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NEW QUESTION # 27
當項目進入最後階段時，項目經理會要求團隊準備一份交付驗收文件。該文件對項目經理有何重要性？
- A. 需要結束項目或一個階段。
- B. 需要關閉工作分解結構（WBS）。
- C. 需要在項目結束時釋放團隊。
- D. 需要與利益相關者分享。
Answer: A
NEW QUESTION # 28
章程獲得批准後，將指派一名項目經理負責項目。在與團隊一起審查章程時，項目經理髮現遺漏了實現項目成果所必需的一些主要預算項目。
項目經理接下來應該做什麼？
- A. 立即與項目發起人討論此事，並要求重新審查預算以確保其準確性。
- B. 啟動項目並處理整個項目生命週期中出現的預算問題。
- C. 降低其他可交付成果的質量和成本，以便為錯過的項目提供額外的預算。
- D. 將缺失的預算項目添加到風險日誌中，並將其提交給下一個項目指導委員會。
Answer: A
NEW QUESTION # 29
一家公司正在開展一個項目來開發其現有系統的集成。生產中存在已知問題。
項目經理應該做什麼？
- A. 審查質量控制流程和程序。
- B. 識別並消除障礙並降低風險。
- C. 確保產品負責人與團隊一起審查需求。
- D. 在完成 (DoD) 定義中包含驗收標準。
Answer: B
NEW QUESTION # 30
在一個敏捷項目中，團隊決定有一個輪流的協調員小組來負責日常 scrum。總體而言，大多數協調員在這個角色上都得到了成長並做得很好；然而，他們中的一些人往往會進行低效的每日例會。
項目經理接下來應該做什麼？
- A. 讚揚團隊的自組織和成長，然後根據需要與協調人一對一地工作。
- B. 試用期結束後，返回使用 Scrum Master 作為每日 Scrum 的協調員。
- C. 要求表現良好的協助者繼續進行並建議其他人停止協助。
- D. 對所有團隊成員進行日常 scrum 引導的重新培訓，以確保方法的一致性。
Answer: A
NEW QUESTION # 31
一個項目正在進行六次迭代中的第五次。團隊的一名成員意外離開了公司。
項目經理接下來應該做什麼？
- A. 註冊問題並將其上報給項目發起人。
- B. 在狀態報告中詳細說明項目延遲的原因。
- C. 採取一些必要的工作來盡量減少影響。
- D. 邀請利益相關者討論緩解計劃。
Answer: D
NEW QUESTION # 32
幾年前採用敏捷的組織正在尋找一種更有效的方法來確保每個衝刺中產生的增量滿足最終用戶的質量要求。項目負責人應該推薦什麼？
- A. 建立獨立於開發團隊的質量保證 (QA) 團隊。
- B. 為完成 (DoD) 的定義開發更全面的模板。
- C. 與更廣泛的受眾組織更頻繁的衝刺評審。
- D. 增加分配給測試每個積壓項目的百分比。
Answer: B
NEW QUESTION # 33
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. 向總監解釋敏捷項目有實時報告。
- B. 邀請總監參加每日站立會議。
- C. 與團隊分享並要求他們為總監製定報告。
- D. 向總監介紹敏捷方面並就解決方案達成一致。
Answer: D
NEW QUESTION # 34
一些開發人員在每日例會中列出了一系列障礙，並請求項目負責人幫助確定這些障礙的優先級。有一些複雜的積壓項目，並且新的初級測試人員發現了一些合規性缺陷。產品所有者和幾位開發人員將離開項目團隊，並且與測試和生產支持合作夥伴的合同將不會續簽。
項目負責人應該首先關注哪個問題？
- A. 制定新的生產支持合同。
- B. 尋找新的產品負責人來優先處理產品待辦事項。
- C. 會議討論的監管合規問題。
- D. 招募、入職和培訓新開發人員。
Answer: B
NEW QUESTION # 35
大型項目的人力資源 (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聘經理的批准。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。
項目經理應該做什麼？
- A. 由於潛在的項目延誤和處罰，要求財務經理推遲實施。
- B. 審查項目進度表以確定哪種技術可以減少對項目工期的影響。
- C. 評估變更的影響並審查後續步驟的項目管理計劃。
- 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。
Answer: C
NEW QUESTION # 36
敏捷專案團隊收到了開發與機器人互動的工業系統的任務。專案團隊以前沒有執行此類工作的任何經驗。團隊成員有興趣獲得此類專業知識，但這可能會導致專案延遲。
這種情況該如何處理呢？
- A. 使用機器人供應商公司來開發接口，這樣團隊就不會因缺乏此類工作的專業知識而受到阻礙。
- B. 創建一個由經驗豐富的成員組成的獨立團隊，這些成員了解技術並根據團隊專業化劃分產品待辦事項清單。
- C. 為團隊增加經驗豐富的專業人員，以加強知識共享並幫助提高團隊在新產品方面的專業知識。
- D. 必要時聘請顧問公司解決機器人介面問題，並協助避免延誤和品質問題。
Answer: C
Explanation:
Explanation
According to the PMBOK Guide, the project manager is responsible for developing the project team by improving their competencies, interactions, and overall performance. One of the tools and techniques for developing the project team is training, which involves providing learning opportunities to acquire new skills or enhance existing ones. Training can be formal or informal, and can be delivered by internal or external sources. In this scenario, the agile project team received an assignment to develop an industrial system that interfaces with