リリースPMI CAPM更新された問題PDF [Q86-Q101]

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リリースPMI CAPM更新された問題PDF

CAPM問題集と練習テスト（899試験問題)


CAPM試験は、プロジェクト管理に新しく取り組む人や、この分野でのキャリアを追求する人々向けのエントリーレベルの認定資格です。PMBOKガイドに記載されているプロジェクト管理の概念、用語、およびベストプラクティスに関する知識と理解度を測定します。この認定資格は、プロジェクト管理の強い基盤を提供し、他の認定資格や専門的成長への足がかりとなることができます。

 

質問 # 86
How is the Project Scope Management process different in agile and adaptive projects then In traditional projects?

  • A. Less time spent on defining scope early on
  • B. Project scope management is the same in all projects
  • C. Less time spent on scope management process
  • D. More time spent on defining scope early on

正解：A


質問 # 87
The scope management plan is a subsidiary of which project document?

  • A. Project management plan
  • B. Quality management plan
  • C. Resource management plan
  • D. Schedule management plan

正解：A


質問 # 88
Project management processes are:

  • A. Applied globally and across all industry groups.
  • B. Static; they must not change across different projects.
  • C. Discrete elements with well-defined interfaces.
  • D. Project phases, applied as required in different projects.

正解：A

解説：
Section: Volume E


質問 # 89
Organizational theory is a tool used in which Project Human Resource Management process?

  • A. Develop Project Team
  • B. Acquire Project Team
  • C. Manage Project Team
  • D. Plan Human Resource Management

正解：D

解説：
Section: Volume A
Explanation:
9.1.2.3 Organizational Theory
Organizational theory provides information regarding the way in which people, teams, and organizational units behave. Effective use of common themes identified in organizational theory can shorten the amount of time, cost, and effort needed to create the Plan Human Resource Management process outputs and improve planning efficiency. It is important to recognize that different organizational structures have different individual response, individual performance, and personal relationship characteristics. Also, applicable organizational theories may recommend exercising a flexible leadership style that adapts to the changes in a team's maturity level throughout the project life cycle.
Process: 9.1 Plan Human Resource Management
Definition: The process of identifying and documenting project roles, responsibilities, required skills, reporting relationships, and creating a staffing management plan.
Key Benefit: The key benefit of this process is that it establishes project roles and responsibilities, project organization charts, and the staffing management plan including the timetable for staff acquisition and release.
Inputs
1. Project management plan
2. Activity resource requirements
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Organization charts and position descriptions
2. Networking
3. Organizational theory
4. Expert judgment
5. Meetings
Outputs
Human resource management plan


質問 # 90
Using the following data, what is the Schedule Performance Index (SPI)?
EV= $500
PV= $750
AC= $1000
BAC= $1200

  • A. 0.67
  • B. 0.75
  • C. 0.5
  • D. 1.5

正解：A


質問 # 91
The project scope statement and resource calendars are inputs to which Project Time Management process?

  • A. Estimate Activity Resources
  • B. Develop Schedule
  • C. Sequence Activities
  • D. Control Schedule

正解：B

解説：
Section: Volume D
Explanation:
The project team must complete a scope statement for developing a common understanding of the project scope among stakeholders. This lists project deliverables - summary level sub-products, whose full and satisfactory delivery marks the completion of the project Process: 6.6 Develop Schedule Definition: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Project schedule network diagrams
5. Activity resource requirements
6. Resource calendars
7. Activity duration estimates
8. Project scope statement
9. Risk register
10.Project staff assignments
11.Resource breakdown structure
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource optimization techniques
5. Modeling techniques
6. Leads and lags
7. Schedule compression
8. .Scheduling tool
Outputs
1. Schedule baseline
2. .Project schedule
3. Schedule data
4. Project calendars
5. Project management plan updates
6. Project documents updates


質問 # 92
Which tool or technique is used in the Develop Project Management Plan process?

