（PDF)Project Management Professional PMP-CN試験と認定テストエンジン
無料提供中のPMP-CN試験問題集で（2024年最新のPDF問題集）信頼度の高いPMP-CNテストエンジン
質問 # 894
自組織團隊為專案經理帶來了內部問題。身為僕人式領導，專案經理該做什麼？
- A. 指導團隊獨立解決問題，
- B. 為團隊提供解決問題的解決方案。
- C. 與團隊負責人討論問題並提供解決方案，
- D. 與管理團隊討論問題並提供解決方案，
正解：A
解説：
The Project Management Professional (PMP) certification recognizes the ability of project managers to lead projects in any industry1. One of the key skills validated by the PMP certification is the ability to motivate people and teams through all phases of a successful project1. In the context of a self-organizing team, the role of the project manager as a servant leader is not to provide solutions, but to empower the team to solve problems independently. This approach fosters a sense of ownership, encourages learning, and promotes the development of problem-solving skills within the team. References: PMP Certification
質問 # 895
一名新團隊成員加入了專案團隊。在第一個衝刺期間，新團隊成員找到專案經理並要求實施新的測試方法。該團隊一直抵制擬議的變更。
專案經理該做什麼？
- A. 要求新團隊成員只專注於開發而不是進行測試。
- B. 安排與新團隊成員的會議，以了解新的測試方法。
- C. 請新團隊成員以該專案一貫的方式進行測試。
- D. 指導新團隊成員以該專案一貫的方式進行測試。
正解：B
解説：
The project manager should schedule a meeting with the new team member to understand the proposed new method of testing. This approach aligns with the principles of agile methodologies, which prioritize individuals and interactions over processes and tools. It encourages open communication and collaboration within the team, which can lead to innovative improvements in the project's processes. By learning about the new testing method, the project manager can evaluate its potential benefits and facilitate a discussion among the team members to decide whether to integrate this new method into their current practices.
References: = This recommendation is consistent with the PMI's guidelines, which emphasize the importance of stakeholder engagement and collaboration in project management. The PMBOKGuide also supports the idea of continuous improvement and adaptation within project teams12. Additionally, the Professional in Business Analysis materials highlight the role of business analysts in evaluating new methods and techniques to enhance project outcomes3.
質問 # 896
專案經理認識到關鍵利益相關者沒有參與該項目，並且似乎對專案狀態不感興趣。專案經理擔心，如果沒有滿足利害關係人的期望，專案可能會偏離正軌。
- A. 與利害關係人和專案團隊安排定期審查會議，以便利害關係人可以了解狀態並與團隊成員互動
- B. 定期向專案團隊董事會發布更新，並在發佈時向利害關係人發送電子郵件，以便利害關係人可以在方便時進行查看
- C. 繼續透過電子郵件發送狀態報告，並安排與利害關係人的一對一會議，以便他們定期聽取專案狀態匯報
- D. 分析利害關係人的期望並強調可能影響專案成功的興趣主題
正解：D
解説：
According to the PMBOKGuide, the project manager should analyze the stakeholder's expectations and identify the topics of interest that may affect the project's success. This will help the project manager to tailor the communication and engagement strategies to the stakeholder's needs and preferences. The project manager should also use meeting management techniques to plan and conduct effective meetings with the stakeholder, and use active listening and feedback skills to ensure mutual understanding and alignment1. References: PMBOKGuide, Sixth Edition, Chapter 13: Stakeholder Management, Section
13.2.2.4: Data Analysis, Section 13.3.2.3: Communication Skills, Section 13.3.2.4: Interpersonal and Team Skills; Meeting Management Techniques for the PMP Exam
質問 # 897
在新設計發布的最後階段，團隊成員對設計的某些功能有衝突。
專案經理該做什麼？
- A. 與團隊成員一起召開利害關係人會議並尋求共識。
- B. 請利害關係人縮小範圍，以便在專案期限內完成。
- C. 要求專案發起人做出設計功能的決定。
- D. 與團隊成員一起檢視設計並提出新的發布日期。
正解：A
質問 # 898
專案經理和專案團隊在繪製和消除障礙後使專案回到正軌。團隊嘗試實施與之前相同的緩解任務，但是，這些任務對於障礙沒有產生相同的結果，專案經理應該做什麼？
- A. 將問題升級為專案發起人的障礙
- B. 使用緊急預算來實施進度壓縮
- C. 實施組織流程資產 (OPA) 中列出的緩解計劃
- D. 重新評估問題作為監控的一部分
正解：D
解説：
According to the Project Management Professional (PMP) principles, when a previously resolved issue reappears and the earlier mitigation strategies are not effective, it is important to reassess the issue. This is part of the monitoring and controlling process group, which involves tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. The project manager should reassess the issue, possibly identify new risks, and plan new mitigation strategies. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 4: Project Integration Management, Section 4.6 Monitor and Control Project Work. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 6: Monitoring and Controlling.
