyattheheadofthetable.HismostlikelyresponsetoaquestionisuWhatdoyouthinkwe

shoulddo?”Whichoneofthefollowingbestcharacterizeshisleadershipstyle?

A)Laissez-faire.B)Teamdirected.C)Collaborative.D)Shared

leadership.

你是一個(gè)項(xiàng)目的小組成員.該項(xiàng)目開(kāi)發(fā)一種醫(yī)療植入產(chǎn)品，幫助增強(qiáng)中年人的肌肉力量。

一些重要的醫(yī)學(xué)雜志已經(jīng)針對(duì)這種有爭(zhēng)議的產(chǎn)品發(fā)表了不少文章。你的項(xiàng)目經(jīng)理是一個(gè)醫(yī)

學(xué)專(zhuān)家，對(duì)醫(yī)療植入設(shè)備很有研究，許多雜志文章提到過(guò)他的名字。雖然他在這個(gè)課題上

知識(shí)豐富，但他還是不斷從小組成員那里征求大量關(guān)于項(xiàng)目和產(chǎn)品問(wèn)題的意見(jiàn)。項(xiàng)目小組

成員經(jīng)常開(kāi)會(huì)討論，而他靜靜地坐在會(huì)議桌旁?xún)A聽(tīng)。他對(duì)問(wèn)題的最常見(jiàn)的回答是：“你的

看法呢?''對(duì)他的領(lǐng)導(dǎo)風(fēng)格最好的描述是：

A)自由主義的。B)以小組成員為主導(dǎo)的。C)合作的。D)領(lǐng)導(dǎo)職責(zé)分擔(dān)

的。

10.Yourtechnicalteamleader,Ted,proposedanactionthatwouldoverallprojectaualltvwitha

minorcostincrease.Theprojectcontrolofficer,SunHa,recommendedanapproachthatwould

shortentheprojectschedule,butredproductfeatures.Increasingqualityandacceleratingthe

schedulearecriticalformyourpointofview.AlthoughyoubelievethatTedandSunHacould

learnfromeachother,theytypicallyliketoagreetodisagree.Youneedaconflictresolution

methodthatprovidesalong-termresolution.Youdecidetousewhichoneofthefollowing

approaches?

A)Confronting.B)Problemsolving.C)Compromise.D)Smoothing.

你所在項(xiàng)目的技術(shù)主管泰德提出一項(xiàng)只要少量增加成本就能改善整體項(xiàng)目質(zhì)量的建議。項(xiàng)

目控制官桑哈提出了一種能縮短項(xiàng)目時(shí)間但會(huì)減少產(chǎn)品性能的建議。你認(rèn)為提高質(zhì)量水平

和加快項(xiàng)目進(jìn)度都是非常重要的。盡管你相信泰德和桑哈能夠相互學(xué)習(xí)，但是在大多數(shù)情

況下他們之間是存在分歧的。因此你需要一個(gè)長(zhǎng)期有效的、能解決沖突的方法。你決定要

采用下列哪種方法？

A)對(duì)抗。B)問(wèn)題解決。C)妥協(xié)。D)緩

和。

11.Reviewingstaffingpooldescriptions,recruitinganddevelopingaprojectteamdirectoryareall

partof.

A)resourcemanagementB)acquirprojectteamC)resourcelevelingD)

staffassignment

回顧人員庫(kù)描述、招募和編制項(xiàng)目團(tuán)隊(duì)名冊(cè)都是的一部分。

A)資源管理B)項(xiàng)目團(tuán)隊(duì)組建C)資源平衡D)

人員分配

12.AprojectteamhasbeenarguingfordaysaboutthecorrectwayTocompleteahigh-level

design.ThishascausedtheSPItofailto0.89andhasaCPIof0.9.Iftheprojectmanagertells

theteam“wewillschedulethisdiscussionforourteammeetingnextweek”.Theproject

manageris.

A)usingearnedvalueB)compromisingC)increasecostsevenfurther

D)withdrawing

項(xiàng)目組已經(jīng)花了好多天來(lái)討論概要設(shè)計(jì)的正確方法。這使得SPI已經(jīng)降到0.89,CPI為0.9。

如果項(xiàng)目經(jīng)理這時(shí)候告訴項(xiàng)目組成員“我們將在下周的項(xiàng)目會(huì)議上解決這個(gè)問(wèn)題“，項(xiàng)目經(jīng)

理使用了—的方法。

A)掙值B)折中C)進(jìn)一步提高成本

D)撤退

13.YouaretheprojectmanagermanagingthesettingupofanoilriginthePacificOcean.Which

ofthefollowingcouldbeavalidconstraintwhenyouaredoinghumanresourceplanningfor

yourproject?

