PMBOK指南(第5版)第九章习题

1.Aprojectteammemberhascompletedhisworkontheproject.WhichofthefollowingMUSTtheprojectmanagerdothen?A.Providetheteammemberwithcopiesofhis/herworkontheprojectB.Updatetheemployee’srecordswiththenewskillsacquiredC.Invitehim/hertotheprojectclosurepartyD.Checktomakesurehe/sheishappywithhis/herperformance1.一个工程团队成员已经完成该工程的工作，下面哪项是工程经理必须做的A．提供该团队成员工程工作的副本B．更新这个职员的记录，记载获得的新技能C．邀请他/她出席工程收尾聚会D．检查以确认他/她对自己的绩效满意2.Giventhatyouareneighbors,youandtheCEOofyourcompanyhaveestablishedafriendlypersonalrelationship.Thisfacthasnotgoneunnoticedbyyourpeersandassociates.Whichtypeofpoweravailabletoprojectmanagersmightyoubeabletorelyon?A．ReferentB．RewardC．FormalD．Expert2.假定你和公司的CEO是邻居，你们的关系比拟铁，而公司的同事也都知道你们之间的关系比拟好。你会依靠以下哪种权力类型来行使工程经理的权力?A．参照型B．酬劳型C．正式型D．专家型3.Yourbossbelievesthatallofyourprojectteammembersavoidworkasmuchaspossible.Heorsheoftenusesthreatsandvariouscontrolschemestomakesurepeoplearedoingtheirjobs.Whichapproachtomanagingpeopledoesyourbossfollow?A.Maslow’shierarchyofneedsB.TheoryXC.TheoryYD.Herzberg’smotivationandhygienefactors3.你的老板认为你的所有团队成员都在尽可能少工作，他用了很多威胁和其他监督手段来让大家完成工作，他的管理方法说明了：A.马斯洛的需求层次论B.X理论C.Y理论D.赫兹伯格的鼓励和保健理论4.Youareafabulousprojectmanager,andyourteamthinkshighlyofyou.Youarewellrespectedbythestakeholders,managementteam,andprojectteam.Whenyoumakedecisions,othersfollowyourleadasaresultofwhichofthefollowing?A.ReferentpowerB.ExpertpowerC.LegitimatepowerD.Punishmentpower4.你是一名出色的工程经理。你的小组成员对你非常尊敬。工程干系人，管理小组，工程组也都很尊敬你。当你做出决定时，其他人能遵照你的要求去办。这是一种什么样的权力类型？A.指示权B.专家权C.法律权D.惩罚权5．Givingateammemberacornerofficeisdifferentfromgivinghimhealthbenefitsbecauseacornerofficeisa(n)_____A.perquisite.B.fringebenefit.C．useoftheexpectancytheory．D．exampleofformalpower5.给予一个团队成员单独办公室，与给他健康保障有区别的，因为靠墙的办公室是：A．额外待遇B．边际福利C．期望值理论的使用D．正式权力的例如6．You'vepromisedyourteamtwodaysofpaidtimeoffplusaweek'straininginthelatesttechnologyoftheirchoiceiftheycompletetheirprojectaheadofschedule.Thisisanexampleofwhichofthefollowing?A.AchievementtheoryB.ExpectancytheoryC.Maslow'stheoryD.Contingencytheory6.你已经容许你的工程小组，如果他们在进度表之前完成工程的话，他们将有两天的带薪假期并根据他们的选择进行为期一周的技术培训。这是一个什么理论的例子？A.成就理论B.期望理论C.Maslow’s理论D.应急理论7.Alikelyresultofusing“compromise〞toresolveatwo-partyconflictis:A.Lose-loseB.Win-loseC.Win-winD.Lose-win7．采用“妥协〞来解决双方冲突的一个可能的结果是：A.输-输B.赢-输C.赢-赢D.输-赢8.Whichofthefollowingisaformofpowerthattheprojectmanagercanuseduetothepositionofprojectmanagerinthecompany？A.LegitimateB.ExpertC.PenaltyD.Referent8.在公司里，下面哪一个属于工程经理在其职位上可以行使的权力？A.合法权B．专家权C.惩罚权D.参照权9．