質問 # 899
在混合專案中，客戶已簽發合同，指定每個季度的可交付成果。客戶希望在第一季向利害關係人展示實際的成果，並希望將第二個里程碑移至第一季。專案經理向客戶解釋說，除非第二個里程碑的要求改變，否則這是不可行的。
專案經理應該採取哪兩項行動？(選擇2)
- A. 詢問客戶關於第二個里程碑的要求的優先順序。
- B. 將問題回報給高階主管以解決問題，並提出計畫。
- C. 說服客戶保留第二個里程碑，而不是更改它。
- D. 告訴客戶移動里程碑對專案成本有非常大的影響。
- E. 回到開發團隊並討論哪些第二個里程碑要求可以在第一季執行。
正解：A、E
解説：
Explanation
In a hybrid project, the project manager needs to balance the customer's expectations and the team's capabilities, while following the contract terms and the project management plan. The project manager should ask the customer for their priorities regarding the requirements for the second milestone, as this can help to identify the most important features or functionalities that the customer wants to deliver in the first quarter.
This can also help to manage the scope and avoid scope creep. The project manager should also go back to the development team and discuss which second milestone requirements can be performed in the first quarter, as this can help to assess the feasibility and the impact of the change request on the schedule, cost, quality, and resources. The project manager should then communicate the results of the analysis to the customer and negotiate a mutually acceptable solution.
The other options are not appropriate actions for the project manager to take. Option B is not customer-oriented and does not address the customer's need for a tangible outcome. Option C is not constructive and does not offer any alternatives or solutions. Option E is not proactive and does not involve the customer or the team in the decision-making process. References: = PMBOK Guide, 6th edition, pages
134-135, 176-177, 444-445; PMP Exam Content Outline, 2021, pages 9-10, 14-15
質問 # 900
主要利害關係人無法持續參加專案狀態會議。專案經理一直與該利害關係人進行非正式、定期的溝通，以確保利害關係人了解專案的最新情況。然而。專案經理最近辭職，在離職前不會與新專案經理會面。
專案經理應如何確保新專案經理繼續向該特定利害關係人通報最新情況？
- A. 使用相關者參與的具體資訊更新溝通管理計劃。
- B. 確保專案文件包含有關利害關係人的具體說明。
- C. 根據利害關係人的具體溝通需求更新利害關係人參與計畫。
- D. 確保專案團隊已獲得有關該利害關係人的具體需求的指導。
正解：C
解説：
The stakeholder engagement plan is a component of the project management plan that outlines strategies and actions to promote productive involvement of stakeholders in decision making and project execution. It is essential to update this plan with the specific communication needs of the stakeholder who cannot attend the project status meetings consistently. This ensures that the new project manager is aware of and can continue the established communication protocol with the stakeholder.
References: = Engaging Stakeholders for Project Success - Project Management Institute1, Stakeholder Engagement Assessment Matrix: Uses & Example [PMP-relevant]2, Stakeholder engagement plan - Lovepmp3, Manage Stakeholder Engagement | Project Management Professional (PMP)4, Plan Stakeholder Engagement | Project Management Professional (PMP)5.
