沟通加风险 每日5题

1.项目经理发现一名新的团队资源不具备完成分配给其角色所需的技能。项目经理应该做什么?
The project manager finds that a new team resource does not have the skills required to complete the
job assigned to him. What should the project manager do?
A:请求该资源的职能经理提供替代资源
Request an alternative resource from the functional manager of the resource
B: 与该资源的职能经理开会，制定该资源的发展培训计划
Have a meeting with the functional manager of the resource to develop a development training plan for
the resource
C:撤回该资源，并让现有团队成员承担额外角色
Recall the resource and have team members take on additional roles
D:接受该资源，但向其分配更合适的任务以匹配其技能组合
Accept the resource, but assign it more appropriate tasks to match its skill set
答案：B
解析:PMBOK(6) P342-9.426培训对于资源技能上的短板，通常采用培训的方式加以解决，所以排除ACD选项。如果培训的内容在今后的项目中可以复用，那么培训工作通常由职能部门经理负责，反之由项目经理负责。

2.其项目的进度计划已根据受项目范用驱动的资源承诺确定基准，但由于业务优先级造成资源稀释，该项目正发生渐
进式延迟。项目经理应该做什么来纠正这一问题?
A project’s schedule has been baselined against project-scope-driven resource commitments, but theproject is being delayed incrementally due to the dilution of business priorities into resources. Whatshould the project manager do to correct the issue?
A:遵循风险管理过程
Follow the risk management process
B:遵循相关方参与过程
Follow the stakeholder engagement process
C:遵循变更管理计划
Follow the change management plan
D:遵循沟通管理计划
Follow the communications management plan
答案：C
解析:PMBOK (6)P350-9.5.3.1管理团队-变更请求。被动的“资源稀释”会造成多大的影响?4个选项里面整体变更管理流程可以对此进行评估，特别是对可能造成的连锁反应进行分析选项A，风险管理过程侧重不确定性事件的管理资源被稀释已经发生了，所以排除。选项B，相关方参与是针对相关方进行管理，情景中的焦点是资源管理。选项D，沟通管理计划针对的是信息如何传递。

3.项目经理正在管理一个虚拟团队，一名虚拟团队成员未能参加几次重要的项目会谈。项目经理应该做什么?The project manager is managing a virtual team, and a virtual team member fails to attend severa
important project meetings. What should the project manager do?
A:直接与该团队成员交谈以澄清期望
Talk directly to the team to clarify expectations
B:向该团队成员的职能经理提出该问题
Raise the issue with the team member’s functional manager
C:提醒该团队成员参加下一次团队会议
Remind the team member to attend the next team meeting
D:请求发起人支持举行一次团队建设活动
Request the sponsor to support a team building event
答案：A
解析:PMBOK (6)P345-9.5管理团队管理团队是跟踪团队成员工作表现，提供反馈，解决问题并管理团队变更，以优化项目绩效的过程遇到问题，首先要尝试去分析导致问题产生的原因，然后有针对性的加以解决。

4.在某典型的矩阵型组织中，项目经理收到一位工程师资源的辞职信。项目经理该做什么来确保项目不会受到影响?In a typical matrix organization, the project manager receives a resignation letter from an engineeresource. What should the project manager do to ensure that the project is not affected?
A:与职能经理协商安排替代资源
rrange alternative resources with functional managers
B:请求人力资源经理填补该空缺
Request the Human Resources Manager and use the vacancy
C:延迟接受辞职时间，直至替代资源完全入职
Delay the acceptance of resignations until alternative resources are fully available
D:修改资源管理计划，应对未来的辞职问题
Modify the resource management plan to deal with future resignations
答案：A
解析:PMBOK(6)P332，9.3.2.2-人际关系与团队技能-谈判。“典型矩阵型组织”，资源由职能部门经理提供，所以要去职能部门经理材商获取替代资源，而不是人力资源经理。选项C错误，有违公平。选项D，解决现有问题后，可能对资源管理计划进行更新，在选项A之后。

5.项目团队由来自不同职能部门的成员组成。对这些成员来说，项目工作是他们主要职责之外的额外职责。项目经理
应该做些什么才能清楚地了解团队成员的可用性?
The proiect team consists of members from different functional departments. For these membersproject work is an additional responsibility beyond their primary responsibilities. What should the
project manager do to have a clear understanding of team members’ availability?A:创建并维护资源日历
Create and maintain a resource calendar
B:制定团队章程
Develop a team charter
C:要求项目发起人与职能经理进行协商
Request the project sponsor and the functional manager to negotiate
D:亲自与职能经理协商
Negotiate with the functional manager personally
答案：A
:解析:PMBOK(6)P323-9.21.2项目文件-资源日历。注意审题，“了解团队成员的可用性”，不是询问如何获取资源，所以选项CD排除。选项B，团队章程是团队运行的基本规则。