Asaprojectmanager,youareawareofanumberofdifferentconflictresolutionmethods.Twoteammembersonyourcurrentconstructionprojectareengagedinamajorargumentconcerningstormwindowinstallation.Theyrefusetolistentoeachother.AlthoughitisMarchandhurricaneseasondoesnotbeginuntilJune,astormisexpectedtohityourareainlessthan8hours.Windowsmustbeinstallednowortheentireprojectisinjeopardy.ThemostappropriateconflictresolutionapproachforyoutouseinthissituationisA．AccommodatingB．CompromisingC．CollaboratingD．Forcing9.作为一名工程经理，你了解一些不同的冲突解决方法。你现在的建筑工程小组的两名成员就防风暴护窗的安装问题发生分歧。他们拒绝听取对方的意见。虽然当时是三月，飓风季节六月才来到，一场不同寻常的风暴不到8小时就会袭击当地。必须马上安装防护窗，否那么整个工程都会遭到破坏。最适宜的解决冲突的方法是A．双方通融B．折中C．合作D．强制10.Aprojectmanagermadeadecisiononacomplexproblem.Afewmonthslater,asimilarproblemhasoccurred.Whatisthemostprobablereason?A.Poorriskanalysis.B.Negligenceoftheconfirmationonthesolvedproblem.C.Ignoranceofreportingtothesponsor.D.NouseofIshikawadiagram.10.某工程经理就一个复杂的问题作了决策。几个月后，类似的问题又出现了，最可能的原因是什么？A.风险分析缺乏B.疏忽对解决问题确实认C.忽略了向发起人汇报D.没有使用鱼骨图11.TheHaloeffectisimportanttoknowbecausethereisatendencyto:A.PromotefromwithinB.HirethebestC.MovepeopleintoprojectmanagementbecausetheyaregoodintheirtechnicalfieldD.Movepeopleintoprojectmanagementbecausetheyaregoodintheyhavehadprojectmanagementtraining11.光环效应是应该了解的一个很重要的方面，因为有一种倾向，即:A．从内部晋升B．聘用最好的人才C．由于一些人才在技术领域干得很不错，而被调配到工程管理岗位上D．由于一些人才接受过很好的工程管理培训，而被调配到工程管理岗位上12．WhatistheLeadershipstyleofPMattheearlystageofProject?A.CoachingB.SupportingC.DelegatingD．directing12.在工程早期，工程经理的领导方式是什么:A．教练B．支持C．委派D．指导13．Whattheoryproposesthateffortswillleadtoeffectiveperformanceandwillberewardedforaccomplishments?A.ConditionalreinforcementB.Maslow’shierarchyC.McGregor’sD.Expectancy13.哪个理论认为人们相信努力可以获得有效的成绩，而且可以因此获得奖励？A．条件加强B．马斯洛需求层次C．麦格尔D．期望理论14．Inwhichmotivationtheorydohygienefactorsplayapart?A.Herzberg’sB.McGregor’sC.TheoryYD.Maslow’shierarchy14.哪项鼓励理论包括“保健因素〞？A．赫尔兹伯格B．麦克格雷C．Y理论D．马斯洛理论15．Whichmotivationaltheoristsaidthatpeoplecannotascendtothenextleveluntilthelevelsbelowarefulfilled?A.MaslowB.DemingC.McGregorD.Herzberg15.下面哪个鼓励理论认为人们底层的需求满足之后才会考虑上层的需求？A．马斯洛B．戴明C．麦克格雷D．赫尔兹伯格16．AccordingtoHerzberg'sMotivator-HygieneTheory,whenachievement,recognition,responsibility,andadvancementorpromotionsarenotpresent,employee'swill-A．BecomealienatedwiththeorganizationandleaveB．LackmotivationbutwillnotbedissatisfiedwiththeirworkC．LackmotivationandbecomedissatisfiedwiththeirworkD．Becomedissatisfiedonlyiftheydonotreceivesalaryincreases16.按照赫兹伯格的鼓励理论：当没有成就、认同、责任和晋升的时候，员工会A．开始疏远团队并离开B．缺少活力但是对工作没有流露不满C．缺少活力并且对工作不满D．只有工资没有增长的时候才不满17．Employeeswhobelievetheireffortswillleadtoeffectiveperformanceandexpecttoberewardedfortheiraccomplishmentsremainproductiveasrewardsmeettheirexpectations.Thisiscalled:A.aperquisite.B.ahaloeffect.C.theexpectancytheory.D.amotivationaltheory.17.职员相信他们的努力将会产生良好的绩效，并且他们的努力也会得到相应的回报。这种理论被称为：A．额外津贴B．光环效应C．