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Project managers are change agents: they make project goals their own and use their skil

ls and expertise to inspire a sense of shared purpose within the project team. They enjoy new challenges and the responsibility of driving business results. They work well under pressure and are comfortable with change and complexity in dynamic environments. They can shift readily between the "big picture" and the small-but-crucial details, knowing when to concentrate on each. Project managers cultivate the people skills needed to develop trust and communication among all of a project' s stakeholders: its sponsors, those who will make use of the project' s results, those who command the resources needed, and the project team members.

They have a broad and flexible toolkit of techniques, resolving complex,interdependent activities into tasks and sub-tasks that are documented, monitored and controlled. They adapt their approach to the context and constraints of each project, knowing that no "one size" can fit all the variety of projects. And they are always improving their own and their teams' skills through lessons-learned reviews at project

completion. Project managers are found in every kind of organization -- as employees, managers, contractors and independent consultants. With experience, they may become program managers (responsible for multiple related projects) or portfolio managers (responsiblefor selection, prioritization and alignment of projects and programs with an organization' s strategy) . And they are in increasing demand worldwide. For decades, as the pace of economic and technological change has quickened, organizations have been directing more and more

of their energy into projects rather than routine operations.

(1) .Which of the following is NOT enjoyed by projectmanagers？

A、Challenges.

B、Responsibility

C、Status quo

(2) .Which of the following is NOT concerned by project managers？

A、Theoverall situation

B、The non-crucial details

C、The crucial details

(3) .Which of the following is a TRUE statement about projectmanagers？

A、They do not need to keep contact with all of a project’ sstakeholders

B、They use one model to solve problems in various projects

C、Theyimprove their skills after completion of each project

(4) .Which of the following is NOT mentioned as a career possibility for experienced project manager？

A、Becoming general manager of anorganization

B、Running several projects at the same time

C、Allocating projects to other project managers

(5) .Which of the following can be an alternative title for thepassage？

A、Requirements of project managers

B、Future development of projectmanagers

C、Career development of project managers

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更多“Project managers are change ag…”相关的问题
第1题
What is project management, and what are the steps managers use in planning projects？
What is project management, and what are the steps managers use in planning projects？

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第2题
are individuals and organizations that are actively involved in the project, or whose
interests may be affected as a result of project execution or project completion.

A．Project managers

B．Project team members

C．Sponsors

D．Project stakeholders

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第3题
are individuals and organizations that are actively involved in the project, or whose i
nterests may be affected as aresult of project execution or project completion, they may also exert influence over the project and its results.

A．Controls

B．Baselines

C．Project stakeholders

D．Project managers

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第4题
Most companies expect IT （Information Technology) managers to head an IT staff of computer

Most companies expect IT (Information Technology) managers to head an IT staff of computer technicians. But IT managers can also specialize in other areas. Some managers may also be responsible for keeping their company’s Internet safety. They protect both their company and their online customers from thieves.

Other managers focus more on the business rather than the technical part of computing. They become project managers, helping companies reach as many online customers as possible.

Some companies also look for IT managers who can act as trainers. These trainers help a company’s computer technicians keep up-to-date on computer skills.

Most companies require their IT managers to have both a bachelor’s degree and some experience in the computer field. Often, companies hire IT managers out of their existing staff of computer technicians.

Since IT managers are extremely important to companies’ success, it’s no surprise that they receive such high salaries – around US $56,000 a year to start with. And, in such a fast-changing field,

managers’ salaries usually increase after only a couple of years.

The world will be watching to see just how quickly e-commerce replaces the old ways of doing business. And as computers change the way the world does business, IT managers will be in the middle of it all. Few companies can survive without them.

Besides being the leader of computer technicians, IT managers are also expected to be ________.

