1．You have been assigned as project manager on what could be a "bet the company" project. If the project is successful, management will be carrying you around on a sedan chair, if it fails, you will be in the unemployment line. You realize that to be successful you need to exercise maximum control over project resources. Which form of project organization should you establish for this project?

A. Strong matrix
B. Projectized
C. Project coordinator
D. Weak matrix
1. 你負(fù)責(zé)管理的一個(gè)項(xiàng)目， 這個(gè)項(xiàng)目對(duì)你來說是成敗在此一舉。 如果項(xiàng)目成功， 那么你的前途無量；如果項(xiàng)目失敗， 那么你就要被炒魷魚。 你意識(shí)到:  為了使項(xiàng)目成功，你必須對(duì)項(xiàng)目資源具有最大程度的控制。 那么你預(yù)備建立哪一種項(xiàng)目組織形式來達(dá)到你的目的
A． 強(qiáng)矩陣
B． 項(xiàng)目型
C． 項(xiàng)目協(xié)調(diào)人
D． 弱矩陣

2.Your project is managed under a projectized organization. It has just entered closure. Under the circumstances, which of the following should be your GREATEST concern?
A. Setting yourself up to take over a large multi-year project
B. The team is not focused on completing the project.
C. You will have extra pressure from the customer.
D. Making sure your manager knows the project is almost completed
2. 你的項(xiàng)目在項(xiàng)目型組織中執(zhí)行，現(xiàn)在剛進(jìn)入收尾階段，在這種情形下你最應(yīng)該關(guān)注的是：
A．讓自己能接受一個(gè)大的多年度的項(xiàng)目
B．這個(gè)團(tuán)隊(duì)重心不在完成這個(gè)項(xiàng)目上
C．你會(huì)受到來自客戶的額外壓力
D．確定你的經(jīng)理知道這個(gè)項(xiàng)目已幾乎完成

3. You have been assigned to a project in which the objectives are to direct customer calls to an Interactive Voice Response system before being connected to a live agent. You are in charge of the media communications for this project. You report to the project manager in charge of this project and the VP of marketing, who share responsibility for this project. Which organizational structure do you work in?
A. Functional organization 
B. Weak matrix organization 
C. Projectized organization 
D. Balanced matrix organization
3. 你參與一個(gè)項(xiàng)目，該項(xiàng)目目標(biāo)是在客戶的電話在未被連接到代理之前，將其接到一個(gè)交互式的語音回應(yīng)系統(tǒng)。你主要負(fù)責(zé)該項(xiàng)目的信息溝通.你需要向該項(xiàng)目的項(xiàng)目經(jīng)理和市場(chǎng)VP（與項(xiàng)目經(jīng)理共同分享項(xiàng)目的權(quán)限和職責(zé)）匯報(bào)工作。你所工作的機(jī)構(gòu)屬于下列哪種組織形式？
A. 職能組織
B. 弱矩陣組織
C. 項(xiàng)目化組織
D. 平衡矩陣組織

4. What is not true of project life cycle phases?
A. They are generally sequential
B. They cannot overlap
C. They define what deliverables are produced
D. They involve handoffs to other phases
4. 關(guān)于項(xiàng)目生命期各階段的描述哪個(gè)是不正確的？
A. 它們通常是順序的
B. 它們不能夠重疊
C. 它們定義了將產(chǎn)生何種可交付成果
D. 它們涉及從某個(gè)階段到另一個(gè)階段的交接

5. The major difference between the project coordinator and project expeditor forms of organization is that
A． Strong commitment to the project usually does not exist in the project expeditor form of organization
B. The project coordinator cannot personally make or enforce decisions
C. The project expeditor acts only as an intermediary between management and the project team
D. The project coordinator reports to a higher-level manager in the organization
5. 項(xiàng)目協(xié)調(diào)者類型和項(xiàng)目促進(jìn)者類型的組織形式之間主要區(qū)別在于:
A． 在項(xiàng)目促進(jìn)者類型的組織形式中，員工們通常對(duì)項(xiàng)目沒有比較穩(wěn)固的承諾
B． 項(xiàng)目協(xié)調(diào)者通常不能以個(gè)人名義做出或執(zhí)行項(xiàng)目決策
C． 項(xiàng)目促進(jìn)者只是作為管理層和項(xiàng)目團(tuán)隊(duì)之間的媒介存在
D． 項(xiàng)目協(xié)調(diào)者負(fù)責(zé)向組織中更高層的經(jīng)理人員進(jìn)行報(bào)告