  • A. Expert judgment
  • B. Project management information system (PMIS)
  • C. Project charter
  • D. Quality assurance

正解：A

解説：
Section: Volume A
Explanation:
4.1.2.1 Expert Judgment
Expert judgment is often used to assess the inputs used to develop the project charter. Expert judgment is applied to all technical and management details during this process. Such expertise is provided by any group or individual with specialized knowledge or training and is available from many sources, including:
Other units within the organization,

Consultants,

Stakeholders, including customers or sponsors,

Professional and technical associations,

Industry groups,

Subject matter experts (SME), and

Project management office (PMO).

Process: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),

Schedule baseline (Section 6.6.3.1), and

Cost baseline (Section 7.3.3.1).

Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),

Requirements management plan (Section 5.1.3.2),

Schedule management plan (Section 6.1.3.1),

Cost management plan (Section 7.1.3.1),

Quality management plan (Section 8.1.3.1),

Process improvement plan (Section 8.1.3.2),

Human resource management plan (Section 9.1.3.1),

Communications management plan (Section 10.1.3.1),

Risk management plan (Section 11.1.3.1),

Procurement management plan (Section 12.1.3.1), and

Stakeholder management plan (Section 13.2.3.1).

Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;

Details of the tailoring decisions specified by the project management team as follows:

○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;

Change management plan that documents how changes will be monitored and controlled;

Configuration management plan that documents how Configuration management will be performed;

Description of how the integrity of the project baselines will be maintained;

Requirements and techniques for communication among stakeholders; and

Key management reviews for content, the extent of, and timing to address, open issues and pending

decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.


質問 # 93
The progressive detailing of the project management plan is called:

  • A. rolling wave planning.
  • B. specification.
  • C. expert judgment.
  • D. work performance information.

正解：A

解説：
Section: Volume D
Explanation:
6.2.2.2 Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.
Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),

Schedule baseline (Section 6.6.3.1), and

Cost baseline (Section 7.3.3.1).

Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),

Requirements management plan (Section 5.1.3.2),

Schedule management plan (Section 6.1.3.1),

Cost management plan (Section 7.1.3.1),

Quality management plan (Section 8.1.3.1),

Process improvement plan (Section 8.1.3.2),

Human resource management plan (Section 9.1.3.1),

Communications management plan (Section 10.1.3.1),

Risk management plan (Section 11.1.3.1),

Procurement management plan (Section 12.1.3.1), and

Stakeholder management plan (Section 13.2.3.1).

Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;

Details of the tailoring decisions specified by the project management team as follows:

○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;

Change management plan that documents how changes will be monitored and controlled;

Configuration management plan that documents how Configuration management will be performed;

Description of how the integrity of the project baselines will be maintained;

Requirements and techniques for communication among stakeholders; and

Key management reviews for content, the extent of, and timing to address, open issues and pending

decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.


質問 # 94
Which project documents can determine the budget?

  • A. Basis of estimates, cost estimates, project schedule, and risk register
  • B. Procurement documents, contracts, requirements documentation, and basis of estimates
  • C. Business case, project charter, statement of work, and cost estimates
  • D. Scope baseline, resource management plan, activity list, and assumption log

正解：A

解説：
Section: Volume E
Explanation/Reference: https://project-management-knowledge.com/definitions/d/determine-budget/


質問 # 95
Which of the following is a category of organizational process assets?

  • A. Employee capabilities
  • B. Organizational culture
  • C. Organizational knowledge bases
  • D. Government standards

正解：C


質問 # 96
Exhibit A is an example of which of the following types of Sequence Activities?

  • A. Activity-on-arrow diagramming
  • B. Project schedule network diagramming
  • C. Mathematical analysis diagramming
  • D. Precedence diagramming

正解：D


質問 # 97
Which stakeholder classification model groups stakeholders based on their level of authority and their active involvement in the project?

