25魁瞪、項(xiàng)目經(jīng)理正在管理一個(gè)項(xiàng)目穆律，某供應(yīng)商負(fù)責(zé)采購(gòu)最終組裝所需的一種重要材料，但在進(jìn)入組裝階段時(shí)卻發(fā)現(xiàn)這種重要材料的交貨跟蹤記錄不翼而飛导俘，而且這種材料尚未裝運(yùn)峦耘。如果這種材料未按估算的交貨時(shí)間運(yùn)達(dá)，這可能會(huì)導(dǎo)致整個(gè)進(jìn)度計(jì)劃發(fā)生延遲旅薄。為解決該問(wèn)題辅髓，項(xiàng)目經(jīng)理接下來(lái)該做什么？
The project manager was managing a project. The vendorwas responsible for purchasing an important material required for finalassembly, but it was discovered that the delivery track record of thisimportant material was missing, and this material had not yet been shippedduring the assembly phase. If this material does not arrive on estimateddelivery time, it may cause a delay in the overall schedule. What should theproject manager do next to solve this issue?
A：記錄該情況的所有詳細(xì)信息赋秀，并更新問(wèn)題日志
Document all the details of the situation and update theissue log
B：將該情況報(bào)告給項(xiàng)目發(fā)起人利朵，并查明延長(zhǎng)項(xiàng)目時(shí)限將會(huì)產(chǎn)生什么樣的影響
Report the situation to the project sponsor and identifywhat the impact of a time extension will be
C：轉(zhuǎn)向先前實(shí)施的評(píng)估過(guò)程中發(fā)現(xiàn)的次優(yōu)的合格采購(gòu)供應(yīng)商
Move to sub-optimal qualified procurement vendorsidentified in the previously implemented evaluation process
D：與采購(gòu)團(tuán)隊(duì)一起評(píng)估該情況，并探索加快交貨的所有可能的解決方案
Work with the procurement team to assess the situationand explore all possible solutions to expedite delivery
正確答案：A
解析：PMBOK P96 4.3.3.3 問(wèn)題日志猎莲。根據(jù)題意绍弟，材料跟蹤記錄丟失，已經(jīng)發(fā)生了著洼，屬于問(wèn)題樟遣，首先應(yīng)該記入問(wèn)題日志而叼，其次分析影響等具體行動(dòng)。因此選A豹悬。
疑問(wèn)：這題為什么選A葵陵？題干問(wèn)的是“為解決該問(wèn)題，項(xiàng)目經(jīng)理接下來(lái)該做什么”瞻佛，記錄該情況的詳細(xì)信息脱篙、更新問(wèn)題日志能解決該問(wèn)題嗎？解決問(wèn)題伤柄，不應(yīng)該積極應(yīng)對(duì)绊困、積極探索解決方案嗎？光做記錄不是消極應(yīng)對(duì)适刀？