6. Project A is being administered using a matrix form of organization. The project manager reports to a senior vice president who provides visible support to the project. In this scenario, which of the following statements best describes the relative power of the project manager?
A． The project manager will probably not be challenged by project stakeholders.
B. In this strong matrix, the balance of power is shifted to the functional line managers.
C. In this tight matrix, the balance of power is shifted to the project manager.
D. In this strong matrix, the balance of power is shifted to the project manager.
6. A項(xiàng)目通過一個(gè)組織矩陣進(jìn)行管理。 項(xiàng)目經(jīng)理向一位高級(jí)副總裁匯報(bào)工作， 后者對(duì)項(xiàng)目提供實(shí)際的幫助。在這種情況下， 以下哪個(gè)陳述最好地說明了項(xiàng)目經(jīng)理的相對(duì)權(quán)力?
A． 項(xiàng)目經(jīng)理很可能不會(huì)受到項(xiàng)目干系人的責(zé)難
B． 在這個(gè)強(qiáng)矩陣中， 權(quán)力的平衡傾向于職能經(jīng)理
C． 在這個(gè)緊密矩陣中， 權(quán)力平衡傾向于項(xiàng)目經(jīng)理
D． 在這個(gè)強(qiáng)矩陣中， 權(quán)力平衡傾向于項(xiàng)目經(jīng)理

7. At what point in the project would stakeholders have the most ability to influence the final outputs of the project product?
A. Implementation
B. Development
C. Concept
D. Close out
7. 在項(xiàng)目的什么階段，干系人對(duì)項(xiàng)目的最終產(chǎn)品影響能力最強(qiáng)？
A. 執(zhí)行
B. 開發(fā)
C. 概念
D. 收尾

8. An organization is going through an evolution phase of restructuring the way it does projects. In a shift from a weak matrix organization to a strong matrix organization, the power is shifted from:
A. Project manager to functional manager.
B. Expeditor to coordinator.
C. Functional manager to project manager.
D. Functional manager to sponsor.
8. 一個(gè)組織正處于調(diào)整其從事項(xiàng)目工作方式的發(fā)展階段。從弱矩陣組織到強(qiáng)矩陣型組織的轉(zhuǎn)換中，權(quán)利的轉(zhuǎn)移是從
A. 項(xiàng)目經(jīng)理到職能經(jīng)理
B. 督辦員到協(xié)調(diào)員
C. 職能經(jīng)理到項(xiàng)目經(jīng)理
D. 職能經(jīng)理到出資人

9. In a projectized organization the project team:
A. Reports to many bosses.
B. Has no loyalty to the project.
C. Will not always have a home.
D. Will be less interested in the project.
9. 在項(xiàng)目型組織中，項(xiàng)目團(tuán)隊(duì)
A. 向很多老板匯報(bào)
B. 對(duì)項(xiàng)目不忠誠
C. 不是一直都有“家”
D. 對(duì)項(xiàng)目工作不感興趣

10. Which type of organization is BEST for managing complex projects involving cross-disciplinary efforts?
A. Projectized
B. Functional
C. Line
D. Matrix
10. 在管理跨越多個(gè)部門的復(fù)雜項(xiàng)目時(shí)，下列哪種組織類型最有效？
A. 項(xiàng)目型
B. 職能型
C. 部門型
D. 矩陣型

11. In which organization projectmember feel most anxiety at closing phase？
A. Functional
B. Matrix
C. Projectized
D．Strong Matrix
11. 在哪種組織中，項(xiàng)目成員在項(xiàng)目收尾階段最為焦慮?
A. 職能型
B. 矩陣型
C. 項(xiàng)目型
D. 強(qiáng)矩陣型

12. In matrix organizational structures, theprimary condition leading to conf1ict is—
A. Communication barriers
B. Conflicting interests
C. Need for consensus
D. Ambiguous jurisdictions
12. 在矩陣組織結(jié)構(gòu)中，導(dǎo)致沖突的主要情況是：
A. 溝通障礙
B. 相互沖突的利益
C. 需要統(tǒng)一意見
D. 管轄模糊

