项目管理专业人士资格认证（PMP）题库（1459题）

---

项目经理正在管理的一个跨国产品开发项目具有来自众多国家/地区的干系人，在最近与主要项目发起人举行的进展情况会议上，负责实现产品工业化的提供商惊讶地发现，自从会议以来，某需求已经发生变更，该提供商提出了关于该变更的关键顾虑，并已根据早前的需求大幅增加了资本支出。项目经理本应采取什么的不同措施来避免发生这种情况？A multinational product development project being managed by the project manager has stakeholders from many countries/regions. In a recent progress meeting with the main project sponsors, the provider responsible for the industrialization of the product was surprised to find out. Since the meeting, a requirement has changed, the provider raised key concerns about the change, and has substantially increased capital expenditures based on earlier requirements. What different measures should the project manager take to avoid this?

A.项目经理应针对该变更请求进行详细的干系人分析，并从一开始就让该提供商参与进来，以确保他们的顾虑会得到解决。The project manager should conduct a detailed stakeholder analysis of the change request and involve the provider from the outset to ensure that their concerns are addressed.

B.项目经理本不应该邀请该提供商参加进展情况审查会议，因为该提供商仅负责产品工业化事务，而不负责审批需求。The project manager should not have invited the vendor to the progress review meeting because the vendor is only responsible for product industrialization, not approval requirements.

C.项目经理本不应该批准会导致项目资本支出增加的需求变更。The project manager should not have approved a change in requirements that would result in an increase in project capital expenditure

D.项目经理本应要求该供应商不要在进展情况审查会议上提出顾虑，因为这并非适当的场合。The project manager should have asked the vendor not to raise concerns during the progress review meeting as this was not an appropriate occasion.

知识点：PMP冲刺题

参考答案：A

解析：PMBOK（6）507，13.1-识别干系人。干系人的顾虑刚刚才被得知，识别干系人存在疏漏，所以要避免问题的出现，应该及早进行干系人识别分析。选项B的做法属于掩耳盗铃，不可取。选项C，问题不在变更是否合理，而在于变更后没有及时通知到干系人。选项D，禁止干系人发声的做法错误。