同步练习8-项目沟通管理
<ul><li><font color="blue">1. You are working on a large construction project that is progressing within the baselines. Resource usage has remained steady, and your boss has just awarded you a prize for our performance. One of your team members returns from a meeting with the customer and tells you that the customer is not happy with the project progress. What is the FIRST thing you should do?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Tell your manager.</font></p><p><font color="blue">B. Complete a team building exercise and invite the customer's representatives.</font></p><p><font color="blue">C. Change the schedule baseline.</font></p><p><font color="blue">D. Meet with the customer to uncover details.</font></p><p><font color="red">你工作在某个大型建筑项目，该项目进度符合基准。资源使用很充分，你的老板刚刚因为项目业绩奖励你。某个团队成员会见客户后回来告诉你客户对项目进度不开心。你首先应该做什么?</font></p><p><font color="red">A．告诉你的经理</font></p><p><font color="red">B．完成团队建设活动，包括客户代表</font></p><p><font color="red">C．变更进度基准</font></p><p><font color="red">D．会见客户找出来细节原因</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释:解决问题的第一步骤是了解原因。参考：PMBOK2008 P264 管理干系人期望（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">2. A project manager overhears a conversation between two stakeholders who are talking about how unhappy they are with the impacts of the project on their own departments. Stakeholder A asks if the project is on time and stakeholder B replies that the SPI is 1.05 Stakeholder A asks if the project manager for the project knows of stakeholder B's concern. Stakeholder B responds that he is not sure. What is the BEST thing for the project manager to do?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Make sure the stakeholders see that the project manager overheard and then ask them to direct any questions to the project manager in writing.</font></p><p><font color="blue">B. Make a presentation to all the stakeholders regarding the status of the project.</font></p><p><font color="blue">C. Send both stakeholders a copy of the issue log and ask for additional comments.</font></p><p><font color="blue">D. Arrange a meeting with both stakeholders to allow them to voice any concerns they may have.</font></p><p><font color="red">项目经理无疑听到两个干系人的会话，他们在讨论对项目对他们所在部门的影响有多么不高兴。干系人A说是否项目符合进度，干系人B答复SPI是1．05；干系人A问是否项目经理知道项目干系人B关心的。干系人B说不确定。下列哪个是项目经理最该做的?</font></p><p><font color="red">A．确保干系人知道项目经理听到了他们的谈话，要求他们直接书面方式和项目经理交流</font></p><p><font color="red">B．向所有干系人做个项目状态的汇报</font></p><p><font color="red">C．发送两个干系人问题目志，要求增加评论</font></p><p><font color="red">D．安排和干系人的会议，允许他们说出他们关心的事情</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：题干表明干系人之间缺乏理解。参考：PMBOK2008 P264。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">3.A team member is visiting the manufacturing plant of one of the suppliers.Which of the following is the MOST important thing to be done in any telephone calls the project manager might make to the team member?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Ask the team member to repeat back what the project manager says.</font></p><p><font color="blue">B. Review the list of contact information for all stakeholders.</font></p><p><font color="blue">C. Ask the team member to look for change requests.</font></p><p><font color="blue">D. Review the upcoming meeting schedule.</font></p><p><font color="red">某个团队成员拜访某个供应商的制造工厂。下列哪个是最重要的在项目经理向团队成员打电话时：</font></p><p><font color="red">A．要求团队成员重复项目经理说的内容</font></p><p><font color="red">B．评估所有干系人列出的合同信息</font></p><p><font color="red">C．要求团队成员观察变更请求</font></p><p><font color="red">D．评估即将到来的会议进度</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：沟通模型：接受者需要给出反馈，确认收到了信息，选项A是反馈的一种。参考：PMBOK2008 P255。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">4. You have just been assigned as project manager for a large manufacturing project. This one-year project is about halfway done. It involves five different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the MOST helpful in finding such information?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Work status</font></p><p><font color="blue">B. Progress</font></p><p><font color="blue">C. Forecast</font></p><p><font color="blue">D. Communications</font></p><p><font color="red">你刚刚被分配为某个大型制造行业项目的项目经理。这是一年项目的已经完成一半。包括5个不同的卖方和你公司的20个成员。你想快速了解项目到什么地方了。下列哪个报告对找出这种信息最后帮助?</font></p><p><font color="red">A．工作状态</font></p><p><font color="red">B．进度</font></p><p><font color="red">C．预测</font></p><p><font color="red">D．沟通</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：项目进度报告属于绩效报告的一部分，展示项目当前位置。参考：PMBOK2008 P266。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">5. The project status meeting is not going well. Everyone is talking at the same time, there are people who are not participating and many topics are being discussed at random. Which of the following rules for effective meetings is NOT being adhered to?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Demonstrate courtesy and consideration of each other, coition who is allowed to speak.</font></p><p><font color="blue">B. Schedule meetings in advance.</font></p><p><font color="blue">C. Have a purpose for the meeting, with the right people in attendance.</font></p><p><font color="blue">D. Create and publish an agenda and a set of rules for controlling the meeting.</font></p><p><font color="red">项目状态会进行的不好。每个人在同时讨论，有些人没有大多数人参与，一些话题被随意讨论。下列哪个有效会议的规则没有被遵循?</font></p><p><font color="red">A．显示礼貌，尊重每个人，允许后再发言</font></p><p><font color="red">B．预先计划会议</font></p><p><font color="red">C．确定会议的目的，让合适的人参加</font></p><p><font color="red">D．创建并公布议程，设置会议控制规则</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：会议管理技巧：首先要创建议程。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">6. A project manager has a project team consisting of people in four countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communications method should he use?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Informal verbal</font></p><p><font color="blue">B. Formal written</font></p><p><font color="blue">C. Formal verbal</font></p><p><font color="blue">D. Informal written</font></p><p><font color="red">某个项目经理的团队由4个国家的人员组成。项目对公司非常重要，项目经理关心项目是否成功。项目的进度长度是和接受的。他应该使用什么类型的沟通?</font></p><p><font color="red">A．非正式口头</font></p><p><font color="red">B．正式书面</font></p><p><font color="red">C．正式口头</font></p><p><font color="red">D．非正式书面</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：正式书面防止信息走样，适合同时和多人沟通。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">7. Two people are arguing about what needs to be done to complete a work package. If the project manager wants to know what is going on, she should pay MOST attention to:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. what is being said and when.</font></p><p><font color="blue">B. what is being said, who is saying it, and the time of day.</font></p><p><font color="blue">C. physical mannerisms and what is being said.</font></p><p><font color="blue">D. the pitch and tone of the voices, and physical mannerisms.</font></p><p><font color="red">两个人在争论完成某个工作包需要做什么。如果项目经理想知道发生了什么，他应投入更多关注在：</font></p><p><font color="red">A．什么时候他们说的什么</font></p><p><font color="red">B．说什么，谁说的，在什么时间</font></p><p><font color="red">C．身体动作和说了什么</font></p><p><font color="red">D．声音的语调和语气，和身体动作</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：当两个人在争论时，注意观察非语言沟通部分，因为传递信息占55%以上。参考：图解项目管理沟通章节补充知识点。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">8. A large, one-year telecommunications project is about halfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people. You would like to see the project s communications requirements and what technology is being used to aid in project communications. Where will you find this information?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. The project management plan</font></p><p><font color="blue">B. The information distribution plan</font></p><p><font color="blue">C. The bar chart</font></p><p><font color="blue">D. The communications management plan</font></p><p><font color="red">你刚刚接收了一个进行了一半的历时一年的电信项目。项目包括三个不同的提供商和包括30人的项目团队。你想了解项目的沟通需求和项目沟通中采用了什么样的沟通技术。你可以在什么地方找到这样的信息?</font></p><p><font color="red">A．项目管理计划</font></p><p><font color="red">B．信息分发计划</font></p><p><font color="red">C．甘特图</font></p><p><font color="red">D．沟通管理计划</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：尽管这些信息也可以从项目管理计划中找到，但沟通管理计划（选项D）是最好的答案，因为直接回答了这个问题。参考：PMBOK2008 P257。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">9. The project status report is an example of which form of communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Formal written communication</font></p><p><font color="blue">B. Formal verbal communication</font></p><p><font color="blue">C. Informal written communication</font></p><p><font color="blue">D. Informal verbal communication</font></p><p><font color="red">项目状态报告是下面哪种沟通方式的例子?</font></p><p><font color="red">A．正式书面沟通</font></p><p><font color="red">B．正式口头沟通</font></p><p><font color="red">C．非正式书面沟通</font></p><p><font color="red">D．非正式口头沟通</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：项目状态报告是关于项目状态的正式的描述，需要根据沟通管理计划给很多项目干系人传阅，因此需要采用正式书面沟通。书面方式的特点：保证很多人传阅时仍是看到同样的内容。参考：PMBOK2008 P245。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">10. The project has been challenging to manage. Everyone has been on edge to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has asked to attend team meetings in order to better understand how the project is going and the issues involved in completing the project, and the customer has started discussions about adding scope to the project. In this situation,it would be best for the project manager to:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. ask the sponsor if the information needed could be send in a report rather than have him attend the meeting.</font></p><p><font color="blue">B. inform the team member who asked to be excused from the meetings of the value of communication in such meetings.</font></p><p><font color="blue">C. create new ground rules for the meetings and introduce them to the team.</font></p><p><font color="blue">D. hold a team building exercise that involves all the team members.</font></p><p><font color="red">项目对管理者是个挑战。每个人都很紧张是否能如期完成项目。不幸的是，这种状态在会议上达到顶点因为只有少量工作在会议期间完成。某个团队成员要求不参加未来的团队会议，因为会议让他很苦恼。期间，项目出资人要求出席团队会议以便更好的理解项目的状况和完成项目的问题，客户也开始讨论是否增加范围到项目。在这种情况下，项目经理最好：</font></p><p><font color="red">A．问出资人是否把信息通过报告发给他而不是让他参加会议</font></p><p><font color="red">B．通知不想参加会议的成员会议的沟通价值</font></p><p><font color="red">C．为会议制定新的规则，把它们介绍给团队</font></p><p><font color="red">D．确保所有成员都参加团队建设活动</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">11. YOU have been assigned to manage the development of an organization's first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development.The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project s progress through status reports and regular meetings. The project is on schedule, within the budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this situation?