A)Weakmatrixorganizationstructure.

B)Unlimitedbudgetsincetheprojectisverycriticaltomeetcomplianceneeds.

C）Oilpriceincreasingabove$60perbarrel.

D）Noneoftheabove.

你負(fù)責(zé)一個(gè)在太平洋上裝配石油鉆探的項(xiàng)目。在你為項(xiàng)目作人力資源計(jì)劃時(shí)，下列哪項(xiàng)會(huì)

是有效的約束？

A）弱矩陣組織結(jié)構(gòu)。

B）無(wú)限制的預(yù)算，因?yàn)檫@個(gè)項(xiàng)目非常關(guān)鍵。

C）石油價(jià)格增加超過(guò)了每桶60美元。

D）以上都不對(duì)。

14.10memberswereassignedinadvancetoyourprojectteam.Thispre-assignmentcould

becauseofallthefollowingreasonsEXCEPT：

A）Peoplewerepromisedaspartofacompetitiveproposal.

B）Suitablepeoplecameforwardandmentionedthattheywantedtoworkontheproject.

C）Staffassignmentsweredefinedintheprojectcharter.

D）Projectisdependentontheexpertiseofsomeofthepre-assignedpersons.

10個(gè)項(xiàng)目成員提前分配到了你的項(xiàng)目團(tuán)隊(duì)。以下都是預(yù)先分配的原因，除了：

A）團(tuán)隊(duì)人員已經(jīng)作為投標(biāo)書(shū)的部分作出了承諾。

B）合適的人員很早已經(jīng)到達(dá)并申請(qǐng)希望參與此項(xiàng)目工作。

C）分配的人員已經(jīng)在項(xiàng)目章程中定義。

D）項(xiàng)目依賴(lài)于部分預(yù)先分配人員的經(jīng)驗(yàn)。

15.Whilemanagingprojects,negotiatinghelpsinconfeningwithotherstocometotermswith

themorreachanagreement.Aformofassistednegotiationis---.

A）arbitrationB）problemsolvingC）regulationD）

compromising

在管理項(xiàng)目時(shí)，談判可以幫助促進(jìn)團(tuán)隊(duì)成員達(dá)成共識(shí)。一種輔助談判的方式是——O

A）仲裁B）問(wèn)題解決C）規(guī)則D）妥協(xié)

16.Asaprojectmanager,yourealizetheimportanceofteamdevelopmentforprojecthuman

resourcemanagement.Teamdevelopmenthelpsindevelopingindividualandgroup

competenciestoenhanceprojectperformance.Allthefollowingaretoolsandtechniques

fdr44DevelopProjectTeam^EXCEPT---.

A）generalmanagementskillsB）pre-assignmentC）training

D）groundrules

作為項(xiàng)目經(jīng)理，你意識(shí)到團(tuán)隊(duì)建設(shè)對(duì)于項(xiàng)目的人力資源管理非常重要。團(tuán)隊(duì)建設(shè)可以幫助

提高個(gè)人和小組的能力去提高項(xiàng)目績(jī)效。以下都是建設(shè)項(xiàng)目團(tuán)隊(duì)過(guò)程的工具，除了——O

A）常規(guī)管理技能B）預(yù)先分配C）培訓(xùn)

D）團(tuán)隊(duì)規(guī)則

17.Youaretheprojectmanagerforacomplicatedconstructionprojectwhichinvolvesbuilding

highwaysinthewholestateofNorthCarolina.Youhaveseveralgroupsworkingwithyouin

theproject.Toplanresourcesforthisproject,youshouldpreferablyusea/an.

A）staffingpooldescriptionB）staffingmanagement

plan

C）responsibilityassignmentmatrixD）organizationmatrix

你是一個(gè)復(fù)雜建筑項(xiàng)目的項(xiàng)目經(jīng)理，該項(xiàng)目是為北卡羅來(lái)納州修建高速公路。你的項(xiàng)目?jī)?nèi)

有幾個(gè)小組。為了計(jì)劃這個(gè)項(xiàng)目所需要的資源，你應(yīng)該使用——。

A）人員庫(kù)描述B）職員管理計(jì)劃C）職責(zé)分配矩陣D）組織

矩陣

18.Asaprojectmanager,youareintheprocessofcreatingalistingofalltheprojectteam

members,theirrolesandcommunicationinformation.Thisinformationshouldresideinthe

(choosethebestanswer).