期望理论D．动机理论18．AccordingtoHerzberg'stheory,achievingpositivemotivationresultsfromtheopportunitytoachieveandexperience"selfactualization".Whichofthefollowingisnotoneofthemotivatingagents?A.recognitionB.salaryC.responsibilityD.professionalgrowth18.根据海兹伯格的理论(Herzbergtheory)，获得正向鼓励是由取得并经历“自我实现〞的时机决定的。以下哪项不是一个鼓励动因?A．表扬B．工资C．责任D．专业成长19．Themanagementtheorythatallpeoplecandirecttheirowneffortsis:A.TheoryYB.Herzberg’stheoryC.Maslow’shierarchyD.TheoryX19.哪个管理理论认为人们可以决定自己的努力方向？A．Y理论B．海兹伯格理论C．马斯洛需求层次理论D．X理论20．Peoplearemotivatedbytheneedforachievement,power,oraffiliationaccordingtowhichtheory?A.ExpectancytheoryB.AchievementtheoryC.ContingencytheoryD.TheoryX20.人们是由对成功、权力、附属关系的需要来鼓励的。这是由以下哪个理论推测出的？A．期望理论B．成就动机理论C．权变理论D．X理论21．AmanagementstylecharacterizedbylittleornoinformationflowingupordownbetweentheprojectmanagerandprojectteamiscalledA.EgocentricB.DemocraticC.ParticipativeD.Laissez-faire21.工程经理与工程队伍之间很少或没有相互的信息流动，以此为特征的管理方式被称为:A．自我中心的B．民主的C．参与的D．放任的22．Yourorganizationischaracterizedbyhierarchicalorganizationalstructureswithrigidrulesandpoliciesandstrictsupervisorycontrols.Individualteammembersarenotexpectedtoengageinproblemsolvingorusecreativeapproachestoplanandexecutework.Butbecausealotofcompanyworkinvolvescrisissituations,thisauthoritarianmanagementstylehassomebenefits.Yourorganizationischaracterizedbywhichoneofthefollowingtheories?A．Ouchi’sTheoryB．McGregor’sTheoryXC．Maslow’sself-esteemlevelD．Vroom’sExpectancyTheory22.你们公司拥有严格的等级制度，各项政策、监控机制也是非常严密的。公司不允许团队成员单独解决问题或者采取与众不同的方法来完成任务。但是，由于公司的许多工作都要采取应急措施，需要当机立断，因此这种专制的管理风格也还有些好处。你们公司的特征符合以下哪种理论的说法?A．奥齐理论B．麦克格雷格X理论C．马斯洛需要层次理论中自尊层次上的需求D．期望理论23．"Whycan'twesolvethisproblembyallsidesgivinginalittle?"Thisisanexampleofwhattypeofconflictresolutiontechnique?A.problemsolvingB.forcingC.withdrawalD.compromising23."我们各方为什么不能各作一些让步来解决这个问题呢?"这是哪种冲突解决技巧的例如?A．问题解决B．强迫C．撤退D．妥协24．Conflictonprojectsisusuallycausedby:A.schedules,priorities,technicalopinions,andresources.B.schedules,personalities,priorities,andresources.C.schedules,personalities,priorities,andtechnicalopinions.D.schedules,cost,priorities,andresources.24.工程中通常引发冲突的原因是：A．进度,优先级,技术观点,和资源B．进度,个人性格,优先级,和资源C．进度,个人性格,优先级,和技术观点D．进度,本钱,优先级,和资源25．TheprojectmanagercanhelptheprojectteamdevelopasenseofidentityasagroupbyA.Communicatingfrequentlythroughe-mailB.CreatinganairofmysteryabouttheprojectC.Havinga"warroom"D.Issuingguidelinesonhowteammembersshouldinteractwithotherstakeholders25.工程经理可以通过()，帮助工程团队建立一种团体认同感。A．定期用电子邮件沟通B．对工程建立一种神秘的气氛C．建立一个"作战室"D．发布团队成员应该如何与其他工程利害关系者相互交流的指导方针26.Whichofthefollowingconflictresolutiontechniquesisusedwhentheconflictingpartiesareuncooperativeandunassertive?A.CompromiseB.WithdrawalC.ProblemsolveD.Smoothing26.