13. The highest risk impact generally occursduring which of the following project life cycle phases?
A． Concept andplanning
B. Planning and implementation
C. Implementation and closeout
D. Concept and closeout
13. 在以下哪個(gè)項(xiàng)目生命周期階段風(fēng)險(xiǎn)的影響最大?
A． 構(gòu)思和規(guī)劃
B． 規(guī)劃和執(zhí)行
C． 執(zhí)行和收尾
D． 構(gòu)思和收尾

14．In which kind oforganization structure, does the project expeditor appear?
A. Matrix organization
B. Projectized organization
C. Functional organization
D. Any organization
14. 在哪種組織結(jié)構(gòu)中會(huì)出現(xiàn)項(xiàng)目聯(lián)絡(luò)員?
A．矩陣組織
B．項(xiàng)目型組織
C．職能組織
D．任何組織

15. In the strong and weak matrix structures,the balance of power may be shifted to either the project manager of functionalmanager by changing the:
A. Levels at which the project and theparticipating functional managers report
B. Support provided to the project andfunctional managers from top management
C. Physical distances between the peopleinvolved in the project
D. All the above
15. 在強(qiáng)矩陣與弱矩陣結(jié)構(gòu)中，權(quán)力均勢(shì)可以通過改變（ ）轉(zhuǎn)移到項(xiàng)目經(jīng)理或職能經(jīng)理。
A．項(xiàng)目經(jīng)理及參與項(xiàng)目的職能經(jīng)理的報(bào)告級(jí)別
B．高層管理者對(duì)項(xiàng)目經(jīng)理與職能經(jīng)理的支持
C．項(xiàng)目所涉及人員在空間上的距離
D．上述所有選項(xiàng)

16. Who has the power in a strong matrix?
A. Functional manager
B. Senior management
C. Sponsor
D. Project manager
16. 誰在強(qiáng)矩陣中具有更多的權(quán)力？
A．職能經(jīng)理
B．高級(jí)管理層
C．出資人
D．項(xiàng)目經(jīng)理

17. One of the main advantages of a matrixorganization?
A. Improves project manager control overresources.
B. More than one boss for project team.
C. Communication is easier.
D. Reporting is easier.
17. 下列哪一個(gè)是矩陣型組織的主要優(yōu)點(diǎn)？
A. 它增強(qiáng)項(xiàng)目經(jīng)理控制資源
B. 它允許項(xiàng)目團(tuán)隊(duì)有不止一個(gè)老板
C. 溝通更容易
D．匯報(bào)更容易

18.  A PM’s boss and the head of engineering discuss a change to a major task.After the meeting, the boss contacts the project manager and tells him go makesome changes. This is an example？
A． A projectcoordinator position
B.  Changecontrol board meeting
C. Management attention to time management
D. Management involvement in executing
18. 一位項(xiàng)目經(jīng)理的老板和工程領(lǐng)導(dǎo)討論一個(gè)關(guān)鍵任務(wù)的變更。會(huì)議結(jié)束后，該老板與項(xiàng)目經(jīng)理聯(lián)系，告訴他做了一些變更。這是一個(gè)什么樣的例子？
A．一位項(xiàng)目協(xié)調(diào)員的職位
B．變更控制委員會(huì)會(huì)議
C.  對(duì)時(shí)間管理的管理關(guān)注
D.  管理層參與執(zhí)行

19. A frequent complaint of matrix organizationsis that communications are:
A. Simple
B. Open and accurate
C. Complex
D. Hard to automate
19. 矩陣組織中常見的一個(gè)毛病是溝通：
A. 簡(jiǎn)單
B. 公開而準(zhǔn)確
C. 復(fù)雜
D. 難于自動(dòng)化

20. The greatest of uncertainty is encounteredduring which phase of the project life cycle?
A. Concept
B. Planning
C. Implementation
D. Closeout
20. 項(xiàng)目生命周期的哪個(gè)階段具有最大的不確定性?
A. 概念階段
B. 規(guī)劃階段
C. 執(zhí)行階段
D. 收尾階段

21. Projects have the least attentionin what form of organization:
A. Balanced matrix
B. Strong matrix
C. Coordinator
D. Functional
21. 項(xiàng)目在哪種組織中最不被重視?
A. 平衡矩陣型
B. 強(qiáng)矩陣型
C. 協(xié)調(diào)者
D. 職能型

