同步练习7-项目人力资源管理_benefits on working on global projects

• 1. You just found out that a major subcontractor for your project consistently provides deliverables late. The subcontractor approaches you and asks you to continue accepting late deliverables in exchange for a decrease in project costs. This offer is an example of:

A. confronting.

B. compromise.

C. smoothing.

D. forcing.

你刚发现你项目的某个主要分包商提供的成果总是比较晚。这个分包商找到你希望你继续接受延期的成果，作为交换可以降低你项目的成本。这是什么的例子：

A．面对

B．妥协

C．调和

D．强制

B

参考：PMBOK2008 P240。（2009-7-31 14:46:34）

• 2. The project CPI is 1.02, the benefit cost ratio is 1.7 and the latest round of performance reviews identified few needed adjustments. The project team was co-located into a new building when the project started. Everyone commented on how excited they were to have all new facilities. The sponsor is providing adequate support for the project and few unidentified risks have occurred. In an attempt to improve performance, the project manager spends part of the project budget on new chairs for the team members and adds the term "senior" to each team member s job title. Which of the following is the MOST correct thing that can be said of this project or the project manager?.

A. The project manager has misunderstood Hertzberg's theory.

B. The project is slowly spending more money than it should. The project manager should begin to watch cost more carefully.

C. The performance review should be handled better to find more adjustments.

D. The project manager should use good judgment to determine which variances are important.

项目的CPI是1，02，收益成本率是1．7；最新的绩效评估发现少量需要调整。项目团队在开始的时候集中办公在新的大楼。每个人都很兴奋评论他们的新工具。项目出资人提供了足够的项目支持。少量没识别的风险发生。为了让绩效好转，项目经理花费项目预算在团队成员的的新位子，每个团队成员的职务上都加上了“资深”。下列哪个关于项目或项目经理的说法是正确的?

A．项目经理误解了赫兹伯格理论

B．项目较慢，花费了比计划多的费用。项目经理应该更多关注成本

C．项目绩效评估必须找出更多需要调整的

D．项目经理应该使用好的方法来判断是否偏差重要

A

解释：花费用在新位子上属于保健因素，不能有效提供绩效，代表项目经理没有真正理解双因素理论。（2009-7-31 14:46:34）

• 3. A project manager had a complex problem to solve and made a decision about what needed to be done. A few months later, the problem surfaced. What did the project manager most likely NOT do?

A. Proper risk analysis

B. Confirm that the decision solved the problem

C. Have the project sponsor validate the decision

D. Use an Ishikawa diagram

项目经理有个复杂的问题被解决，并作了关于需要做什么的决策。几个月后，问题再次出现，项目经理最可能没有做什么?

A．恰当的风险分析

B．确认解决问题的决策

C．找个出资人来验证决策

D．使用鱼骨图

B

解释：决策或问题解决，最后一个步骤是，对结果和过程进行评估，显然项目经理没有进行。参考：PMBOK2008 P412。（2009-7-31 14:46:34）

• 4. Project performance appraisals are different from team performance assessments in that project performance appraisals focus on:

A. how an individual team member is performing on the project.

B. an evaluation of the project team s effectiveness.

C. a team building effort.

D. reducing the staff turnover rate.

项目绩效评价和团队的绩效评估是不同的在于项目绩效评价关注：

A．个别成员在项目中的绩效如何

B．评估团队效力

C．团队建设的效果

D．减轻职员离职率

A

解释：其他三个都是 团队绩效评估的内容。参考：PMBOK2008 P235。（2009-7-31 14:46:34）

• 5. Conflict resolution techniques that may be used on a project include confronting smoothing, forcing and:

A. withdrawing.

B. directing.

C. organizing.

D. controlling.

用于项目中的冲突解决技术可能包括面对、调和、强制和：

A．撤退

B．指导

C．组织

D．控制

A

参考：PMBOK2008 P240。（2009-7-31 14:46:34）

• 6. Work on a project is ongoing when the project manager overhears two workers arguing over what a set of instructions mean. The project manager investigates and discovers that the instructions for the construction of the concrete footings currently being poured were poorly translated between the different languages in use on the project. Which of the following is the BEST thing for the project manager to do FIRST?

A. Get the instructions translated by a more experienced party.

B. Look for quality impacts of the poor translation of the instructions for the footings.

C. Bring the issue to the attention of the team and ask them to look for other translation problems.

D. Inform the sponsor of the problem in the next project report.

某个项目进行中，项目经理无意听到两个成员在争论一组介绍的含义。项目经理调查发现，这些介绍是关于建筑的混凝土底脚现在用浇注，在项目使用的两种语言上翻译的不好。下列哪个是项目经理首先要做的最好选择?