冲突双方虽然有分歧却并不固执，应该采用什么方式来解决问题？A.妥协B.撤退C.解决问题D.缓和27.Thiswin-winconflictresolutiontechniqueistheonethatprojectmanagersshouldusemost.A.ProblemsolveB.CompromiseC.WithdrawalD.Smoothing27.一种工程经理最常用的双赢的矛盾解决方法是：A.解决问题B.让步C.撤退D.缓和28.Whatdoesaresourcehistogramshowthataresponsibilityassignmentmatrixdoesnot?A.TimeB.ActivityC.InterrelationshipsD.Thepersoninchargeofeachactivity28.哪个是资源直方图能显示而责任矩阵不能显示的A.时间B.活动C.相互关系D.负责活动的人29.Ateammembershowdoesn’thavetherequiredskillsorknowledgewasassignedtoateam.Whoisresponsibleforensuringthathereceivesthepropertraining?A.sponsorB.functionalmanagerC.projectmanagerD.trainingcoordinator29.一个不具备要求的技能或知识的团队成员被分配到一个工程。谁负责确保他得到适当的培训？A．发起人B．职能经理C．工程经理D．培训协调员30.Theprimarycommunicationskillsyouwilluseinworkingwithfunctionalmanagerswillbe-A.Problemsolving.B.Negotiating.C.Teambuilding.D.Publicrelations.30.你在与职能经理一起工作将使用的主要沟通技能是：A．问题解决B．谈判C．团队建设D．公关31．Duringyourprojectmeeting,aproblemwasdiscussedandaresolutiontotheproblemwasreached.Duringthemeeting,theparticipantsstartedwonderingwhytheythoughttheproblemwassuchabigissue.Sometimeafterthemeeting,youreceivedane-mailfromoneofthemeetingmemberssayingthey'vechangedtheirmindaboutthesolutionreachedinthemeetingandneedtoresurfacetheproblem.Thesolutionreachedduringtheinitialprojectmeetingisanexampleofwhichofthefollowingconflictresolutiontechniques?A.ProblemsolveB.ForcingC.SmoothingD.Storming31.在你的工程会议中，讨论了一个问题并且已一致达成了问题的解决方法。在会议过程中，参会人员开始想知道为什么我们会把看作一个如此大的问题来讨论。会后你收到一封来自一名会晤人员的邮件，称他们已经改变了主意，不再同意上次在会议中达成的解决方法，并且需要重新找出实质的问题所在。在最初的工程会议中的达成的解决方法的例子属于以下哪种争论解决技术。A．解决问题B．强制C．调和D．震荡32.Allofthefollowingareformsofpowerderivedfromtheprojectmanager’spositionEXCEPT?A.FormalB.RewardC.PenaltyD.Expert32.下面各项都是工程经理通过职位获得的权力类型，除了：A．正式B．奖励C．处分D．专家33.Aprojectmanageroftensolicitsopinionsfromhisteammembers.Thisisanexampleofhaving:A.difficultteammembersheneedstokeepsatisfied.B.atheoryXstyleofleadership.C.aparticipativemanagementstyle.D.difficultymakingdecisions.33.一个工程经理以常向他的团队成员征求意见。这是〔〕的例子。A．他需要满足棘手的团队成员。B．X理论的领导风格。C．参与式管理风格。D．难做决策34.Thefollowingcouldallbesignsofdecreasingteammotivationexceptfor:A.scopechangeB.projectstaffturnoverC.absenteeismD.conflictsbetweenteammembers34.以下各项除〔〕外都是降低团队动机的迹象A.范围变更B.工程人员流动C.旷工D.团队成员之间冲突35.Astheprojectmanagerforyourteam,youaretoldthatoneofyourteammembershasstartedtheworkofaprojectdeliverable.However,nowthatheishalfwayintothework,heisbeginningtofeelintimidatedandoverwhelmedbythevisibilityheisreceivingfromothersintheorganizationduetotheimportanceofhiswork.Whatshouldyoudo?A.Talktotheteammembertounderstandandacknowledgeanyofhisconcerns,andthenofferhimsupportandconfidencethatyouknowhewillbesuccessfulincompletingthetaskduetohisprovenskillsandtalent.B.Donothing.C.Talktotheteammember'smanagerandaskhertoaddresstheproblem.D.Telltherestoftheteamthatthisdeliverablewillnotbecompletedontime.35.