質問 # 901
由於先前的糟糕經歷，專案的業務利害關係人不願意接受敏捷方法，並正在推動預測方法。
專案經理應該使用什麼策略來說服利害關係人使用敏捷方法？
- A. 向利害關係人保證敏捷方法將在更短的時間內交付所有預期結果。
- B. 記錄請求並回報給高階管理人員以考慮修改專案章程。
- C. 同意預測方法，但在專案管理範圍內應用敏捷概念。
- D. 提出具有多次小型互動的分階段專案方法，並透過頻繁的價值交付與利害關係人建立信任。
正解：D
質問 # 902
一個關鍵的專案利害關係人對複雜的敏捷專案的開始表現出了興趣，但隨著衝刺的進展，由於額外的責任，他的參與度越來越低。幾個衝刺之後，關鍵利害關係人拒絕了一個功能交付成果。團隊正在為下一個衝刺重新設計被拒絕的可交付成果。
專案經理應該怎麼做才能避免這種情況？
- A. 記錄專案願景與目標
- B. 讓主要利害關係人參與決策過程
- C. 分析利害關係人屬性的變化
- D. 根據利害關係人的需求客製化利害關係人溝通
正解：D
解説：
According to the Professional in Business Analysis (PMI-PBA)Guide, stakeholder communication is the process of planning, managing, and monitoring the exchange of information among project stakeholders.
Stakeholder communication should be customized based on the stakeholders' needs, preferences, expectations, and level of involvement. In this scenario, the project manager should have customized stakeholder communications based on the key stakeholder's needs. This would have helped the project manager to keep the key stakeholder informed, engaged, and satisfied throughout the project, and to address any issues, concerns, or feedback that the key stakeholder may have. This would have also helped to avoid the situation where the key stakeholder rejected a feature deliverable due to lack of involvement or awareness. Involved the key stakeholders in the decision-making process, analyzed the changes in stakeholder attributes, or documented the project vision and objectives are actions that should be taken as part of the stakeholder communication plan, not as a substitute for it. These actions do not address the root cause of the situation, which is the inadequate stakeholder communication. References: (Professional in Business Analysis Reference Materials source and documents)
* Professional in Business Analysis (PMI-PBA)Guide, Chapter 2, Section 2.4.1.1
* A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Seventh Edition, Chapter
10, Section 10.2.2.1
* The Standard for Project Management - Seventh Edition, Chapter 3, Section 3.2.2.1
質問 # 903
在專案執行過程中，專案經理發現完成時的預算發生了顯著變化且高於預期。
專案經理該做什麼？
- A. 根據目前成本差異調整原始預算估計。
- B. 查看活動持續時間以重新預測專案完成日期。
- C. 對專案績效進行根本原因分析。
- D. 協商專案變更並調整利害關係人的期望。
正解：C
解説：
According to the PMBOK Guide, a root cause analysis is a technique used to identify the underlying reasons for the occurrence of a problem or a deviation from the expected performance. It is part of the monitor and control project work process, which involves tracking, reviewing, and reporting the project progress and performance, and implementing corrective or preventive actions as needed. A root cause analysis can help the project manager to understand the causes of the budget shift and to take appropriate actions to address them. It can also help to prevent similar problems from happening again in the future. Adjusting the original budget estimates, negotiating the project changes, or reviewing the activity duration are possible actions that the project manager can take after performing a root cause analysis, but they are not the first step to do when faced with a significant budget shift. References:
* PMBOK Guide, 6th edition, pages 121-122, 4.5 Monitor and Control Project Work
* PMBOK Guide, 6th edition, pages 686-687, Root Cause Analysis
* PMP Sample Test Questions, question 1, answer D
質問 # 904
在專案實施過程中，團隊發現一項關鍵專案可交付成果並未列入預算。專案經理首先該做什麼？
- A. 與團隊會面討論替代方案。
- B. 將問題上報給專案發起人以尋求解決。
- C. 讓團隊承擔責任並要求立即解決。
- D. 從專案範圍中刪除可交付成果。
正解：A
解説：
When a key project deliverable is discovered to be unbudgeted, the project manager should first meet with the team to discuss alternatives. This collaborative approach is recommended as it involves the team in problem-solving and may lead to innovative solutions that the project manager alone might not consider. It is also aligned with the principles of the PMBOKGuide, which emphasizes engaging with the team and stakeholders to address project challenges.