robots, which is a new type of work for them. The team members are interested in acquiring such expertise, but it may result in a project delay. The best way to handle this situation is to add an experienced professional to the team to reinforce knowledge sharing and help grow team expertise in the new product. This option provides an informal and internal source of training for the team, as well as a mentor who can guide them through the challenges and complexities of the newtechnology. This can help the team learn faster, improve their performance, and deliver a high-quality product. Creating a separate team, using a robotics vendor company, or hiring a consulting company are not the best options, as they do not address the team's interest in acquiring new expertise, or the project manager's responsibility to develop the team. These options may also introduce additional risks, costs, or coordination issues to the project. References: PMBOK Guide, 7th edition, pages 215-216, 9.5 Develop Team.
NEW QUESTION # 37
在最近的狀態審查會議之後，項目經理意識到有影響力的利益相關者不清楚項目的目的和利益。因此，利益相關者質疑繼續項目的可行性，項目經理接下來應該做什麼來解決這種情況？
- A. 與項目發起人交談，了解利益相關者是否同意進行一對一的審核會議
- B. 注意到利益相關者的關注點，但忽略他們對項目活動的關注。
- C. 將利益相關者的評論記錄在風險登記冊中，作為對項目完成的高影響力威脅
- D. 考慮利益相關者的擔憂並與項目發起人一起審查項目章程。
Answer: C
NEW QUESTION # 38
一名項目經理最近被指派去救援奧運設施的一個高優先級項目。該項目進度落後於計劃，合同違約金很高。前項目經理與項目團隊成員和一些利益相關者存在許多衝突。
項目經理首先應該做什麼？
- A. 與項目團隊和利益相關者會面，以確定問題的根本原因並製定解決方案。
- B. 審查項目進度並要求提供應急儲備以防止項目崩潰。
- C. 在私人會議中與前項目經理一起回顧經驗教訓登記冊。
- D. 與項目團隊會面，維護權力並重新分配項目任務，以便及時交付。
Answer: A
NEW QUESTION # 39
在專案啟動期間出現了風險。供應商停止了對該專案所需輸入之一的軟體支援。專案經理規劃了一項儲備預算，以便在發生這種情況時專案能夠繼續進行。
專案經理該做什麼？
- A. 通知供應商贊助商將依照先前的計畫支付軟體支援費用。
- B. 告訴專案團隊停止工作，因為軟體支援將被取消，專案無法繼續。
- C. 請供應商繼續提供軟體支持，直到專案結束。
- D. 通知發起人風險已經意識到，並且必須做出決定才能使專案繼續進行。
Answer: D
Explanation:
Explanation
According to the PMBOK Guide, the project manager is responsible for planning, implementing, and monitoring risk responses throughout the project life cycle. One of the tools and techniques for implementing risk responses is contingency reserves, which are funds or time allocated for known risks that may affect the project objectives. Contingency reserves can help the project manager mitigate the impact of risks, as well as provide flexibility and options for the project. In this scenario, a risk was raised during the initiation of a project, that the supplier discontinued software support for one of the project's required inputs. The project manager planned a reserve budget to allow the project to continue in the event of this occurrence. However, when the risk is realized, the project manager should not assume that the reserve budget is sufficient or appropriate to deal with the situation. The project manager should inform the sponsor that the risk has been realized and that a decision has to be made for the project to continue, using contingency reserves as a tool.