A)projectplanB)projectteamdirectory

C)DerformancereportsD)responsibilityassignment

matrix

作為項(xiàng)目經(jīng)理，你在創(chuàng)建列表列出所有項(xiàng)目團(tuán)隊(duì)成員、他們的角色和溝通信息。這些信息

必須放在—內(nèi)(選擇最佳答案)。

A)項(xiàng)目計(jì)劃B)項(xiàng)目團(tuán)隊(duì)目錄C)績(jī)效報(bào)告D)

職責(zé)分配矩陣

19.Inaprojectmanagementcontext,allthefollowingareconstructiverolesEXCEPT.

A)informationseekerB)recognitionseekerC)consensustakerD)

informationgiver

在項(xiàng)目管理環(huán)境中，下列都是建設(shè)性的角色，除了——O

A)信息探尋者B)追求贊譽(yù)者C)共識(shí)協(xié)調(diào)者D)信息

發(fā)送者

20.Inyourproject,youestablishclearexpectationsregardingacceptablebehaviorbyprojectteam

memberse.g.managingconflicts,resolvingissues,timelyattendanceinallmeetingsetc.You

believethatearlycommitmenttocleargujdelineswilldecreasemisunderstandingand

increaseproductivity.Theseexpectationsandguidelinescanalsobereferredtoas.

A)teambuildingactivitiesB)groundrulesC)generalmanagementskills

D)rulesofconduct

在你的項(xiàng)目?jī)?nèi)，你建立了清晰的關(guān)于可以接受的項(xiàng)目團(tuán)隊(duì)成員行為的期望，比如管理沖突、

問(wèn)題解決，及時(shí)出席會(huì)議等。你相信早期提交清晰的指南可以減少誤解，增加生產(chǎn)率。這

些期望和指南可以被稱(chēng)為。

A)團(tuán)隊(duì)建設(shè)活動(dòng)B)基本規(guī)則C)常規(guī)管理技能D)管理

規(guī)定

21.Inyourproject,youinvestalotoftimeinteamdevelopmenttoincreasetheteam's

Derformance,whichincreasesthelikelihoodofmeetingprojectobjectives.Whichofthe

followingindicatorswouldyouusetoevaluateyourteam'seffectiveness?

A)Improvementinskillsofteammembers.

B)Improvementincompetenciesandsentimentsthathelptheteamperformbetterasagroup.

C)Decreaseinstaff-attrition(i.e.fewerpeopleleavingtheprojectteam).

D)Alltheabove.

在你的項(xiàng)目?jī)?nèi)，你花費(fèi)了大量時(shí)間在團(tuán)隊(duì)建設(shè)上毗提高項(xiàng)目團(tuán)隊(duì)績(jī)效，這樣可以增加完成

項(xiàng)目目標(biāo)的可能性。下列哪項(xiàng)你可以用來(lái)評(píng)估你團(tuán)隊(duì)的效率？

A)團(tuán)隊(duì)成員在技能方面的改進(jìn)。B)在能力和情緒方面的改進(jìn)，

提高團(tuán)隊(duì)的整體表現(xiàn)。

C)減少人員摩擦(如減少離開(kāi)團(tuán)隊(duì)的概率)。D)以上所有項(xiàng)。

22.Sally,theprojectmanager,wasworkingwithtwoofherteammemberstoresolvea

conflict.Althoughoneparty,Bill,hadwithdrawn,andtheother,Kathleen,wasattempting

tocompromise,theresolutionwasslowincoming.Duetothenegativeimpactanonresolution

wouldhaveonacriticalmilestonewhichwasquicklyapproaching,Sallybroughtthetwo

togethertoconfronttheissue.NeitherwouldworkwithSallytoresolvetheissue.Sallyfinally

listenedtobothsidesandmadeadecision,whichfavoredBill'spositionmorethanKathleen's

position.WhatformsofconflictsresolutiondidSallyfinallyusetoresolvetheproblem?

A)Compromising.B)Confronting.C)Forcing.D)

Smoothing.