A．让更有经验的人或组织进行翻译

B．分析因为底脚翻译不好所产生的质量影响

C．把这个问难带给团队，让团队找出来其它翻译问题

D．在下个项目报告中通知项目干系人这个问题

B

2009-7-31 14:46:34）

• 7. A project is in the middle of the executing processes when a stakeholder suggests a major new change. This change will cause the third major overhaul of the project. At the same time, the project manager discovers that a major work package was not completed because a team member s boss moved him to another project that had a higher priority Which of the following is the best person for the project manger to address these issues with?

A. Team

B. Senior management

C. Customer

D. Sponsor

某个项目在执行一半的过程中，某个干系人建议作个重大的变更。这个变更将导致1／3的项目需要修改。同时，项目经理发现某个关键的工作包没有完成，因为团队成员的老板让他去了另一个高优先级的项目。下列哪个是最好的人选和项目经理找出问题：

A．团队

B．高层管理者

C．客户

D．出资人

D

解释：这种情形需要和职能经理进行交流，题干表明项目经理权力有限，出资人是对项目经理授权的人，共同进行有助于解决问题。（2009-7-31 14:46:34）

• 8. A project manager is trying to settle a dispute between two team members.One says the systems should be integrated before testing, and the other maintains each system should be tested before integration. The project involves over 30 people, and 12 systems need to be integrated. The sponsor is demanding that integration happen on time. What is the BEST statement the project manager can make to resolve the conflict?

A. Do it my way.

B. Let s calm down and get the job done.

C. Let s deal with this again next week after we all calm down.

D. Let s do limited testing before implementation and finish testing after implementation.

项目经理尝试解决两个团队成员的冲突。一个说系统测试之前应该整合，另一个说系统必须整合之前测试。这个项目包括30个人和12个系统需要整合。出资人要求整合只做一次。下列哪个语句是项目经理及解决冲突的最好选择?

A．按我的方式来做

B．让我们平静下来，完成工作

C．等我们平静下来之后下周再解决这个工作

D．让我们做有限的测试在实施之前，在实施后做最终的测试

D

2009-7-31 14:46:34）

• 9. The project is just starting out and consists of people from 14 different departments. The project charter was signed by one person and contains over 30 major requirements that must be met on the project. The sponsor has informed the project manager that the SPI must be kept between 0.95 and 1.1. A few minutes of investigation resulted in the identification of 34 stakeholders, and the schedule objectives on the project are constrained. A project manager has just been hired. Which of the following types of project management power will BEST help the project manager gain the cooperation of others?

A. Formal

B. Referent

C. Penalty

D. Expert

项目刚刚开始，人员来自14个不同的部门。项目章程已经签名，包括30多个主要的需求是项目必须满足的。出资人告诉项目经理，SPI必须保持在O．95到1．1之间。少量的调查识别了34个干系人，项目的进度目标是制约要素。项目经理刚刚被雇用。下列哪个类型的权力能够最好的帮助项目经理获得和他人的合作?

A．正式

B．参考

C．处罚

D．专家

A

解释：项目经理早期使用正式权力。参考：图解项目管理人力资源管理章节：5种权力（影响力）。（2009-7-31 14:46:34）

• 10. The new project is exciting to both the project manager and the team.This is the project manager s first assignment as project manager. The team has the feeling that they will be able to complete work that has never been tried before. There are 29 people contributing to the product description and the team consists of nine highly experienced experts in their field. Part of the way through planning, three highly technical team members are disagreeing about the scope of two of the deliverables. One is pointing to the draft WBS and saying that two additional work packages should be added. Another is saying that a particular work package should not even be done. The third team member agrees with both of them. How should the project manager BEST deal with the conflict?

A. He should listen to the differences of opinion, determine the best choice, and implement that choice.

B. He should postpone further discussions, meet with each individual, and determine the best approach.

C. He should listen to the differences of opinions, encourage logical discussions, and facilitate an agreement.

D. He should help the team focus on agreeable aspects of their opinions and build unity by using relaxation techniques and common focus team building.

新项目让项目经理和团队都很兴奋。这是项目经理第一个项目。团队感觉他们有能力完成次前从未做过的工作。有29个人参与编写产品描述，团队有9个在各自领域的高级专家组成在规划期间，3个高技术的团队成员对两个成果的范围不同意。某个指出WBS的草稿，需要两个额外的工作包需要标识。另一个说，某个特定的工作包不应该做。第三个成员同意他们两个的观点。项目经理最好的方式该如何处理此冲突?

