光环冲刺一

项目经理正管理着一个刚刚启动的大型项目。项目经理正在决定该向谁咨询,以确认是否会取得效益,从而能够将这些效益纳入效益管理计划中。项目经理该做什么?A project manager is managing a large project that has just been initiated. The project manager is deciding with whom they should consult to confirm that the benefits will be delivered so that this can be included in the benefits management plan. What should the project manager do?

发布于 2021-04-24 23:09:45

【单选题】
A 与最密切相关的职能经理一起核实效益情况。 Check the benefits with the most relevant functional manager.
B 向服务提供商确认所有商业效益已交付。 confirm that all business benefits have been delivered with the service provider.
C 取得项目发起人批准,确认已经交付了效益。 Obtain the approval of the project sponsor,confirming that the benefits have been delivered
D 与所有关键相关方开会,确认他们就确定的商业效益达成一致。 Meet with all key stakeholders to confirm that they are in agreement with the identified business benefits.

关注者

0

被浏览

139

Topophilia 2023-04-24

天生傲骨，怎能服输。

此回答被采纳为最佳答案，开通VIP会员可查看

1 个回答

撰写答案

请登录后再发布答案，点击登录

关于作者

刘明明

成功来自使我们成功的信念。

提问

回答

1160

被采纳

1101

关注TA

发私信

相关问题

1

一个敏捷项目的项目经理被要求减少30%的预算。由于这是一个小的项目组,预算主要分配给资源。为了在受限的环境中继续提供价值,该项目经理应该使用什么策略?The project manager of an agile project was asked to reduce the budget by 30%. Since this is a small project group, the budget is mainly allocated to resources. What strategy should this project manager use to continue delivering value in a constrained environment?

2

控制图中七个连续的数据点一直在增加。由于用于质量控制的预算有限,项目经理必须确定是否应进行破坏性试验。项目经理该做什么?The seven consecutive data points in the control chart are increasing all the time. Because of the limited budget for quality control, the project manager must determine whether destructive testing should be performed. What should a project manager do?

3

一家公司正在实施一个新系统。项目经理认为最好使用Scrum和Kanban的混合方法来完成这个项目。产品负责人对如何开始交付所需的功能感到困惑。项目经理应该如何帮助产品负责人?A company is implementing a new system. The project manager felt that a hybrid approach of Scrum and Kanban was best used to complete the project. The Product Owner is confused about how to start delivering the required functionality. How should the project manager help the product owner?

4

项目经理被指派负责一个为集装箱船建设船坞的项目,项目经理成功提前完成了规划阶段,制定了项目管理计划,并已征得客户和项目发起人批准。项目经理接下来该做什么?The project manager was assigned a project to build a shipyard for container ships. The project manager successfully completed the planning phase ahead of schedule, developed a project management plan, and obtained approval from the client and the project sponsor. What should the project manager do next?

5

在软件开发项目中,敏捷团队目前正在向关键项目相关方演示在当前迭代中准备的工作软件的一些附加功能,以便正式接受增量。在给定的场景中,正在进行什么敏捷仪式?In a software development project, an agile team is currently demonstrating some added features of the Working Software prepared in the current iteration to key project stakeholders for formal acceptance of the increment. What agile ceremony is being conducted in the given scenario?

6

一家公司希望在一个高度竞争的市场中提高其产品的商业价值。为了做到这一点,该公司委托了一个项目来创建一个原型。该团队以渐进的方式构建原型。项目经理应该优先采取哪项行动?A company wants to increase the commercial value of its products in a highly competitive market. To do this, the company commissioned a project to create a prototype. The team builds the prototype in an incremental fashion. Which action should the project manager prioritize?

7

一个项目经理在项目现场接受了一次交货,但物品的质量很差。项目经理让当地的供应商修复这些物品。该供应商接下来将交付更多的货物,项目经理应该怎么做?A project manager accepts a delivery at the project site, but the item is of poor quality. The project manager had the items repaired by a local supplier. The supplier will deliver more goods next, what should the project manager do?

8

敏捷教练正在与 Qnx 公司的所有项目经理进行知识共享。他正在使用PPT演示文稿与图像,图形,项目符号单词进行清晰的知识转移。敏捷教练分享什么类型的知识?An agile coach is doing a knowledge-sharing session with all the Project Managers of the Qnx company. He is using PowerPoint presentation with images, graphs, bulleted words for crystal clear knowledge transfer. What type of knowledge is the agile coach sharing?

9

一个新的资源加入了一个迭代式项目组。项目经理注意到,该资源无法按时完成交付物。项目经理应该如何处理这种情况?A new resource joins an iterative project group. The project manager notices that the resource is unable to complete the deliverables on time. How should a project manager handle this situation?

10

在项目执行阶段安装设备时,项目经理发现了大量导致返工、项目延期和预算超支的缺陷。若要避免这个问题,项目经理应该事先做什么?When installing equipment during the project execution phase, the project manager discovered a large number of defects that caused rework, project delays and budget overruns. What should the project manager do in advance to avoid this problem?

发布
问题

手机
浏览

扫码手机浏览

在线
客服