Apr-2024 New Version PMP-CN Certificate & Helpful Exam Dumps is Online
PMP-CN Free Certification Exam Material with 1165 Q&As
NEW QUESTION # 235
敏捷項目中測試團隊的成員與項目團隊合作良好。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。
項目經理應該如何處理這種情況呢？
- A. 將此問題告知人力資源 (HR) 部門。
- B. 與團隊成員討論提高績效的必要性。
- C. 與團隊成員的職能經理討論該問題。
- D. 允許項目團隊與該團隊成員討論問題。
Answer: D
NEW QUESTION # 236
客戶已退回昂貴製造項目的多個組件。客戶抱怨組件品質差，並擔心產品會因品質問題而被退回。專案經理確信品質得到了維持。
專案經理應該如何與客戶溝通，以幫助他們確信專案生產出了優質的產品？
- A. 向顧客展示容忍和控制限度。
- B. 向客戶展示品質歷史記錄樣本。
- C. 向客戶展示品質控制測量結果。
- D. 顯示目前批次的客戶樣品結果。
Answer: C
NEW QUESTION # 237
專案經理委託一家顧問公司進行設計研究，以調查多種替代方案。專案經理對研究成本有嚴格的政策，並建立了許多成本觸發因素和趨勢分析。
專案經理使用哪種工具？
- A. 時間和材料 (T&M) 合約
- B. 掙值 (EV)
- C. 控製圖
- D. S曲線分析
Answer: A
NEW QUESTION # 238
某些行業的利害關係人更喜歡直接與程式設計師和系統分析師打交道，而不是專案經理。這使得專案資源管理變得複雜。
專案經理應該如何解決這個問題？
- A. 建議實施新的專案管理資訊系統 (PMIS)。
- B. 請求與高階管理層召開會議以升級情況
- C. 舉辦團隊建立活動，以增強團隊凝聚力並改善溝通
- D. 與專案團隊一起促進溝通管理計畫的採用。
Answer: D
NEW QUESTION # 239
一名專案經理已被指派負責一個必須在未來幾週內完成的緊急專案。專案經理意識到這將對當地社區產生影響。由於工作地點在學校附近，專案經理與他們進行了接觸以了解他們的需求。
專案經理應如何保證工作順利進行？
- A. 建議學校在專案工作期間關閉
- B. 與學校聯絡，將非工作專案時間納入學校開始和結束時間
- C. 將專案所需的工作延後到學校假期開始
- D. 按計畫繼續工作，並在專案小組到達現場後通知學校
Answer: B
NEW QUESTION # 240
專案經理正在處理一個擁有 100 多個利害關係人的跨國專案。專案經理關心成功交付專案所需的適當利害關係人的參與和參與程度。
專案經理該做什麼？
- A. 與利害關係人溝通以找到解決方案。
- B. 執行利害關係人假設和約束分析。
- C. 與專案利害關係人一起檢視問題日誌。
- D. 評估利害關係人參與度評估矩陣。
Answer: D
NEW QUESTION # 241
一個具有嚴格時間表的專案正在開始其六次迭代中的第一次。專案團隊缺乏執行所需的技能。
專案經理該做什麼？
- A. 邀請利害關係人討論按時完成的緩解計畫。
- B. 親自填補技能空白來執行專案。
- C. 允許團隊在嘗試準時完成任務時繼續進行。
- D. 為專案團隊新增主題專家 (SME)。
Answer: D
NEW QUESTION # 242
專案經理正在執行一個商業建築專案。專案經理發現尚未獲得所需的建築許可證。獲得許可將使該項目延遲 1 個月，並將花費該項目 35,000 美元。未經許可繼續建設的罰款為每天 1,000 美元。
專案經理首先該做什麼？
- A. 回顧從先前的專案中學到的經驗教訓。
- B. 更新風險管理計畫。
- C. 在嘗試取得許可證的同時繼續該專案。
- D. 在繼續建造之前獲得許可。
Answer: D
Explanation:
Explanation
The project manager should first obtain the permits before continuing the build, as this is the most ethical and responsible course of action. Continuing the project without the permits would violate the legal and regulatory requirements, as well as the PMI Code of Ethics and Professional Conduct. Updating the risk management plan or reviewing lessons learned from previous projects are important steps, but they are not the firstpriority in this situation. Obtaining the permits is also more cost-effective than paying the fine of US$1,000 per day, which would amount to US$30,000 in a month. References:
PMBOK Guide, 6th edition, pages 33-34, 376-377, 686-687.
PMP Exam Content Outline, June 2019, pages 6-7, 16-17.
PMI Code of Ethics and Professional Conduct, pages 4-5.