A．他应该倾听不同的观点，确定最好的选择，实施这个选择

B．他应该推迟到未来讨论，会见每个人，确定最好的方法

C．他应该倾听不同观点，鼓励合理的讨论，推动达成共识

D．他应该帮助团队关注他们观点一致的方面，使用放松的技术来构建团队

C

解释：针对专家团队进行管理时，要多倾听，鼓励他们进行讨论（2009-7-31 14:46:34）

• 11. A project has several teams. Team C has repeatedly missed deadlines in the past. This has caused team D to have to crash the critical path several times. As the team leader for team D, you receive word that the next deadline may also be missed. You should meet with the:

A. manager of team D.

B. project manager alone.

C. project manager and management.

D. project manager and the leader of team C.

某个项目有几个团队。团队C再三错过它负责的部分的最终期限。原因是团队D几次赶工关键路径。作为团队D的团队领导。你收到通知下次的最终期限也可能错过。你应该会见：

A．团队D的管理者

B．单独会见项目经理

C．项目经理和管理层

D．项目经理和团队C的领队

D

解释：解决冲突，最好的沟通方式是面对面，要和团队C的领队共同见项目经理。参考：PMBOK2008 P240。（2009-7-31 14:46:34）

• 12. A project manager has just found out that a major subcontractor for her project is consistently late delivering work. The project team member responsible for this part of the project does not get along with the subcontractor. To resolve the problem, the project manager says, "You both will have to give up something to solve this problem." What conflict resolution method is she using?

A. Confrontation

B. Compromise

C. Smoothing

D. Communicating

项目经理刚刚发现他项目的一个重要的转包商常常延期完成工作。项目团队成员长期没有和转包商一起交流。为了解决这个问题，项目经理说，“你们双方都需要放弃些什么来解决这个问题”。他在使用什么冲突解决方案?

A．面对面

B．妥协

C．调和

D．沟通

B

解释：项目经理希望双方都妥协-双方都作出让步。参考：PMBOK2008 P240。（2009-7-31 14:46:34）

• 13. A team member is not performing well on the project because she is inexperienced in system development work. There is no one else available who is better qualified to do the work. What is the BEST solution for the project manager?

A. Consult with the functional manager to determine project completion incentives for the team member.

B. Obtain a new resource more skilled in development work.

C. Arrange for the team member to get training.

D. Allocate some of the project schedule reserve.

团队成员在项目上业绩不太好；因为她在系统开发工作中缺乏经验。没有其它更好的人可以替代。项目经理最好的解决方案是什么?

A．和职能经理协商对该成员完成项目时提供激励

B．获得在开发工作有更多技能的新资源

C．安排团队成员去参加培训

D．分配些项目进度储备

C

解释：如果成员不符合要求，可以安排培训计划。参考：PMBOK2008 P225。（2009-7-31 14:46:34）

• 14. You are a project manager leading a cross-functional project team in a weak matrix environment. None of your project team members report to you functionally and you do not have the ability to directly reward their performance. The project is difficult, involving tight date constraints and challenging quality standards. Which of the following types of project management power will likely be the MOST effective in this circumstance?

A. Referent

B. Expert

C. Penalty

D. Formal

你是个项目经理在弱矩阵环境中领导一个跨部门的项目团队。没有一个你的项目成员向你汇报，你没有能力指导奖励他们的绩效。项目非常困难，包括很紧的日期约束和有挑战性的质量标准。下列哪个类型项目管理的权力在此种环境最为有效?

A．参考

B．专家

C．处罚权力

D．正式权力

B

解释：在弱矩阵中，项目经理正式权力很小，所以不能选择C和D，只有项目经理具有良好人脉时才有参考权力，题干没有指出来你人脉如何，所以选择专家权力。（2009-7-31 14:46:34）

• 15. During every project team meeting, the project manager asks each team member to describe the work he or she is doing, and the project manager assigns new activities to team members. The length of these meetings has increased because there are many different activities to assign. This could be happening for all the following reasons EXCEPT?

A. Lack of a WBS

B. Lack of a responsibility assignment matrix

C. Lack of resource leveling

D. Lack of team involvement in project planning

每次项目团队会议时，项目经理要求每个团队成员描述他们的工作，然后项目经理分配新的活动给团队成员。会议的时间不断变长因为有很多不同的活动需要分配。引发这种现象的原因包括出了：

A．缺WBS

B．缺职责分配矩阵

C．缺资源平衡

D．项目规划期问缺少团队成员的参与

D

解释：题干表明项目计划没有做好，根据PMI观点，选项D缺乏团队成员参与是导致计划做不好的关键原因。其他三个不是根本原因。（2009-7-31 14:46:34）

• 16. During project planning in a matrix organization, the project manager determines that additional human resources are needed. From whom would he request these resources?

A. Project manager

B. Functional manager

C. Team

D. Project sponsor

项目在矩阵性组织中规划，项目经理发现需要额外的人力资源。他需要找谁请求这些资源?

A．项目经理

B．职能经理

C．团队

D．项目出资人

B

解释：在矩阵型组织中，职能经理控制资源。参考：PMBOK2008 P29。（2009-7-31 14:46:34）

• 17. What does a resource histogram show that a responsibility assignment matrix does not?

A. Time

B. Activity

C. Interrelationships

D. The person in charge of each activity

资源柱状图显示哪些职责分配矩阵没有显示的信息?

A．时间

B．活动

C．相互关系

D．每个活动的负责人

A

解释：资源直方图显示某个时间段内，某个团队或单位投入项目的资源工时。参考：PMBOK2008 P224。（2009-7-31 14:46:34）

• 18. What conflict resolution technique is a project manager using when he says, "1 cannot deal with this issue now!"