作为你们团队的工程经理，你被告知其中一位团队成员已经开始了基于某个可交付成果的工作。然而，因为他是半途参加这项工作的，他开始觉得有些害怕和不安，因为他从组织里其他成员那里观察得知他的工作非常重要。你该如何做？A.告诉该团队成员你理解并成认他的任何担忧，然后给他提供支持和信心，告诉他具备实力和天赋，可以胜任他的工作。B.什么也不做C.告知该团队成员的经理，让她来处理这个问题D.告知团队其他成员该可交付成果不能够及时完成36Majordifficultiesarisewhenmultipleprojectsneedtobemanagedinthefunctionalorganizationalstructurebecauseof-A．ThelevelofauthorityoftheprojectmanagerB．ConflictsovertherelativeprioritiesofdifferentprojectsincompetitionforlimitedresourcesC．ProjectteammemberswhoarefocusedontheirfunctionalspecialtyratherthanontheprojectD．Theneedfortheprojectmanagertouseinterpersonalskillstoresolveconflictsinformally36.当多工程需要在职能组织结构中进行管理的时候，会出现很大的困难，因为:A．工程经理的权力级别B．不同工程在争取有限资源时的相对优先等级冲突C．工程团队成员关心他们各自的职能领域而不是工程本身D．工程经理需要利用处理人际关系的技能，以非正式的方法解决冲突37．Aresourcehistogramshowsresourcesby:A.unitoftime.B.task.C.areaofexpertise.D.phase.37.资源直方图根据以下什么哪项来显示资源？A．单位时间B．任务C．专业范围D．阶段38.You’reworkingonaninternalserviceprojectandareinthebeginningofthePlanningprocesses.Younoticedthatspecificstaffmemberswerenamedasprojectteammembersduringyourreviewoftheprojectcharter.Whichofthefollowingdoesthisquestiondescribe?A.ResourceavailabilityB.Pre-assignmentC.StaffmanagementplanD.Virtualteams38．你管理一个内部效劳工程并处于方案过程中，你注意到在你审阅工程章程时发现某些员工已经被指定为工程团队成员，这个问题说明了：A.资源可利用性B.预分配C.员工管理方案D.虚拟团队39.Thefollowingexchangetookplaceatyourlastteammeeting:“Idon’tagreewithViolet,andI’mnotgoingtostopworkingonthesecretformulajustbecauseshedoesn’thavetheequipmentinplacefortheexperiments.〞Whatstageisthisteamin?A.ConfrontationB.NormingC.StormingD.Withdrawal39.上一次开会时发生了这样的交谈，“我不同意维埃特的看法，我不会因为她没有及时把实验设备安装到位，而稀里糊涂的停止我的工作。〞这个团对处于什么阶段？A.面对B.标准阶段C.震荡阶段D.撤退40.Yourprojectscheduleistightandindangeroffallingbehindwhentwoteammembersstartdisruptingstatusmeetingsbyarguingwitheachother.Asprojectmanager,whatistheBESTthingyoucando?A.SeparatethetwountiltheprojectisbackontrackB.SpeakwitheachteammemberandgiveeachaverbalwarningC.DiscusstheproblemwiththemanagerofthetwoteammemberD.Meetwithbothteammembersandtheirmanagertodeterminethesourceofconflict40.你的工程方案进度很紧，而且处于进度落后的危险之中，这时两个团队成员吵了起来，干扰了正在进行的状态会议。作为工程经理你最好应该：A.把这两个人分开，直到工程恢复正规B.分别和他们谈话，给于口头警告C.和他们的经理讨论这个问题D.和他们两人以及他们的经理讨论确定冲突的来源41.ThefollowingisnottrueabouttheResponsibilityAssignmentMatrix:A.ItdetailspeopleassignedtoprojectrolesB.ItdetailsprojectrolesandresponsibilitiesC.ItdetailswhenstaffareallocatedtotasksD.ItislinkedtothescopedefinitionorWBS41.关于责任分配矩阵，下面哪一个说法是不对的？A.它详细说明人员的角色分配B.它详细说明角色和职责C.它详细说明员工何时分配到任务上D.