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PMP-CN問題集を掴み取れ！[最新2024]PMI試験合格させます [Q680-Q705]

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PMP-CN問題集を掴み取れ！[最新2024]PMI試験合格させます

PMP-CN試験問題集PDF正確率保証と更新された問題

質問 # 680
項目團隊正在從預測方法轉變為敏捷方法。項目經理正在努力盡量減少產品在生產中遇到的支持問題。
一個特別的痛點是向運營的過渡，這通常是問題出現的地方。
項目經理應該做什麼來改善這種情況？

  • A. 通過儘早讓利益相關者參與積壓的討論來促進他們的參與。
  • B. 要求支持/運營團隊參加每日站立會議，為項目的進展做出貢獻。
  • C. 更加關注涵蓋支持需求的積壓項目以及產品手冊和操作指南。
  • D. 讓運營團隊參與回顧和演示會議，並納入他們對項目活動的反饋。

正解：B


質問 # 681
大型專案的人力資源 (HR) 獲取流程最近發生了變化。一項重大流程變更包括財務經理和招募經理的批准。
這種流程的改變意味著更長的處理時間。該項目迫切需要新的資源。
專案經理該做什麼？

  • A. 檢視專案進度以確定哪種技術可以減少對專案工期的影響。
  • B. 評估變更的影響並檢視後續步驟的專案管理計畫。
  • C. 由於潛在的專案延誤和處罰，要求財務經理延遲實施。
  • D. 調整資源管理計劃並在將其發送給客戶之前請求財務批准。

正解：B


質問 # 682
項目團隊正在努力滿足里程碑目標日期，以獲得項目發起人承諾的獎金。不可預見的挑戰和團隊成員之間的溝通不暢導致了錯誤和延誤。氣氛十分緊張，贊助商也很擔心。
項目經理應該做什麼？

  • A. 安排團隊建設活動以提高團隊士氣。
  • B. 組織一次團隊會議，提醒團隊基本規則。
  • C. 與團隊討論如何實現項目目標。
  • D. 要求贊助商增加對錶現優異者的獎金。

正解：A


質問 # 683
正在計劃一個項目來提供概念驗證以評估技術相容性。業務和專案利害關係人很難就最終產品中應包含的內容達成一致。
專案經理該做什麼？

  • A. 將技術供應商納入業務案例的創建中。
  • B. 確定他們無法確定專案範圍的根本原因。
  • C. 讓所有利害關係人參與專案章程的製定。
  • D. 明確區分業務優勢和技術優勢。

正解：C

解説：
Explanation
The project charter is a document that formally authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and stakeholders1. The project charter is usually created by the project sponsor or initiator, but it should also involve the input and agreement of all the key stakeholders, including the business and project stakeholders, as well as the technology suppliers2. By including all stakeholders in the creation of the project charter, the project manager can ensure that their expectations, requirements, and interests are aligned and clarified, and that they have a common understanding of what the project aims to deliver3. This can help avoid or reduce conflicts, ambiguities, or changes in the project scope later on.
References: 1: PMBOK Guide, 6th edition, p. 77 2: PMBOK Guide, 6th edition, p. 80 3: PMBOK Guide, 6th edition, p. 30 : PMBOK Guide, 6th edition, p. 134


質問 # 684
在專案執行期間，公司決定每個人都需要在年底前休假。這可能會導致專案時間軸發生變化。
專案經理應該如何應對這種情況？

  • A. 向高階管理層提交正式請求，要求他們根據該決定對專案的影響不要繼續執行該決定
  • B. 與職能管理階層和團隊成員就假期安排達成一致，盡量減少對專案進度的影響
  • C. 討論假期計劃並將日程安排變更包含在變更日誌資料庫中
  • D. 根據基於最近公司政策的假期計劃推出專案時間表

正解：B


質問 # 685
在專案的第三次迭代期間，產品所有者請求另一個強制性功能。在之前的兩次衝刺中也發生過這種情況，導致失敗並引起團隊內部的挫折感。
專案經理接下來該做什麼？

  • A. 請 Scrum 團隊優先考慮產品待辦事項列表
  • B. 合併第一個版本之前最後一個衝刺中的更改
  • C. 請產品負責人與專案團隊一起決定待辦事項的優先級
  • D. 召開內部會議討論變更及其價值

正解：C

解説：
While the Product owner is responsible for prioritizing the backlog, and in this case should collaborate with the team.
https://www.dumpsdiscuss.com/pmp-v1/what-should-the-project-manager-do-next-156/