A. Problem solving

B. Forcing

C. Withdrawal

D. Compromising

当项目经理说“我现在不能处理这个问题”时，项目经理在使用什么冲突解决技术?

A．问题解决

B．强制

C．撤退

D．妥协

C

解释：现在不解决，表明要拖延到以后解决，是撤退。参考：PMBOK2008 P240。（2009-7-31 14:46:34）

• 19. The MOST common causes of conflict on a project are schedules, project priorities, and:

A. personalities.

B. resources.

C. cost.

D. management.

项目当中最常见的冲突原因是进度，项目优先级和：

A．个性

B．资源

C．成本

D．管理

B

2009-7-31 14:46:34）

• 20. Which of the following conflict resolution techniques will generate the MOST lasting solution?

A. Forcing

B. Smoothing

C. Compromise

D. Problem solving

下列哪个冲突解决技术通常被考虑为最长久的解决方案?

A．强制

B．调和

C．妥协

D．问题解决

D

参考：PMBOK2008 P240。（2009-7-31 14:46:34）

• 21. All of the following are typical concerns of matrix team members EXCEPT?

A. wondering who will handle their evaluations.

B. serving multiple bosses.

C. developing commitment.

D. computing fringe benefits when working on multiple projects.

下列都是矩阵团队成员典型关心的除了：

A．好奇谁对他们做出评估

B．有多个老板

C．发展承诺

D．工作在多个项目上时考虑额外的福利

D

解释：矩阵型多重管理，会导致团队成员关系选项A、B、C。参考：PMBOK2008 P28。（2009-7-31 14:46:34）

• 22. The highest point of Maslow's hierarchy of needs is

A. physiological satisfaction.

B. attainment of survival.

C. need for association.

D. esteem.

马斯洛需求层次的最高层是：

A．生理安全

B．实现生存

C．社交需要

D．尊敬

D

解释：在给的选项中选（2009-7-31 14:46:34）

• 23. Using Force field analysis to monitor and control how attributes of a project manage and the team influence a project, which should not be found among the strongest driving forces for personal drive, leadership and motivation?

A. First project management experience

B. Desire for accomplishment

C. Interest in project

D. Work challenge

使用力场分析来监控项目经理的态度和团队对项目影响，哪个不是最强的个人驱动，领导力和动机的力量?

A．第一个项目管理经验

B．成就的渴望

C．项目的利益

D．工作挑战

A

解释：其他三个都是人的驱动力，基于马斯洛需求层次说。参考： H. Kerzner, Project Management, A Systems Approach to Planning, Scheduling and Controlling, 8th edition, page 347.（2009-7-31 14:46:34）

• 24.Situational leadership as defined by Hersey and Blanchard consists of the stages

A. Must-be requirements, one-dimensional requirements, attractive requirements

B. Directing, supporting, coaching, delegating.

C.Direct style, instrumental style, relational style.

D. Acquisition stage, learning stage, performance stage, exhaustion stage

情景式领导由Hersey和Blanchard所定义包括下列时期：

A．必要需求，单方需求，魅力需求

B．指导，支持，教练，委托

C．指导风格，乐器风格，关系风格

D．获得阶段，学习阶段，执行阶段，疲惫阶段

B

解释：情景式领导，即针对团队所出不同阶段分别采用指导、教练、支持、授权等不同领导风格。参考：图解项目管理人力资源章节-管理项目团队。 （2009-7-31 14:46:34）

• 25. Your project team is on its way to finish work on the project, while you have the impression that a staff member is already negotiating the next assignment in another project. You are afraid that the person may come under pressure to start working on the other job before she has finished her work for your project. Her task is very complex, and it would be hard for someone else to take up the partial results and finish them. What action is most likely to resolve the situation?

A. Have a private meeting with the person and discuss your observations.Make the person aware of the contract and of the legal consequences of unfinished work.

B. Have a meeting with the entire team and discuss the person's expected early leave. Use team dynamics to buy in the commitment from the person to finish work orderly.

C. Use your network of project managers to find another assignment for the person which allows for smooth transition and does not conflict with your needs.

D. Ignore your observations and let the team member do her job. It is quite uncommon that staff drops work for a project before it is completely finished.

你的项目团队正在完成项目的结束工作，其问你感觉到某个团队成员准备好谈判下一个来自其他项目分配的工作。你担心这个人在完成你项目中他负责的工作之前开始受到其他工作的压力。他的任务非常复杂，而且很难有其他人能够接手部分工作和结束它们。解决这种情形最好的行动是：

A．和这个人进行私人会谈，讨论你的想法，确保这个人意识到合同和不完成工作的法律上的结果

B．和整个团队开会，讨论这个人想早点离开，使用团队的力量获得这个人完整完成工作的承诺

C．使用你的项目经理网络，找到其他分配工作的那个人，获得平滑的过渡，不要和你的需要冲突

D．忽视你的观点，让团队成员做他的工作，很少见到某个职员在没有完成项目工作之前离开

C

解释：找最好的选项来处理人员离职问题。参考：PMBOK2008 P224。 （2009-7-31 14:46:34）

• 26. Understanding cultural key similarities and differences is especially important for...