NEW QUESTION # 243
在回顧儀式上，敏捷團隊正在談論產品負責人的期望沒有得到滿足。
專案經理在專案開始時該做什麼？
- A. 定義了敏捷團隊在創造積壓工作上的預期貢獻
- B. 向團隊明確傳達專案願景與衝刺目標
- C. 評估敏捷團隊的能力並規劃所需的培訓
- D. 定義團隊基本規則與分享專案願景
Answer: B
NEW QUESTION # 244
專案的利害關係人因容易生氣和對專案提出不合理的困難而聞名。
專案經理希望將影響降到最低
利害關係人在開發團隊中的行為。
專案經理應該為他們的團隊選擇什麼培訓來幫助解決這種情況？
- A. 情緒智商訓練
- B. 敏捷訓練
- C. 溝通訓練
- D. 談判訓練
Answer: A
Explanation:
Explanation
The project manager should choose emotional intelligence training for their team to help them deal with the difficult stakeholder. Emotional intelligence is the ability to recognize and manage one's own emotions and the emotions of others1. It can help the team to cope with stress, communicate effectively, empathize with others, overcome challenges, and resolve conflicts2. By improving their emotional intelligence, the team can reduce the negative impact of the stakeholder's behavior and enhance their performance and satisfaction. References: = PMBOK Guide 7th Edition, Chapter 4: Team Performance, Section 4.2.2: Develop Team Members and Stakeholders; PMBOK Guide 6th Edition, Chapter 9: Project Resource Management, Section 9.5.2.1: Interpersonal and Team Skills.
NEW QUESTION # 245
專案團隊正在聘請另一個國家的開發團隊來開發軟體。在進度審查期間，專案經理發現由於對客戶需求有不同的解釋而導致返工導致完成日期延遲。
專案經理該做什麼？
- A. 上報給專案指導委員會並請求額外時間
- B. 與開發團隊一起創建原型以確認需求
- C. 與主要利害關係人召開會議以澄清要求
- D. 前往開發團隊辦公室推動進度
Answer: B
NEW QUESTION # 246
專案經理可以使用風險管理工具，但選擇使用定量方法來評估專案風險。在專案執行期間，專案發起人要求提供更新的風險矩陣。
專案經理接下來該做什麼？
- A. 運用自己的專業知識重新評估風險。
- B. 新增風險並將風險矩陣發送給領導層批准。
- C. 使用整合風險管理軟體來評估風險。
- D. 相信已經選擇的定量方法，因為它是一種精確的方法。
Answer: B
Explanation:
Explanation
this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a project manager has access to risk management tools but chooses to use a quantitative method to evaluate the project risks. During project execution, the project sponsor asks for an updated risk matrix. The question asks what the project manager should do next.
Based on this information, the best answer is option C, which is to add new risks and send the risk matrix to leadership for approval. This is because adding new risks and sending the risk matrix to leadership for approval is a risk management practice that can help the project manager to update and communicate the project risks and their status. A risk matrix is a tool that displays the probability and impact of the project risks, as well as their priority and response strategies. Adding new risks is a process that involves identifying and analyzing any new or emerging risks that may affect the project objectives or outcomes. Sending the risk matrix to leadership for approval is a process that involves obtaining the endorsement and support from the project sponsor and other senior stakeholders for the risk management plan and actions. Adding new risks and sending the risk matrix to leadership for approval can help the project manager to ensure that the project risks are properly identified, assessed, and managed, as well as to align the project risks with the stakeholder expectations and interests.
Option A, which is to use integrated risk management software to evaluate the risks, is not a good answer.
This is because using integrated risk management software may not be necessary or effective to update and communicate the project risks and their status. Integrated risk management software is a tool that helps to automate and integrate the risk management processes and activities, such as risk identification, analysis, response, monitoring, and reporting. Using integrated risk management software can help theproject manager to facilitate and streamline the risk management tasks and functions, as well as to enhance the risk management efficiency and quality. However, using integrated risk management software may not help the project manager to update and communicate the project risks and their status, as it may not address the issue of new or emerging risks that may require human judgment or intervention. Using integrated risk management software may also depend on the availability, suitability, and compatibility of the software, as well as the cost, time, and training required to use the software.
Option B, which is to use their own professional knowledge to reassess the risks, is not a good answer. This is because using their own professional knowledge may not be enough or reliable to update and communicate the project risks and their status. Professional knowledge is the knowledge and skills that the project manager has acquired from their education, training, experience, or certification. Using their own professional knowledge can help the project manager to apply the relevant and appropriate risk management concepts, methods, and techniques to the project. However, using their own professional knowledge may not help the project manager to update and communicate the project risks and their status, as it may not reflect the current and accurate information and data about the project risks. Using their own professional knowledge may also introduce bias or error to the risk assessment and evaluation, as well as to conflict or contradict with the stakeholder opinions or expectations.