22. The terms strong matrix, balanced matrix,and weak matrix when applied to the matrix structure in project organizationrefer to the
A． Ability of theorganization to achieve its goals
B. Physical proximity of project team members toone another and to the project manager
C. Degree of authority the project manager hasover team resources
D. Degree to which team members bond together
22. 當(dāng)對(duì)項(xiàng)目組織的矩陣結(jié)構(gòu)采用強(qiáng)矩陣， 平衡矩陣和弱矩陣等詞匯時(shí)， 它們指的是:
A． 組織達(dá)成目標(biāo)的能力
B． 項(xiàng)目小組成員之間的物理距離以及與項(xiàng)目經(jīng)理的物理距離
C． 項(xiàng)目經(jīng)理對(duì)項(xiàng)目小組資源的控制能力
D． 項(xiàng)目小組成員合作的程度

23. Which phase is influenced highest by thestakeholders？
A. Concept
B. Development
C. Execution
D. closeout
23. 項(xiàng)目干系人對(duì)項(xiàng)目最大的影響力在：
A． 概念階段
B． 開發(fā)階段
C． 執(zhí)行階段
D． 結(jié)束階段

24. A project stakeholder may include:
A. End users
B. Suppliers
C. Citizens
D. All of the above
24. 項(xiàng)目干系人可能包括:
A.  最終用戶
B.  供應(yīng)商
C.  市民
D.  所有上述選項(xiàng)

25. The amount of authority a project managerpossesses can be related to:
A. The project manager's communication skills
B. The organizational structure
C. The amount of authority the manager of theproject manager possesses
D. The project manager's influencing skills
25. 項(xiàng)目經(jīng)理擁有的權(quán)力與什么有關(guān)？
A.項(xiàng)目經(jīng)理的溝通技能
B.組織結(jié)構(gòu)
C.項(xiàng)目經(jīng)理的領(lǐng)導(dǎo)所擁有的權(quán)力
D.項(xiàng)目經(jīng)理的影響能力

26. At the first phase end of the project, youshould ensure that_____ before you begin the next phase.
A. Resources are available for the next phase.
B. Progress was achieved to its baseline.
C. The phase has reached the objectives andformally accepts its deliverables.
D. Corrective actions are taken to bring projectresults
26. 在項(xiàng)目第一階段末，在你開始下一階段前，應(yīng)確保_____
A．下一階段的資源能得到
B．進(jìn)程達(dá)到它的基準(zhǔn)
C．該階段達(dá)到了目標(biāo)，并且可交付成果已正式接收
D．采取糾正措施獲得項(xiàng)目結(jié)果

27.You are a project manager for a largeconstruction project when you realize that there are over 500 potentialstakeholders on the project. Which of the following would be the BEST course ofaction for you to take?
A. Eliminate some stakeholders
B. Find an effective way to gather the needs ofall stakeholders
C. Gather the needs of all the most influentialstakeholders
D. Contact your manager and ask which ones aremore important
27. 作為一個(gè)大型建設(shè)項(xiàng)目的項(xiàng)目經(jīng)理，你認(rèn)為到項(xiàng)目有500多個(gè)可能是干系人。下列做法中，你最好應(yīng)采取哪一個(gè)行動(dòng)方案?
A. 排除一些干系人
B. 找到一個(gè)收集所有干系人需求的有效途徑
C. 收集所有最具影響力的干系人的需求
D. 聯(lián)系你的經(jīng)理，問哪位更重要

28. Who of the following are alwaysstakeholders?
A. A person who does not want the project to becompleted
B. An assembly line worker that will use theproduct of the project
C. A functional manager from the engineeringdepartment
D. A person who might lose their position in thecompany because of the project
28. 下列誰總是干系人？
A. 不希望項(xiàng)目完工的人
B. 將使用項(xiàng)目產(chǎn)品的裝配線工人
C．來自工程部的職能經(jīng)理
D．可能因項(xiàng)目而失去公司中職位的人

