2024年最新のの問題Project Management ProfessionalとPMI-RMPリアル試験問をマスターせよ！
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質問 # 49
You are the project manager of the NGH project for your organization. You want to create a causeand- effect diagram to help discover the root causes of the risks within the project. Harold, the CIO, recommends that you create an Ishikawa diagram instead. What is an Ishikawa diagram?
- A. It is a graphical representation of situations showing causal influences.
- B. It is the same thing as a root cause diagram.
- C. It diagrams the risks according to the work breakdown structure including resources.
- D. It shows how various elements of a system interrelate.
正解：B
質問 # 50
A project manager is developing the risk register and works with the team to analyze risks and determine their probability and impact. There is valuable historical data available that may be used to simulate the overall risk outcome.
Which type of analysis should the project manager use in this instance?
- A. Cause and effect
- B. Specialized meeting
- C. Quantitative analysis
- D. Check list analysis
正解：C
解説：
Explanation
In this instance, the project manager should use quantitative analysis to simulate the overall risk outcome.
Quantitative analysis techniques, such as Monte Carlo simulation or decision tree analysis, can be used to model the combined effect of individual risks on project objectives. By leveraging historical data, the project manager can generate more accurate and reliable risk assessments, which can help inform risk response strategies and improve project decision-making.
Quantitative analysis is a type of risk analysis that numerically analyzes the effect of identified risks on overall project objectives 1. It involves using historical data and other information to estimate the probability and impact of risks, and then applying mathematical techniques such as simulation, sensitivity analysis, decision tree analysis, or expected monetary value analysis to quantify the overall risk exposure of the project 2.
Quantitative analysis can provide more accurate and objective results than qualitative analysis, which relies on subjective judgments and ratings. Quantitative analysis can also help the project manager prioritize risks, determine the optimal risk response strategy, and allocate contingency reserves 3. Therefore, the correct answer is D.
References: 1: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 4311 2: PMI Risk Management Professional (PMI-RMP) Examination Content Outline, page 102 3:
Quantifying risk - Project Management Institute, page 11
質問 # 51
Frank is the project manager of the NHQ project for his company. Frank is working with the project team, key stakeholders, and several subject matter experts on risks dealing with the new materials in the project.
Frank wants to utilize a risk analysis method that will help the team to make decisions in the presence of the current uncertainty surrounding the new materials. Which risk analysis approach can Frank use to create an approach to make decisions in the presence of uncertainty?
- A. Quantitative risk analysis process
- B. Monte Carlo Technique
- C. Delphi Technique
- D. Qualitative risk analysis process
正解：A
質問 # 52
Frank is the project manager of the NHQ project for his company. Frank is working with the project team, key stakeholders, and several subject matter experts on risks dealing with the new materials in the project. Frank wants to utilize a risk analysis method that will help the team to make decisions in the presence of the current uncertainty surrounding the new materials. Which risk analysis approach can Frank use to create an approach to make decisions in the presence of uncertainty?
- A. Quantitative risk analysis process
- B. Monte Carlo Technique
- C. Delphi Technique
- D. Qualitative risk analysis process
正解：A
質問 # 53
You are the project manager of the NHH project for your company. You and the project team have completed the quantitative risk analysis for your project. During this process you create a contingency reserve based on the risk probability-impact matrix as seen in the figure below.
Based on the information in the figure above, what amount would you need to include in your risk contingency fund?
- A. $171,500
- B. -$258,500
- C. -$465,000
- D. $258,500
正解：D
質問 # 54
There are five outputs of the risk monitoring and controlling process. Which one of the following is NOT an output of the process?
- A. Change requests
- B. Organizational process assets updates
- C. Vendor contracts
- D. Risk register updates
正解：C
質問 # 55
Which form of communication minimizes misunderstandings and reinforces teamwork?
- A. Discussion threads
- B. Face-to-face discussions
- C. Project archives
- D. Status reports
正解：B
質問 # 56
You are the project manager of the NHQ Project for your company. You have completed qualitative and quantitative analysis of your identified project risks and you would now like to find an approach to increase project opportunities and to reduce threats within the project. What project management process would best help you?
- A. Plan risk responses
- B. Monitor and control project risks
- C. Create a risk governance approach
- D. Create the project risk register
正解：A
質問 # 57
An organization that spans across different countries undergoes a digital transformation project. The project manager has assigned a risk management team leader who is a risk management certified candidate in their domain.
