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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
Professor Kumar Bhatt, founder and head of Warwick Manufacturing Group （WMG), and Rob Meak

Professor Kumar Bhatt, founder and head of Warwick Manufacturing Group (WMG), and Rob Meakin, a personnel director at Marconi, have developed a partnership to train engineers and managers to become e-literate. The New Knowledge Partnership will include a team of 40 Marconi managers in what Professor Bhatt calls electronic engineering management or E2. A wide range of engineering and non-engineering companies has expressed interest in these exciting programs.

Professor Bhatt believes that e-commerce is changing the business environment to a huge extent. Many chief executives do not understand the power of the new technologies and, in some cases, are actually resisting change. He says, "as long as enough industry leaders realize its potential benefits, e-business will make possible a second productivity revolution in Britain. This could take the economy close to eliminating the still substantial competitiveness gap with its main rivals. Over the last five years in the US there has been a 30% improvement in manufacturing sector productivity because of information technology. In Britain we can achieve more than that and successful e-business will be worth billions to the UK economy. " Already Britain makes more use of computer-aided design and manufacture (CAD/CAM) and management information technology systems than other European countries, and has a government. that actively promotes e-business.

But, observes Professor Bhatt, Britain has never used technology as a growth driver. "The thing about electronic engineering management is that you can keep your legacy systems; you just need to link those systems with an information engine. At the touch of a button it will allow project managers to see the status of a project, identify problems precisely and make virtually immediate decisions based on information that will be much more complete than in the past. "

The E2 program is the result of an alliance by the Warwick Manufacturing Group with America's leading e-commerce study center, Carnegie Mellon. The latter will be responsible for training many of the Marconi managers in America, where the group has half its business. In Britain, Professor Bhatt has linked up with Sun Microsystems, Oracle and Parametric Technology, to set up a multi-million pound E2 design and manufacturing center at the university which will be used for training and research.

Professor Bhatt believes that e-commerce is changing business to such an extent that WMG is likely to be renamed Warwick Electronic Manufacturing Group. But, he warns "The move to globalize because of e-commerce is racing ahead. Although the net allows British industry to overtake their European peers, it also offers Asian countries to leapfrog (跃过) the West. For the first time it is not the privilege of the western world because this technology is universal. "

Professor Bhatt and Rob Meakin have developed a method to ______ .

A．teach electronic engineering management

B．train employees to be acquainted with e-commerce

C．train employees to be engineers and managers

D．teach employees about developing a partnership

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第2题
Nelson Mandela was still in jail when the first street was named【C1】______ him. By the tim
e he retired as President of South Africa, hundreds of streets, squares and schools【C2】______ his name, as did many more pop songs, books and movies.【C3】______ , Mandela is an inspiring figure of the world. But what about【C4】______ books that bear Mandela's name？ 【C5】______ charities that use his name to【C6】______ their profile？ As his legend has grown ever larger, Mandela has been faced with all of these situations. Increasingly, however, Mandela's handlers are fighting back.

Mandela, who will be 91 this year,【C7】______ . appears in public and increasingly relies on the managers of his foundation to manage his affairs. Now they're facing with a tricky issue:【C8】______ what point does a very famous man become a private brand？ And is it possible to copyright history？ So far, the foundation has tackled these difficult questions by trying to stop those who would【C9】______ Mandela's name for【C10】______ or political gain either in ways they don't like【C11】______ in ways they are able to prevent.

In August, the foundation【C12】______ out a code of conduct【C13】______ the commercialization of Mandela's name or【C14】______ by his four official charities and asked the other44 charities【C15】______ which Mandela is a patron to sign【C16】______ as well. Other charitable causes must get the foundation's【C17】______ before using Mandela's name. In the business of protecting【C18】______ , however, the choice of whether to block or【C19】______ a project is often subjective or a matter of taste, and therefore brings【C20】______ criticism.

【C1】

A．as

B．for

C．after

D．in

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第3题
听力原文： Careerists are people whose self-image is determined almost exclusively by theft
jobs. Virtually everything they do is designed to advance their careers. They are defined by theft jobs. When you meet a careerist at a party, he immediately tells you his occupation. Take away a careerist's job and he doesn't know who he is. He loses his identity. His life is seriously out-of-balance. This particular disease is called careerism.