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. A key stakeholder was not adequately involved in the project.</font></p><p><font color="blue">B. The project charter and project management plan were not thoroughly explained or adequately reviewed by the client.</font></p><p><font color="blue">C. Communications arrangements were inadequate and did not provide the required information to interested parties.</font></p><p><font color="blue">D. The project sponsor failed to provide adequate support for the project.</font></p><p><font color="red">你刚被分配去管理开发组织的第一个网站。这个网站很复杂具有交互性，你的项目团队或者客户都没有网站开发的经验。而期限非常有挑战。任何的耽误对你的公司和客户而己都很昂贵。你有个项目发起人，同意了项目章程和项目管理计划并签了字。客户个人通过状态报告和定期的会议保持对项目的进度完全了解。项目符合进度，也在预算之内，最终的评估会也已经安排。突然你听到整个项目要被取消，因为开发的产品完全不被接受。引发此情形的最可能原因是什么?</font></p><p><font color="red">A．关键干系人没有充分参与项目</font></p><p><font color="red">B．项目章程和项目管理计划没有完全解释或者由客户充分评估</font></p><p><font color="red">C．沟通安排是不充分的，没有提供被要求的信息给有关的当事人</font></p><p><font color="red">D．项目出资人未能提供项目足够支持</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：识别干系人、分析他们的需求，可以避免出现此类问题。参考：PMBOK2008 P246。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">12. Which is not a type of project review meeting?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Team review meetings</font></p><p><font color="blue">B. Project status meeting</font></p><p><font color="blue">C. Executive management review meetings</font></p><p><font color="blue">D. Customer review meetings</font></p><p><font color="red">下列哪个不是项目评估会议的类型?</font></p><p><font color="red">A．团队评估会</font></p><p><font color="red">B．项目状态会</font></p><p><font color="red">C．执行管理层评估会</font></p><p><font color="red">D．客户评估会</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：注意看英文，其他三个都有Review。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">13. What is commonly the purpose of the Manage stakeholders process?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Ensuring the order of phases.</font></p><p><font color="blue">B. Resolving issues.</font></p><p><font color="blue">C. Identifying stakeholders.</font></p><p><font color="blue">D. Ensuring stakeholder value.</font></p><p><font color="red">下列哪个是管理干系人过程的常见目的?</font></p><p><font color="red">A．确保阶段的顺序</font></p><p><font color="red">B．解决冲突</font></p><p><font color="red">C．识别干系人</font></p><p><font color="red">D．确保干系人的价值</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：积极管理干系人期望，可减少项目过程中的混乱。参考：PMBOK2008 P262。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">14. Which statement describes best the purpose of the Communications management plan?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. The project management plan is a subsidiary document of the overall communications management plan.</font></p><p><font color="blue">B. The communications management plan describes rules of behavior and respect for communications in cross-cultural teams.</font></p><p><font color="blue">C. The communications management plan describes the information delivery needs including format and level of detail.</font></p><p><font color="blue">D. The communications management plan focuses on the use of communications technologies by the project management team</font></p><p><font color="red">下列哪个最好的描述了沟通管理计划的目的?</font></p><p><font color="red">A．项目管理计划是整个沟通管理计划的补充文档</font></p><p><font color="red">B．沟通管理计划描述了在跨文化团队中的规则和行为和尊重沟通</font></p><p><font color="red">C．沟通管理计划描述了需要提交的信息的格式和详细程度</font></p><p><font color="red">D．沟通管理计划集中于项目管理团队所使用的沟通技术</font></p><p><B><font color="white">.</font></B></p><p><B><font color="white">nswer: 3 Reference: PMBOK Guide, Third Edition, page 354.（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">15. Which of the following is generally not regarded as an element of active listening:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Making eye contact</font></p><p><font color="blue">B. Paraphrasing</font></p><p><font color="blue">C. Interpreting the information</font></p><p><font color="blue">D. Interrupting when appropriate</font></p><p><font color="red">下列哪个不被考虑为主动倾听的部分?</font></p><p><font color="red">A．目光交流</font></p><p><font color="red">B．解释</font></p><p><font color="red">C．说明信息</font></p><p><font color="red">D．适当中断(插嘴)</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：倾听中最忌讳的就是打断对方的发言。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">16. The Communications management plan is a document, which includes descriptions of</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Project level performance reports</font></p><p><font color="blue">B. Activity level status reports</font></p><p><font color="blue">C. Stakeholder communication requirements</font></p><p><font color="blue">D. Responsibility assignments</font></p><p><font color="red">沟通管理计划是个文档，包括对什么的描述?</font></p><p><font color="red">A．项目层面的绩效报告</font></p><p><font color="red">B．活动层面的状态报告</font></p><p><font color="red">C．干系人沟通需求</font></p><p><font color="red">D．责任分配</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">参考：PMBOK2008 P257。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">17. You have a project team of forty people collocated at Houston, Texas.E-mail and notes are frequently used to communicate among team members. These are examples of which type of communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Written Formal</font></p><p><font color="blue">B. Written Informal</font></p><p><font color="blue">C. Oral Formal</font></p><p><font color="blue">D. Oral Informal</font></p><p><font color="red">你有个项目团队有四十多人位于休斯顿，德克萨斯州。Email和通知被频繁的用来在团队成员之间沟通。这是什么类型沟通的例子?</font></p><p><font color="red">A．正式书面</font></p><p><font color="red">B．非正式书面</font></p><p><font color="red">C．正式口头</font></p><p><font color="red">D．非正式口头</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：Email属于非正式书面沟通。参考：PMBOK2008 P245。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">18. In critical negotiations about a contract where you are meeting two other parties to discuss outstanding issues, you should pay a lot of attention to which form of communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Oral Formal</font></p><p><font color="blue">B. Oral Informal</font></p><p><font color="blue">C. Non Verbal</font></p><p><font color="blue">D. Written Formal</font></p><p><font color="red">在关于合同的关键谈判中，你会见两个其他方进行讨论。你应该花费大量注意力到下列哪个沟通中?</font></p><p><font color="red">A．正式口头</font></p><p><font color="red">B．非正式口头</font></p><p><font color="red">C．非语言</font></p><p><font color="red">D．正式书面</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：面对面沟通时，非语言沟通占55%以上，需要多加注意。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">19. Stakeholder management refers to managing communications to satisfy the needs of, and resolve issues with, project stakeholders. The responsibility of stakeholder management usually lies with the:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Project Management Team</font></p><p><font color="blue">B. Project Manager</font></p><p><font color="blue">C. Project Team</font></p><p><font color="blue">D. Project Manager, Project Sponsor and Project Management Team</font></p><p><font color="red">项目干系人管理涉及到管理沟通来满足需要，解决关系人之间的问题。这种管理干系人的责任通常属于：</font></p><p><font color="red">A．项目管理团队</font></p><p><font color="red">B．项目经理</font></p><p><font color="red">C．项目团队</font></p><p><font color="red">D．项目经理，项目出资人和项目管理团队</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">参考：PMBOK2008 P262。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">20. A project manager has a problem with a team member s performance. VVhat is BEST form of communication for addressing this problem?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Formal written communication</font></p><p><font color="blue">B. Formal verbal communication</font></p><p><font color="blue">C. Informal written communication</font></p><p><font color="blue">D. Informal verbal communication</font></p><p><font color="red">项目经理发现某个项目成员的绩效有个问题，下列哪项是指出这个问题的最好的沟通方式?</font></p><p><font color="red">A．正式书面沟通</font></p><p><font color="red">B．正式口头沟通</font></p><p><font color="red">C．非正式书面沟通</font></p><p><font color="red">D．非正式口头沟通</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：在团队成员内部最好先采用选项D-非正式口头方式沟通，如果无效果，再采用选项A-正式书面沟通。请注意这并不意味，不需要保留问题的书面记录（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">21. Formal written correspondence with the customer is required when:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. defects are detected.</font></p><p><font color="blue">B. the customer requests additional work not covered under contract.</font></p><p><font color="blue">C. the project has a schedule slippage that includes changes to the critical path</font></p><p><font color="blue">D. the project has cost overrun.</font></p><p><font color="red">与客户的正式的书面信函被要求在：</font></p><p><font color="red">A．缺点被察觉</font></p><p><font color="red">B．客户要求合同未包括的额外工作</font></p><p><font color="red">C．项目进度出现偏移包括对关键计划的变更</font></p><p><font color="red">D．项目成本超支</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：所有我们需要做的与合同相关的事情都要比与项目其他活动的更正式。因为选项B涉及到合同内容，所以是最佳答案。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">22. Communications are often enhanced when the sender the receiver</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. speaks up to</font></p><p><font color="blue">B. uses more physical movements when talking to</font></p><p><font color="blue">C. talks slowly to</font></p><p><font color="blue">D. shows concern for the perspective of</font></p><p><font color="red">沟通通常会增强，在发送者——接受者时：</font></p><p><font color="red">A．讲解</font></p><p><font color="red">B．讲解时用很多身体动作</font></p><p><font color="red">C．慢慢的讲解</font></p><p><font color="red">D．表示关心来自接收者的看法时</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：理解接收者的看法有助于你采用能够直接满足其需要的方式进行沟通。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">23. The work breakdown structure can be an effective aid for communication in which situation(s)?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Internal within the project team</font></p><p><font color="blue">B. Internal within the organization</font></p><p><font color="blue">C. External with the customer</font></p><p><font color="blue">D. Internal and external to the project</font></p><p><font color="red">工作分解结构在下列哪种情况下可以有效帮助沟通?</font></p><p><font color="red">A．项目团队内部</font></p><p><font color="red">B．在组织内部</font></p><p><font color="red">C．和外部客户</font></p><p><font color="red">D．