[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"$fite0UuDws9W3eHa1cfPkZ9jSDMHjS43kw66Q5ycrKRY":3},{"answer":4,"createTime":5,"id":6,"options":7,"origin":12,"question":19,"related":20,"source":30,"type":31},[],"2025-05-14 10:40:45",187802704,[8,9,10,11],"确保要求的定义是可测量的","集中精力于新特性","确定需要新特性的额外项目干系人,以便朝那个方向平衡","集中精力把项目做成新技术",{"count":13,"courseId":14,"courseImg":15,"courseName":16,"workId":17,"workName":18},29,"aad47914f61ea66c8d6ca232d166b8b7","https:\u002F\u002Ftihai-oss-cloud.itihey.com\u002Fimg\u002F43320a200f7ebddc057ef3d22950810c.png","软件项目管理","work_43517193","练习九:项目干系人及资源整合管理","你的上司(你所在的电子系统开发公司的研发副总裁)把项目的成功定义为提供开发的"最新技术".市场营销副总裁的定义是"世界级的实践",而工程设计副总裁(他是这个项目的客户)主要关注的是新特性.下列哪项最恰当地描述了你所应做的",[21,32,41,44,53,62,71,81,90,99],{"answer":22,"createTime":5,"id":23,"options":24,"question":29,"source":30,"type":31},[],187802702,[25,26,27,28],"权力","合法的权力","领导","影响","在进行项目的管理中,命令、发布指示或行动被称为","v1",0,{"answer":33,"createTime":5,"id":34,"options":35,"question":40,"source":30,"type":31},[],187802703,[36,37,38,39],"让项目发起人知道项目干系人的要求","评估增加工作范围的影响","告诉项目干系人,范围不能扩大","如果项目进度计划中有可用的时间,就加入该项工作","在与几个项目干系人的会议中,干系人要求项目经理将项目工作范围内容扩大.这个项目经理曾经接触过章程签字前有关项目的来往信函,他记得项目发起人明确地否定了这些项目干系人提到的工作范围.项目经理最恰当的做法是",{"answer":42,"createTime":5,"id":6,"options":43,"question":19,"source":30,"type":31},[],[8,9,10,11],{"answer":45,"createTime":5,"id":46,"options":47,"question":52,"source":30,"type":31},[],187802705,[48,49,50,51],"与干系人一起,审核工作范围","制定新的变更格式","提醒所有人注意变更程序","要求管理层提供帮助","项目进展不十分顺利,而且作了很多变更.为了控制项目,你应该首先采取下述哪项措施",{"answer":54,"createTime":5,"id":55,"options":56,"question":61,"source":30,"type":31},[],187802706,[57,58,59,60],"把更多的工作像进度计划后期推,是客户有时间获得现金","消减工作范围并开始收尾工作","停止工作","解散部分项目团队","一个项目的客户告诉项目经理,他已经没有钱支付项目了.项目经理应首先做什么",{"answer":63,"createTime":5,"id":64,"options":65,"question":70,"source":30,"type":31},[],187802707,[66,67,68,69],"项目发起者","高级经理","执行组织","顾客","一般说来,在处理项目干系人之间的争议时,应该偏向于以下哪一方",{"answer":72,"createTime":73,"id":74,"options":75,"question":80,"source":30,"type":31},[],"2025-05-29 13:02:05",187802708,[76,77,78,79],"显示偏差的原因以及选择一些纠正措施的理由","必须汇总起来以满足组织策略和程序的要求","显示组织机构为什么选择某些项目","显示为什么有些人被选为项目经理和团队成员","从项目中学到的经验是有意义的,因为它",{"answer":82,"createTime":5,"id":83,"options":84,"question":89,"source":30,"type":31},[],187802709,[85,86,87,88],"进行合同收尾,合同收尾之后,可能采取法律行动","知道合同不能收尾","通过审计来澄清索赔原因","可能将合同收尾工作转交给合同管理人员","在项目的收尾,与卖方的合同还有尚未解决的索赔,项目经理应该( )",{"answer":91,"createTime":5,"id":92,"options":93,"question":98,"source":30,"type":31},[],187802710,[94,95,96,97],"给项目成员分配新的项目","开具项目完成的发票","检查交付结果的质量","检查交付结果是否有遗漏","在客户接受项目的交付结果之前,项目经理应该做什么?( )",{"answer":100,"createTime":5,"id":101,"options":102,"question":107,"source":30,"type":31},[],187802711,[103,104,105,106],"举行定期的小组会议","使用小组协调人员","进行谨慎仔细的项目规划","规定严格的讨论制度","减少项目中冲突的主要方法是"]