References: The answer is verified by discussions found in PMP exam-related forums and aligns with the principles outlined in the PMBOKGuide and the Professional in Business Analysis Reference Materials12.
質問 # 905
一個項目正在執行。專案的生命週期被定義為預測性的；然而，主要的交付成果將逐步移交給客戶。分配的資源經驗豐富且可靠，並且願意做出專案經理在其他專案的每次增量交付後做出的決策。
專案經理該做什麼？
- A. 安排指導委員會會議並獲得他們對請求的批准
- B. 諮詢產品負責人，讓資源做決策
- C. 告知團隊，雖然這是一個混合環境，但專案經理仍必須負責做出決策
- D. 支持團隊的決策並將決策責任轉移給他們
正解：D
解説：
According to the PMBOK Guide, the project manager should adapt the project management approach to the development approach and the project life cycle. In a hybrid environment, where some aspects of the project are predictive and some are adaptive, the project manager should balance the level of control and flexibility, and empower the team to make decisions based on the customer feedback and the project objectives. By supporting the decisions of the team and transferring the decision making responsibility to them, the project manager can foster collaboration, innovation, and customer satisfaction. References: PMBOK Guide, 6th edition, page 19-20, section 1.2.3.2 Project Management Approaches and Development Lifecycles.
質問 # 906
該市決定建造一個新的有軌電車站。該項目將包括多種方法。施工和基礎設施工作將使用預測生命週期來完成，而軟體將使用迭代生命週期進行開發。一些抵制該項目的鄰居一直要求市長停止該項目，並威脅採取法律行動。
專案經理應該採取哪兩項行動？ （選兩個。）
- A. 與施工團隊討論將新火車站移至其他地點的替代方案
- B. 與市長會面並解釋新火車站對城市的重要性
- C. 將此情況登記為風險並制定緩解計劃
- D. 與鄰居定期舉行會議，以獲得他們對專案的支持
- E. 在城市網站上發布有關新電車站將帶來的好處的信息
正解：C、E
解説：
The project manager should take two actions to deal with the situation of the neighbors resisting the project and threatening legal action. One action is to publish information on the city's website about the benefits that the new tram station will bring, such as improved transportation, reduced traffic, increased safety, and enhanced economic development. This action can help to inform and educate the public about the project's value proposition and address any misconceptions or concerns that the neighbors may have. The project manager can also use other communication channels, such as social media, newsletters, or press releases, to reach a wider audience and increase awareness and support for the project12.
Another action is to register this situation as a risk and develop a mitigation plan. A risk is an uncertain event or condition that can have a positive or negative effect on the project's objectives. The situation of the neighbors opposing the project and threatening legal action is a negative risk that can potentially cause delays, cost overruns, reputation damage, or even project cancellation. The project manager should identify and document this risk in the risk register, along with its probability, impact, and priority. The project manager should also develop a mitigation plan to reduce the likelihood or severity of the risk. The mitigation plan may include actions such as engaging with the neighbors, negotiating with them, offering them compensation, or seeking legal advice34. References: = PMBOKGuide, Sixth Edition, pages 376-377, 414-415; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOKGuide, Sixth Edition, pages
395-396, 443-444; Project Risk Management - A Quick Guide, Step 3: Plan Risk Responses.