What should the risk management team leader do in the early stages of the project?
- A. Plan a solid risk response plan and secure the necessary funding.
- B. Conduct qualitative risk analysis to prioritize potential risks.
- C. Educate stakeholders on best practices to perform risk management.
- D. Benchmark to an organization which has executed a similar project,
正解：C
解説：
Explanation
In the early stages of a project, the risk management team leader should conduct qualitative risk analysis to prioritize potential risks. This will help the team to focus on the most significant risks and develop appropriate risk response strategies.
According to the PMI-RMP Handbook, the early stages of the project are the best time to establish the risk management plan, which is a document that describes how risk management activities will be structured and performed on the project. It is one of the main outputs of the Plan Risk Management process. The risk management plan should be developed with the involvement and input of key stakeholders, such as the project sponsor, customer, team members, subject matter experts, and other relevant parties. The risk management plan should also define the roles and responsibilities of the stakeholders in risk management, as well as the reporting and escalation mechanisms.
The risk management team leader, who is a risk management certified candidate in their domain, should educate stakeholders on best practices to perform risk management in the early stages of the project. This is because the stakeholders may have different levels of knowledge, experience, and expectations regarding risk management, especially in an organization that spans across different countries. The risk management team leader should provide training, coaching, and guidance to the stakeholders on how to apply the risk management processes, tools, and techniques, as well as how to use the risk management plan. The risk management team leader should also promote a positive risk culture and encourage stakeholder participation and collaboration in risk management activities.
The other options are not valid for what the risk management team leader should do in the early stages of the project:
Conduct qualitative risk analysis to prioritize potential risks: This is not a valid option because the qualitative risk analysis is part of the Perform Qualitative Risk Analysis process, which comes after the Identify Risks process and before the Perform Quantitative Risk Analysis process. The risk management team leader should not conduct the qualitative risk analysis before developing the risk management plan and identifying the risks.
Plan a solid risk response plan and secure the necessary funding: This is not a valid option because the risk response plan is part of the Plan Risk Responses process, which comes after the Perform Qualitative Risk Analysis and Perform Quantitative Risk Analysis processes. The risk management team leader should not plan the risk response plan and secure the necessary funding before developing the risk management plan, identifying, and analyzing the risks.
Benchmark to an organization which has executed a similar project: This is not a valid option because benchmarking is a technique for risk identification, but it is not the only one. The risk management team leader should use a combination of techniques to identify risks, not just focus on one aspect. Also, benchmarking is not the same as educating stakeholders, which implies providing training, coaching, and guidance on risk management best practices.
References: PMI-RMP Handbook1, PMBOK Guide2, Practice Standard for Project Risk Management2
質問 # 58
You are working with the project stakeholders to analyze and prioritize their requirements for the project.
One of the project requirements is to achieve a high-level of customer satisfaction for the project deliverable. What is the danger in this project requirement?
- A. Achieving customer satisfaction is an assumption and should be documented in the project scope.
- B. Achieving customer satisfaction is a risk as the project manager cannot control how satisfied the customer will be with the project deliverables.
- C. Achieving customer satisfaction should always map to the quality requirements for the project.
- D. Achieving customer satisfaction is a subjective requirement and entails a high level of risk of being successfully accomplished.
正解：D
質問 # 59
You are the project manager of the GHG project. You are preparing for the quantitative risk analysis process.
You are using organizational process assets to help you complete the quantitative risk analysis process. Which one of the following is NOT a valid reason to utilize organizational process assets as a part of the quantitative risk analysis process?
- A. You will use organizational process assets for information from prior similar projects.
- B. You will use organizational process assets for risk databases that may be available from industry sources.
- C. You will use organizational process assets to determine costs of all risks events within the current project.
- D. You will use organizational process assets for studies of similar projects by risk specialists.
正解：C
解説：
Explanation/Reference:
質問 # 60
Jeff, a key stakeholder in your project, wants to know how the risk exposure for the risk events is calculated during quantitative risk analysis. He is worried about the risk exposure which is too low for the events surrounding his project requirements. How is the risk exposure calculated?
- A. The probability of a risk event times the impact of a risk event determines the true risk exposure.
- B. The probability and impact of a risk event are gauged based on research and in-depth analysis.