A. ...globally dispersed, cross-cultural and virtual teams

B. ...culturally homogeneous, co-located teams.

C. ...project sub-teams and work cells.

D. ...teams under high budget and schedule pressure.

理解文化关键的类似和差异，非常有帮助对于：

A．全球式，跨文化和虚拟团队

B．文化相似的，集中办公的团队

C．项目子团队和工作单元

D．在高预算和进度压力下的团队

A

解释：在管理全球式、跨文化虚拟团队时，对文化差异的理解非常重要。参考：PMBOK2008 P230。 （2009-7-31 14:46:34）

• 27. The use of scarce resources must be decided upon with functional managers before causes delays in your project. Which is probably your most important skill right now?

A. Planning

B. Negotiating

C. Facilitating

D. Documenting

此前职能经理作出决策必须使用不足的资源，导致你的项目延期。下列哪个是你立刻使用的重要技能?

A．规划

B．谈判

C．推动

D．证明

B

解释：项目管理团队需要职能经理、执行组织中的其他项目管理团队进行谈判，以便获得合适的资源。参考：PMBOK2008 P227。（2009-7-31 14:46:34）

• 28. In an organization, project managers report directly to the head of a Project management office (PMO). In this case, which statement is probably not true?

A. The head of the project management office can strengthen the matrix as a manager of project managers.

B. The project management office will actually be responsible for direct management of the projects.

C. Projects will be run by the functional organization and project managers are expediting change control.

D. It will be easier for the PMO to ensure that the organizational process assets provided are being used.

在组织中，项目经理直接向项目管理办公室(PMO)汇报。这种情形下，哪个说法可能不正确?

A．项目管理办公室的领导者可以强化矩阵中项目经理的角色

B．项目管理办公室将对项目管理负实际责任

C．项目将通过职能组织来运行，项目经理是为了加速变更控制

D．项目管理办公室可以很容易的区别组织的过程资产被提供并使用

C

解释：项目经理负责具体项目；项目管理办公室负责整体协调、为项目经理提供支持。参考：PMBOK2008 P25 26。（2009-7-31 14:46:34）

• 29. During execution of your project you observed that a team member is being isolated by other team members. Which is a wrong approach to such a situation?

A. The interpersonal relationships between team members are their private issue. You should not interfere.

B. You should apply team building measures to improve the team's effectiveness.

C. You should try to get feedback from the isolated team member to understand the situation.

D. You should try to get feedback from the other team members to understand the situation

在项目执行期间你发现某个成员被其他成员所孤立。这种情形下哪个方式是错误的?

A．团队成员之间的人际关系是他们的私事，你不应该干扰

B．你应该使用团队建设措施来改进团队的效力

C．你应该尝试从被孤立的成员得到反馈，理解这种情形

D．你应该尝试从其他团队成员得到反馈，理解这种情形

A

解释：项目经理有责任进行团队建设，确保每个成员具有归属感。参考：PMBOK2008 P232。 （2009-7-31 14:46:34）

• 30. What are extrinsic motivators?

A. Motivators specific to an individual.

B. Incentives such as money, gifts, and rewards.

C. Motivators derived from within the individual

D. Hygiene factors of the work environment

外部的激励因素是：

A．针对某个人的特定激励因素

B．激励因素如钱，赠品，奖金

C．个人内部的激励因素

D．工作环境的卫生因素

B

解释：凡是实的都是保健因素（又称外部激励因素）参考：图解项目管理-人力资源章节-双因素理论。（2009-7-31 14:46:34）

• 31. What is the most important benefit of a 360 degree review?

A. The reviewed person will regard the assessment process as fair and developmental.

B. Assessments from different perspectives leave no weak spot of a person unaddressed.

C. Managers will be assessed by their subordinates, enforcing a more participative style.

D. One can use a simple standard questionnaire to gather data from the reviewers.

下列哪个是360度考核最大的好处?

A．被评估的个人将关注评估过程的公平和发展的

B．评估来自不同的观点，避免没有弱点不被找到

C．管理者将评估他们的下属，强制更多参与的风格

D．可以使用简单的标准化问题来向评论者搜集数据

A

解释：360度考核的特点是全面、公平。参考：Timothy J. Kloppenborg and Joseph A. Petrick, Managing Project Quality, page 66.（2009-7-31 14:46:34）

• 32. A review of your project team member's most recent performance reports shows major drop in output. Which is the best approach to raise team productivity in a project?

A. Increase the frequency of team review meetings and status reports.

B. Increase the pressure on each team member to adhere to deadlines.

C. Post a special reward for the best performing team member.

D. Improve feelings of trust and cohesiveness among team members.

你项目的评估发现团队成员大多数近期的绩效报告显示士气不高。下列哪个是最好的方式来提升团队的项目生产力?