29. Project expeditor is different from a project coordinator in that it:
A. can make more decisions
B. reports to a higher-level management
C. can make no decisions
D. has some authority
29. 項(xiàng)目聯(lián)絡(luò)員與項(xiàng)目協(xié)調(diào)員的不同點(diǎn)在于其:
A．可以制訂更多的決策
B．向更高層管理者報(bào)告
C．不能制訂決策
D．有一些權(quán)限

30. An important concept in project managementis holding reviews at the conclusion of major project phases. Which of thefollowing is not a name commonly used for these reviews?
A. Phase review
B. Benchmarks
C. Stage gates
D. Kill points
30. 項(xiàng)目管理的一個(gè)很重要的概念就是在主要的項(xiàng)目階段結(jié)束之際舉行評(píng)審，這種評(píng)審的名稱不包括哪一個(gè)？
A. 階段審查
B. 標(biāo)桿參照
C. 階段把關(guān)
D. 生死點(diǎn)

PMBOK指南（第5版）第二章習(xí)題 參考答案

1.
參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目型組織結(jié)構(gòu)，項(xiàng)目經(jīng)理權(quán)力最大，控制資源能力最強(qiáng)
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

2.
參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目型組織結(jié)構(gòu)的缺點(diǎn)，團(tuán)隊(duì)成員沒有家的歸屬感
資料來源：《PMBOK指南》第5版第25頁，或培訓(xùn)講義第28頁

3.
參考答案：D
知識(shí)要點(diǎn)：平衡矩陣組織結(jié)構(gòu)中，項(xiàng)目經(jīng)理和職能經(jīng)理權(quán)力一樣大
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第26頁

4.
參考答案：B
知識(shí)要點(diǎn)：項(xiàng)目生命周期各階段可以按順序排列，也可以交疊
資料來源：《PMBOK指南》第5版第41頁，或培訓(xùn)講義第35頁

5.
參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目協(xié)調(diào)員可以向更高層匯報(bào)，有一定的決策權(quán)
資料來源：《PMBOK指南》第5版第23頁，或培訓(xùn)講義第24-25頁

6.
參考答案：D
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理向更高層匯報(bào)，說明權(quán)力大于職能經(jīng)理，是強(qiáng)矩陣組織結(jié)構(gòu)
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

7.
參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目干系人的影響力在開始最大，隨項(xiàng)目進(jìn)展而減弱
資料來源：《PMBOK指南》第5版第40頁，或培訓(xùn)講義第35頁

8.
參考答案：C
知識(shí)要點(diǎn)：弱矩陣組織結(jié)構(gòu)，職能經(jīng)理權(quán)力大于項(xiàng)目經(jīng)理；強(qiáng)矩陣組織結(jié)構(gòu)，項(xiàng)目經(jīng)理權(quán)力大于職能經(jīng)理
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

9.
參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目型組織結(jié)構(gòu)的缺點(diǎn)，團(tuán)隊(duì)成員沒有家的歸屬感
資料來源：《PMBOK指南》第5版第25頁，或培訓(xùn)講義第28頁

10.
參考答案：D
知識(shí)要點(diǎn)：矩陣型組織結(jié)構(gòu)的優(yōu)點(diǎn)，可以跨部門合作、溝通
資料來源：《PMBOK指南》第5版第23頁，或培訓(xùn)講義第29頁

11.
參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目型組織結(jié)構(gòu)，團(tuán)隊(duì)成員沒有家的感覺
資料來源：《PMBOK指南》第5版第25頁，或培訓(xùn)講義第28頁

12.
參考答案：D
知識(shí)要點(diǎn)：矩陣型組織結(jié)構(gòu)有二個(gè)領(lǐng)導(dǎo)：項(xiàng)目經(jīng)理和職能經(jīng)理，導(dǎo)致管轄模糊
資料來源：《PMBOK指南》第5版第23頁，或培訓(xùn)講義第27頁

13.
參考答案：C
知識(shí)要點(diǎn)：風(fēng)險(xiǎn)的影響在項(xiàng)目開始小，隨之增加
資料來源：《PMBOK指南》第5版第40頁，或培訓(xùn)講義第35頁

14.
參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理在職能型組織或弱矩陣組織結(jié)構(gòu)的角色是項(xiàng)目協(xié)調(diào)員或聯(lián)絡(luò)員
資料來源：《PMBOK指南》第5版第23頁，或培訓(xùn)講義第28頁