- C. The probability of a risk event plus the impact of a risk event determines the true risk exposure.
- D. The risk exposure of a risk event is determined by historical information.
正解：A
質問 # 61
During a risk reassessment workshop with the project team and some external stakeholders, two key external stakeholders are overemphasizing the impact of a few project risks. This has led to a conflict.
How should the risk manager handle this situation?
- A. Use the assumption analysis techniques to validate the assumptions.
- B. Refer to the team's ground rules on how to resolve conflicts.
- C. Run a sensitivity analysis to check which risks have the most impact.
- D. Request for a skilled facilitator to help resolve conflicts that have arise.
正解：D
解説：
Explanation
Involving a skilled facilitator can help resolve conflicts that arise during the risk reassessment workshop. A facilitator can ensure that the workshop remains focused and productive while managing conflicts and differences of opinion. (Reference: PMBOK Guide, 6th Edition, p. 512)
質問 # 62
A project manager works on a long-term and high visibility project at an organization that has a low risk appetite towards this project due to its impact on the company's business. The project sponsors follow up weekly with the project manager, who was just informed by one of the risk owners that the exposure from two high-impact risks are hitting the risk thresholds.
What should the project manager do next?
- A. Update the project management plan to add contingency.
- B. Implement mitigation measures for those risks.
- C. Perform an assumptions and constraints analysis.
- D. Complete an assessment and confirm the response with the sponsors.
正解：D
解説：
Explanation
The project manager should complete an assessment of the high-impact risks and confirm the response with the project sponsors (C) since the organization has a low risk appetite for this project. This approach ensures that the sponsors are aware of the situation and can provide guidance on how to proceed. This is in line with PMI's PMBOK Guide, Sixth Edition.
質問 # 63
You are the project manager of the HJU project for your company. This project will last for 18 months and has a project budget of $567,000. Robert, one of your stakeholders, has introduced a scope change request that will likely have an impact on the project costs and schedule. Robert assures you that he will pay for the extra time and costs associated with the risk event. You tell Robert that the change request may affect more areas of the project than just time and cost and that you are worried about the additional risks the change request will bring. What project management component is responsible for evaluating a change request and its impact on all of the project management knowledge areas?
- A. Configuration management
- B. Project change control system
- C. Risk analysis
- D. Integrated change control
正解：D
質問 # 64
A project has a S0S4 chance of a US$100 000 profit and a 40% chance of a US$100,000 loss. What is the expected monetary value for this project?
- A. US$40,000 loss
- B. US$100,000 profit
- C. US$20,000 profit
- D. US$20.000 loss
正解：C
解説：
Explanation
The expected monetary value (EMV) for this project can be calculated as follows: (0.6 x US$100,000) - (0.4 x US$100,000) = US$60,000 - US$40,000 = US$20,000 profit.
The EMV of a project is the weighted average of the possible outcomes, which are a US$100,000 profit or a US$100,000 loss in this case. To calculate the EMV, we multiply the probability of each outcome by its monetary value, and then add them together. The formula is:
EMV = (Probability of profit x Value of profit) + (Probability of loss x Value of loss) In this case, the probability of profit is 60%, and the value of profit is US$100,000. The probability of loss is
40%, and the value of loss is -US$100,000 (negative because it is a loss). Therefore, the EMV is:
EMV = (0.6 x 100,000) + (0.4 x -100,000) EMV = 60,000 - 40,000 EMV = US$20,000 This means that the project has an expected monetary value of US$20,000 profit, which is the answer option
B: The other options are incorrect because they do not match the EMV calculation.
The EMV is a useful tool for comparing different projects or alternatives based on their expected values.
However, it does not account for the variability or uncertainty of the outcomes, which may also affect the project decision making. For example, a project with a higher EMV but a higher risk may not be preferable to a project with a lower EMV but a lower risk. Therefore, the EMV should be used with caution and in conjunction with other risk analysis techniques.
For more information on the EMV and other risk analysis methods, you can refer to the PMI Risk Management Professional (PMI-RMP) Examination Content Outline and Specifications, the A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, and the Expected Monetary Value (EMV): A Guide With Examples. I hope this helps you understand the concept of EMV and how to apply it to project risk management
質問 # 65
The project risk manager on a large firm fixed priced (FFP) contract has an up-to-date risk register with accurate and detailed information. What should the project risk manager do next?