A．增加团队评估会和状态报告的次数

B．增加每个团队成员达到最终期限的压力

C．对表现最好的团队成员提供特殊奖励

D．改善信任的程度和团队成员的凝聚力

D

解释：通过团队建设可以改善信任、提高凝聚力从而提升团队生产力。参考：PMBOK2008 P235。 （2009-7-31 14:46:34）

• 33. As a project manager you can assign any one of two team members to a highly coveted task. Both are equally capable, but one of them is a member of your ingroup. To the other one, you have far more distance. How should you behave?

A. You disclose the situation to stakeholders and solicit a joint decision.

B. You take the person not in your in-group to avoid misunderstandings.

C. Chose the in-group person. The trustful relation will benefit the project.

D. You delegate the decision to a third team member to avoid the conflict.

作为项目经理，你可以分配两个中的一个成员到某个很有吸引力的工作。两个具有同样的能力，一个是你小团体的成员，另一个你们有些距离。你该如何做?

A．你可以把这种情形告诉干系人，让他们提供各决策

B．你可以选择哪个不是你小组的成员避免产生误解

C．选择你小团体的那个人，信赖关系有助于项目

D．你可以委派第三方做这个决策来避免冲突

A

解释：要公平、公正。参考： PMI Code of Ethics and Professional Conduct, page 4 (www.pmi.org/info/AP_PMICodeofEthics.pdf).（2009-7-31 14:46:34）

• 34. Which concept of locating team members can help them best to enhance their ability to perform as a team?

A. Co-location

B. Cross-functional dispersion

C. Virtual e-teams

D. Global team dispersion

下列哪个关于团队成员位置的概念可以很好的帮助他们提高执行能力?

A．集中办公

B．跨职能分布

C．虚拟团队

D．全球团队分布

A

解释：集中办公又叫“作战室”有助于提高团队绩效。参考：PMBOK2008 P234。 （2009-7-31 14:46:34）

• 35. What does a project manager need to perform the Manage project team process?

A. Preliminary project scope statement

B. Team Performance Assessments

C. Cost baseline

D. Statement of work

项目经理在管理项目团队过程需要什么?

A．项目初步范围说明书

B．团队绩效评估

C．成本基准

D．工作说明书(SOW)

B

参考：PMBOK2008 P237。（2009-7-31 14:46:34）

• 36. Which of the following are not common Barriers to project team building?

A. Differing outlooks, priorities, and interests

B. Role conflicts

C. Excessive team member commitment

D. Unclear project objectives/outcomes

下列哪个不是常见的项目团队建设的障碍?

A．不同的观点，优先级，兴趣

B．角色冲突

C．过多的团队成员许诺

D．不清楚的项目目标，产出

C

解释：其他三个都是不利于团队建设的。参考: H. Kerzner, Project Management, A Systems Approach to Planning, Scheduling and Controlling, 8th edition, page 208（2009-7-31 14:46:34）

• 37. During execution of a project, you observe that the performance of some of your team members is dropping, while others are doing a consistently good job. What should you try first to bring the team as a whole back to performance?

A. Organize a team meeting and discuss openly the bad performance of the weak team members. Try to find a joint solution during the meeting.

B. Introduce a competitive incentive system with a bonus for the 20% of your team which is performing better than the other 80%.

C. Do not interfere, but allow the team some time to organize itself and sort the problem out by low-level conflict management.

D. Introduce a system of formal and informal performance appraisals,research causes for bad performance and solicit mutual feedback.

项目执行期间，你检查到你的一些项目成员的绩效落后，其他的一直很好。在你尝试把团队的表现回到绩效时，你首先应该做什么?

A．组织和会议，公开讨论那些业绩较弱的团队成员，尝试找到共同的方案

B．引进竞争奖励系统，对20％表现比80％的成员好的发奖金

C．不要干涉，允许团队偶尔自发组织通过低层次的冲突管理找出问题

D．引进个正式和非正式的绩效评估系统，研究不好业绩的原因和得到相互的反馈

D

解释：正式或非正式的奖励决定有助于提高团队绩效。参考：PMBOK2008 P234。（2009-7-31 14:46:34）

• 38. You assigned staff members to activities, estimated work and scheduled your project. Then, you depicted the following resource histogram for your staff:What is the diagram telling you?

A. The project can probably not be finished as scheduled.

B. You may be able to finish the project early by reassigning work.

C. You should avoid network logic diagramming for scheduling.

D. You may run into problems with dual reporting relationships.

你分配的职员到活动，估算了工作来计划你的项目。然后你绘制了资源直方图，你发现直方图中资源投入高低不平，部分日期超过了100％可用资源。这个图告诉你什么?