質問 # 686
在評估當前衝刺進度的每日站立會議期間，一名團隊成員報告了由於外部供應商管理的組件而導致的一些延遲。專案經理應該如何解決團隊成員的擔憂？

  • A. 更新溝通管理計畫以防止將來再次發生。
  • B. 請團隊成員提供詳細資訊以與供應商解決問題。
  • C. 實施快速跟踪，減少延遲對衝刺的影響。
  • D. 請團隊成員獨立解決問題，以盡量減少進一步的延誤。

正解：B

解説：
Explanation
According to the PMBOK Guide, a project manager should monitor and control the project work by tracking the progress and performance of the project team and external partners. If a team member reports some delays due to a component managed by an external vendor, the project manager should ask the team member to provide details to address the issue with the vendor. The project manager should also facilitate the communication and collaboration between the team member and the vendor to resolve the issue and ensure the quality and timeliness of the deliverable. Asking the team member to provide details is the best option, as it shows the project manager's support and involvement in the issue. Implementing fast tracking, updating the communications management plan, or asking the team member to resolve the issue independently are not the best options, as they do not address the root cause of the issue and may create more risks or conflicts in the future. References: PMBOK Guide, 7th edition, page 205-206, 211-212.


質問 # 687
一些正在開發新軟體工具的團隊成員在公共場所爭論正在編碼的新功能，而不是完成編碼。
專案經理應該如何處理這種情況並帶領團隊完成任務？

  • A. 透過告訴他們對該功能的期望並建議他們返回工作空間來參與公共空間的對話。
  • B. 聯絡人力資源 (HR) 部門，告訴他們公共場所發生爭執，需要立即介入。
  • C. 將團隊成員帶到會議室討論新功能並對必要的編碼達成共識。
  • D. 從附近地點聆聽爭論以了解情況，然後在團隊平靜時提供對特徵的見解。

正解：C


質問 # 688
建設新能源工廠的工程剛完成。然而，在工廠投產前幾天，當地社區提出抗議並關閉了工廠的通道。他們認為，一個重要的自然保護區受到了影響，而且專案團隊沒有事先協商。
專案經理應該首先驗證什麼？

  • A. 商業案例
  • B. 利害關係人參與計劃
  • C. 成本效益分析
  • D. 風險管理計劃

正解：B


質問 # 689
專案經理被指派負責客戶的分析專案。專案經理需要保持團隊的績效比預計的交付進度領先一步。
專案經理應該做什麼來影響專案的衝刺週期？

  • A. 訓練團隊分析數據並在時間表內完成使用者故事。
  • B. 聘請專案管理專家向團隊解釋衝刺週期的工作速度。
  • C. 培養團隊改善衝刺週期並提供每週趨勢報告的能力。
  • D. 與團隊合作研究如何只專注於預先傳達的專案結果。

正解：C


質問 # 690
一位專案經理已經運行了一個敏捷專案 6 個月，並且每週都會報告專案進展順利。然而，在發布最終產品前的最後一周，團隊發現了一個技術障礙，導致專案交付一夜之間陷入危險。
專案經理應該怎麼做才能避免這種情況的發生？

  • A. 尋求並實施替代方法來追蹤進度和障礙，以識別潛在威脅
  • B. 事先為團隊提供技術培訓，確保團隊具備高水準的技術能力
  • C. 制定風險因應計劃，提供有關專案風險暴露的選項和策略
  • D. 考慮先前具有類似障礙的項目的歷史數據，以幫助確定可能的解決方案

正解：C


質問 # 691
專案經理召開會議並制定了專案進度表。一位關鍵的利益相關者在討論日程時沒有被諮詢，他抱怨說，由於另一項任務的預定任務，公佈的日期並不令人滿意。
專案經理首先該做什麼？

  • A. 聯絡專案發起人並要求額外資源。
  • B. 分析問題的根本原因並更新通訊管理計畫。
  • C. 與專案發起人討論並建立新的專案時間表。
  • D. 與關鍵利害關係人組織一次新的時間錶框架會議以獲取意見。

正解：D


質問 # 692
一個組織正在努力啟動一個重要計畫。專案經理已確定範圍定義是阻礙專案啟動的主要因素。儘管大多數範圍項目都已被定義並在利益相關者之間達成一致，但仍有一些項目在此階段難以掌握且定義起來非常複雜。
專案經理該做什麼？

  • A. 建議使用預測方法交付明確定義的範圍項目，並使用敏捷方法處理複雜的項目。
  • B. 更新風險登記冊並將問題回報給專案管理辦公室 (PMO)，要求新增更多資源以協助定義專案範圍。
  • C. 保持利害關係人致力於範圍定義的動力，直到在專案開始之前實現完整的詳細範圍。
  • D. 建議將專案分割為兩個較小的項目，以便專門在敏捷環境中工作，而不受預測方法的干擾。