Option D, which is to trust in the quantitative method already chosen as it is a precise method, is not a good answer. This is because trusting in the quantitative method may not be appropriate or beneficial to update and communicate the project risks and their status. A quantitative method is a technique that uses numerical data and analysis to measure and evaluate the probability and impact of the project risks, as well as to estimate the overall risk exposure and contingency of the project. A quantitative method can help the project manager to obtain objective and precise information and results about the project risks, as well as to support the risk management decision-making and planning. However, trusting in the quantitative method may not help the project manager to update and communicate the project risks and their status, as it may not account for the new or emerging risks that may require qualitative or subjective assessment and evaluation. Trusting in the quantitative method may also ignore or overlook the stakeholder feedback or input, as well as the risk management tools or resources that may be available or useful for the project. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.
NEW QUESTION # 247
敏捷專案的專案經理擔心團隊在最近的迭代中失去了動力。
專案經理應該使用哪兩種工具來分析團隊績效？ （選兩個。）
- A. 產品待辦事項燃耗圖
- B. 專案進度表
- C. 燃盡圖
- D. 工作分解結構 (WBS)
- E. 已完成功能的累積流程圖
Answer: C,E
NEW QUESTION # 248
一個敏捷項目正在運行第三次迭代，持續時間為兩週。一位只有預測背景的新運營總監開始在公司工作。在與項目經理的第一次會議中，總監要求每週提供項目狀態報告。
項目經理應該做什麼？
- A. 與團隊分享並要求他們為總監製定報告。
- B. 邀請總監參加每日站立會議。
- C. 向總監介紹敏捷方面並就解決方案達成一致。
- D. 向總監解釋敏捷項目有實時報告。
Answer: C
NEW QUESTION # 249
一名項目經理正在領導一個橫跨五個城鎮的電力項目。項目經理獲悉，其中一個城鎮不允許團隊在那里工作，儘管該城鎮在項目開始前已納入利益相關者參與範圍內。
項目經理應該做什麼？
- A. 與鎮政府接觸，討論承諾變更的原因並商定解決方案
- B. 檢索利益相關者參與的所有會議紀要並發送給城鎮，以提醒他們對項目的承諾。
- C. 改變項目範圍並尋求批准將該鎮排除在總體項目之外。
- D. 指示團隊轉移到下一個城鎮並繼續該項目，以避免進一步延誤。
Answer: A
NEW QUESTION # 250
已選定一名專案經理來交付組織的關鍵旗艦解決方案之一。關鍵的成功因素包括敏捷性、市場適應能力以及對市場產品的快速反應。
為確保公司成功，專案經理應進行的關鍵活動之一是什麼？
- A. 執行市場審查後建立業務案例，然後將其提交給發起人以修改專案可交付成果以滿足新定義的目標。
- B. 定期檢視專案計畫、目標和可交付成果，以確保捕獲所有相關數據，以繼續做出明智的專案決策。
- C. 向專案發起人請求更多資金，以聘請更多技術資源，並將更高的品質納入專案交付方法和成果中。
- D. 與專案發起人一起檢視專案目標，以就更現實和可實現的專案計劃和可交付成果達成一致。
Answer: B
Explanation:
Explanation
For a project that requires agility, market adaptation, and a quick response to market offerings, the project manager should conduct periodical reviews of the project plans, objectives, and deliverables to ensure all relevant data are captured to continue making informed project decisions. This will help the project manager to monitor the project performance, identify and respond to changes, and deliver value to the customer. The other options are not as effective or appropriate as the correct answer, as they may increase the project cost, scope, or risk, or compromise the project quality or customer satisfaction. References: PMBOK Guide, 7th edition, page 30-31, 34-35, 40-41.
NEW QUESTION # 251
一名外部專案經理正在管理一家大公司新辦公室的建設。專案管理計畫指出，有必要聘請訓練有素的外部資源來修改和驗證重要的專案組成部分。
客戶拒絕聘用外部人員
儘管在專案預算之內，但由於成本較高，因此需要資源。
專案經理應該怎麼做才能解決這個問題？
- A. 評估後果並與客戶會面以解釋可能的情況。
- B. 請客戶會面並解釋該任務將不會執行。
- C. 嘗試透過調配其他項目的資源來在內部完成任務。
- D. 僱用資源以達成專案目標。
Answer: A
Explanation:
Explanation
According to the PMBOK Guide, the project manager should manage the project procurement, including the planning, conducting, controlling, and closing of the procurement activities. The project manager should also manage the project stakeholder expectations, including the identification, analysis, planning, and engagement of the stakeholders throughout the project life cycle. In this scenario, the project manager is managing the construction of new corporate offices for a large company, and the project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component.