项目内部和外部</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：无论在项目内部还是在外部，WBS都有助于项目就范围问题进行沟通 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">24. Extensive use of- communication is most likely to aid in solving complex problems</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. verbal</font></p><p><font color="blue">B. written</font></p><p><font color="blue">C. formal</font></p><p><font color="blue">D. nonverbal</font></p><p><font color="red">普遍使用下列哪种沟通方式可以有效解决复杂的问题?</font></p><p><font color="red">A．口头</font></p><p><font color="red">B．书面</font></p><p><font color="red">C．正式</font></p><p><font color="red">D．非口头</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：使用书面方式时，你需要用文字分析、记录问题。可以保证每个人获得相同格式的信息。因为便于理清思路，有助于解决复杂的问题。参考：PMBOK2008 P245。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">25. Lessons learned are BEST completed by</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Project manager</font></p><p><font color="blue">B. Team</font></p><p><font color="blue">C. Sponsor</font></p><p><font color="blue">D. Stakeholders</font></p><p><font color="red">经验教训总结最好由谁完成：</font></p><p><font color="red">A．项目经理</font></p><p><font color="red">B．团队</font></p><p><font color="red">C．出资人</font></p><p><font color="red">D．项目干系人</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：每个项目干系人都需要进行经验总结。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">26. Which of the following processes is not a part of Project Communication Management?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Managing Stakeholders</font></p><p><font color="blue">B. Communication Planning</font></p><p><font color="blue">C. Information Distribution</font></p><p><font color="blue">D. Human Resource Planning</font></p><p><font color="red">下列哪个过程不属于项目沟通管理</font></p><p><font color="red">A．管理干系人</font></p><p><font color="red">B．沟通规划</font></p><p><font color="red">C．信息发布</font></p><p><font color="red">D．人力资源规划</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：人力资源规划属于项目人力资源管理章节。参考：PMBOK2008 P243。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">27. Which of the following tools ＆ techniques are used to create a Communications Management Plan?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Stakeholder Analysis ＆ Project Scope statement</font></p><p><font color="blue">B.Communication Channel ＆ Work Performance Information</font></p><p><font color="blue">C.Communications Requirements Analysis ＆ communications Technology</font></p><p><font color="blue">D.Communications Skills ＆ Lessons Learned Process</font></p><p><font color="red">下列哪个工具和技术用于创建沟通管理计划?</font></p><p><font color="red">A．干系人分析和项目范围说明书</font></p><p><font color="red">B．沟通渠道和工作绩效信息</font></p><p><font color="red">C．沟通需求分析和沟通技术</font></p><p><font color="red">D．沟通技能和经验总结过程</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">参考：PMBOK2008 P253。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">28. All the needs of whom should performance reports address?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Management</font></p><p><font color="blue">B. Team members</font></p><p><font color="blue">C. Project manager</font></p><p><font color="blue">D. Stakeholders</font></p><p><font color="red">下列哪项需要接受绩效报告?</font></p><p><font color="red">A．管理层</font></p><p><font color="red">B．团队成员</font></p><p><font color="red">C．项目经理</font></p><p><font color="red">D．干系人</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：绩效报告需要根据沟通管理计划中的规定，提供给合适的干系人。参考：PMBOK2008 P270。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">29. You are managing a complicated software development project with several deliverables. To be effective, and to be alert to potential future problems,you monitor interim deliverables i.e. which deliverables have been completed and which have not. This information is available to you through:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Revisions to Work Breakdown Structure</font></p><p><font color="blue">B. Performance Reports</font></p><p><font color="blue">C. Earned Value Techniques</font></p><p><font color="blue">D. Project Baseline Changes</font></p><p><font color="red">你在管理一个复杂的软件项目包括几个成果。为了有效，并清楚地预防未来的问题，你监控项目中间产生的成果，如哪个成果已经完成哪个没有完成。这些信息是可以使用的通过：</font></p><p><font color="red">A．修订工作分解结构</font></p><p><font color="red">B．绩效报告</font></p><p><font color="red">C．实现值技术</font></p><p><font color="red">D．项目基准变更</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：上述信息是 工作绩效信息，是报告绩效过程的输入。参考：PMBOK2008 P268。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">30. You joined the company recently as a project manager. To make you familiar with the company policies and best practices, you are teamed up with another project manager in the company through the "Buddy System." The communication between both of you will be:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Written</font></p><p><font color="blue">B. Formal</font></p><p><font color="blue">C. Horizontal</font></p><p><font color="blue">D. Oral</font></p><p><font color="red">你最近加入某个公司成为项目经理。为了熟悉公司的政策和最佳实践，你和其他项目经理两人合作。介于你们俩之间的沟通是：</font></p><p><font color="red">A．书面</font></p><p><font color="red">B．正式</font></p><p><font color="red">C．水平</font></p><p><font color="red">D．口头</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：同级之间的叫水平沟通，如同学、同事；上下级之间的叫垂直沟通，如与领导、父母交流。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">31.as a part of communication process who is responsible for making sure that information is received completely and understood clear</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Sender</font></p><p><font color="blue">B.Receiver</font></p><p><font color="blue">C.Messenger</font></p><p><font color="blue">D.all above</font></p><p><font color="red">作为沟通过程的一部分，谁负责确保信息被完整地接受并理解的清楚正确?</font></p><p><font color="red">A．发送者</font></p><p><font color="red">B．接受者</font></p><p><font color="red">C．报信者</font></p><p><font color="red">D．上面所有</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：接受者有责任完整的接收信息，正确地理解信息。参考：PMBOK2008 P255。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">32. Communications is best described as:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.an exchange of information.</font></p><p><font color="blue">B.providing written or oral directions.</font></p><p><font color="blue">C.consists of senders and receivers</font></p><p><font color="blue">D.All of the above</font></p><p><font color="red">沟通可以最好的被描述：</font></p><p><font color="red">A．信息的交换</font></p><p><font color="red">B．通过书面和口头进行</font></p><p><font color="red">C．包括发送者和接受者</font></p><p><font color="red">D．上述所有</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">33. You are the project manager for a project that has high visibility. Your manager wants you to prepare a presentation for him to present at a conference.Most of the material in the presentation will be facts that are the results of your project. Your manager intends to present the material under his own name. Your name will not appear. What should you do?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Refuse to work on the presentation unless you are listed as a coauthor.</font></p><p><font color="blue">B.Do the work as you were told by your manager.</font></p><p><font color="blue">C.Present your own presentation.</font></p><p><font color="blue">D.Meet with your manager s manager and discuss the problem.</font></p><p><font color="red">你是某个具有高可见度的项目的项目经理。你的管理者要你准备个介绍给他，以便他在会议上展示。多数展示的材料都是基于你项目的结果。你的管理者想要展示这些材料在他的名下。你的名字将不会出现。你应该如何做?</font></p><p><font color="red">A．拒绝此工作，除非你的名字列到联合作者中</font></p><p><font color="red">B．按你的管理者的要求去做</font></p><p><font color="red">C．提供你自己的介绍</font></p><p><font color="red">D．会见你管理者的管理者讨论这个问题</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：服从领导安排。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">34. Manage Stakeholders is part of which process group?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Initiating</font></p><p><font color="blue">B.Planning</font></p><p><font color="blue">C.Executing</font></p><p><font color="blue">D.Monitoring and Controlling</font></p><p><font color="red">管理干系人属于哪个过程组?</font></p><p><font color="red">A．启动</font></p><p><font color="red">B．规划</font></p><p><font color="red">C．执行</font></p><p><font color="red">D．监控</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">参考：PMBOK2008 P43。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">35. Which of the following is often overlooked in achieving effective communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. speaking clearly</font></p><p><font color="blue">B. listening</font></p><p><font color="blue">C. interpreting</font></p><p><font color="blue">D. maintaining eye contact</font></p><p><font color="red">以下哪项在进行有效沟通时经常被忽略?</font></p><p><font color="red">A．讲话清楚</font></p><p><font color="red">B．听</font></p><p><font color="red">C．解释</font></p><p><font color="red">D．维持目光接触</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">36. When communicating with people-oriented person, a project manager should</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Stress the uniqueness of the idea or topic an hand</font></p><p><font color="blue">B. Stress the relationship between his or her proposals and the people concerned</font></p><p><font color="blue">C. Be precise about the value of the ideas to overall organizational goals</font></p><p><font color="blue">D. Focus on personal performance issues first</font></p><p><font color="red">当与“人际关系导向”的人进行沟通时，项目经理要</font></p><p><font color="red">A．强调独一无二的话题</font></p><p><font color="red">B．强调她或他的提议与此人所关注的联系</font></p><p><font color="red">C．明确这个概念对于整个组织目标的作用</font></p><p><font color="red">D．首先强调这个人的绩效表现</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：以“人际关系导向、以人为本”的人 的特点是比较关注和他相关的人际影响。相关知识：还有以管理为导向的、以利润为导向的等等。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">37.The major purpose of project status reports is to</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Provide project information to sponsor and functional management</font></p><p><font color="blue">B. Inform the client about the changes that have completed</font></p><p><font color="blue">C. Organize and summarize the information so that all stakeholders are informed</font></p><p><font color="blue">D. Inform upper management of the project problems</font></p><p><font color="red">项目状态报告的目的是</font></p><p><font color="red">A．向项目发起人和职能经理提供项目的信息</font></p><p><font color="red">B．通知客户已经发生的变化</font></p><p><font color="red">C．组织汇总项目的信息以通知所有的项目干系人</font></p><p><font color="red">D．通知高层经理关于项目的问题</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：状态报告就是用来汇总信息向干系人汇报的。参考：PMBOK2008 P270。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">38.Your client informs you that his company has a problem with the current design specification of your product and how it will interface to existing systems. If this occurs, it could be a major problem for your project. The client is coming to your office in one week to discuss the problem to see what your team can do to overcome the setback. All previous meeting ware informal with this client, but this time he wants a formal meeting. What should you do to prepare for this meeting?