項(xiàng)目經(jīng)理Sally和兩個(gè)項(xiàng)目團(tuán)隊(duì)成員共同解決一場(chǎng)沖突。盡管沖突的一方Bill退讓了，另

一方Kathleen也嘗試妥協(xié)，然而解決方案仍然遲遲不能出臺(tái)。由于不解決問(wèn)題會(huì)影響一

個(gè)即將來(lái)臨的里程碑，而兩者都不愿意和Sally協(xié)商解決問(wèn)題，Sally最終作出了一個(gè)對(duì)

Bill更有利的決定。Sally采取的是哪種解決方法？

A)妥協(xié)。B)對(duì)抗。C)強(qiáng)制。D)

緩和。

23.Themostsuccessfulprojectmanagerusually-----.

A)workstheirwayupfromassistantsintheprojectofficetofull-fledgedprojectmanagers,

supplementingthatexperiencewithformaleducation

B)ColliesrightfromHavard'sMBAprogramintomanagingverylargeprojects

C)isconsideredthetechnicalexpertoftheirfield

D)hasconsiderableexperienceasafunctionalmanager：beforemovingintotheproject

managementarena

最成功的項(xiàng)目經(jīng)理通常——O

A)從項(xiàng)目辦公室中的助理做起直到項(xiàng)目經(jīng)理，用正式的教育補(bǔ)充實(shí)際經(jīng)驗(yàn)

B)從哈佛MBA畢業(yè)，直接管理很大的項(xiàng)目

C)在他們的領(lǐng)域中被認(rèn)為是技術(shù)專(zhuān)家

D)在進(jìn)入項(xiàng)目管理領(lǐng)域之前就具有可觀(guān)的職能經(jīng)理的經(jīng)驗(yàn)

24.Inyourproject,youhavestarteddoinghumanresourceplanningandarestudyingthe

interpersonalrelationshipsamongthecandidateswhoarebeingconsideredfortheproject

team.Somefactorsyouconsiderinclude：Whattypeofformalandinformalreporting

relationshipsexistamongstthecandidatesfortheprojectteam?Whatarethecandidate'sjob

descriptions?Whatarethesupervisorsubordinaterelationships?Whatculturalorlanguage

differenceswillaffectworkingrelationshipbetweenteammembers?Whatlevelsoftrustand

respectcurrentlyexist?Allthisinformationwillbeavailableaspartof.

A)enterpriseenvironmentalfactorsB)organizationhierarchy

C)informalreportingrelationshipsD)alloftheabove

在你的項(xiàng)目中，你開(kāi)始做人力資源計(jì)劃并研究團(tuán)隊(duì)候選人的人際關(guān)系。你需要考慮的因素

包括：在候選人之間存在什么樣的正式和非正式的報(bào)告關(guān)系?團(tuán)隊(duì)成員的工作描述?什么樣

的上下級(jí)關(guān)系？團(tuán)隊(duì)成員之間有什么文化和語(yǔ)言的差異，會(huì)對(duì)工作關(guān)系造成影響?現(xiàn)在存在

什么層次的信任和尊重?上述這些信息可以從—中找到。

A)事業(yè)環(huán)境因素B)組織層次C)非正式報(bào)告關(guān)系D)

以上所有項(xiàng)

25.Therehavebeentoomanydisagreementswithintwoteammembersinyourprojectregarding

thedesignofaparticularproduct.Youwouldliketoincoiporatethebestfeaturesofthetwo

designsandwanttocreateanenvironmentthatavoids

conflictsandemphasissimilarities.Theconflict-handlingmodeyouwouldliketoemphasize

is.

A)smoothingB)compromisingC)confrontationD)

withdrawal

你項(xiàng)目中有兩個(gè)成員對(duì)特定產(chǎn)品的設(shè)計(jì)有很多的爭(zhēng)議。你希望整合這兩種設(shè)計(jì)的最佳特

點(diǎn)，并創(chuàng)建一個(gè)環(huán)境來(lái)避免沖突、強(qiáng)調(diào)類(lèi)似之處。你要采取的沖突解決方式為—O

A）緩和B）妥協(xié)C）面對(duì)D）

避讓

26.WhichfromofpoweristheLEASTeffectivefromtheprojectmanager'sviewpointinterms

ofinfluencingfunctionalmanager?

A）Formalpower.B）Expertpower.C）Penaltypower.D）

Referentpower.