(A) experienced product designers

(B) skilled online technicians

(C) doctorate holders

(D) online safety specialists

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第5题
●Extreme Programming （XP) is a discipline ofsoftware development with__（71) of simplicity,

●Extreme Programming (XP) is a discipline ofsoftware development with__(71) of simplicity, communication, feedback and courage. Successful software development is a team effort - not just the development team, but the larger team consisting of customer, management and developers. XP is a simple process that brings these people together and helps them to succeed together. XP is aimed primarily at object-oriented projects using teams of a dozen or fewer programmers in one location. The principles of XP apply to any (72) project that needs to deliver quality software rapidly and flexibly.

An XP project needs a (73) customer to provide guidance. Customers, programmers, managers, are all working (74) to build the system that's needed. Customers - those who have software that needs to be developed - will learn simple, effective ways to (75)what they need, to be sure that they are getting what they need, and to steer the project to success.

(71)

A.importance

B.keys

C.roles

D.values

(72)

A. small-sized

B.moderately-sized

C. large-sized

D.huge-sized

(73)

A.part-time

B.casual

C.seldom

D.full-time

(74)

A.together

B.by themselves

C.separately

D.alone

(75)

A. tell

B.know

C.communicate

D.feedback

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第6题
回答下列各题： Creative Teams and Management WhenColgatelauncheditsthenrevolutionary Col

回答下列各题： Creative Teams and Management When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the months after the toothpastes six-country rollout, the products market share reached a meager 1% ) --one-fifth of the companys projections. What went wrong？ A new round of market research found that the original launch strategy muted the "breakthrough" message; the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didnt buy the products broad claims. Up to this point,Colgates president, Bill Shanahan, had attended only quarterly review meetings; now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly with global business vice president Kathleen Thomhill and CEO Reuben Mark to follow the teams progress. Shanahan and others at the very top sifted through the research and took part in the advertising development meetings, working elbow to elbow with the marketing team renamed colgate Total, and promoted with a retooled ad campaign that stressed the toothpastes 12-hour protection, the product was a hit in most of the103 counties outside the United States. Shanahan continued to lavish personal attention on the product, putting Colgate Total under the direct supervision of Jack Haber, the worldwide director of consumer oral care products, and committing $ 35 million and a team of 200 employees to the project.With that kind of senior-level backing, Harber pulled out the stops, spending $ 20 million to promote Colgate Total to U. S. dentists alone. Within two months of its domestic launch in 1997, the product captured 10. 5% of the U. S. toothpaste market andwithin six months muscled perennial champ, Procter& Gambles Crest, out of first place. Colgate Total has remained number one ever since. What transforms a good product idea like Colgate Total into a blockbuster？ We spent ten years studying more than 700 new product development teams and interviewed over 400 project leaders, team members, senior executives, and CEOs intimately involved in product development and launch. Of the hundreds of teams we studied, just 7% of them -- 49 in all --created products that scored a perfect ten on oar measure of blockbuster success. To achieve that score, products had to reach or exceed company goals, customer expectations, profit and sales targets, garner company and industry awards, and attract national attention. Products dont become blockbusters without the in-tense, personal involvement of senior management -- usually a CEO or division head. In every case studied, top management played an intimate, active, often daily role. This approach has been out of favor for decades, creative teams, as the thinking goes, should be empowered by management and then left alone. Too much attention stifles innovation. To that we say "Baloney". Our work shows that, in the best case, management involvement should start on day one. Ideally, senior managers work closely with product team to establish must-have features and then help clear a path for the team. Top managers control resources, rules and cut through red tape. And,crucially, senior managers serve as cheerleaders and visionaries, broadcasting a message of organizational commitment that attracts buy-in at all levels of the company. What happened to Colgate’S new toothpaste？

A.The results ran contrary to the company’S expectation．

B.It achieved a great success．

C.It took a great portion of market share．

D.The new technology was not popular among customers．

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第7题
Middle managers directly () top management.
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第8题
Because certainty is a threat to an organization's effectiveness, managers try to
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第9题
Research indicates that managers who plan always outperform. managers who do not plan.
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第10题
The workers are having talks with the ______.

A.management

B.managers

C.manage

D.managing

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第11题
Compare and contrast the four ways managers make decisions.
Compare and contrast the four ways managers make decisions.

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