[2024年07月] 検証済みPMI PMP-CNリアル豪華お試しセット試験問題集でPDF
PMP-CN問題集PDF最新 [2024年最新] 究極の学習ガイド
質問 # 146
一個項目最近啟動了。專案經理觀察到專案團隊成員之間有不同的期望。這些日益嚴重的誤解正在影響團隊的生產力。
專案應該管理哪些文件？
- A. 專案組織架構圖
- B. 團隊章程
- C. 利害關係人登記冊
- D. 專案章程
正解：B
解説：
A team charter is a document that defines the purpose, objectives, roles, and norms of a project team. It helps to align the team members' expectations, clarify their responsibilities, and foster collaboration and trust. A team charter is an output of the Develop Team process, which involves improving the competencies and interactions of team members to enhance project performance1. A project charter is a document that authorizes the project and defines its high-level scope, objectives, and constraints. It is not focused on the team expectations or productivity. A stakeholder register is a document that identifies the project stakeholders and their interests, influence, and involvement in the project. It is not used to manage the team expectations or productivity. A project organization chart is a graphical representation of the project team members and their reporting relationships. It does not define the team expectations or productivity. References: 1 PMBOK Guide, 6th edition, page 349.
質問 # 147
專案經理正在與主要利害關係人一起審查計劃風險和問題其中一個利害關係人希望了解風險何時可能成為問題。專案經理應該與利害關係人分享什麼工件？
- A. 專案管理計劃
- B. 風險登記冊
- C. 風險管理計劃
- D. 問題日誌
正解：B
解説：
The risk register is an artifact that records the identified risks, their probability and impact, their status, and their response plans. It also tracks the risk triggers, which are the indicators or warning signs that a risk is about to occur. By sharing the risk register with the stakeholder, the project manager can show when a risk may potentially become an issue, based on the risk triggers and the risk status. The risk register also helps the project manager and the stakeholder to monitor and control the risks and their impacts throughout the project life cycle. References:
* The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 4: Business Analysis Planning and Monitoring, Section 4.3.4: Plan Risk Management
* Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning the Business Analysis Approach, Section 4.6: Risk Management Plan
* Business Analysis Techniques: 72 Essential Tools For Success, Chapter 6: Business Analysis Planning and Monitoring, Section 6.6: Risk Analysis and Management
* Seven Steps to Mastering Business Analysis, Chapter 7: Requirements Analysis, Section 7.4: Risk Analysis
質問 # 148
緊張的局勢為團隊帶來了一些挑戰。專案經理注意到一些團隊成員的壓力行為，並且它開始在整個團隊中蔓延。專案經理需要指導團隊改變思維方式，以提高效率。
專案經理該做什麼？
- A. 與團隊會面，討論壓力情況下正確的預期行為並開始練習。
- B. 建立一個高效率的環境，讓所有團隊成員都可以互相協助處理工作量。
- C. 創造一個尊重和公平的環境，讓團隊在壓力很大的情況下提高專案績效。
- D. 透過有效的團隊管理，確保人們互相關心並有效地合作。
正解：B
解説：
In a stressful situation, it is crucial for the project manager to establish a productive environment where team members can support each other. This approach aligns with the principles of team management in the PMBOK, which emphasizes the importance of a collaborative project team environment that facilitates individual and team learning and development, as well as optimal contributions to deliver desired outcomes1. Additionally, the PMI's tips on managing stress suggest fostering an environment where team members can rotate duties and assist each other, which can help sustain productivity and reduce stress2.