However, the client has rejected hiring the external resource because of the high cost, even though it is within the project budget. This is a procurement and stakeholder issue that may affect the quality and delivery of the project. The best course of action is to evaluate the consequences and meet with the client to explain the possible scenarios. This can help the project manager to assess the impact and value of the external resource, to identify and communicate the risks and benefits of hiring or not hiring the external resource, and to seek and provide feedback and approval from the client. Evaluating the consequences and meeting with the client to explain the possible scenarios (option B) is the best solution to the issue, as it demonstrates proactive and effective project procurement and stakeholder management. Hiring the resource in order to achieve the project objectives (option A) may not be feasible or ethical, as it may violate the contract terms and conditions, and may damage the trust and relationship with the client. Asking the client for a meeting and explaining that the task will not be performed (option C) may also be counterproductive or unacceptable, as it may compromise the quality and scope of the project, and may create a conflict or dissatisfaction with the client. Trying to accomplish the task internally by leveling resources from other projects (option D) may also be unrealistic or inefficient, as it may require additional resources and time to acquire and train the internal resources, and may disrupt the existing project schedule and performance. References: : Project Management Institute. (2017). A Guide to the ProjectManagement Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA:
Author1 : Project Management Professional (PMP) Certification | PMI 2 : How to Manage Project Procurement Effectively 3 : How to Manage Stakeholder Expectations 4
NEW QUESTION # 252
一家苦苦掙扎的公司正在執行一個關鍵項目。但由於外部環境的變化，沒有足夠的資金來完成這個專案。
專案經理首先該做什麼？
- A. 暫緩項目，直至外在環境有利。
- B. 請專案發起人尋求額外資金。
- C. 縮小專案範圍以符合可用資金。
- D. 評估影響並評估適應變化的替代方案。
Answer: D
NEW QUESTION # 253
在向七個人發出了參加項目啟動會議的現場會議邀請後，一位主要利益相關者拒絕了，因為他們將在本月剩餘時間在另一個地點。
項目經理應該做什麼？
- A. 重新安排下個月的啟動會議，以便所有人都可以現場參加。
- B. 將啟動會議更改為虛擬會議，以便所有人可以同時參加。
- C. 安排利益相關者虛擬參加啟動會議。
- D. 與其他利益相關者舉行啟動會議，以避免項目延誤。
Answer: C
NEW QUESTION # 254
每兩週交付一個專案。客戶提出投訴，因為即使交貨已及時完成，他們也沒有意識到所交付產品的商業價值。
專案經理應該進行哪些活動？
- A. 更改交付項目方法。
- B. 查看最小可行產品 (MVP) 的定義。
- C. 執行成本效益分析。
- D. 查看風險分析。
Answer: B
NEW QUESTION # 255
項目經理和項目團隊正在製定一種戰略方法來吸引內部和外部利益相關者。應遵循哪種方法？
- A. 安排與所有利益相關者的狀態會議，以允許他們參與所有項目討論和報告。
- B. 僅讓內部利益相關者參與，因為外部利益相關者不應訪問機密信息。
- C. 分析內部和外部利益相關者，並為每個利益相關者制定定制的參與策略。
- D. 對所有高風險利益相關者進行分類，並要求項目發起人直接與他們溝通。
Answer: C
NEW QUESTION # 256
一些關鍵團隊成員最近離開了專案團隊。剩下的成員花了一些時間來了解細節，發現很難有進展。導致工程進度嚴重延誤。
專案經理該做什麼？
- A. 上報給專案發起人並尋求解決問題的替代方案。
- B. 請求將更多資源納入專案團隊。
- C. 觀察專案團隊並在升級之前給他們時間跟進。
- D. 審查問題並調整專案計劃以給出切合實際的時間表。
Answer: B
Explanation:
Explanation
According to the Project Management Professional (PMP) Reference Materials, the project manager should request additional resources to be incorporated to the project team when a few key team members recently left the project team, and the remaining members took time to understand the details and found it difficult to make progress, resulting in a serious delay in the project schedule. This is because the project manager needs to ensure that the project has sufficient resources to complete the work within the agreed time, cost, and quality constraints. By requesting additional resources, the project manager can fill the gaps left by the departed team members, and provide the necessary skills, expertise, and experience to the project. The project manager can also use the additional resources to accelerate the work, reduce the learning curve, and mitigate the risks associated with the team turnover. Requesting additional resources can help the project manager to recover from the setback, and deliver the project successfully. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, How To Handle A Key Team Member Leaving At A Critical Project Point.
NEW QUESTION # 257
一個敏捷團隊發布了其產品的第二個版本，但回饋是該軟體存在許多缺陷，影響了使用者體驗。
專案經理該做什麼？
- A. 仔細評估團隊的技能，尋找需要彌補的技術差距以提高品質
- B. 聘請外部顧問公司專注於測試和品質控制，以避免將來出現問題
- C. 促成下一次回顧會議，讓團隊專注分析根本原因並提出解決方案
- D. 提出一項內部計劃，為發現並修復錯誤的團隊成員提供激勵
Answer: C
NEW QUESTION # 258
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