Workaholics may or may not be careerists. Workaholics also spend most of their time and energy on theft jobs, but there may be different reasons for theft work pattern. They may not even identify with their jobs. Work may simply be an escape, an effort to avoid dealing with life. On the, other hand, a workaholic may love his job and simply become addicted to the pleasure of doing it and doing it well.

Careerists may not even like their jobs. In fact, they may not even work that hard. They may spend most of theft time on organizational politics and other schemes for advancement. Careerists are not so much into work as into seeking identity through their jobs, their careen advancement, and the symbols of success.

A workaholic may be working to help others or support a noble cause. If we are working on projects we see as important to social transformation, it is easy to become obsessed with the project and let other areas of our life slide. We must all strive to avoid this pitfall. Managers must be alert to both careerists and workaholics, recognize the differences, and seek to help both move in the direction of wholeness.

(30)

A．Careerists spend more time and energy on their jobs.

B．Careerists don't like their jobs.

C．Workaholics have different reasons for their work pattern.

D．Workaholics are more successful than careerists.

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第4题
Most people don't enjoy facing the difficult situations that sometimes occur with coworker
s in the workplace. Such situations may arise from honest disagreements over design or engineering issues, personnel or benefits matters, management decisions or actions, or from any other situation where human impressions and objectives differ.

There could be double trouble for engineers who are more likely to feel at home with electrons and bytes(信息组), and behave in highly predictable ways, than with coworkers, who often appear arbitrary and unpredictable. For those of us who have internalized the strict and measurable rules of the physical world, dealing with other people can be both disappointing and frustrating.

Yet how you manage situations of conflict with your coworkers could have a significant impact on your career, often even more than your engineering prowess or your design skills. Those who deal successfully with potential conflicts are far more likely to receive added responsibilities and promotions, in addition to the pay increases and respect that come with them. On the other hand, not dealing successfully with conflict can potentially relegate you to a career backwater, with technical challenges and high pay passing you by.

Why is dealing with conflict an important skill today？ It's primarily because there's more of it now than in the past. Workers of all types are more likely to speak up for their own ideas or actions, rather than follow the dictating corporate chain of command. Conflict also sometimes arises as a result of unclear company goals, or when those goals aren't shared equally by all. Rather than working for a single common good, employees and managers seek individual goals, such as promotion, job security, experience, money, and even the proverbial free lunch.

Not only is actual conflict greater today, but even the potential for interpersonal conflicts in the workplace is far greater than at any time in the past. One reason for this is increased time-to-market pressures. The need to rapidly make decisions, establish an engineering direction, and meet project milestones adds elements of tension and stress to an already difficult endeavor.

This makes the workplace a potential minefield for interpersonal conflict. It's especially apparent to an engineer in a position of responsibility, like a project leader or an engineering manager. For an engineer who must work with others to complete a project, the need to manage conflict can spell the difference between success and failure.

Which of the following statements is true' according to the passage？

A．Minefields are becoming common in the workplace.

B．Workplace conflict can arise from honest disagreements.

C．Workers today are less equipped to deal with workplace conflict.

D．Companies are finding new ways to deal with workplace conflict.

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第5题
______ some degree, all managers who supervise people are involved in HR activities.

A.On

B.To

C.For

D.With

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第6题
Compare and contrast the four ways managers make decisions.
Compare and contrast the four ways managers make decisions.

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第7题
Japanese managers have a kind of paternalistic attitude toward their employees because the
y are strict with the employees in a parents' way.

A．Y

B．N

C．NG

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第8题
A) managers B) women C) employeesD) males

A) managers

B) women

C) employees

D) males

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第9题
According to Annie Stevens, many newly recruited managers fail in a new job because they c
annot get along with their coworkers.

A．Y

B．N

C．NG

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第10题
What are the various communication methods managers can use？ What criteria can managers use to evaluate those communication methods？
What are the various communication methods managers can use？ What criteria can managers use to evaluate those communication methods？

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