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Update the schedule and assume an inactive role since the client has not given you the specifics of the potential problem</font></p><p><font color="blue">B. Make sure that the team has increased productivity so the client can see how efficient you team is performing</font></p><p><font color="blue">C. Assemble the team and ask them to prepare an agenda for topics to discuss</font></p><p><font color="blue">D. Make sure that each team members have their assignments in preparation for any topics and needed plans</font></p><p><font color="red">你收到客户通知，他们公司对于你们产品的设计标准有点问题将会影响到整个系统。如果这真的发生了将会对你的项目产生大麻烦。客户一个星期之后来与你讨论你的团队能否在这方面返工。过去与这位客户都是非正式的交流，而这次他要一个正式的会议。你将如何准备这个会议?</font></p><p><font color="red">A．更新进度计划并且采取一个被动的角色，因为客户没有告诉你这个潜在问题的细节是什么</font></p><p><font color="red">B．确认你的团队已经提高了生产率，让客户看到你们是多么的有效率</font></p><p><font color="red">C．通知团队成员让他们准备一份讨论议题</font></p><p><font color="red">D．明确每一个成员有他们准备任何议题及所需计划的任务</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：会议准备需要制定议程、明确成员责任。参考：图解项目管理-沟通章节，高效会议管理。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">39. There are some personnel performance problem in the project, which of the following is the best resolution to be used to solve the problem?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. formal written communication</font></p><p><font color="blue">B. formal oral communication</font></p><p><font color="blue">C. informal written communication</font></p><p><font color="blue">D. informal oral communication</font></p><p><font color="red">项目出现人员绩效问题，最好通过什么手段处理?</font></p><p><font color="red">A．正式书面沟通</font></p><p><font color="red">B．正式口头沟通</font></p><p><font color="red">C．非正式书面沟通</font></p><p><font color="red">D．非正式口头沟通</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">40. Which of the following is NOT a characteristic of message filtering?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. semantics</font></p><p><font color="blue">B. media</font></p><p><font color="blue">C. ethics</font></p><p><font color="blue">D. organizational status</font></p><p><font color="red">以下哪项不是消息过滤的特征?</font></p><p><font color="red">A．语义学</font></p><p><font color="red">B．媒介</font></p><p><font color="red">C．道德规范</font></p><p><font color="red">D．组织状态</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：过滤是指由于文化、环境、传递介质导致的信息衰减现象。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">41 .One of the most common pitfalls in effective communication is:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. not selecting the correct medium</font></p><p><font color="blue">B. nor considering the position of the receiver</font></p><p><font color="blue">C. assuming that because a message is sent, it has been received</font></p><p><font color="blue">D. All of the above.</font></p><p><font color="red">有效沟通中一个最普遍的陷阱是：</font></p><p><font color="red">A．没有选择正确的方法</font></p><p><font color="red">B．没有换位思考</font></p><p><font color="red">C．假定一个信息一旦发出，就会被接收到</font></p><p><font color="red">D．以上都是</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：沟通模型中，接受者最重要的事情就是给出明确的反馈，四个选项只有这个提到了沟通模型。参考：PMBOK2008 P255。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">42. All of the following statements define the role of a meeting chairperson except</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Initiates and concludes discussion</font></p><p><font color="blue">B. Controls irrelevant discussion</font></p><p><font color="blue">C. Resolves strong disagreements</font></p><p><font color="blue">D. Produces meeting agenda</font></p><p><font color="red">下列各项都描述了一位会议主席的角色，除了</font></p><p><font color="red">A．发起和结束讨论</font></p><p><font color="red">B．控制毫不相关的讨论</font></p><p><font color="red">C．解决严重的分歧</font></p><p><font color="red">D．产生会议议程</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：会议主席负责主持会议，选项D是会议准备工作，不一定由会议主席负责。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">43. During project execution period, both the progress performance and the cost performance are satisfying, by now project manager is reappointed , who is attending project interview meeting, what is the most important?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. establish goal</font></p><p><font color="blue">B. introduce team members to stakeholders</font></p><p><font color="blue">C. check communication</font></p><p><font color="blue">D. project charter</font></p><p><font color="red">项目执行期问，进度绩效和成本绩效均令人满意，这时重新委任了一个项目经理，他正要出席项目见面会，什么是是最重要的?</font></p><p><font color="red">A．设定目标</font></p><p><font color="red">B．向项目干系人人介绍小组成员</font></p><p><font color="red">C．检查沟通</font></p><p><font color="red">D．项目章程</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：第一次见面首先需要了解团队成员之间的沟通关系。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">44．All the techniques described be}low can be used to keep a meeting focused except：</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A．Recall agenda items／purpose of meeting</font></p><p><font color="blue">B．Summarize discussion periodically</font></p><p><font color="blue">C．Encourage pursuit of interesting new ideas</font></p><p><font color="blue">D．Rephrase unclear ideas presented by group members</font></p><p><font color="red">下述技术可以用来保持会议焦点集中，除了：</font></p><p><font color="red">A．回顾议程条款，会议的目的</font></p><p><font color="red">B．阶段性地总结讨论过的内容</font></p><p><font color="red">C．鼓励追求有趣味的新想法</font></p><p><font color="red">D．重新描述小组成员提出的措辞不明的想法</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：选项C属于头脑风暴法的内容，属于发散思维。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">45.Five people are involved on a project that requires significant communication between all project participants. How many lines of communication exist on this project?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. 5</font></p><p><font color="blue">B. 6</font></p><p><font color="blue">C. 8</font></p><p><font color="blue">D. 10</font></p><p><font color="red">一个项目中有5个人需要与所有项目参与者进行重要的沟通，在这个项目中存在多少条通信线?</font></p><p><font color="red">A．5</font></p><p><font color="red">B．6</font></p><p><font color="red">C．8</font></p><p><font color="red">D．10</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：沟通渠道计算：N（N-1）/2 ，N为干系人数量。所以这道题是10个渠道。参考：PMBOK2008 P253。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">46.Listening involves more than hearing sounds. The good listener</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Repeats some of the things said</font></p><p><font color="blue">B. Finishes the speaker s sentences</font></p><p><font color="blue">C. Writes everything down</font></p><p><font color="blue">D. Nods his head frequently</font></p><p><font color="red">倾听不只包含听声音。好的聆听者</font></p><p><font color="red">A．反馈或重复一些说过的话</font></p><p><font color="red">B．完成讲话人的句子</font></p><p><font color="red">C．写下一切</font></p><p><font color="red">D．频繁地点头</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：沟通模型中，倾听者需要给出明确的反馈。参考：PMBOK2008 P255。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">47. which of the following tool or technique is used in communication planning process?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. communications requirements analysis</font></p><p><font color="blue">B. communication skill</font></p><p><font color="blue">C. information search system</font></p><p><font color="blue">D. information publish system</font></p><p><font color="red">以下哪项是用于沟通计划编制的工具或技术</font></p><p><font color="red">A．沟通需求分析</font></p><p><font color="red">B．沟通技巧</font></p><p><font color="red">C．信息检索系统</font></p><p><font color="red">D．信息发布系统</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">参考：PMBOK2008 P253。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">48.An organization with 5,000 staffs starts its reform project, the project team is made up of representatives sent out by each department. To distinguish and satisfy' the information requirements of the stakeholders, which is the best approach?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. communication plan</font></p><p><font color="blue">B. communication and responsibility matrix</font></p><p><font color="blue">C. personnel organization and resource management plan</font></p><p><font color="blue">D. OBS</font></p><p><font color="red">一个拥有5000员工的组织开始了改造项目，项目团队由每一个单位派出一位代表组成。识别和满足项目干系人的信息需求的最佳方法是?</font></p><p><font color="red">A．沟通计划</font></p><p><font color="red">B．沟通和职责矩阵</font></p><p><font color="red">C．人员编制和资源管理计划</font></p><p><font color="red">D．OBS</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：沟通管理计划描述干系人的沟通需求。参考：PMBOK2008 P257。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">49. Communication is vitally important for conducting business and managing projects; however, it becomes even more critical when working abroad with people whose language is different from yours. The single best way to become an effective communicator as an expatriate is to</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Learn and use the local language</font></p><p><font color="blue">B. Rely on interpreters</font></p><p><font color="blue">C．Focus primarily on formal．wDwrittenommunication</font></p><p><font color="blue">D．Use gestures and other forms of nonverbal communication to make your point</font></p><p><font color="red">沟通对经营业务和管理项目来讲是至关重要的，尤其是你在国外与使用另一种语言的人们一起工作的时候，沟通会变得更加重要。作为一个身在异国他乡的人来说，成为有效沟通者的唯一最佳方式就是</font></p><p><font color="red">A．学习并使用当地语言</font></p><p><font color="red">B．依靠翻译</font></p><p><font color="red">C．主要集中于正式、书面的沟通</font></p><p><font color="red">D．使用手势和其他非语言形式沟通来说明你的观</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：当口头语言不通的时候，肢体语言更加重要。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">50.When communicating with an action-oriented person,a project manager should</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Be as brief as possible and emphasize the practicality of his of her ideas</font></p><p><font color="blue">B.Provide options,including the pros and cons</font></p><p><font color="blue">C.Remain patient if the other person goes off on tangents</font></p><p><font color="blue">D.Speak as quickly as possible to ensure that all the information is conveyed</font></p><p><font color="red">当与一个行动导向型的人沟通时，项目经理应该</font></p><p><font color="red">A．尽可能简短，强调他或她的观点的可行性</font></p><p><font color="red">B．提供可选方案，包括利弊</font></p><p><font color="red">C．在对方离题时保持耐心</font></p><p><font color="red">D．尽可能地说得快，保证所有信息传达给对方</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：行动导向的人，喜欢行动，不喜欢花太多时间沟通，所以与其沟通要简短。