【2023-1-5】沟通加风险 每日5题

沟通加风险

1.相关方希望提高产品质量，但在投资培训还是投资设备之间存在冲突。项目经理应该做什么?
The stakeholders want to improve the quality of their products, but there is aconflict between investing in training and investing in equipment What shoulothe proiect manager do?A:进行成本效益分析
Execute a cost-benefit analysisB:同时投资两种方案Invest in both options at the same timeC:召开会议以达成一致意见A meeting was held to reach an agreement
D:与发起人沟通
Communicate with the sponsor
答案：A
解析:PMBOK(6)P282，8.1.2.3-数据分析-成本效益分析。成本效益分析是用来算备选方案优势和劣势的财务分析工具，以确定可以创造最佳效益的备选方案。“投资培训”还是“投资设备”，存在两个选择，成本效益分析适用。选项BCD，要基于成本效益分析的结果，在A选项之后。

2.在项目收尾阶段，几位相关方告知客户经理说，项目文件含糊不清。项目经理本应采取什么措施来避免发生这些问题?
At the closure phase of the proiect, several stakeholders informed the accounmanager that the project documentation was vaque. What should the projectmanager do to avoid these issues?
A:将与文档所涉之角色和职责纳入配置管理计划
Incorporate the roles and responsibilities covered by the document into the
confiquration management plan
B:将针对文件质量控制的具体措施纳入质量管理计划
Incorporate specific measures for document quality control into the quality
management plan
C:在沟通管理计划中记载更多与相关方一起进行的沟通活动
Document more communication activities with stakeholder in the
Communications management plan
D:将必要措施包含进来，对范围管理计划中的文档进行验证
Include the necessary actions to validate the documentation in the scope
management plan
答案：B
解析:PMBOK(6)P286，8.1.3.1-质量管理计划。“项目文件含糊不清”，问题出在对项目管理过程中的程序和标准没有清晰男定，所以要想避免问题的发生，就需要对质量管理计划进行完善。选项A，人员的角色和职言记录在资源管理计划当中。选项C，问题不是出在信息传递上。选项D，情景没有中没有强调题集中在范围管理计划，排除。

3.过去几周，某项目团队一直加班加点地工作，尽力在截止期限前完成项目。似乎没有时间或预算进行质量控制审查。项目经理首先应该做什么?
Over the past few weeks, a project team has been working overtime to try to
complete the project by the deadline. There does not appear to be time orbudget for quality control reviews. What should the project manager do first?
A:让团队继续加班加点地工作，以便完成质量控制审查
Let the team continue to work overtime to complete the quality control review
B:修改交付进度计划，以便能够进行质量控制审查
Modify the delivery schedule so that quality control reviews can be conductec
C:审查进度计划，预算和质量控制计划，以了解该问题的根本原因
Review schedule plans, budgets, and quality control plans to understand theroot cause of the issue
D:将质量控制审查推迟到项目交付之后
Postpone quality control reviews until after project delivery
答案：C
解析:PMBOK(6)P298，83-控制后量。问题已经暴露，“没有时间或预算进行质量控制审查”，接下来要对问题进行分析，根据分析的结果做出决策。选项AB是可能做出的决策。选项D，未经质量控制即交付，错误。

4.项目经理被指派负责的一个新项目。该项目必须遵循的过程与项目团队以前所用过程诉异，项目范围已适当定义，而且该过程已清晰记录。但项目团队继续遵循的旧习惯正右影响可交付成果的质量。项目经理应该使用哪种过程来帮助项目团队克服该问题?
A new proiect assigned to the project manager. The process that the projectmust follow is verv different from the process used by the proiect team beforthe project scope is properly defined, and the process is clearly documented.However, the old practices that project teams continue to follow are affectin(the quality of deliverables. Which process should the project manager use tohelp the project team overcome this issue?
A:规划质量管理
Plan quality management
B:管理相关方参与
Manage stakeholder engagement
C: 规划客户参与
Planning customer engagement
D:管理项目知识
Manage project knowledge
答案：A
解析:PMBOK(6)P277，8.1-规划量管理。“继续遵循旧的习惯”，质量管理活动存在问题，所以需要在质量管理计划中明确需要遵循的流程和标准，选A。导致情景中问发生的焦点不是相关方，所以排除相关方管理选项BC。选项D，对经验教训的收集要在解决问题之后。

5.质量需求已被识别，项目正在测试和评估这些需求。项目经理现在需要将测试结果与质量需求进行对比，以帮助确保这些结果会被接受。 项目经理接下来该做什么?
Quality requirements have been identified and the project is testing andevaluating these requirements. Proiect managers now need to compare testresults with quality requirements to help ensure that these results are accepted.What should the project manager do next?
A:风险审查
The risk review
B:质量报告 The quality report
C:数据分析报告 The data analysis report
D:质量审查 The Quality review
答案：D
解析:PMBOK(6)P298，8.3-控制量。“将测试结果与质量需求进行对比”，属于控制质量活动。选项A，风险审查，属于风险管理工具。选项B是管理质量过程的的输出。迄项C是数据分析后的输出。