它和WBS或者范围定义相关联42.AProjectManagerhasultimateresponsibilityforthefollowing:A.DevelopprojectteamB.ProjectapprovalC.EnsuringnoprojectchangeoncetheprojectisapprovedD.Designandtestspecs42.工程经理最终负责哪一个？A.建设工程团队B.工程批准C.工程批准后保证不再变更D.设计和测试规格43．TheleadshipcapabilityofPMdoesn’tincludewhichofthefollowing？A.Deliverwhatthecustomerneeds.B.CommunicatingC.Aligning.D.Inspiring43.工程经理的领导力，涉及以下所有各项，除了：A.交付客户要求B.沟通C.协调思想D.鼓励44.Whichofthefollowingsfouroptionsislesseffectiveindevelopingprojectteam?A.Holdkickoffmeetings.B.Teamparticipationforestablishmentofgroundrulesforteambehavior.C.Encourageinformalcommunicationandactivitiestobuildtrustandworkrelationships.D.Co-locateyourteamorsetupaprojectwarroom.44.以下四项选择中，哪一项在有效的建设工程团队中作用较小？A.举行开工会议B.团队参与制定团队行为的根本规那么C.鼓励非正式的沟通活动以建立信任和关系D.集中办公，设立工程作战室45.Duringprojectplanninginamatrixorganization,theprojectmanagerdeterminesthatadditionalhumanresourcesareneeded.Fromwhomwouldherequesttheseresources?A.ProjectmanagerB.FunctionalmanagerC.TeamD.Projectsponsor45.在矩阵型组织中的工程规划阶段，工程经理决定需要追回人力资源。他需要从以下何人手中申请这些人员？A.工程经理B.职能部门经理C.工程团队D.工程出资人46．Whichofthefollowingfactorscontributesthemosttoteamcommunication?A.ExternalfeedbackB.PerformanceappraisalsC.SmoothingoverofteamconflictsbytheprojectmanagerD.Collocation46.以下哪项因素对团队沟通所做的奉献最大?A．外部反应B．绩效评估C．由工程经理调和团队中发生的冲突D．集中办公47．Whatarethedrawbackswiththedemocraticstyleofmanagement?A.Itisdifficulttomakeaquickdecision.B.MajorityruleswhichmaynotindicatetheappropriatesolutionC.Ifthewronggroupwithintheprojectteamispolled,anincorrectdecisionmayoccur.D.Alloftheabove47.民主的管理风格的缺点是什么?A．难于快速决策B．少数服从多数原那么得出的解决方案也许不适宜C．如果工程团队选择了错误的团体，错误的决策就发生了D．以上全部48.Tohelptheprojectteamfunctionmoreefficientlyoncomplexandinterrelatedtasks,theprojectmanagerdecidestouseawarroom.Whatdosethismean?A.Alltheprojectrecordsarekeptinmanylocations.B.Thetoolsneededtoaccomplishtheworkarekeptinoneplacewitheasyaccessbytheteamfromvariouslocations.C.Theentireteamislocatedinonearea.D.Theproject’sentireseniormanagementteamislocatedinonearea.48.为了帮助工程团队更有效的发挥任用，以完成错综复杂的任务，工程经理决定采取作战室的方式。这意味着什么？A.所有工程记录都保存在许多地方B.对于完成工作所需的工具保存在一个地方以便不同地方的团队成员使用C.整个团队集中在一个地方办公D.工程的整个高层管理团队集中在一个地方办公49.Youhavejustbeenassignedasprojectmanagerforalargetelecommunicationsproject.Thisone-yearprojectisabouthalfwaydone.Theprojectteamconsistsoffivesellersand20ofyourcompany’semployees.Youwanttounderstandwhoisresponsiblefordoingwhatontheproject.Wherewouldyoufindsuchinformation?A.ResponsibilitymatrixB.ResourcehistogramC.GanttchartD.Projectorganizationchart49.你被分配为大型电信工程的工程经理。这个一年的工程已经完成一半。工程团队由五个提供商和20名你公司的职员组成。你希望了解在这个工程中谁负责干什么，在哪里可以找到此类信息？A．责任矩阵B．资源柱状图C．甘特图D．工程组织图50.Aladyispregnantinyouteamandthedoctoradvisedhertostayathomeforthebenefitofhercomingbaby.