質問 # 907
自組織團隊的新成員發現由於專案中使用了新技術而難以交付。
遇到這種情況，專案經理該怎麼辦？
- A. 透過人力資源 (HR) 請求將團隊成員納入改善計畫。
- B. 委派其他團隊成員完成該團隊成員的任務。
- C. 指導團隊成員並提供必要的訓練。
- D. 請求團隊成員前往另一個團隊。
正解：C
質問 # 908
組織的管理系統正在由敏捷團隊進行升級。儘管專案範圍已徹底確定，但功能需求已移交給專案團隊，並且沒有主題專家 (SME) 可以持續從事該專案。專案經理擔心團隊的進步會因缺乏知識而受到阻礙。
哪兩個專案事件將幫助專案經理確定是否屬於這種情況？ （選兩項）
- A. 需求分析
- B. 待辦事項細化
- C. 站立
- D. 衝刺計劃
- E. 回顧
正解：B、E
解説：
The question is about an agile project, where the team works in iterations or sprints to deliver incremental value to the customer. In such a project, the project manager needs to monitor the team's performance and knowledge gaps regularly and provide feedback and support. Two project events that can help the project manager to do this are:
* Retrospective: This is a meeting held at the end of each sprint, where the team reflects on what went well, what went wrong, and what can be improved in the next sprint. The retrospective allows the team to identify and address any issues or impediments that affect their work, including knowledge gaps. The project manager can facilitate the retrospective and help the team to find solutions or resources to fill the knowledge gaps12
* Backlog refinement: This is a process of reviewing and updating the product backlog, which is a
* prioritized list of features or requirements that the team needs to deliver. The backlog refinement helps the team to clarify and decompose the requirements, estimate the effort and complexity, and plan the upcoming sprints. The project manager can participate in the backlog refinement and help the team to understand the requirements and resolve any ambiguities or uncertainties13 The other options are not as relevant or effective as the retrospective and backlog refinement for the purpose of the question. Requirements analysis is a process of eliciting, analyzing, and validating the requirements, which is usually done before the project starts or during the initiation phase. It is not a specific event that occurs regularly during an agile project4 Sprint planning is a meeting held at the beginning of each sprint, where the team selects the requirements from the product backlog and commits to deliver them within the sprint. It is not a suitable event to assess the team's knowledge gaps, as it focuses on the scope and schedule of the sprint1 Standup is a daily meeting where the team members share their progress, plans, and problems. It is a useful event to monitor the team's work and identify any blockers, but it is not enough to address the team's knowledge gaps, as it is usually brief and focused on the current tasks1 References: 1: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Chapter 6, Section 6.3.2.2 2: PMI Agile Practice Guide, Chapter 5, Section 5.2.3 3: PMI Agile Practice Guide, Chapter 5, Section 5.2.2 4: Business Analysis for Practitioners: A Practice Guide, Chapter 3, Section 3.1
質問 # 909
A project manager is assigned to a new marketing campaign The sponsor gives the project manager an approved project management plan for review and explains the scope, business requirements, deliverables and stakeholders The project manager asks to see the project charter to gain a better understanding of the專案.
發起人表示，該專案規模小且簡單，因此不需要專案章程。
專案經理該做什麼？
- A. 解釋專案章程對於確保就範圍和可交付成果達成一致以及定義專案經理的職責是必要的
- B. 同意該專案不需要專案章程，特別是因為可交付成果和里程碑已包含在專案管理計劃中
- C. 制定專案章程並送交批准
- D. 與同儕討論專案章程的必要性
正解：A
解説：
A project charter is a project planning document that sells the project to stakeholders and sponsors. It provides a preliminary delineation of roles and responsibilities, outlines the project's key goals, identifies the main stakeholders, and defines the authority of the project manager. A project charter is essential for any project, regardless of its size or complexity, as it serves the following purposes:
* It authorizes the project and grants the project manager the permission to use organizational resources
* It serves as a primary sales document that summarizes the project's value proposition and return on investment
* It acts as a roadmap that guides the project team and stakeholders throughout the project lifecycle
* It helps to manage the project scope and avoid scope creep by establishing the project boundaries and deliverables
* It facilitates communication and alignment among the project team, sponsors, and stakeholders by clarifying the project objectives, assumptions, risks, and constraints Therefore, the project manager should explain to the sponsor that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities. Without a project charter, the project may face the following risks:
* Lack of clarity and direction for the project team and stakeholders
* Misalignment of expectations and goals among the project team, sponsors, and stakeholders
* Scope creep and change requests that may impact the project schedule, budget, and quality
* Conflicts and disputes over roles, responsibilities, and authority
* Reduced stakeholder engagement and support References:
* What is a Project Charter? Complete Guide & Examples
* How to Write a Project Charter: Examples & Template Included
* Project charter - Wikipedia
質問 # 910
......
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