15.
參考答案：D
知識(shí)要點(diǎn)：強(qiáng)、弱、平衡矩陣組織中劃分的依據(jù)，是項(xiàng)目經(jīng)理與職能經(jīng)理的權(quán)力大小
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

16.
參考答案：D
知識(shí)要點(diǎn)：強(qiáng)、弱、平衡矩陣組織中劃分的依據(jù)，是項(xiàng)目經(jīng)理與職能經(jīng)理的權(quán)力大小
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

17.
參考答案：A
知識(shí)要點(diǎn)：組織結(jié)構(gòu)的優(yōu)缺點(diǎn)，默認(rèn)是與職能型組織相比。與職能型組織相比，矩陣型組織中項(xiàng)目經(jīng)理的權(quán)力要大一些，對(duì)資源的控制能力要強(qiáng)一些
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

18.
參考答案：A
知識(shí)要點(diǎn)：項(xiàng)目經(jīng)理應(yīng)該參與變更管理。如果項(xiàng)目經(jīng)理沒有直接參與變更管理，說明權(quán)力太小，只是一個(gè)協(xié)調(diào)員或者聯(lián)絡(luò)員的角色

19.
參考答案：C
知識(shí)要點(diǎn)：矩陣型組織結(jié)構(gòu)有二個(gè)領(lǐng)導(dǎo)：項(xiàng)目經(jīng)理和職能經(jīng)理，導(dǎo)致溝通復(fù)雜
資料來源：《PMBOK指南》第5版第23頁，或培訓(xùn)講義第27頁

20.
參考答案：A
知識(shí)要點(diǎn)：項(xiàng)目開始，很不確定，風(fēng)險(xiǎn)大
資料來源：《PMBOK指南》第5版第40頁，或培訓(xùn)講義第35頁

22.  

23. 21.
參考答案：D
知識(shí)要點(diǎn)：職能型組織中，項(xiàng)目經(jīng)理的權(quán)力最小
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

22.
參考答案：C
知識(shí)要點(diǎn)：組織結(jié)構(gòu)劃分的依據(jù)是項(xiàng)目經(jīng)理的職權(quán)大小
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

23.
參考答案：A
知識(shí)要點(diǎn)：項(xiàng)目開始時(shí)，干系人的影響力最大
資料來源：《PMBOK指南》第5版第40頁，或培訓(xùn)講義第35頁

24.
參考答案：D
知識(shí)要點(diǎn)：干系人是指與項(xiàng)目有關(guān)的人
資料來源：《PMBOK指南》第5版第30頁，或培訓(xùn)講義第30頁

25.
參考答案：B
知識(shí)要點(diǎn)：在不同的組織結(jié)構(gòu)中，項(xiàng)目經(jīng)理的職權(quán)不一樣
資料來源：《PMBOK指南》第5版第22頁，或培訓(xùn)講義第29頁

26.
參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目生命周期管理，就是分階段管理。先把該階段收尾，再做下一個(gè)階段
資料來源：《PMBOK指南》第5版第38-41頁，或培訓(xùn)講義第35-37頁

27.
參考答案：B
知識(shí)要點(diǎn)：理論上，要考慮所有有關(guān)的項(xiàng)目干系人的需求。實(shí)際中，重點(diǎn)會(huì)關(guān)注關(guān)鍵干系人的需求
資料來源：《PMBOK指南》第5版第30-33頁，或培訓(xùn)講義第30-33頁

28.
參考答案：B
知識(shí)要點(diǎn)：選項(xiàng)B就是用戶的定義。用戶是項(xiàng)目的關(guān)鍵干系人
資料來源：《PMBOK指南》第5版第32頁，或培訓(xùn)講義第32頁

29.
參考答案：C
知識(shí)要點(diǎn)：項(xiàng)目聯(lián)絡(luò)員不能制定決策，項(xiàng)目協(xié)調(diào)員可以做一部分決策
資料來源：培訓(xùn)講義第24-25頁

30.
參考答案：B
知識(shí)要點(diǎn)：階段末評(píng)審的時(shí)點(diǎn)可稱為階段關(guān)口、里程碑、階段審查、階段門或關(guān)鍵決策點(diǎn)
資料來源：《PMBOK指南》第5版第41頁，或培訓(xùn)講義第37頁