在項(xiàng)目經(jīng)理看來(lái)，在影響職能經(jīng)理的時(shí)候，N那種力量最不有效？

A）正式力量。B）專(zhuān)家力量。C）懲罰力量。D）指

示力量。

27.Oneoftheengineersonyourteamperformsapresentattontoaperspectweclientabouta

proposeddesign.Inansweringquestions,theengineerrevealsthatshedoesnotagreewiththe

wayinwhichthissystenlisengineeredduringthepresentation.Whatareyouroptionsasthe

projectmanageroftheengineer,listeningtothepresentation?

A）Immediatelystoptheengineeranddodamagecontrol.

B）Asktheengineertoexplainthediscrepancyandwhatrecommendationshecanoffer.

C）Communicationanopennesstotheproblemandleadadiscussiontoresolvetheissues.

D）Rephrasetheproblemtoensurethateveryoneunderstandsthevariousmajorpoints,and

solicitinputfromeveryone.

你團(tuán)隊(duì)中的一個(gè)工程師為一位潛在客戶(hù)進(jìn)行關(guān)于建議設(shè)計(jì)的介紹。在回答問(wèn)題的時(shí)候，這

位工程師透露出她不同意介紹中的工程設(shè)計(jì)的方式。作為項(xiàng)目經(jīng)理，在聽(tīng)取這個(gè)介紹的時(shí)

候，應(yīng)該作出怎樣的選擇？

A）立刻阻止這位工程師，采取損害控制。

B）要求這位下程師解釋差異并給出建議。

C）公開(kāi)交流這個(gè)問(wèn)題并討論加以解決。

D）改述這個(gè)問(wèn)題以保證每個(gè)人都理解不同的要點(diǎn)并向他們征求意見(jiàn)。

28.Youareawarethatanemployeeinyourprojectmaypotentiallygetapromotion-however,

thereisapossibilitythathemaygettransferredafterhispromotion,thusimpactingyour

project.Inthissituation,youshould：

A）Giveabadrecommendationaboutthepersonsoastodelaythepromotionoftheperson

untilprojectisover.

B）Informtheemployeeaboutthepotentialpromotion,andaskhimtotransitionhis

responsibilitiestoanotherperson.

C）Aftertheemployeegetsthepromotionandistoldofthetransferyouaskhimtopreparea

transitionplan.

D）Hireanotherresourcewhocanreplacethepersonafterhegetsthepromotion.

你知道你的項(xiàng)目中某個(gè)團(tuán)隊(duì)成員可能會(huì)被升職，然而，他在升職后有可能會(huì)離開(kāi)團(tuán)隊(duì)，從

而對(duì)你的項(xiàng)目造成影響。在此種情況下，你應(yīng)該：

A）給出關(guān)于這個(gè)團(tuán)隊(duì)成員的不好的評(píng)價(jià)，這樣可以推遲他的升職到項(xiàng)目完成后。

B）告訴這個(gè)職員關(guān)于升職的事情，請(qǐng)他將任務(wù)職責(zé)移交給他人。

C）在這個(gè)職員得到升遷的信息后，請(qǐng)他準(zhǔn)備一個(gè)移交計(jì)劃。

D）在他升職后雇用其他資源來(lái)替代他。

29.Whichofthefollowingisnottheresponsibilityofaprojectmanagerinamatrixorganization?

A)Doresourceplanning.

B)Managecostandbudget.

C)Doperformanceappraisalofprojectteam.

D)Completetaskdefinitions.

下列哪項(xiàng)不是矩陣型組織中項(xiàng)目經(jīng)理的責(zé)任？

A)制訂資源計(jì)劃。B)管理成本和預(yù)算。C)對(duì)項(xiàng)目成員進(jìn)行績(jī)效評(píng)估。

D)完成任務(wù)定義。

30.Asaprojectmanager,youareinterestedinthepersonalactivitiesofteam-members.Other

thanworkingwithyouontheproject,theteammemberslovetogooutwithyouforlunchoran

occasionalgameofgolf.Thepoweroftheteammembersis.

A)penaltyB)expertC)legitimateD)referent

作為項(xiàng)目經(jīng)理，你對(duì)團(tuán)隊(duì)成員的個(gè)人活動(dòng)很感興趣。除了項(xiàng)目工作之外，團(tuán)隊(duì)成員還喜歡

和你吃午餐或打高爾夫球。團(tuán)隊(duì)成員所擁有的權(quán)力是—。

A)處罰B)專(zhuān)家C)法定權(quán)力D)參考權(quán)力

31.Youhavebeenhavingalotofheateddiscussionswithyourcolleagueaboutanissue,andthis

isresultinginahostileenvironment.To"cool-off^thishostilesituation,youagreetoyour

colleague'spointofview.Theconflictresolutionmodethatyouareusingis---.