正解：A

解説：
Explanation
According to the PMBOK Guide, a project scope definition is a comprehensive description of all project elements, including all related activities, assets, timeframes, milestones, and the project's boundaries1. The scope of a project also identifies essential players, processes, assumptions, and restrictions2. The project scope statement describes, in detail, the project's deliverables and the work required to create those deliverables3. The project scope statement also provides a common understanding of the project scope among all project stakeholders and describes the project's major objectives3.
In this scenario, the project manager has identified that the scope definition is the main item preventing the project from starting, as there are a few items that are hard to grasp and very complex to define at this stage.
The project manager should propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items. This is an example of a hybrid approach, which is a combination of serial and agile strategies that can be used for different phases or work packages of a project4. A hybrid approach can provide flexibility, adaptability, and customer focus while maintaining some level of predictability and control4. A hybrid approach can also accommodate changing requirements and stakeholder expectations, as well as leverage existing knowledge and experience4.
The project manager should not recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach, as this may create unnecessary complexity and duplication of work. The project manager should also not update the risk register and escalate the issue to the PMO, requesting more resources be added to help define the project scope, as this may not solve the problem of the complex and unclear scope items. The project manager should also not maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project, as this may delay the project initiation and cause frustration and dissatisfaction among the stakeholders.
References: 4: Scope Management | PMI 1: Define Scope Process: How To Finalize The Project Scope? 2:
Project Scope Definition & Scope Statement Template - PM-Training 3: Section 5.2 Scope Definition


質問 # 693
在專案審查會議期間，確定專案可交付成果之一需要採取糾正措施以滿足專案品質要求。專案經理首先該做什麼？

  • A. 確定負責交付成果的資源並請求團隊發展計畫。
  • B. 提交變更請求以更新所涉及專案可交付成果的專案品質要求。
  • C. 更新風險登記冊並實施已核准的品質偏差風險因應計畫。
  • D. 更新問題日誌。確定所涉及的利害關係人，並為糾正措施分配資源。

正解：D


質問 # 694
由於市場條件的變化，原始項目需求的業務價值發生了變化。專案經理在執行時應該考慮什麼？

  • A. 評估並處理小需求以交付業務價值。
  • B. 按計劃繼續，因為變更不會對專案產生影響。
  • C. 考慮修改後的業務價值的要求。
  • D. 與利害關係人協商以交付現有的業務價值。

正解：C


質問 # 695
專案執行到一半時，利害關係人要求提供預計採購的設備。專案經理解釋說，設備是購買的，但與利害關係人目前的要求不同。這是因為最初的要求在上次會議期間發生了變化。
專案經理應該怎麼做才能避免這種情況？

  • A. 確保在需求發生變化時向所有利害關係人發送訊息
  • B. 確保專案需求得到驗證並與採購團隊溝通
  • C. 確保在出現此類情況時可以取消採購合約
  • D. 確保利害關係人不斷變化的需求和請求得到適當監控

正解：A

解説：
Explanation
The project manager should have ensured that communications were sent to all stakeholders when requirements change, as this is one of the key processes in the Project Communications Management knowledge area. According to the PMBOK Guide, the project manager should implement the approved actions and workarounds required to manage project risks, which may include changes to the project management plan, project documents, and organizational process assets. The project manager should also monitor and control project work to track, review, and regulate the progress and performance of the project, identify any areas in whichchanges to the plan are required, and initiate the corresponding changes. The project manager should communicate the project status, issues, risks, and changes to the relevant stakeholders, as well as obtain their feedback and input. Ensuring changing stakeholder needs and requests were properly monitored (A) is not enough, as the project manager also needs to communicate the changes to the affected stakeholders.
Ensuring project requirements were validated and communicated with the procurement team is not sufficient, as the project manager also needs to communicate the changes to the other stakeholders, such as the end users, sponsors, and senior management. Ensuring procurement contracts were able to be canceled when situations like this arise (D) is not a proactive or effective way to manage changes, as it may incur additional costs, delays, and conflicts with the vendors. References: PMBOK Guide, 6th edition, pages 368-369,
387-388, 443-444; PMP Examination Content Outline, pages 9-10, 13-14.