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">2. A project manager overhears a conversation between two stakeholders who are talking about how unhappy they are with the impacts of the project on their own departments. Stakeholder A asks if the project is on time and stakeholder B replies that the SPI is 1.05 Stakeholder A asks if the project manager for the project knows of stakeholder B's concern. Stakeholder B responds that he is not sure. What is the BEST thing for the project manager to do?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Make sure the stakeholders see that the project manager overheard and then ask them to direct any questions to the project manager in writing.</font></p><p><font color="blue">B. Make a presentation to all the stakeholders regarding the status of the project.</font></p><p><font color="blue">C. Send both stakeholders a copy of the issue log and ask for additional comments.</font></p><p><font color="blue">D. Arrange a meeting with both stakeholders to allow them to voice any concerns they may have.</font></p><p><font color="red">项目经理无疑听到两个干系人的会话，他们在讨论对项目对他们所在部门的影响有多么不高兴。干系人A说是否项目符合进度，干系人B答复SPI是1．05；干系人A问是否项目经理知道项目干系人B关心的。干系人B说不确定。下列哪个是项目经理最该做的?</font></p><p><font color="red">A．确保干系人知道项目经理听到了他们的谈话，要求他们直接书面方式和项目经理交流</font></p><p><font color="red">B．向所有干系人做个项目状态的汇报</font></p><p><font color="red">C．发送两个干系人问题目志，要求增加评论</font></p><p><font color="red">D．安排和干系人的会议，允许他们说出他们关心的事情</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：题干表明干系人之间缺乏理解。参考：PMBOK2008 P264。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">3.A team member is visiting the manufacturing plant of one of the suppliers.Which of the following is the MOST important thing to be done in any telephone calls the project manager might make to the team member?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Ask the team member to repeat back what the project manager says.</font></p><p><font color="blue">B. Review the list of contact information for all stakeholders.</font></p><p><font color="blue">C. Ask the team member to look for change requests.</font></p><p><font color="blue">D. Review the upcoming meeting schedule.</font></p><p><font color="red">某个团队成员拜访某个供应商的制造工厂。下列哪个是最重要的在项目经理向团队成员打电话时：</font></p><p><font color="red">A．要求团队成员重复项目经理说的内容</font></p><p><font color="red">B．评估所有干系人列出的合同信息</font></p><p><font color="red">C．要求团队成员观察变更请求</font></p><p><font color="red">D．评估即将到来的会议进度</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：沟通模型：接受者需要给出反馈，确认收到了信息，选项A是反馈的一种。参考：PMBOK2008 P255。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">4. You have just been assigned as project manager for a large manufacturing project. This one-year project is about halfway done. It involves five different sellers and 20 members of your company on the project team. You want to quickly review where the project now stands. Which of the following reports would be the MOST helpful in finding such information?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Work status</font></p><p><font color="blue">B. Progress</font></p><p><font color="blue">C. Forecast</font></p><p><font color="blue">D. Communications</font></p><p><font color="red">你刚刚被分配为某个大型制造行业项目的项目经理。这是一年项目的已经完成一半。包括5个不同的卖方和你公司的20个成员。你想快速了解项目到什么地方了。下列哪个报告对找出这种信息最后帮助?</font></p><p><font color="red">A．工作状态</font></p><p><font color="red">B．进度</font></p><p><font color="red">C．预测</font></p><p><font color="red">D．沟通</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：项目进度报告属于绩效报告的一部分，展示项目当前位置。参考：PMBOK2008 P266。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">5. The project status meeting is not going well. Everyone is talking at the same time, there are people who are not participating and many topics are being discussed at random. Which of the following rules for effective meetings is NOT being adhered to?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Demonstrate courtesy and consideration of each other, coition who is allowed to speak.</font></p><p><font color="blue">B. Schedule meetings in advance.</font></p><p><font color="blue">C. Have a purpose for the meeting, with the right people in attendance.</font></p><p><font color="blue">D. Create and publish an agenda and a set of rules for controlling the meeting.</font></p><p><font color="red">项目状态会进行的不好。每个人在同时讨论，有些人没有大多数人参与，一些话题被随意讨论。下列哪个有效会议的规则没有被遵循?</font></p><p><font color="red">A．显示礼貌，尊重每个人，允许后再发言</font></p><p><font color="red">B．预先计划会议</font></p><p><font color="red">C．确定会议的目的，让合适的人参加</font></p><p><font color="red">D．创建并公布议程，设置会议控制规则</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：会议管理技巧：首先要创建议程。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">6. A project manager has a project team consisting of people in four countries. The project is very important to the company, and the project manager is concerned about its success. The length of the project schedule is acceptable. What type of communications method should he use?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Informal verbal</font></p><p><font color="blue">B. Formal written</font></p><p><font color="blue">C. Formal verbal</font></p><p><font color="blue">D. Informal written</font></p><p><font color="red">某个项目经理的团队由4个国家的人员组成。项目对公司非常重要，项目经理关心项目是否成功。项目的进度长度是和接受的。他应该使用什么类型的沟通?</font></p><p><font color="red">A．非正式口头</font></p><p><font color="red">B．正式书面</font></p><p><font color="red">C．正式口头</font></p><p><font color="red">D．非正式书面</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：正式书面防止信息走样，适合同时和多人沟通。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">7. Two people are arguing about what needs to be done to complete a work package. If the project manager wants to know what is going on, she should pay MOST attention to:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. what is being said and when.</font></p><p><font color="blue">B. what is being said, who is saying it, and the time of day.</font></p><p><font color="blue">C. physical mannerisms and what is being said.</font></p><p><font color="blue">D. the pitch and tone of the voices, and physical mannerisms.</font></p><p><font color="red">两个人在争论完成某个工作包需要做什么。如果项目经理想知道发生了什么，他应投入更多关注在：</font></p><p><font color="red">A．什么时候他们说的什么</font></p><p><font color="red">B．说什么，谁说的，在什么时间</font></p><p><font color="red">C．身体动作和说了什么</font></p><p><font color="red">D．声音的语调和语气，和身体动作</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：当两个人在争论时，注意观察非语言沟通部分，因为传递信息占55%以上。参考：图解项目管理沟通章节补充知识点。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">8. A large, one-year telecommunications project is about halfway done when you take the place of the previous project manager. The project involves three different sellers and a project team of 30 people. You would like to see the project s communications requirements and what technology is being used to aid in project communications. Where will you find this information?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. The project management plan</font></p><p><font color="blue">B. The information distribution plan</font></p><p><font color="blue">C. The bar chart</font></p><p><font color="blue">D. The communications management plan</font></p><p><font color="red">你刚刚接收了一个进行了一半的历时一年的电信项目。项目包括三个不同的提供商和包括30人的项目团队。你想了解项目的沟通需求和项目沟通中采用了什么样的沟通技术。你可以在什么地方找到这样的信息?</font></p><p><font color="red">A．项目管理计划</font></p><p><font color="red">B．信息分发计划</font></p><p><font color="red">C．甘特图</font></p><p><font color="red">D．沟通管理计划</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：尽管这些信息也可以从项目管理计划中找到，但沟通管理计划（选项D）是最好的答案，因为直接回答了这个问题。参考：PMBOK2008 P257。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">9. The project status report is an example of which form of communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Formal written communication</font></p><p><font color="blue">B. Formal verbal communication</font></p><p><font color="blue">C. Informal written communication</font></p><p><font color="blue">D. Informal verbal communication</font></p><p><font color="red">项目状态报告是下面哪种沟通方式的例子?</font></p><p><font color="red">A．正式书面沟通</font></p><p><font color="red">B．正式口头沟通</font></p><p><font color="red">C．非正式书面沟通</font></p><p><font color="red">D．非正式口头沟通</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：项目状态报告是关于项目状态的正式的描述，需要根据沟通管理计划给很多项目干系人传阅，因此需要采用正式书面沟通。书面方式的特点：保证很多人传阅时仍是看到同样的内容。参考：PMBOK2008 P245。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">10. The project has been challenging to manage. Everyone has been on edge to complete the project on time. Unfortunately, the tension has grown to the point where team meetings have become shouting matches and little work is accomplished during the meetings. One team member asks to be excused from future team meetings, as all the shouting upsets him. Meanwhile, the sponsor has asked to attend team meetings in order to better understand how the project is going and the issues involved in completing the project, and the customer has started discussions about adding scope to the project. In this situation,it would be best for the project manager to:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. ask the sponsor if the information needed could be send in a report rather than have him attend the meeting.</font></p><p><font color="blue">B. inform the team member who asked to be excused from the meetings of the value of communication in such meetings.</font></p><p><font color="blue">C. create new ground rules for the meetings and introduce them to the team.</font></p><p><font color="blue">D. hold a team building exercise that involves all the team members.</font></p><p><font color="red">项目对管理者是个挑战。每个人都很紧张是否能如期完成项目。不幸的是，这种状态在会议上达到顶点因为只有少量工作在会议期间完成。某个团队成员要求不参加未来的团队会议，因为会议让他很苦恼。期间，项目出资人要求出席团队会议以便更好的理解项目的状况和完成项目的问题，客户也开始讨论是否增加范围到项目。在这种情况下，项目经理最好：</font></p><p><font color="red">A．问出资人是否把信息通过报告发给他而不是让他参加会议</font></p><p><font color="red">B．通知不想参加会议的成员会议的沟通价值</font></p><p><font color="red">C．为会议制定新的规则，把它们介绍给团队</font></p><p><font color="red">D．确保所有成员都参加团队建设活动</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">11. YOU have been assigned to manage the development of an organization's first Web site. The site will be highly complex and interactive, and neither your project team nor the client has much experience with Web site development.The timeline is extremely aggressive. Any delay will be costly for both your firm and the client. You have a project sponsor and have achieved agreement and sign-off on both the project charter and the project management plan. Client personnel have been kept fully informed of the project s progress through status reports and regular meetings. The project is on schedule, within the budget, and a final perfunctory review has been scheduled. Suddenly you hear that the entire effort may be cancelled because the product developed is totally unacceptable. What is the MOST likely cause of this situation?