A)problemsolvingB)withdrawalC)forcingD)confronta44on

你和你的同事就一個(gè)問(wèn)題進(jìn)行了激烈的討論，導(dǎo)致產(chǎn)生了敵對(duì)的氛圍。為了減輕這種氣氛，

你同意了你同事的觀(guān)點(diǎn)。你使用的沖突解決方式是—O

A)問(wèn)題解決B)避讓C)強(qiáng)制D)面對(duì)

32.Yourorganizationhastofollowsomeguidelinesandpolicieswhilerecruitingpeopletothe

company.Fromyourprojectperspective,theseguidelinesandpolicieswillbeconsideredto

be__.

A)regulationsB)bestpracticesC)assumptionsD)constraints

你的組織在人員招募方面有些需要遵循的指南和政策。從你的項(xiàng)目角度而言，這些指南和

政策將會(huì)考慮為。

A)規(guī)章B)最佳實(shí)踐C)假設(shè)D)約束

33.Alikelyresultofusing"compromise^toresolveatwo-partyconflictis.

A)lose-loseB)win-loseC)win-winD)lose-win

采用“妥協(xié)”來(lái)解決雙方?jīng)_突的一個(gè)可能的結(jié)果是o

A)輸輸B)贏(yíng)輸C)贏(yíng)贏(yíng)D)輸贏(yíng)

34.Itiscriticalforyourcompanytoofferitsproductsontheinternettoincreaseitsmarket

share.Thecompanyhasnopreviousexperienceinthisarea,butitbelievesthatknowledgeis

neededrapidly.Asyouhaveshownaninterestintheinternet,youareaskedtostartplanning

forthisproject.WhatistheFIRSTsteptotakeasyoubeginplanning?

A)Identifytherisks.B)Planthescope.C)Establisharesourceplan.D)Complete

acostandscheduleestimate.

將產(chǎn)品放到互聯(lián)網(wǎng)上以增加市場(chǎng)份額對(duì)你的公司而言是非常重要的。雖然你們公司在這個(gè)

領(lǐng)域并沒(méi)有什么經(jīng)驗(yàn)，但相信知識(shí)是可以迅速獲得的。由于你顯示出的對(duì)互聯(lián)網(wǎng)的興趣，

你被指派開(kāi)始規(guī)劃這個(gè)項(xiàng)目。下列哪項(xiàng)是你開(kāi)始規(guī)劃時(shí)的第一個(gè)步驟？

A)識(shí)別風(fēng)險(xiǎn)。B)規(guī)劃范圍。C)建立資源計(jì)劃。D)完成成本和進(jìn)度估算。

35.Conflictresolutiontechniquesthatmaybeusedonaprojectinclude.

A)withdrawing,compromising,controlling,andforcingB)controlling,forcing,

smoothing,andwithdrawing

C)confronting,compromising,smoothing,anddirectingD)smoothing,confronting,

forcmg,andwithdrawing

用于項(xiàng)目中的沖突解決技術(shù)包括——O

A）撤退，妥協(xié)，控制和強(qiáng)制B）控制，強(qiáng)制，緩和和撤退

C）面對(duì)，妥協(xié)，緩和和指導(dǎo)D）緩和，面對(duì)，強(qiáng)制和撤退

36.Constructiveteamrolesinclude.

A）encourager,initiator,andgatekeeperB）informationgiver,devil,Sadvocate.

andclarifier

C）withdrawer,harmonizer,andblockerD）summarizer.recognitionseeker,and

informationseeker

建設(shè)性的團(tuán)隊(duì)角色包括——。

A）鼓勵(lì)者、發(fā)起者和守門(mén)者B）信息提供者、魔鬼建議者和澄清者

C）回避撤退者、息事寧人者和阻礙者D）總結(jié)者、尋求認(rèn)同者和信息搜集者

37.Aprojectlosesacontractorinthemiddleofaproject.Anewprojeclteamisformedtoreplace

thero[eofthelostcontractorandhis/herteam.Asaprojectmanager,whatistheFIRSTtopic

toaddresstotheteaminthekick-offmeeting?

A)IdentifyteamrolesandresDOnsibilitles.B)Reviewdetailedschedule.