A．项目可能不能按进度结束

B．你可能通过再分配工作提早结束项目

C．你应该避免网络逻辑图

D．你可能出现问题在双向报告关系中

A

解释：这种情况表明需要进行资源平衡，平衡的后果通常项目进度拖延。参考：PMBOK2008 P224。 （2009-7-31 14:46:34）

• 39. Geert Hofstede's cultural dimension of Individualism refers to...

A. ...the degree of dependence relationships between individuals.

B. ...the significance of the person versus that of the group.

C. ...the identification with the gender role of an individual.

D. ...the tolerance for ambiguity or uncertainty in the workplace.

Geert Hofstede的个人文化尺寸涉及到：

A．个人之问的依赖关系程度

B．个人对群体的重要程度

C．个人性别角色标识

D．在工作场地的不确定或不明确允许容差

B

参考: Vijay K. Verma, The Human Aspects of Project Management: Managing the Project Team, Volume Three, page 94（2009-7-31 14:46:34）

• 40. During Human resource planning you identified that your team members are not sufficiently qualified for their tasks. Which may be an appropriate solution to this problem?

A. Reduce level of effort

B. Develop a training plan

C. Plan quality audits

D. Plan quality inspections

人力资源规划过程你识别你的团队成员不符合他们的任务要求，下列哪个是合适的方式来解决这个问题?

A．降低投入的程度

B．编写培训计划

C．规划质量审计

D．规划质量检查

B

参考：PMBOK2008 P225。 “培训需求”（2009-7-31 14:46:34）

• 41.During the execution of a project to build a complex defence system, your team has run into a deep crisis.The project's goal and objectives have been challenging right from the start, but now you discovered that your team members got increasingly unaware of them. Being busy solving detail problems, they often fail to understand the overall requirements. Then, they develop solutions which resolve issues in their area of limited responsibility, while creating new problems at the interfaces with other system components. Meanwhile, the team members show signs of growing frustration, and time is running away. How can you help your team in this situation?

A. Accompany your team members along a sequence of maturity levels from dependence through independence to interdependence.

B. Ignore the low-level issues and focus on achieving the overall requirements, details can be sorted out during test and handover.

C. If everybody simply does their jobs, then there should be no problem.Make sure that team members are fully aware of their accountability.

D. Problems of this dimension have their origin in fundamental personal incompatibilities between team members. You should replace them all.

在执行一个构建新的防御系统的项目时，你的团队走到关键时刻。项目的目标和目的越来越有挑战，可现在你发现你的团队成员丝毫没有觉察。他们忙于解决细节的问题，他们不理解总体的需求，因此，他们开发的方案来解决他们责任范围内的问题，而引发产生了新的和其他组件接口之间的问题。期间，团队成员显示出挫折感，时间也失控。在此情形，你该如何帮助你的团队?

A．陪同你的团队成员按成熟的层次从依赖期经过独立期到相互依赖期

B．忽略低层次的冲突，集中总体需求，细节可以在测试和移交时找出来

C．如果没有人只是简单的做他们的工作，他们就不会有问题，确保团队成员全力做他们所负责的事情

D．冲突来自于团队成员之间最根本的基本个人原则。你应该全部替换他们

A

解释：根据柯维（《高效能人士的七个习惯》），团队发展的三个层次：依赖期、独立期、相互依赖期。参考：Vijay K. Verma, The Human Aspects of Project Management: Managing the Project Team, Volume Three, page 70.（2009-7-31 14:46:34）

• 42. You have just taken over a project as a project manager, which will create many benefits to the performing organization, but you sense a high level of resistance by various stakeholders right from the start. What is the most appropriate action to resolve the problem?

A. Develop a responsibility assignment matrix which clearly shows the responsibility of each stakeholder for the various project activities and who needs to be consulted and informed.

B. Develop an organization diagram, which places each of the stakeholders at an appropriate position inside the project and allows for certain lines of communication while disallowing others.

C. Schedule a meeting with these stakeholders to present the project,discuss and establish ground rules, ensure their involvement and identify initial personal and organizational issues.

D. Do not talk to these stakeholders too much at this time, instead create Faits accomplis, which will later force the stakeholders to support the project due to a lack of alternatives for them.

你刚刚开始负责某个项目，该项目将为执行组织创建很多利益，可以在开始，你感觉到来自不同干系人的很大的阻力，下列哪个动作可以最合适的解决这个问题?

A．编写职责分配矩阵，可以清楚展示每个项目干系人对不同项目工作的职责包括谁需要咨询、谁需要报告

B．编写组织图，把项目的干系人放置在合适的位置，考虑接受的沟通和不接受的沟通

C．安排会议向干系人介绍项目，讨论和建立团队规则，确保他们投入并识别最初的个人和组织的观点

D．这个时候不要和干系人讨论太多，替代的开始创建Faits accomplis，稍后施加压力让干系人支持项目因为他们没有其他选择

C

解释：团队规则是团队建设的工具。参考：PMBOK2008 P233。（2009-7-31 14:46:34）

• 43. As a project manager, when should you especially consider cultural differences?