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. A key stakeholder was not adequately involved in the project.</font></p><p><font color="blue">B. The project charter and project management plan were not thoroughly explained or adequately reviewed by the client.</font></p><p><font color="blue">C. Communications arrangements were inadequate and did not provide the required information to interested parties.</font></p><p><font color="blue">D. The project sponsor failed to provide adequate support for the project.</font></p><p><font color="red">你刚被分配去管理开发组织的第一个网站。这个网站很复杂具有交互性，你的项目团队或者客户都没有网站开发的经验。而期限非常有挑战。任何的耽误对你的公司和客户而己都很昂贵。你有个项目发起人，同意了项目章程和项目管理计划并签了字。客户个人通过状态报告和定期的会议保持对项目的进度完全了解。项目符合进度，也在预算之内，最终的评估会也已经安排。突然你听到整个项目要被取消，因为开发的产品完全不被接受。引发此情形的最可能原因是什么?</font></p><p><font color="red">A．关键干系人没有充分参与项目</font></p><p><font color="red">B．项目章程和项目管理计划没有完全解释或者由客户充分评估</font></p><p><font color="red">C．沟通安排是不充分的，没有提供被要求的信息给有关的当事人</font></p><p><font color="red">D．项目出资人未能提供项目足够支持</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：识别干系人、分析他们的需求，可以避免出现此类问题。参考：PMBOK2008 P246。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">12. Which is not a type of project review meeting?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Team review meetings</font></p><p><font color="blue">B. Project status meeting</font></p><p><font color="blue">C. Executive management review meetings</font></p><p><font color="blue">D. Customer review meetings</font></p><p><font color="red">下列哪个不是项目评估会议的类型?</font></p><p><font color="red">A．团队评估会</font></p><p><font color="red">B．项目状态会</font></p><p><font color="red">C．执行管理层评估会</font></p><p><font color="red">D．客户评估会</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：注意看英文，其他三个都有Review。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">13. What is commonly the purpose of the Manage stakeholders process?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Ensuring the order of phases.</font></p><p><font color="blue">B. Resolving issues.</font></p><p><font color="blue">C. Identifying stakeholders.</font></p><p><font color="blue">D. Ensuring stakeholder value.</font></p><p><font color="red">下列哪个是管理干系人过程的常见目的?</font></p><p><font color="red">A．确保阶段的顺序</font></p><p><font color="red">B．解决冲突</font></p><p><font color="red">C．识别干系人</font></p><p><font color="red">D．确保干系人的价值</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：积极管理干系人期望，可减少项目过程中的混乱。参考：PMBOK2008 P262。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">14. Which statement describes best the purpose of the Communications management plan?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. The project management plan is a subsidiary document of the overall communications management plan.</font></p><p><font color="blue">B. The communications management plan describes rules of behavior and respect for communications in cross-cultural teams.</font></p><p><font color="blue">C. The communications management plan describes the information delivery needs including format and level of detail.</font></p><p><font color="blue">D. The communications management plan focuses on the use of communications technologies by the project management team</font></p><p><font color="red">下列哪个最好的描述了沟通管理计划的目的?</font></p><p><font color="red">A．项目管理计划是整个沟通管理计划的补充文档</font></p><p><font color="red">B．沟通管理计划描述了在跨文化团队中的规则和行为和尊重沟通</font></p><p><font color="red">C．沟通管理计划描述了需要提交的信息的格式和详细程度</font></p><p><font color="red">D．沟通管理计划集中于项目管理团队所使用的沟通技术</font></p><p><B><font color="white">.</font></B></p><p><B><font color="white">nswer: 3 Reference: PMBOK Guide, Third Edition, page 354.（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">15. Which of the following is generally not regarded as an element of active listening:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Making eye contact</font></p><p><font color="blue">B. Paraphrasing</font></p><p><font color="blue">C. Interpreting the information</font></p><p><font color="blue">D. Interrupting when appropriate</font></p><p><font color="red">下列哪个不被考虑为主动倾听的部分?</font></p><p><font color="red">A．目光交流</font></p><p><font color="red">B．解释</font></p><p><font color="red">C．说明信息</font></p><p><font color="red">D．适当中断(插嘴)</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：倾听中最忌讳的就是打断对方的发言。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">16. The Communications management plan is a document, which includes descriptions of</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Project level performance reports</font></p><p><font color="blue">B. Activity level status reports</font></p><p><font color="blue">C. Stakeholder communication requirements</font></p><p><font color="blue">D. Responsibility assignments</font></p><p><font color="red">沟通管理计划是个文档，包括对什么的描述?</font></p><p><font color="red">A．项目层面的绩效报告</font></p><p><font color="red">B．活动层面的状态报告</font></p><p><font color="red">C．干系人沟通需求</font></p><p><font color="red">D．责任分配</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">参考：PMBOK2008 P257。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">17. You have a project team of forty people collocated at Houston, Texas.E-mail and notes are frequently used to communicate among team members. These are examples of which type of communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Written Formal</font></p><p><font color="blue">B. Written Informal</font></p><p><font color="blue">C. Oral Formal</font></p><p><font color="blue">D. Oral Informal</font></p><p><font color="red">你有个项目团队有四十多人位于休斯顿，德克萨斯州。Email和通知被频繁的用来在团队成员之间沟通。这是什么类型沟通的例子?</font></p><p><font color="red">A．正式书面</font></p><p><font color="red">B．非正式书面</font></p><p><font color="red">C．正式口头</font></p><p><font color="red">D．非正式口头</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：Email属于非正式书面沟通。参考：PMBOK2008 P245。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">18. In critical negotiations about a contract where you are meeting two other parties to discuss outstanding issues, you should pay a lot of attention to which form of communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Oral Formal</font></p><p><font color="blue">B. Oral Informal</font></p><p><font color="blue">C. Non Verbal</font></p><p><font color="blue">D. Written Formal</font></p><p><font color="red">在关于合同的关键谈判中，你会见两个其他方进行讨论。你应该花费大量注意力到下列哪个沟通中?</font></p><p><font color="red">A．正式口头</font></p><p><font color="red">B．非正式口头</font></p><p><font color="red">C．非语言</font></p><p><font color="red">D．正式书面</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：面对面沟通时，非语言沟通占55%以上，需要多加注意。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">19. Stakeholder management refers to managing communications to satisfy the needs of, and resolve issues with, project stakeholders. The responsibility of stakeholder management usually lies with the:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Project Management Team</font></p><p><font color="blue">B. Project Manager</font></p><p><font color="blue">C. Project Team</font></p><p><font color="blue">D. Project Manager, Project Sponsor and Project Management Team</font></p><p><font color="red">项目干系人管理涉及到管理沟通来满足需要，解决关系人之间的问题。这种管理干系人的责任通常属于：</font></p><p><font color="red">A．项目管理团队</font></p><p><font color="red">B．项目经理</font></p><p><font color="red">C．项目团队</font></p><p><font color="red">D．项目经理，项目出资人和项目管理团队</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">参考：PMBOK2008 P262。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">20. A project manager has a problem with a team member s performance. VVhat is BEST form of communication for addressing this problem?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Formal written communication</font></p><p><font color="blue">B. Formal verbal communication</font></p><p><font color="blue">C. Informal written communication</font></p><p><font color="blue">D. Informal verbal communication</font></p><p><font color="red">项目经理发现某个项目成员的绩效有个问题，下列哪项是指出这个问题的最好的沟通方式?</font></p><p><font color="red">A．正式书面沟通</font></p><p><font color="red">B．正式口头沟通</font></p><p><font color="red">C．非正式书面沟通</font></p><p><font color="red">D．非正式口头沟通</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：在团队成员内部最好先采用选项D-非正式口头方式沟通，如果无效果，再采用选项A-正式书面沟通。请注意这并不意味，不需要保留问题的书面记录（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">21. Formal written correspondence with the customer is required when:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. defects are detected.</font></p><p><font color="blue">B. the customer requests additional work not covered under contract.</font></p><p><font color="blue">C. the project has a schedule slippage that includes changes to the critical path</font></p><p><font color="blue">D. the project has cost overrun.</font></p><p><font color="red">与客户的正式的书面信函被要求在：</font></p><p><font color="red">A．缺点被察觉</font></p><p><font color="red">B．客户要求合同未包括的额外工作</font></p><p><font color="red">C．项目进度出现偏移包括对关键计划的变更</font></p><p><font color="red">D．项目成本超支</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：所有我们需要做的与合同相关的事情都要比与项目其他活动的更正式。因为选项B涉及到合同内容，所以是最佳答案。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">22. Communications are often enhanced when the sender the receiver</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. speaks up to</font></p><p><font color="blue">B. uses more physical movements when talking to</font></p><p><font color="blue">C. talks slowly to</font></p><p><font color="blue">D. shows concern for the perspective of</font></p><p><font color="red">沟通通常会增强，在发送者——接受者时：</font></p><p><font color="red">A．讲解</font></p><p><font color="red">B．讲解时用很多身体动作</font></p><p><font color="red">C．慢慢的讲解</font></p><p><font color="red">D．表示关心来自接收者的看法时</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：理解接收者的看法有助于你采用能够直接满足其需要的方式进行沟通。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">23. The work breakdown structure can be an effective aid for communication in which situation(s)?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Internal within the project team</font></p><p><font color="blue">B. Internal within the organization</font></p><p><font color="blue">C. External with the customer</font></p><p><font color="blue">D. Internal and external to the project</font></p><p><font color="red">工作分解结构在下列哪种情况下可以有效帮助沟通?</font></p><p><font color="red">A．项目团队内部</font></p><p><font color="red">B．在组织内部</font></p><p><font color="red">C．和外部客户</font></p><p><font color="red">D．项目内部和外部</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：无论在项目内部还是在外部，WBS都有助于项目就范围问题进行沟通 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">24. Extensive use of- communication is most likely to aid in solving complex problems</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. verbal</font></p><p><font color="blue">B. written</font></p><p><font color="blue">C. formal</font></p><p><font color="blue">D. nonverbal</font></p><p><font color="red">普遍使用下列哪种沟通方式可以有效解决复杂的问题?