C)Discusscostestimates.D)Emphasizeyourauthority.

項(xiàng)目在中期更換了承包商，一個(gè)新的項(xiàng)目團(tuán)隊(duì)被組建來(lái)替換原來(lái)的承包商團(tuán)隊(duì)。作為項(xiàng)目

經(jīng)理，在啟動(dòng)會(huì)議上需要對(duì)團(tuán)隊(duì)說(shuō)的第一個(gè)主題是什么？

A)識(shí)別團(tuán)隊(duì)角色和責(zé)任。B)回顧詳細(xì)進(jìn)度。C)討論成本估算。D)說(shuō)

明你的權(quán)力。

38.Team-buildingactivitieshaveallofthefollowingcharacteristicsEXCEPT：

A)Somegroupactivities,suchasdevelopingtheWBS,canincreaseteamcohesivenesswhen

thatplanningactivityisstructuredandfacilitatedwell.

B)Shouldonlybeconsideredaftermaiorconflictswithintheprojectteam,sincetheygenerally

wastepreciousresourcetimeandcausescheduledelays.

C)Areparticularlyvaluablewhenteammembersoperatevirtuallyfromremotelocations,

withoutthebenefitofface-to-facecontact.

D)Canvaryfromafive-minuteagendaiteminastatusreviewmeetingtoanofPsite,

professionallyfacilitatedexperiencedesignedtoimproveinterpersonalrelationships.

下列哪項(xiàng)不是團(tuán)隊(duì)建設(shè)活動(dòng)的特點(diǎn)？

A)一些小組活動(dòng)，如開(kāi)發(fā)WBS,當(dāng)組織、實(shí)施得較好時(shí).可以增進(jìn)團(tuán)隊(duì)的凝聚力。

B)應(yīng)該只在項(xiàng)目團(tuán)隊(duì)主要沖突發(fā)生后被考慮，因?yàn)檫@些活動(dòng)會(huì)浪費(fèi)資源時(shí)間、導(dǎo)致進(jìn)度

延遲。

C)當(dāng)團(tuán)隊(duì)成員位于分散的位置、不能進(jìn)行面對(duì)面的接觸時(shí)，特別有價(jià)值。

D)形式多種多樣，從狀態(tài)回顧會(huì)上5分鐘的議程內(nèi)容到為改善人際關(guān)系而設(shè)的在非工作

場(chǎng)所專(zhuān)門(mén)舉辦的體驗(yàn)活動(dòng)。

39.AresourcehistogramhasallofthefollowingcharacteristicsEXCEPT：

A)Itgenerallyshowsthattheprojecthasinsufficientresourcestobecompletedonschedule.

B)Itisatoolofthestaffingmanagementplan.

C)Itillustratesthenumberofhoursthataperson>department,orentireprojectteamwillbe

neededeachweekormonthoverthecourseoftheproject.

D)ItcanincludeahorizontallinethatrepresentsthemaMmumnumberofhoursavailablefrom

aparticularresource.Barsthatextendbeyondthemaxinlumavailablehoursidentifytheneed

foraresourcelevelingstrategy.

下列哪項(xiàng)不是資源柱狀圖的特點(diǎn)？

A)通常顯示了項(xiàng)目沒(méi)有充足的資源、不能按進(jìn)度完成。

B)是一種人員配置規(guī)劃工具。

C)顯示了項(xiàng)目期內(nèi)每周或每月所需要的個(gè)人、部門(mén)或整個(gè)項(xiàng)目團(tuán)隊(duì)的時(shí)間數(shù)量。

D)可以包括一個(gè)水平線(xiàn)顯示特定資源可利用的最大小時(shí)數(shù)，水平線(xiàn)之外的柱狀部分顯示

需要進(jìn)行資源平衡。

40.Theresponsibilityassignmentmatrix(RAM).