A. When you break down scope to create a Work breakdown structure (WBS).

B. When you assign a human resources to do the work in a Schedule activity.

C. When you develop acceptance criteria for work results to be achieved by the team members.

D. When you decide upon recognition and awards during Team development

作为项目经理，什么时候你必须要考虑文化差异?

A．当你把项目范围分解创建工作分解结构(WBS)时

B．当你分配人力资源到进度活动时

C．当你为团队成员要完成的工作编写接受标准的时候

D．在团队建设期间，当你决定奖励和表彰时

D

参考：PMBOK2008 P234。（2009-7-31 14:46:34）

• 44. How does a project management team stay in touch with the work and the attitudes of project team members?

A. By observation and communication

B. Using closed questions during team meetings

C. Through third-party assessments

D. Through the team members' functional managers

项目管理团队该如何观察团队成员的态度和工作状况?

A．观察和交流

B．在团队会议上使用封闭式问题

C．经过第三方来评估

D．经过团队成员的职能经理

A

参考：PMBOK2008 P238。（2009-7-31 14:46:34）

• 45.According to Bruce Tuckman, which are the stages of team development?

A. Honeymoon, rejection, regression, acceptance, re-entry

B. Forming, storming, normalizing, performing

C. Tell, sell, consult, join

D. Direct, support, coach, delegate

根据布鲁斯塔可曼，团队建设有哪些阶段?

A．蜜月期，拒绝期，衰退期，接受期，重新入场

B．形成，震荡，规范，成熟

C．告诉，出售，商量，加入

D．指导，支持，教练。委派

B

参考：PMBOK2008 人力资源章节。（2009-7-31 14:46:34）

• 46. Being assigned as a project manager, you noticed during executing that conflicts arise in the team on both, technical and interpersonal level. What is an appropriate way of handling conflicts?

A.Conflicts distract the team and disrupt the work rhythm. You should always smooth them when they surface.

B.A conflict should be handled in a meeting so that the entire team can participate in solution finding.

C.Conflict should be addressed early and usually in private, using a direct,collaborative approach.

D.You should use your coercive power to quickly resolve conflicts and then focus on goal achievement.

当被分配为项目经理，你注意到执行期问在团队中出现些技术和人际关系层面的冲突。适当的解决冲突的方式是：

A．冲突会转移团队注意力打断工作节奏，你应该总是当他们出现时进行调和

B．冲突应该在会议上进行解决，这样整个团队都可以参与找出解决方案

C．冲突应该尽早识别，通常使用私下的，直接的，合作的方式来解决

D．你应该使用你的强制权力来快速解决冲突，使他们集中在实现目标上

C

参考：PMBOK2008 P239。（2009-7-31 14:46:34）

• 47. Your project has two hundred and fifty people from five different countries working to create a software solution which is going to be deployed across fifteen countries. Managing your virtual team is a challenge when compared with managing a collocated project. You should spend more time working on enhancing your:

A.Integrated Change Control Process

B.Contract Management Skills

C.Staffing Management Plan

D.Communications Planning

你的项目有250个团队成员来自5个不同的国家，工作在一起创建软件方案，该方案将部署到15个国家。管理虚拟团队和管理集中项目相比是个挑战，你应该花费大量时间工作来提供你的：

A．整体变更控制过程

B．合同管理技能

C．职员管理计划

D．沟通规划

D

解释：当使用虚拟团队时，沟通是个挑战。参考：PMBOK2008 P228。（2009-7-31 14:46:34）

• 48. Your previous project manager made most decisions by himself without consulting subordinates. So, he believed in a leadership style that was:

A.Laissez Faire

B.Assertive

C.Autocratic

D.Coaching

你此前的项目经理都是靠自己做出很多决策，从不咨询下属意见，他所相信的领导风格是：

A．自由

B．断定

C．独裁

D．教练

C

解释：管理风格有独裁、民主、自由、官僚之分。独裁就是管理者一个人说了算。参考：图解项目管理-人力资源章节-管理风格。（2009-7-31 14:46:34）

• 49. According to Maslow's hierarchy of needs, economic security is a

A. Physiological Need

B. Safety Need

C. Social Need

D. Esteem Need

根据马斯洛需求层次说，经济安全属于：

A．生理需要

B．安全需要

C．社交需要

D．尊重需要

B

解释：马斯洛需求理论：五种需要包括：生理、安全、社会、尊重、自我实现，认为人们只有满足低层次需要之后才可能有高层次需求。经济安全属于安全需求。（2009-7-31 14:46:34）

• 50. Which of the following organizational charts has a hierarchical format?

A.RACI Chart

B.Organizational Breakdown Structure

C.Work Breakdown Structure

D.Text-Oriented Chart

下列哪个组织图具有层次结构?

A．RACI图(职责分配矩阵)

B．组织分解结构OBS

C．工作分解结构WBS

D．基于文本的表格

B

参考：PMBOK2008 P220。（2009-7-31 14:46:34）