</font></p><p><font color="red">A．口头</font></p><p><font color="red">B．书面</font></p><p><font color="red">C．正式</font></p><p><font color="red">D．非口头</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：使用书面方式时，你需要用文字分析、记录问题。可以保证每个人获得相同格式的信息。因为便于理清思路，有助于解决复杂的问题。参考：PMBOK2008 P245。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">25. Lessons learned are BEST completed by</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Project manager</font></p><p><font color="blue">B. Team</font></p><p><font color="blue">C. Sponsor</font></p><p><font color="blue">D. Stakeholders</font></p><p><font color="red">经验教训总结最好由谁完成：</font></p><p><font color="red">A．项目经理</font></p><p><font color="red">B．团队</font></p><p><font color="red">C．出资人</font></p><p><font color="red">D．项目干系人</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：每个项目干系人都需要进行经验总结。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">26. Which of the following processes is not a part of Project Communication Management?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Managing Stakeholders</font></p><p><font color="blue">B. Communication Planning</font></p><p><font color="blue">C. Information Distribution</font></p><p><font color="blue">D. Human Resource Planning</font></p><p><font color="red">下列哪个过程不属于项目沟通管理</font></p><p><font color="red">A．管理干系人</font></p><p><font color="red">B．沟通规划</font></p><p><font color="red">C．信息发布</font></p><p><font color="red">D．人力资源规划</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：人力资源规划属于项目人力资源管理章节。参考：PMBOK2008 P243。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">27. Which of the following tools ＆ techniques are used to create a Communications Management Plan?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Stakeholder Analysis ＆ Project Scope statement</font></p><p><font color="blue">B.Communication Channel ＆ Work Performance Information</font></p><p><font color="blue">C.Communications Requirements Analysis ＆ communications Technology</font></p><p><font color="blue">D.Communications Skills ＆ Lessons Learned Process</font></p><p><font color="red">下列哪个工具和技术用于创建沟通管理计划?</font></p><p><font color="red">A．干系人分析和项目范围说明书</font></p><p><font color="red">B．沟通渠道和工作绩效信息</font></p><p><font color="red">C．沟通需求分析和沟通技术</font></p><p><font color="red">D．沟通技能和经验总结过程</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">参考：PMBOK2008 P253。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">28. All the needs of whom should performance reports address?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Management</font></p><p><font color="blue">B. Team members</font></p><p><font color="blue">C. Project manager</font></p><p><font color="blue">D. Stakeholders</font></p><p><font color="red">下列哪项需要接受绩效报告?</font></p><p><font color="red">A．管理层</font></p><p><font color="red">B．团队成员</font></p><p><font color="red">C．项目经理</font></p><p><font color="red">D．干系人</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：绩效报告需要根据沟通管理计划中的规定，提供给合适的干系人。参考：PMBOK2008 P270。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">29. You are managing a complicated software development project with several deliverables. To be effective, and to be alert to potential future problems,you monitor interim deliverables i.e. which deliverables have been completed and which have not. This information is available to you through:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Revisions to Work Breakdown Structure</font></p><p><font color="blue">B. Performance Reports</font></p><p><font color="blue">C. Earned Value Techniques</font></p><p><font color="blue">D. Project Baseline Changes</font></p><p><font color="red">你在管理一个复杂的软件项目包括几个成果。为了有效，并清楚地预防未来的问题，你监控项目中间产生的成果，如哪个成果已经完成哪个没有完成。这些信息是可以使用的通过：</font></p><p><font color="red">A．修订工作分解结构</font></p><p><font color="red">B．绩效报告</font></p><p><font color="red">C．实现值技术</font></p><p><font color="red">D．项目基准变更</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：上述信息是 工作绩效信息，是报告绩效过程的输入。参考：PMBOK2008 P268。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">30. You joined the company recently as a project manager. To make you familiar with the company policies and best practices, you are teamed up with another project manager in the company through the "Buddy System." The communication between both of you will be:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Written</font></p><p><font color="blue">B. Formal</font></p><p><font color="blue">C. Horizontal</font></p><p><font color="blue">D. Oral</font></p><p><font color="red">你最近加入某个公司成为项目经理。为了熟悉公司的政策和最佳实践，你和其他项目经理两人合作。介于你们俩之间的沟通是：</font></p><p><font color="red">A．书面</font></p><p><font color="red">B．正式</font></p><p><font color="red">C．水平</font></p><p><font color="red">D．口头</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：同级之间的叫水平沟通，如同学、同事；上下级之间的叫垂直沟通，如与领导、父母交流。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">31.as a part of communication process who is responsible for making sure that information is received completely and understood clear</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Sender</font></p><p><font color="blue">B.Receiver</font></p><p><font color="blue">C.Messenger</font></p><p><font color="blue">D.all above</font></p><p><font color="red">作为沟通过程的一部分，谁负责确保信息被完整地接受并理解的清楚正确?</font></p><p><font color="red">A．发送者</font></p><p><font color="red">B．接受者</font></p><p><font color="red">C．报信者</font></p><p><font color="red">D．上面所有</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：接受者有责任完整的接收信息，正确地理解信息。参考：PMBOK2008 P255。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">32. Communications is best described as:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.an exchange of information.</font></p><p><font color="blue">B.providing written or oral directions.</font></p><p><font color="blue">C.consists of senders and receivers</font></p><p><font color="blue">D.All of the above</font></p><p><font color="red">沟通可以最好的被描述：</font></p><p><font color="red">A．信息的交换</font></p><p><font color="red">B．通过书面和口头进行</font></p><p><font color="red">C．包括发送者和接受者</font></p><p><font color="red">D．上述所有</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">33. You are the project manager for a project that has high visibility. Your manager wants you to prepare a presentation for him to present at a conference.Most of the material in the presentation will be facts that are the results of your project. Your manager intends to present the material under his own name. Your name will not appear. What should you do?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Refuse to work on the presentation unless you are listed as a coauthor.</font></p><p><font color="blue">B.Do the work as you were told by your manager.</font></p><p><font color="blue">C.Present your own presentation.</font></p><p><font color="blue">D.Meet with your manager s manager and discuss the problem.</font></p><p><font color="red">你是某个具有高可见度的项目的项目经理。你的管理者要你准备个介绍给他，以便他在会议上展示。多数展示的材料都是基于你项目的结果。你的管理者想要展示这些材料在他的名下。你的名字将不会出现。你应该如何做?</font></p><p><font color="red">A．拒绝此工作，除非你的名字列到联合作者中</font></p><p><font color="red">B．按你的管理者的要求去做</font></p><p><font color="red">C．提供你自己的介绍</font></p><p><font color="red">D．会见你管理者的管理者讨论这个问题</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：服从领导安排。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">34. Manage Stakeholders is part of which process group?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Initiating</font></p><p><font color="blue">B.Planning</font></p><p><font color="blue">C.Executing</font></p><p><font color="blue">D.Monitoring and Controlling</font></p><p><font color="red">管理干系人属于哪个过程组?</font></p><p><font color="red">A．启动</font></p><p><font color="red">B．规划</font></p><p><font color="red">C．执行</font></p><p><font color="red">D．监控</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">参考：PMBOK2008 P43。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">35. Which of the following is often overlooked in achieving effective communication?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. speaking clearly</font></p><p><font color="blue">B. listening</font></p><p><font color="blue">C. interpreting</font></p><p><font color="blue">D. maintaining eye contact</font></p><p><font color="red">以下哪项在进行有效沟通时经常被忽略?</font></p><p><font color="red">A．讲话清楚</font></p><p><font color="red">B．听</font></p><p><font color="red">C．解释</font></p><p><font color="red">D．维持目光接触</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">36. When communicating with people-oriented person, a project manager should</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Stress the uniqueness of the idea or topic an hand</font></p><p><font color="blue">B. Stress the relationship between his or her proposals and the people concerned</font></p><p><font color="blue">C. Be precise about the value of the ideas to overall organizational goals</font></p><p><font color="blue">D. Focus on personal performance issues first</font></p><p><font color="red">当与“人际关系导向”的人进行沟通时，项目经理要</font></p><p><font color="red">A．强调独一无二的话题</font></p><p><font color="red">B．强调她或他的提议与此人所关注的联系</font></p><p><font color="red">C．明确这个概念对于整个组织目标的作用</font></p><p><font color="red">D．首先强调这个人的绩效表现</font></p><p><B><font color="white">B</font></B></p><p><B><font color="white">解释：以“人际关系导向、以人为本”的人 的特点是比较关注和他相关的人际影响。相关知识：还有以管理为导向的、以利润为导向的等等。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">37.The major purpose of project status reports is to</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Provide project information to sponsor and functional management</font></p><p><font color="blue">B. Inform the client about the changes that have completed</font></p><p><font color="blue">C. Organize and summarize the information so that all stakeholders are informed</font></p><p><font color="blue">D. Inform upper management of the project problems</font></p><p><font color="red">项目状态报告的目的是</font></p><p><font color="red">A．向项目发起人和职能经理提供项目的信息</font></p><p><font color="red">B．通知客户已经发生的变化</font></p><p><font color="red">C．组织汇总项目的信息以通知所有的项目干系人</font></p><p><font color="red">D．通知高层经理关于项目的问题</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：状态报告就是用来汇总信息向干系人汇报的。参考：PMBOK2008 P270。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">38.Your client informs you that his company has a problem with the current design specification of your product and how it will interface to existing systems. If this occurs, it could be a major problem for your project. The client is coming to your office in one week to discuss the problem to see what your team can do to overcome the setback. All previous meeting ware informal with this client, but this time he wants a formal meeting. What should you do to prepare for this meeting?