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-ITITNEEQ83850411Yourprojecthasbeenunderwayforsometime,butindicatorsshowthatitisintrouble.YouhaveobservedallthefollowingsymptomsofbadteamworkinyourprojectteamexceptA.FrustrationB.ExcessivemeetingsC.LackoftrustorconfidenceintheprojectmanagerD.UnproductivemeetingsABCD2Duringaconflictresolutionprocess,amanagerseeksindividualopinionsfromteammembers.Theprojectmanageruseswhichofthefollowingresolutiontechniques?A.AvoidingB.CollaboratingC.CompromisingD.SmoothingA.B.C.D.3A.B.C.D.4A.B.C.D.5A.-ITITNEEQ8385042B.C.D.6Ataprojectstatusteammeetingoneteammemberdisagreeswithanotherteammemberregardingacorrectiveaction.Thedebateescalatesandtheyaresoonbothspeedingadamantly.Otherteammembersarenotparticipating.Theprojectmanagerdirectstheteamonthecorrectiveactiontouse.WhatconflictresolutiontechniquedidtheprojectmanageruseACompromisingBForcingCWithdrawingDSmoothing....ABCD7Retreatingfromanactualorpotentialconflictresolutioniswhichofthefollowingtechniquestoresolveaconflict?A.Smoothing/accommodatingB.Withdrawing/avoidingC.CompromisingD.CollaboratingA./B./C.D.8Whichofthefollowingconflictresolutiontechniquesisusedwhentheconflictingpartiesareuncooperativeandunassertive?A.WithdrawalB.ConfrontationC.CompromiseD.Smoothing?ABCD-ITITNEEQ83850439Inorganizingaproject,aprojectmanagermustdealwithconflict.Whichstatementistrueregardingconflictinprojects?A.Amatrixformoforganizationcanproducealackofclearroledefinitionsandleadtoambiguousjurisdictionsbetweenandamongfunctionalleadersandprojectmanagers.B.Sourcesofconflictincludeprojectpriorities,PERT/CPMschedules,AdministerProcurementsprocedures,andtypeofcontract.C.Conflictistobeavoidedwheneverpossible.D.Strongmatrixprojectmanagershavefewhumanresourceconflicts,becausetheycandictatetheirneedstofunctionalmanagers.ABPERT/CPMCD10Aprojectmanagertakesoveralargeprojectsupportedbyculturallydiverseworkforce.Withinaweek,itbecomesclearthatthereisasignificantconflictamongtwoofthegroupsbecausetheformerprojectmanagerfavoredonegroupwithspecialperksandaccommodations.Whatshouldthenewprojectmanagerdo?A.Immediatelybeginfacilitatingasatisfactoryresolutiontotheconflictusingacollaborativeapproachresolution.B.Findoutwhytheprojectmanagerfavoredonegroup.C.Postanewsetofrulesandregulationsinspubliclocationforallgroupstosee.D.Reporttheproblemtohumanresources.,?A.,B.C.D.11Aprojectteamworks,overtimetocompensateforresourceconstraints.Theprojectmanagernoticesaconflictbetweentwoteammembersiscausingasplitintheprojectteamsdynamics.Whatshouldtheprojectmanagerdofirsttoresolvetheconflictandrestoretheprojectteamfocus?A.Issueaverbalwarringtothetwoteammemberscausingtheconflict.B.Reallocatetheresourcestoavoidfutureconflicts.C.Meetwiththeteamtoidentifykeyissuesandallowopendiscussiontoresolve.D.Escalatetheteamconflicttotheprojectsponsor.-ITITNEEQ8385044A.B.C.D.12TeammemberAwantstoleavetheteam,complainingaboutteammemberBspersonality.WhatshouldtheprojectmanagerdoA.TalkwithbothteammembersseparatelytounderstandthefactsabouttheircurrentrelationshipB.AdviceteammemberAthatteammemberB.willberemovedfromtheprojectC.AddresstheconflictinateammeetingandfacilitatearesolutionD.AsktheteammemberstotrytoworktogetheruntiltheendoftheprojectABA.B.ABC.D.13Ajuniorprojectteammemberquestionsthemethodsinaproposalsubmitfromanothermember.Theargumentbetweentheteammembersnowisthreattotheprojectschedule.Aftercarefulconsideration,theprojectmanageragreeswiththejuniorteammembertomodifytheproposal.Whatmethodistheprojectmanagerusing?A.CollaborateB.SmoothC.ForceD.WithdrawA.B.C.D.14Inacriticalprojectphase,teamperformanceisdecreasingduetointernalconflictsamongthemembers.Thereasonforconflictsisunknown,however,theissuesmustberesolved.Whatshouldtheprojectmanagerdonext?A.Speakseparatelywitheachmembertounderstandthereasonsfortheconflictsandtheissues.B.Exerciseauthorityastheprojectmanagerandforcetheteamtoproceedwithoutotherissuesthatcouldaffectprojectperformance.C.Speakseparatelywitheachmembertounderstandthereasonsfortheconflictstoresolvethemselves.D.Escalatetheissuestothesteeringcommittee.-ITITNEEQ8385045A.B.C.D.15Afternoticingaconflictwithintheteam,theprojectmanagerattemptstoemphasizingtheareasonwhichtheteamagreesandde-emphasizingtheareasonwhichtheteamdisagrees.ThisisanexampleofwhichofthefollowingconflictresolutionA.Compromise/ReconcileB.Smooth/AccommodateC.Collaborate/ProblemsolveD.Withdraw/AvoidA./B./C./D./16Theprojectmanagertakesoveraprojectintheexecutionphase.Someoftheprojectmembersareintheprocessoflookingforotherassignmentsandwanttoleavetheprojectteamduetointernalteamconflicts.Whatmethodshouldbeusedtounderstandthecausefoetheconflictsandfindsolutions?A.SmoothingB.CompromisingC.ForcingD.CollaboratingA.B.C.D.17Ateammemberdisagreeswithspecificationsprovidedbythebusinessanalystandcontinueworkonatask.Thiscausesadelaytotheproject.Theprojectmanagerarrangemeetingbetweenthetwoteammemberstodiscusstheirdifferences.Ultimatelytheteamagreeonthespecificationsandtheprojectisbackontrack.Whichconflictmanagementtechniquedidtheprojectmanageruse?A.Withdraw/AvoidB.Smooth/Accommodate-ITITNEEQ8385046C.Focus/
本文标题:PMP第六版作业-资源管理
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