質問 # 696
在一個大型建設專案的執行階段，由於沒有可用的貨櫃，承包物流公司決定提高價格。專案經理該做什麼？

  • A. 評估物流公司提價的影響，並遵循針對這種情況的合約和全球準則。
  • B. 放棄與物流公司的合同，尋找另一家未漲價的公司。
  • C. 向物流公司解釋，因為他們簽了合同，所以不能接受漲價。
  • D. 同意承擔漲價，因為供貨情況超出了物流公司的控制範圍。

正解：A


質問 # 697
在專案的衝刺計劃期間，團隊成員對於積壓專案的相對規模以及它們是否適合下一個衝刺存在分歧。
考慮混合方法，專案經理該做什麼？

  • A. 由於無法估計大小，因此從產品待辦事項清單中刪除項目。
  • B. 促進討論，以便團隊成員達成共識。
  • C. 根據更有意義的內容做出待辦事項的決定。
  • D. 請外部技術領導者提供意見並規劃衝刺。

正解：B


質問 # 698
在專案執行過程中，每次專案組會議上專案經理和一名團隊成員之間都會發生衝突。持續的衝突正在阻礙任務和可交付成果的完成。專案經理考慮改變他們的領導風格。
專案經理該做什麼？

  • A. 避開團隊成員以防止進一步的衝突
  • B. 與團隊成員一起檢視職責集
  • C. 將情況上報給專案發起人
  • D. 審核人員技能文件

正解：C


質問 # 699
在全球專案的專案管理計劃獲得批准兩週後，專案經理注意到該計劃是根據國際利害關係人不同程度的理解而批准的，而不是專案經理提交批准的內容。
專案經理應該採取什麼措施來防止這種情況發生？

  • A. 在啟動會議期間驗證每個利害關係人的理解
  • B. 針對每種文化和時區分別召開啟動會議
  • C. 啟動會議後將會議紀錄發送給利害關係人
  • D. 啟動會議結束後立即審核所有批准

正解：A


質問 # 700
專案經理收到訊息，準備向專案指導委員會報告專案的每月績效。
+ 實際進度 = 2 單位
+ 計畫進度 = 3 學分
+ 實際成本 (AC) = 2 單位
+ 預算成本 = 3 單位
專案經理應該向專案指導委員會做出什麼聲明？

  • A. 該專案目前落後於計劃，成本相應較低，正在盡一切努力加快延遲的活動。
  • B. 該專案目前落後於計劃，並節省了相應的成本，不應採取進一步的行動。
  • C. 該專案目前進度落後於計劃，但在計劃支出之內，專案經理很高興地宣布專案成本節省了。

正解：A

解説：
Explanation
According to the PMBOK Guide, project performance reporting is the process of collecting, analyzing, and communicating information on the project progress and status to the project stakeholders. Project performance reporting involves the use of various tools and techniques, such as earned value management (EVM), variance analysis, trend analysis, forecasting, and performance reviews. Project performance reporting helps the project manager and the project team to monitor and control the project performance, identify and resolve issues, manage risks and changes, and implement corrective and preventive actions.
In this question, the project manager has to report the project's monthly performance to the project steering committee, based on the information provided. The information shows that the actual progress of the project is
2 units, while the planned progress is 3 units. This means that the project is behind schedule, and has not achieved the expected level of work completion. The information also shows that the actual cost of the project is 2 units, while the budgeted cost is 3 units. This means that the project is under the planned expenditure, and has spent less than the expected amount of money. The project manager should use EVM to calculate the schedule variance (SV) and the cost variance (CV) of the project, and compare them with the baseline values.
The SV is the difference between the earned value (EV) and the planned value (PV) of the project, and indicates how much ahead or behind schedule the project is. The CV is the difference between the EV and the actual cost (AC) of the project, and indicates how much over or under budget the project is. The EV is the value of the work actually performed by the project. Based on the information given, the EV can be calculated as follows:
EV = (AC / PV) x PV = (2 / 3) x 3 = 2 units
The SV and CV can then be calculated as follows:
SV = EV - PV = 2 - 3 = -1 unit
CV = EV - AC = 2 - 2 = 0 unit
The negative SV indicates that the project is behind schedule, and the zero CV indicates that the project is on budget. The project manager should report these values to the project steering committee, and explain the reasons and impacts of the schedule variance. The project manager should also report the actions taken or planned to expedite the delayed activities, and to bring the project back on track. The project manager should not claim that the project has a cost savings, as this may not reflect the true value of the project, and may not compensate for the schedule delay. The project manager should also not suggest that no further actions should be taken, as this may imply a lack of concern or responsibility for the project performance.
Therefore, the best statement that the project manager should make to the project steering committee is:
C: The project is currently behind schedule with a corresponding lower cost, and every effort is being made to expedite the delayed activities.
References:
PMBOK Guide, 6th edition, pages 260-261, 267-268, 333-334
Project Performance Reporting: Key Performance Reports
Project Management Tools & Templates
ProjectManagement.com - PMO Monthly Status Report
How to Write an Effective Monthly Report [+ Templates]
Project Management Monthly Reporting Procedure & Formats