  • A. Influence/impact grid
  • B. Power/interest grid
  • C. Salience model
  • D. Power/influence grid

正解：D

解説：
Explanation/Reference:
Explanation:
13.1.2.1 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project's chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.
Stakeholder analysis generally follows the steps described below:
Identify all potential project stakeholders and relevant information, such as their roles, departments,

interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify.
They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
Analyze the potential impact or support each stakeholder could generate, and classify them so as to

define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to

influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as:
Power/interest grid, grouping the stakeholders based on their level of authority ("power") and their level

or concern ("interest") regarding the project outcomes;
Power/influence grid, grouping the stakeholders based on their level of authority ("power") and

their active involvement ("influence") in the project;
Influence/impact grid, grouping the stakeholders based on their active involvement ("influence") in the

project and their ability to effect changes to the project's planning or execution ("impact"); and Salience model, describing classes of stakeholders based on their power (ability to impose their will),

urgency (need for immediate attention), and legitimacy (their involvement is appropriate).


質問 # 98
An imposed date for completion of the project by the customer is an example of a project:

  • A. exclusion
  • B. constraint
  • C. assumption
  • D. deliverable

正解：B


質問 # 99
Which Manage Communications tool or technique focuses on identifying and managing barriers?

  • A. Information management systems
  • B. Information technology
  • C. Communication methods
  • D. Communication models

正解：D

解説：
Explanation/Reference:
Explanation:
10.1.2.3 Communication Models
The communication models used to facilitate communications and the exchange of information may vary from project to project and also within different stages of the same project. [..]. Medium is the technology medium and includes the mode of communication while noise includes any interference or barriers that might compromise the delivery of the message. The sequence of steps in a basic communication model is:
Encode. Thoughts or ideas are translated (encoded) into language by the sender.

Transmit Message. This information is then sent by the sender using communication channel (medium).

The transmission of this message may be compromised by various factors (e.g., distance, unfamiliar technology, inadequate infrastructure, cultural difference, and lack of background information). These factors are collectively termed as noise.
Decode. The message is translated by the receiver back into meaningful thoughts or ideas.

Acknowledge. Upon receipt of a message, the receiver may signal (acknowledge) receipt of the message

but this does not necessarily mean agreement with or comprehension of the message.
Feedback/Response. When the received message has been decoded and understood, the receiver

encodes thoughts and ideas into a message and then transmits this message to the original sender.
Process: 10.2 Manage Communications
Definition: The process of creating, collecting, distributing, storing, retrieving and the ultimate disposition of project information in accordance with the communications management plan.
Key Benefit: The key benefit of this process is that it enables an efficient and effective communications flow between project stakeholders.
Inputs
1. Communications management plan
2. Work performance reports
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Communication technology
2. Communication models
3. Communication methods
4. Information management systems
5. Performance reporting
Outputs
1. Project communications
2. Project management plan updates
3. Project documents updates
4. Organizational process assets updates


質問 # 100
Which type of dependency is legally or contractually required or inherent in the nature of work and often involves physical limitations?

  • A. External
  • B. Mandatory
  • C. Internal
  • D. Discretionary

正解：B

解説：
Explanation/Reference:
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required

or inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested.
Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,

preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total float values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modification or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and

non-project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project

activities and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.


質問 # 101
......


プロジェクトマネジメント協会の認定プロジェクトマネージャー（CAPM）は、プロジェクトマネジメントのキャリアを始めたい人や現在のスキルを向上させたい人にとって有益な認定です。CAPM試験は、候補者のプロジェクトマネジメントの原則や用語に関する知識と理解度を測定するために設計されています。これは、個人がプロジェクトマネジメントの専門職に対するコミットメントを示す、世界的に認められた認定資格です。

 

CAPM試験問題集合格させるのは更新されたのは2023年年最新の認証済み試験問題：https://www.goshiken.com/PMI/CAPM-mondaishu.html

ガイド（2023年最新）実際のPMI CAPM試験問題：https://drive.google.com/open?id=1R9-F57ML670jxhCS1eXWXJBj1fdYHyUo

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