- A. Recommend the removal of risks to the project manager to reduce project risk exposure.
- B. Generate reports to assess and communicate the project risk level.
- C. Quantify the risk exposure that exceeds project contingency.
- D. Advise the client that the project has exhausted contingency.
正解：B
解説：
Explanation
The project risk manager should generate reports to assess and communicate the project risk level to stakeholders. This helps in making informed decisions and taking appropriate actions to manage risks effectively.
質問 # 66
You work as a project manager for BlueWell Inc. You have declined a proposed change request because of the risk associated with the proposed change request. Where should the declined change request be documented and stored?
- A. Change request log
- B. Lessons learned
- C. Project document updates
- D. Project archives
正解：A
質問 # 67
At an oil and gas company, a major unified management information system is to be implemented. The project manager noted that risks gathered from the organization's business functions are not properly identified and categorized, making it difficult to develop an effective risk response.
How should the project manager handle this situation?
- A. Coach the functional groups on how to properly conduct the process.
- B. Adjust the risk response plans to effectively handle the identified risks.
- C. Ask functional managers to improve their risk register and process.
- D. Outsource conducting the risk response plan to risk consultants.
正解：A
解説：
Explanation
The project manager should provide guidance and coaching to the functional groups on how to properly identify and categorize risks. This will help improve the quality of the risk register and ensure an effective risk response plan can be developed.
The project manager should coach the functional groups on how to properly conduct the process of identifying and categorizing risks, as this will help to improve the quality and consistency of the risk information and to facilitate the development of an effective risk response plan. The project manager should also provide guidance and support on how to use the appropriate tools and techniques, such as risk breakdown structure, risk taxonomy, risk checklists, risk interviews, and risk workshops, to elicit and document the risks from different perspectives and sources. By coaching the functional groups, the project manager can also enhance their risk awareness and ownership, and foster a collaborative risk culture within the project. References: The Standard for Risk Management in Portfolios, Programs, and Projects, page 71-72; PMBOK Guide, 6th edition, page 397-398.
質問 # 68
Some issues and unexpected results were found after completing the first phase of a project. The project team is planning the next phase and team members want to avoid the previous issues.
What should the risk manager do to avoid the previous issues?
- A. Improve monitoring and controlling of activities.
- B. Create an issue log to share with the team.
- C. Document the issues in the lessons learned.
- D. Use the information for a risk workshop.
正解：D
解説：
Explanation
According to the PMI Risk Management Professional (PMI-RMP) Examination Content Outline1, one of the tasks in the domain of Risk Identification is to use the information from project documents, lessons learned, and other sources to facilitate the risk identification process1. A risk workshop is a tool and technique for risk identification that involves bringing together the project team, stakeholders, subject matter experts, and risk management experts to identify and analyze the project risks in a structured and collaborative manner2. In this scenario, the risk manager should use the information from the issues and unexpected results found in the first phase of the project for a risk workshop, to avoid the previous issues in the next phase. The risk workshop will help the risk manager and the project team to identify the root causes of the issues, assess their probability and impact, and develop appropriate risk responses. The risk workshop will also enable the risk manager to update the risk register and the risk report with the new information and communicate the risk status to the relevant stakeholders. The risk manager should not improve monitoring and controlling of activities, because that is not a specific action to avoid the previous issues, but rather a general practice that should be done throughout the project life cycle3. The risk manager should not document the issues in the lessons learned, because that is not enough to avoid the previous issues, but rather a way to capture and share the knowledge gained from the project for future reference4. The risk manager should not create an issue log to share with the team, because that is not a proactive risk management technique, but rather a reactive way to track and resolve the issues that have already occurred5. References: 1: PMI Risk Management Professional (PMI-RMP) Examination Content Outline, page 82: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 4003: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 4564: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, page 1005: What Is an Issue Log? Templates & Tips6.
質問 # 69
Multiple new risks have come up on a project that were not included on the risk register. The project manager met with the team to explain that risk management is critical for the success of the project, and risk identification is key.
What should the project manager do next?
- A. Review assumptions and constraints around risks.
- B. Develop the risk response plans for identified risks.
- C. Apply an iterative approach to risk identification.
- D. Determine the likelihood and impact of the risks.
正解：C
解説：
Explanation
The project manager should apply an iterative approach to risk identification, which involves continuous risk identification throughout the project lifecycle. This will help to identify and address new risks that may arise during the project.