References:
* PMBOKGuide - Seventh Edition3
* Pro Tips: How to Manage Stress - Project Management Institute2
* 12 Principles of Project Management1
質問 # 149
專案經理正在製定一項企業資源規劃 (ERP) 計劃，該計劃包含跨越眾多業務線的利害關係人。專案經理開始識別、評估和分類利害關係人與專案的關係。
這個過程的目的是什麼？
- A. 僅將主要利害關係人納入溝通管理計劃
- B. 將所有利害關係人的需求納入溝通管理計畫中
- C. 辨識所有可能對專案產生負面影響的利害關係人。
- D. 確定所有可以對專案產生正面影響的利害關係人
正解：B
質問 # 150
任命一名專案經理來管理跨越多個國家（包括次區域內不同時區）的基礎設施專案。大多數專案團隊成員可能永遠不會見面，但他們必須合作以確保滿足可交付成果。
專案經理應該如何確保遠距專案團隊成員之間的良好協作？
- A. 制定基本規則並在風險登記冊中確定應急計畫。
- B. 創建一個社群媒體群組平台，為團隊創造一個支持性的環境。
- C. 規劃一種溝通方法並允許專案團隊成員進行虛擬互動。
- D. 與專案發起人討論問題並修改專案章程以包含更多互動預算。
正解：C
解説：
Explanation
= According to the PMBOK Guide, 7th edition, communication is one of the key enablers of project performance, and it should be planned, managed, and monitored throughout the project life cycle1. For remote project teams, communication is evenmore critical, as they face challenges such as cultural differences, time zone differences, lack of face-to-face interactions, and potential misunderstandings2. Therefore, the project manager should plan a communication method that suits the needs and preferences of the remote project team members, such as email, phone, video conferencing, instant messaging, or collaboration tools3. The project manager should also allow the project team members to virtually interact with each other, to build trust, rapport, and teamwork4. This will help to ensure good collaboration and coordination among the remote project team members, and to achieve the project deliverables. References:
1: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 69-70
2: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 72
3: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 74-75
4: PMBOK Guide, 7th edition, Chapter 4: Plan and Manage Communications, p. 76
質問 # 151
拖放問題
一家公司創建了一個跨職能團隊來推動業務的數位轉型專案。該團隊預計將在最短的時間內交付滿足市場需求的最小可行產品（MVP）。
將左側團隊的角色與右側對應的職責相符。
正解：
解説：
質問 # 152
我們架構師無法就如何處理將包含在即將到來的衝刺中的開發的某些組件達成一致。經過一對一的討論後，架構師決定各自擁有系統的特定模組，團隊支援該決定。
專案經理該做什麼？
- A. 確保專案利害關係人之間達成共識。
- B. 支持建築師協議的結果。
- C. 在下一次衝刺計畫會議期間討論此問題。
- D. 與團隊討論此問題以解決分歧。
正解：B
解説：
In this scenario, the architects have resolved their disagreement by deciding to each own a particular module of the system. The team supports this decision. As a project manager, it is important to support the outcome of the architects' agreement1. This approach aligns with the principles of effective project management, which emphasize the importance of communication, risk management, and proactive problem-solving2. References: TeamGantt Blog, ArchDaily, Indeed.com Career development
質問 # 153
一名專案經理正在管理一個行動應用程式開發項目，這時一名經驗豐富的團隊成員開始錯過最後期限。延誤將影響專案的實施。
專案經理接下來該做什麼？
- A. 召開團隊會議鼓勵和激勵整個團隊
- B. 與團隊成員會面，了解他們的疑慮和/或問題
- C. 指派額外資源來幫助團隊成員完成任務
- D. 詢問團隊成員的職能經理是否有任何已知問題
正解：B
質問 # 154
項目經理在層級組織中工作。項目團隊成員習慣於被告知要做什麼，績效評估包括分配任務的完成百分比。與發起人交談後，項目經理意識到他們需要重新分配一些任務才能滿足下一個里程碑。這一變化可能會被當前受讓人視為表現不佳。
項目經理應該做什麼？
- A. 組織一次團隊會議，通知團隊成員方向的變化，並與他們一起改變任務分配。
- B. 請更有經驗的團隊成員私下接受該任務，並通知其他團隊成員工作已重新分配。
- C. 組織團隊會議，通知團隊成員，作為交付負責人，決定更改任務分配。
- D. 私下要求經驗不足的團隊成員停止執行該任務，並通知另一名團隊成員該工作已被重新分配。
正解：D
質問 # 155