A)isusedfordevelopmentoftheprojectbudget

B)isdevelopedattheactivitylevelandusedtocloselylinkprojectrolesandresponsibilitiesto

projectnetworkactivities

C)isusedtoshowtheconnectionsbetweenworkthaineedstohedoneandprojectteam

menlbers.Itcanshowresponsibilitiesatvariouslevelsofdetail

D)isusedtoidentifyaccountabilitiesinindividualperformanceappraisals

職責(zé)分配矩陣(RAM)——o

A)用來(lái)計(jì)算項(xiàng)目預(yù)算

B)在活動(dòng)層次開(kāi)發(fā)，用來(lái)聯(lián)系項(xiàng)目角色和責(zé)任到項(xiàng)目網(wǎng)絡(luò)活動(dòng)上

C)用來(lái)顯示需要做的工作和項(xiàng)目團(tuán)隊(duì)成員之間的聯(lián)系，可以在不同的詳細(xì)程度上顯示責(zé)

任

D)用來(lái)識(shí)別在個(gè)人績(jī)效評(píng)估上的責(zé)任

41.Internationalfactorstobeconsideredbytileprojectteamgenerallyincludeallofthefollowing

EXCEPT：

A)Timezonedifferences.B)Nationalandregional

holidays.

C)Travelrequirementsforfacetofacemeetings.D)Projectreportingformats.

項(xiàng)目團(tuán)隊(duì)通常所考慮的國(guó)際影響因素不包括：

A)時(shí)區(qū)的不同。B)國(guó)家和區(qū)域節(jié)日。C)面對(duì)面召開(kāi)會(huì)議的差旅要求。D)

項(xiàng)目匯報(bào)格式。

42.Managementoftheprojectteamiscomplicated.

A)whenteammembersarecolocated

B)whenminorproblemsdonotimpacttheprojectcompletiondateorbudgettargetz

C)whenteammembersareaccountabletobotha{unctiona!managerandtheprojectmanager

D)whenformaltrainingplansareimplemented

管理項(xiàng)目團(tuán)隊(duì)非常復(fù)雜，—O

A)當(dāng)項(xiàng)目團(tuán)隊(duì)集中辦公時(shí)B)當(dāng)一般小問(wèn)題不會(huì)影響

項(xiàng)目完成日期和預(yù)算時(shí)

C)當(dāng)團(tuán)隊(duì)成員接受職能經(jīng)理和項(xiàng)目經(jīng)理雙重領(lǐng)導(dǎo)時(shí)D)當(dāng)執(zhí)行正式的培訓(xùn)計(jì)劃

后

43.AllofthefollowingareoutputsofhumanresourceplanningEXCEPT

A)rolesandresponsibilitiesB)projectorganizationcharts

C)staffingmanagementplanD)projectinterfaces

下列哪項(xiàng)不是人力資源規(guī)劃過(guò)程的輸出？

A)角色和職責(zé)矩陣B)項(xiàng)目組織圖C)人員配置管理計(jì)劃D)項(xiàng)

目界面

44.ToolsandtechniquestoacquiretheprojectteamincludeallofthefollowingEXCEPT.

A)pre-assignmentB)acquisitionC)staffingmanagementplanD)

negotiation

以下各項(xiàng)都是用于征募項(xiàng)目團(tuán)隊(duì)中的工具和技術(shù)，除了—0

A)預(yù)先分配B)獲得C)職員管理計(jì)劃D)談

判

45.Theprojecthumanresourcemanagementprocessesincludethefollowing：

A)Leadership,teambuilding,andnegotiation.

B)Recruitment,laborrelations,andpersonneladministration.

C)Organizationalstructureplanning,teambuilding,communication,andlaborrelations.

D)Humanresourceplanning,acquireprojectteam,developprojectteam,andmanageproject

team.

項(xiàng)目人力資源管理過(guò)程包括:

A)領(lǐng)導(dǎo)能力，團(tuán)隊(duì)建設(shè)和談判。

B)招募，勞資關(guān)系和個(gè)人管理。

C)組織結(jié)構(gòu)規(guī)劃，團(tuán)隊(duì)建設(shè)，溝通和勞資關(guān)系。

D)人力資源規(guī)劃，征募項(xiàng)目團(tuán)隊(duì)，建設(shè)項(xiàng)目團(tuán)隊(duì)，管理項(xiàng)目團(tuán)隊(duì)。

46.locationisoneofthetoolsandtechniqueto

A)plantheorganizationalstructureB)developtheprojectteam

C)acquiretheprojectteamD)plantheprojectresources

辦公是一種用于—的工具和技術(shù)。

A)規(guī)劃組織結(jié)構(gòu)B)建設(shè)項(xiàng)目團(tuán)隊(duì)C）征募項(xiàng)目團(tuán)隊(duì)D）規(guī)劃項(xiàng)目資源

47.Tobeeffective,recognitionandrewardssystenlsshouldhavetilefollowingcharacteristics

EXCEPT：__

A)Thereshouldb