6. A project manager sends the electrical engineer an e-mail message asking her to prepare a detailed technical report per some instructions given in the e-mail. A week later, the electrical engineer’s department manager visits the project manager to complain that his engineer had spent 45 hours preparing the 80-page report. The project manager indicates that he thought the report would be only 4 pages long. The problem here is one of:
Lack of feedback
Too many instructions
Too much communication
Lack of trust
A 项目经理发送给电子工程师一个电子邮件信息, 要求她准备一份详细的技术报告, 并在电子邮件中附注了某些说明. 一周后，电子工程师所在部门的经理拜访项目经理以抱怨道: 该电子工程师已经花费了45 小时做出80页的报告. 项目经理指出:他认为报告只需要有 4 页长. 这里的问题是:
a. 缺乏反馈
b. 指令太多
c. 沟通太多
d. 缺乏信任
7. A line manager possesses information, which the project team needs, but withholds the information. This is a type of:
Confrontation
Information filtering
Region of influence
Communication power base
产品经理有项目团队所需要的信息, 但是隐瞒住该信息. 这是一种:
a. 正面对抗
b. 信息过滤
c. 影响区域
d. 基本沟通力
8. For communication to occur, there must be all but one of the following:
Two or more people involved
A trusting climate
The transmitting of information
A verbal or non-verbal message
要进行沟通, 必定会出现所有下列事项,除了:
a. 二或更多的人参与
b. 信任的气氛
c. 信息的传送
d. 言语或非言语的信息
9. In order for the project manager to fully and effectively respond to a stakeholder’s personal concerns or grievances, it may be necessary to:
Ask for a written description of the problem and submit it through the project office
Schedule a discussion with that stakeholder’s manager
Establish clearer lines of communication with that stakeholder
Involve the project sponsor as an arbitrator
为了使项目经理完全而且有效地回应项目利害相关者的个人担忧或委屈，可能有必要:
a. 要求对问题的书面描述, 并且经过项目办公室来递交
b. 安排与项目利害相关方的经理进行讨论
c. 与项目利害相关者建立更清楚的沟通联系
d. 让项目业主作为一个仲裁人
10. Administrative closure includes all of the following except:
Project acceptance
Contract closeout
Project archives
Lessons learned
管理收尾包括所有下列事项,除了:
a. 项目验收
b. 合同清算
c. 项目文件档案
d. 经验教训学习
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