質問 # 70
A risk manager of a major project facilitates a meeting to develop the risk management plan. What two factors does the risk manager need to consider to ensure an effective risk management plan is developed? (Choose two.)
- A. Aligning to project constraints and priorities.
- B. Ensuring risk response strategies mitigate all risks.
- C. Obtaining stakeholder acceptance
- D. Minimizing implementation costs.
- E. Applying modern risk management techniques.
正解：A、C
解説：
Explanation
To ensure an effective risk management plan, the risk manager needs to consider aligning the plan to project constraints and priorities and obtaining stakeholder acceptance, as these factors will help ensure that the plan is relevant and supported by the project team and stakeholders.
According to the PMI-RMP Handbook, the risk management plan is a document that describes how risk management activities will be structured and performed on the project. It is one of the main outputs of the Plan Risk Management process. The risk management plan should consider the following factors to ensure its effectiveness:
Aligning to project constraints and priorities: The risk management plan should be aligned with the project objectives, scope, schedule, cost, quality, resources, and stakeholder expectations. It should also reflect the project's risk appetite, tolerance, and threshold levels, which indicate the degree of uncertainty that the project can accept. The risk management plan should prioritize the risk management activities based on the project's critical success factors and key performance indicators.
Obtaining stakeholder acceptance: The risk management plan should be developed with the involvement and input of key stakeholders, such as the project sponsor, customer, team members, subject matter experts, and other relevant parties. The risk management plan should be communicated and approved by the stakeholders to ensure their commitment and support for the risk management process. The risk management plan should also define the roles and responsibilities of the stakeholders in risk management, as well as the reporting and escalation mechanisms.
The other options are not valid factors for ensuring an effective risk management plan:
Applying modern risk management techniques: The risk management plan should apply the appropriate risk management techniques that suit the project's context, complexity, and characteristics.
The techniques should be based on the best practices and standards of the profession, such as the PMBOK Guide and the Practice Standard for Project Risk Management. The techniques do not have to be modern or innovative, as long as they are effective and efficient.
Ensuring risk response strategies mitigate all risks: The risk management plan should define the risk response strategies that will be used to address the identified risks. However, the risk response strategies do not have to mitigate all risks, as some risks may be accepted, transferred, or avoided. The risk response strategies should be based on the risk analysis and evaluation, which consider the probability and impact of the risks, as well as the cost and benefits of the responses.
Minimizing implementation costs: The risk management plan should consider the budget and resources available for the risk management activities. However, the risk management plan should not aim to minimize the implementation costs at the expense of the quality and effectiveness of the risk management process. The risk management plan should balance the costs and benefits of the risk management activities, and ensure that they provide value to the project.
References: PMI-RMP Handbook1, PMBOK Guide2, Practice Standard for Project Risk Management2
質問 # 71
Mary is the project manager for the BLB project. She has instructed the project team to assemble, to review the risks. She has included the schedule management plan as an input for the quantitative risk analysis process. Why is the schedule management plan needed for quantitative risk analysis?
- A. Mary will use the schedule management plan to schedule the risk identification meetings throughout the remaining project.
- B. Mary will schedule when the identified risks are likely to happen and affect the project schedule.
- C. Mary will utilize the schedule controls to determine how risks may be allowed to change the project schedule.
- D. Mary will utilize the schedule controls and the nature of the schedule for the quantitative analysis of the schedule.
正解：D
質問 # 72
Mary is a project manager in her organization. On her current project she is working with her project team and other key stakeholders to identify the risks within the project. She is currently aiming to create a comprehensive list of project risks so she is using a facilitator to help generate ideas about project risks. What risk identification method is Mary likely using?
- A. Expert judgment
- B. Brainstorming
- C. Delphi Techniques
- D. Checklist analysis
正解：B
質問 # 73
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PMI-RMP（PMIリスクマネジメントプロフェッショナル）試験は、プロジェクトリスクを特定、評価、軽減する候補者の専門知識を認定する、世界的に認められた認定試験です。この認定は、プロジェクトマネジメントの専門家のための標準とガイドラインを設定する有名な組織であるProject Management Institute（PMI）によって提供されています。PMI-RMP認定は、プロジェクトマネジメントの重要な側面であるリスクを効果的に管理する候補者の能力を示しています。
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