專案範圍說明書已獲得批准，專案經理和核心團隊已指派給該專案。突然，專案經理因醫療緊急狀況暫時休假。當專案經理休假時，團隊制定專案進度表。當專案經理回來時，詳細的進度表已經差不多完成了。
專案經理該做什麼？
- A. 將合規問題回報給專案管理辦公室 (PMO)。
- B. 與團隊和專案發起人一起制定新的詳細時間表。
- C. 確保時間表與願景和目標保持一致。
- D. 祝賀團隊並進入執行階段。
正解：C
解説：
When a project manager returns from an absence to find a nearly complete project schedule developed by the team, the priority should be to ensure that the schedule aligns with the project's vision and objectives. This is crucial because the project scope statement, which includes the project's vision, objectives, and work breakdown structure, guides all project activities. The project manager must review the developed schedule against the approved project scope statement to ensure that all project work aligns with the documented objectives and deliverables. If discrepancies are found, the project manager should work with the team to make necessary adjustments. This approach helps maintain the project's integrity and ensures that the final deliverables will meet the stakeholders' expectations.
References: (Based on the Project Management Professional (PMP) guidelines and standards from PMI's resources123
質問 # 156
專案經理正在與專案發起人就新專案進行會面。專案經理告訴發起人，作為溝通管理計劃的一部分，每週將發送一封包含專案狀態的電子郵件，以便發起人可以了解進度。贊助商表示電子郵件不是必需的，因為他們會在需要時要求狀態更新。
專案經理接下來該做什麼？
- A. 建議專案發起人在必要時要求召開 15 分鐘的會議，並提前通知。
- B. 告訴專案發起人，如果他們不想接收通信，將其從電子郵件分發中刪除是沒有問題的
- C. 同意專案發起人的請求，但繼續將其複製到每週電子郵件中，以便在需要時可以告知他們進度
- D. 詢問專案發起人需要什麼樣的資訊並同意溝通頻率。
正解：D
質問 # 157
一個新的主要道路項目正在啟動，承包商已按照合同承諾定期提交狀態報告並參加整合會議。在項目生命週期的中途，承包商停止參加會議和提交報告，稱這些項目消耗了太多時間。
項目經理首先應該做什麼？
- A. 針對未履行合同條款提出索賠，並按照替代爭議解決方式處理索賠。
- B. 評估承包商不參加會議並提交項目其餘部分報告的風險，並將其上報給項目發起人。
- C. 提醒承包商他們承諾按照合同參加會議並提交報告。
- D. 與公司律師交談並要求他們要求承包商履行合同承諾。
正解：C
質問 # 158
在與中標者簽署之前，必須修改新發電設施招標階段使用的合同條款，因為招標條款已經過修改，以適應新的公司稅財務法規。項目經理應採取哪種方法來實施此修訂？
- A. 修改合同條款並與中標人簽訂修改後的合同。
- B. 重新招標整個範圍，因為合同條款發生了重大變化。
- C. 按照原條款簽署合同，但允許中標者提交新的合同價格。
- D. 與中標人討論新條款，評估其對合同價格的影響。
正解：A
質問 # 159
項目經理開始收到來自不同利益相關者的電子郵件，要求提供有關項目狀態的信息。項目經理應該怎樣做才能避免將來出現這種情況？
- A. 在所有項目狀態通信中包含利益相關者的電子郵件。
- B. 安排每週與所有利益相關者（包括客戶和內部資源）舉行項目狀態會議。
- C. 在規劃項目溝通策略時納入項目利益相關者的需求。
- D. 指定一名團隊成員來回复這些利益相關者的電子郵件。
正解：A
質問 # 160
一個專案團隊正在完成設計，而另一個國家的另一個團隊正在執行實施。
專案經理應如何將設計傳達給實施團隊？
- A. 將設計文件上傳到專案儲存庫。
- B. 傳送包含完整設計文件的詳細電子郵件。
- C. 與所有利害關係人舉辦研討會。
- D. 與兩個團隊一起舉辦研討會。
正解：D
質問 # 161
一個石油和天然氣項目在尚未獲得項目全額資金的情況下啟動。剩餘資金將在專案執行期間獲得。剩餘資金的獲取被推遲了幾個月，導致所有承包商暫停工作。
專案經理應該採取什麼措施來防止這種情況發生？
- A. 確保適當的利害關係人充分評估並減輕風險。
- B. 確保專案團隊定期監控和審查專案風險登記冊。
- C. 確保利害關係人預期在實現剩餘資金財務結算方面會遇到障礙。
- D. 確保提供額外資金的利害關係人仍然對該專案感興趣。
正解：A
解説：
Explanation
The project manager should have ensured the risk of not acquiring full funding for the project was adequately assessed and mitigated by the appropriate stakeholders to prevent this from happening. According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives1. In this case, the risk of not acquiring full funding for the project is a negative risk that could affect the project scope, schedule, cost, and quality. Therefore, the project manager should have performed the following risk management processes1:
Identify Risks: The process of identifying individual project risks and sources of overall project risk, and documenting their characteristics. The project manager should have identified the riskof not acquiring full funding for the project as a potential source of overall project risk, and documented its characteristics, such as causes, triggers, probability, impact, and priority.
Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact, as well as other characteristics. The project manager should have prioritized the risk of not acquiring full funding for the project based on its probability and impact, and determined if it required further analysis or action.
Perform Quantitative Risk Analysis: The process of analyzing the effect of identified individual project risks and other sources of uncertainty on the project objectives, and presenting the results in quantitative terms. The project manager should have analyzed the effect of the risk of not acquiring full funding for the project on the project objectives, such as the expected monetary value, the cost of risk, the schedule reserve, and the contingency reserve.
Plan Risk Responses: The process of developing options and actions to enhance opportunities and reduce threats to the project objectives. The project manager should have developed options and actions to reduce the threat of the risk of not acquiring full funding for the project, such as avoiding, mitigating, transferring, or accepting the risk, and implementing contingency plans or fallback plans if the risk occurs.
Implement Risk Responses: The process of implementing the agreed-upon risk response plans. The project manager should have implemented the risk response plans for the risk of not acquiring full funding for the project, such as securing alternative sources of funding, negotiating with the stakeholders, or adjusting the project scope, schedule, or cost.
Monitor Risks: The process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness. The project manager should have monitored the risk of not acquiring full funding for the project, and tracked the implementation of the risk response plans, identified and analyzed any new risks, and evaluated the effectiveness of the risk process.
By performing these risk management processes, the project manager could have prevented the risk of not acquiring full funding for the project from occurring, or minimized its impact on the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to assess and mitigate the risk.
Ensuring the stakeholder anticipated obstacles to achieving financial closure on the remaining funds is a passive and vague action that does not specify how the project manager will help the stakeholder overcome the obstacles or secure the funds.
Ensuring the stakeholder who was providing additional funds remained interested in the project is an important but not sufficient action that does not guarantee the availability or timeliness of the funds.
Ensuring the project team monitored and reviewed the project risk register periodically is a necessary but not sufficient action that does not involve developing and implementing risk response plans.
References: 1: PMBOK Guide, 7th edition, pages 97-99.