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Update the schedule and assume an inactive role since the client has not given you the specifics of the potential problem</font></p><p><font color="blue">B. Make sure that the team has increased productivity so the client can see how efficient you team is performing</font></p><p><font color="blue">C. Assemble the team and ask them to prepare an agenda for topics to discuss</font></p><p><font color="blue">D. Make sure that each team members have their assignments in preparation for any topics and needed plans</font></p><p><font color="red">你收到客户通知，他们公司对于你们产品的设计标准有点问题将会影响到整个系统。如果这真的发生了将会对你的项目产生大麻烦。客户一个星期之后来与你讨论你的团队能否在这方面返工。过去与这位客户都是非正式的交流，而这次他要一个正式的会议。你将如何准备这个会议?</font></p><p><font color="red">A．更新进度计划并且采取一个被动的角色，因为客户没有告诉你这个潜在问题的细节是什么</font></p><p><font color="red">B．确认你的团队已经提高了生产率，让客户看到你们是多么的有效率</font></p><p><font color="red">C．通知团队成员让他们准备一份讨论议题</font></p><p><font color="red">D．明确每一个成员有他们准备任何议题及所需计划的任务</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：会议准备需要制定议程、明确成员责任。参考：图解项目管理-沟通章节，高效会议管理。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">39. There are some personnel performance problem in the project, which of the following is the best resolution to be used to solve the problem?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. formal written communication</font></p><p><font color="blue">B. formal oral communication</font></p><p><font color="blue">C. informal written communication</font></p><p><font color="blue">D. informal oral communication</font></p><p><font color="red">项目出现人员绩效问题，最好通过什么手段处理?</font></p><p><font color="red">A．正式书面沟通</font></p><p><font color="red">B．正式口头沟通</font></p><p><font color="red">C．非正式书面沟通</font></p><p><font color="red">D．非正式口头沟通</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">40. Which of the following is NOT a characteristic of message filtering?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. semantics</font></p><p><font color="blue">B. media</font></p><p><font color="blue">C. ethics</font></p><p><font color="blue">D. organizational status</font></p><p><font color="red">以下哪项不是消息过滤的特征?</font></p><p><font color="red">A．语义学</font></p><p><font color="red">B．媒介</font></p><p><font color="red">C．道德规范</font></p><p><font color="red">D．组织状态</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：过滤是指由于文化、环境、传递介质导致的信息衰减现象。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">41 .One of the most common pitfalls in effective communication is:</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. not selecting the correct medium</font></p><p><font color="blue">B. nor considering the position of the receiver</font></p><p><font color="blue">C. assuming that because a message is sent, it has been received</font></p><p><font color="blue">D. All of the above.</font></p><p><font color="red">有效沟通中一个最普遍的陷阱是：</font></p><p><font color="red">A．没有选择正确的方法</font></p><p><font color="red">B．没有换位思考</font></p><p><font color="red">C．假定一个信息一旦发出，就会被接收到</font></p><p><font color="red">D．以上都是</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：沟通模型中，接受者最重要的事情就是给出明确的反馈，四个选项只有这个提到了沟通模型。参考：PMBOK2008 P255。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">42. All of the following statements define the role of a meeting chairperson except</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Initiates and concludes discussion</font></p><p><font color="blue">B. Controls irrelevant discussion</font></p><p><font color="blue">C. Resolves strong disagreements</font></p><p><font color="blue">D. Produces meeting agenda</font></p><p><font color="red">下列各项都描述了一位会议主席的角色，除了</font></p><p><font color="red">A．发起和结束讨论</font></p><p><font color="red">B．控制毫不相关的讨论</font></p><p><font color="red">C．解决严重的分歧</font></p><p><font color="red">D．产生会议议程</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：会议主席负责主持会议，选项D是会议准备工作，不一定由会议主席负责。 （2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">43. During project execution period, both the progress performance and the cost performance are satisfying, by now project manager is reappointed , who is attending project interview meeting, what is the most important?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. establish goal</font></p><p><font color="blue">B. introduce team members to stakeholders</font></p><p><font color="blue">C. check communication</font></p><p><font color="blue">D. project charter</font></p><p><font color="red">项目执行期问，进度绩效和成本绩效均令人满意，这时重新委任了一个项目经理，他正要出席项目见面会，什么是是最重要的?</font></p><p><font color="red">A．设定目标</font></p><p><font color="red">B．向项目干系人人介绍小组成员</font></p><p><font color="red">C．检查沟通</font></p><p><font color="red">D．项目章程</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：第一次见面首先需要了解团队成员之间的沟通关系。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">44．All the techniques described be}low can be used to keep a meeting focused except：</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A．Recall agenda items／purpose of meeting</font></p><p><font color="blue">B．Summarize discussion periodically</font></p><p><font color="blue">C．Encourage pursuit of interesting new ideas</font></p><p><font color="blue">D．Rephrase unclear ideas presented by group members</font></p><p><font color="red">下述技术可以用来保持会议焦点集中，除了：</font></p><p><font color="red">A．回顾议程条款，会议的目的</font></p><p><font color="red">B．阶段性地总结讨论过的内容</font></p><p><font color="red">C．鼓励追求有趣味的新想法</font></p><p><font color="red">D．重新描述小组成员提出的措辞不明的想法</font></p><p><B><font color="white">C</font></B></p><p><B><font color="white">解释：选项C属于头脑风暴法的内容，属于发散思维。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">45.Five people are involved on a project that requires significant communication between all project participants. How many lines of communication exist on this project?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. 5</font></p><p><font color="blue">B. 6</font></p><p><font color="blue">C. 8</font></p><p><font color="blue">D. 10</font></p><p><font color="red">一个项目中有5个人需要与所有项目参与者进行重要的沟通，在这个项目中存在多少条通信线?</font></p><p><font color="red">A．5</font></p><p><font color="red">B．6</font></p><p><font color="red">C．8</font></p><p><font color="red">D．10</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：沟通渠道计算：N（N-1）/2 ，N为干系人数量。所以这道题是10个渠道。参考：PMBOK2008 P253。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">46.Listening involves more than hearing sounds. The good listener</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Repeats some of the things said</font></p><p><font color="blue">B. Finishes the speaker s sentences</font></p><p><font color="blue">C. Writes everything down</font></p><p><font color="blue">D. Nods his head frequently</font></p><p><font color="red">倾听不只包含听声音。好的聆听者</font></p><p><font color="red">A．反馈或重复一些说过的话</font></p><p><font color="red">B．完成讲话人的句子</font></p><p><font color="red">C．写下一切</font></p><p><font color="red">D．频繁地点头</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：沟通模型中，倾听者需要给出明确的反馈。参考：PMBOK2008 P255。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">47. which of the following tool or technique is used in communication planning process?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. communications requirements analysis</font></p><p><font color="blue">B. communication skill</font></p><p><font color="blue">C. information search system</font></p><p><font color="blue">D. information publish system</font></p><p><font color="red">以下哪项是用于沟通计划编制的工具或技术</font></p><p><font color="red">A．沟通需求分析</font></p><p><font color="red">B．沟通技巧</font></p><p><font color="red">C．信息检索系统</font></p><p><font color="red">D．信息发布系统</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">参考：PMBOK2008 P253。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">48.An organization with 5,000 staffs starts its reform project, the project team is made up of representatives sent out by each department. To distinguish and satisfy' the information requirements of the stakeholders, which is the best approach?</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. communication plan</font></p><p><font color="blue">B. communication and responsibility matrix</font></p><p><font color="blue">C. personnel organization and resource management plan</font></p><p><font color="blue">D. OBS</font></p><p><font color="red">一个拥有5000员工的组织开始了改造项目，项目团队由每一个单位派出一位代表组成。识别和满足项目干系人的信息需求的最佳方法是?</font></p><p><font color="red">A．沟通计划</font></p><p><font color="red">B．沟通和职责矩阵</font></p><p><font color="red">C．人员编制和资源管理计划</font></p><p><font color="red">D．OBS</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：沟通管理计划描述干系人的沟通需求。参考：PMBOK2008 P257。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">49. Communication is vitally important for conducting business and managing projects; however, it becomes even more critical when working abroad with people whose language is different from yours. The single best way to become an effective communicator as an expatriate is to</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A. Learn and use the local language</font></p><p><font color="blue">B. Rely on interpreters</font></p><p><font color="blue">C．Focus primarily on formal．wDwrittenommunication</font></p><p><font color="blue">D．Use gestures and other forms of nonverbal communication to make your point</font></p><p><font color="red">沟通对经营业务和管理项目来讲是至关重要的，尤其是你在国外与使用另一种语言的人们一起工作的时候，沟通会变得更加重要。作为一个身在异国他乡的人来说，成为有效沟通者的唯一最佳方式就是</font></p><p><font color="red">A．学习并使用当地语言</font></p><p><font color="red">B．依靠翻译</font></p><p><font color="red">C．主要集中于正式、书面的沟通</font></p><p><font color="red">D．使用手势和其他非语言形式沟通来说明你的观</font></p><p><B><font color="white">D</font></B></p><p><B><font color="white">解释：当口头语言不通的时候，肢体语言更加重要。参考：PMBOK2008 P245。（2009-6-16 14:52:33）</font></B></p></blockquote>
<ul><li><font color="blue">50.When communicating with an action-oriented person,a project manager should</font></li></ul><blockquote dir="ltr" style="MARGIN-RIGHT: 0px"><p><font color="blue">A.Be as brief as possible and emphasize the practicality of his of her ideas</font></p><p><font color="blue">B.Provide options,including the pros and cons</font></p><p><font color="blue">C.Remain patient if the other person goes off on tangents</font></p><p><font color="blue">D.Speak as quickly as possible to ensure that all the information is conveyed</font></p><p><font color="red">当与一个行动导向型的人沟通时，项目经理应该</font></p><p><font color="red">A．尽可能简短，强调他或她的观点的可行性</font></p><p><font color="red">B．提供可选方案，包括利弊</font></p><p><font color="red">C．在对方离题时保持耐心</font></p><p><font color="red">D．尽可能地说得快，保证所有信息传达给对方</font></p><p><B><font color="white">A</font></B></p><p><B><font color="white">解释：行动导向的人，喜欢行动，不喜欢花太多时间沟通，所以与其沟通要简短。（2009-6-16 14:52:33）</font></B></p></blockquote>