質問 # 701
在範圍確定後，專案經理收到了向專案新增特性和功能的請求。專案經理該做什麼？

  • A. 遵循風險管理流程。
  • B. 遵循變更管理流程。
  • C. 遵循利害關係人參與流程。
  • D. 遵循需求管理流程。

正解：B

解説：
Explanation
According to the PMBOK Guide, a change management process is the mechanism used to initiate, record, assess, approve, and resolve project changes1. Project changes are needed when it is deemed necessary to change the scope, time, or cost of one or more previously approved project deliverables. Most changes will affect the budget and/or schedule of the project. A change management process should include the following steps2:
First, identify opportunities for improvement and secure approval from stakeholders.
Then, make a plan and evaluate your processes.
Communicate the changes, monitor progress, and continue to assess any risks.
In this scenario, the project manager received a request to add features and functions to the project after the scope had already been established. This means that the request is a proposed change to the project scope statement, which is a formally controlled document that describes the project's deliverables and the work required to create them3. The project manager should follow the change management process to handle the request, which involves:
Documenting the request by completing a change request form, which contains the description, justification, and impact analysis of the change.
Submitting the request to the change control board (CCB), which is a formal group that reviews, evaluates, and approves or rejects changes.
Implementing the approved changes and updating the project management plan, the project documents, and the project baselines accordingly.
Communicating the status and outcome of the change request to the relevant stakeholders.
The project manager should not follow the stakeholder engagement process, as this is not directly related to the change request. The stakeholder engagement process is the process of identifying, analyzing, planning, and managing the expectations and involvement of the project stakeholders4. The project manager should not follow the risk management process, as this is not sufficient to deal with the change request. The risk management process is the process of identifying, analyzing, planning, and controllingthe uncertainties that may affect the project objectives. The project manager should not follow the requirements management process, as this is not applicable to the change request. The requirements management process is the process of eliciting, documenting, analyzing, validating, and managing the needs and expectations of the project stakeholders.
References: 1: PMBOK Guide, 6th edition, page 115. 2: 8 Steps for an Effective Change Management Process 3: PMBOK Guide, 6th edition, page 154. 4: PMBOK Guide, 6th edition, page 513. : PMBOK Guide,
6th edition, page 397. : PMBOK Guide, 6th edition, page 139.


質問 # 702
一個開發大型水力發電廠的專案正處於實施階段，並採用混合方法進行管理。
專案經理應該怎麼做才能確保執行階段完全符合品質要求？

  • A. 計劃品質管理
  • B. 持續調查可交付成果的質量
  • C. 分析品質要求。
  • D. 制定品質政策和程序

正解：B


質問 # 703
一個混合項目剛剛部署，項目經理正在計劃通過經驗教訓研討會來結束項目。一位關鍵利益相關者告訴項目經理，讓 Scrum 團隊參加研討會是浪費時間，因為項目已成功交付。
項目經理應該做什麼？

  • A. 邀請 Scrum 團隊成員作為可選參與者。
  • B. 要求 Scrum Master 參加研討會。
  • C. 邀請 Scrum 團隊成員作為強制參與者。
  • D. 要求 Scrum 團隊成員分享回顧。

正解：D


質問 # 704
在專案結束時，專案經理被要求提供專案團隊成員的績效評級。專案經理主要參考什麼？

  • A. 專案發起人的回饋
  • B. 專案利害關係人的意見
  • C. 商定的關鍵績效指標 (KPI)
  • D. 團隊成員的能力

正解：C

解説：
Explanation
According to the PMBOK Guide, the project manager should evaluate the performance of the project team members based on the agreed-upon KPIs, which are measurable values that demonstrate how effectively the team is achieving the project objectives. The KPIs should be defined and communicated at the beginning of the project, and monitored and reported throughout the project lifecycle. The KPIs can include metrics such as quality, schedule, cost, scope, customer satisfaction, and team engagement. The project manager should use the KPIs as the main reference to provide a fair and objective performance rating of the team members, and to recognize and reward their contributions. References: PMBOK Guide, 7th edition, pages 27, 28, 29, 30, 31,
32, 33, 34, 35, 36, 37, 38, 39, 40, and 41. Quizlet.


質問 # 705
......

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