質問 # 162
一位高級副總裁要求創建更敏捷的團隊，以並行運行不同長度和複雜性的專案。這將影響專案經理能夠投入每個專案的時間。專案經理通常致力於
無論其複雜程度如何，他們都會將 50% 的時間用於專案。
身為僕人式領導者，專案經理應該做些什麼來幫助實現這一轉變？
- A. 檢視組織流程資產 (OPA) 以評估類似風險的緩解計畫。
- B. 授權團隊培養獨立推進專案所需的技能。
- C. 建立有關專案經理能力的風險條目並制定緩解計劃。
- D. 根據增加的工作量發出變更要求，聘請更多專案經理。
正解：B
質問 # 163
敏捷專案中測試團隊的成員與專案團隊合作良好。然而，在前兩次迭代中，該團隊成員的表現很差，團隊很難達到迭代目標。
專案經理該如何處理這種情況？
- A. 與團隊成員討論提升績效的必要性。
- B. 與團隊成員的職能經理討論此問題。
- C. 允許專案團隊與該團隊成員討論問題。
- D. 將此問題通知人力資源 (HR) 部門。
正解：C
解説：
In an agile project, teams are self-organizing and empowered to address issues internally. Open communication and collaboration are key principles in agile methodologies. Allowing the team to discuss the problem promotes understanding and helps find a collective solution to improve performance. References:
Agile practices encourage team-based approaches to problem-solving and continuous improvement, which aligns with the principles outlined in the Agile Manifesto and PMI's Agile Practice Guide.
質問 # 164
專案章程獲得批准後，專案經理需要與利害關係人一起研究詳細的專案需求、限制和假設。
然而，並非所有利害關係人都能立即參加短期會議。
專案經理應該做什麼才能從利害關係人收集所需的資訊？
- A. 向專案發起人報告並非所有利害關係人都能參加會議。
- B. 召開會議，與有空的利害關係人一起制定專案管理計畫。
- C. 分別透過電子郵件、電話或與每個利害關係人會面以獲取他們的意見。
- D. 在諮詢利害關係人之前與專案管理團隊會面以製定專案管理計劃。
正解：C
質問 # 165
當專案經理正在專案進行中時，專案團隊的關鍵成員需要意外地長時間休假。該項目提前完成並低於預算。
專案經理最初應該採取哪兩項行動來解決這個問題？（選兩項）
- A. 使用可用的訓練浮動時間重新分配剩餘成員的職責。
- B. 檢查專案的責任分配矩陣 (RAM) 以確定哪些活動將受到影響。
- C. 檢查風險登記冊，以了解針對資源突然不可用的準備回應。
- D. 獲得專案發起人的支持以替換休假的團隊成員。
- E. 檢查團隊成員的活動是否有足夠的記錄以方便移交。
正解：B、C
解説：
Explanation
A project manager should take the following two actions initially to resolve the problem of a key project team member taking an unexpected and prolonged leave of absence:
Check the project's responsibility assignment matrix (RAM) to determine which activities will be affected. A RAM is a tool that shows the roles and responsibilities of each project team member for each project activity. By checking the RAM, the project manager can identify which activities are assigned to the team member on leave, and how their absence will impact the project schedule, scope, quality, and resources. This will help the project manager to plan for the necessary adjustments and communicate them to the relevant stakeholders.
Check the risk register for a prepared response to a resource being suddenly unavailable. A risk register is a document that records the identified risks, their probability and impact, and the planned responses for each risk. By checking the risk register, the project manager can see if there is a contingency plan for the situation of a resource being suddenly unavailable, such as a reserve of time, money, or personnel.
This will help the project manager to implement the appropriate response and mitigate the negative effects of the risk.
The other three actions are not the best initial steps to take, because:
Checking if the team member's activities are sufficiently documented to facilitate handover is a good practice, but it is not the first thing to do. The project manager should first determine which activities are affected and how critical they are, before deciding how to hand them over to another team member or an external resource.
Obtaining the project sponsor's support to replace the team member on leave is a possible option, but it is not the first thing to do. The project manager should first assess the impact of the team member's absence and the availability of alternative resources, before requesting the sponsor's approval and support for a replacement.
Reassigning responsibilities across the remaining members using the available float for training is a possible option, but it is not the first thing to do. The project manager should first evaluate the feasibility and suitability of this option, considering the skills and workload of the remaining members, the complexity and urgency of the activities, and the amount of float available.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
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質問 # 166
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