This option can help the project manager communicate the status and impact of the risk, as well as seek the sponsor's guidance and approval for using the reserve budget or any other alternative actions. Asking the supplier to continue providing software support, telling the project team to stop work, or advising the supplier that the sponsor will pay for software support are not the best options, as they do not address the issue of risk response implementation, or may be unrealistic or ineffective to resolve the situation. References: PMBOK Guide, 7th edition, pages 263-264, 11.4 Implement Risk Responses.
NEW QUESTION # 40
在跟進可交付成果時，團隊成員向專案經理表達了與其他團隊成員合作的擔憂。該團隊成員表示，另一位團隊成員是職能經理，在會議期間經常表現出防禦性和攻擊性。
專案經理該如何處理這種情況？
- A. 向人力資源 (HR) 部門報告破壞性團隊成員。
- B. 監控情況幾週，以確定破壞性團隊成員的態度是否改變。
- C. 建議團隊成員忽略破壞性的團隊成員，只專注於工作。
- D. 鼓勵團隊成員盡快會面並解決問題。
Answer: D
Explanation:
Explanation
= According to the PMBOK Guide, 7th edition, one of the project manager's roles is to facilitate collaboration among team members and stakeholders1. This includes resolving conflicts and promoting a positive team environment2. Therefore, the best option for the project manager is to encourage both team members to meet as soon as possible and resolve the problem. This way, the project manager can help them understand each other's perspectives, find common ground, and reach a mutually acceptable solution3. Reporting the disruptive team member to the HR department (option A) may escalate the conflict and damage the trust and relationship between the team members. Suggesting that the team member ignore the disruptive team member and focus only on the work (option B) may not address the root cause of the problem and may lead to further resentment and frustration. Monitoring the situation for a few weeks to determine if the disruptive team member's attitude changes (option C) may not be effective, as the conflict may worsen over time and affect the team's performance and morale. References: 1: PMBOK Guide, 7th edition, page 95 2: PMBOK Guide, 7th edition, page 97 3: PMBOK Guide, 7th edition, page 98
NEW QUESTION # 41
一些專案團隊因複雜專案中敏捷工作和預測工作之間的優先衝突而表示沮喪。哪種領導風格可以有效促進專案團隊之間的協作？
- A. 代表領導
- B. 僕人式領導
- C. 指導性領導
- D. 以身作則
Answer: B
Explanation:
Explanation
Servant leadership is a leadership style that focuses on empowering and serving the team members, rather than directing or controlling them. Servant leaders foster acollaborative and trusting environment, where team members can share their ideas, opinions, and concerns. Servant leaders also support the team members in their professional and personal growth, and help them overcome any obstacles or challenges. This leadership style would effectively promote collaboration across the project teams, especially in a complex project that involves agile and predictive work. Servant leadership is aligned with the principles of agile project management, as well as the values and ethics of project management. References:
PMBOK Guide, 6th edition, pages 56-57, 504-505, 686-687.
PMP Exam Content Outline, June 2019, pages 8-9, 14-15.
Agile Practice Guide, pages 19-20, 27-28.
NEW QUESTION # 42
一個新委託的項目在招聘團隊成員方面遇到了困難，因為人員流動率很高。人力資源 (HR) 經理進行了多次離職面談。許多學會成員表示項目經理的關係管理能力不足。項目經理解釋說，我認為現有的團隊成員很懶。
項目經理應該怎樣做才能防止這種高流動率持續下去？
- A. 更多地參與團隊成員招聘流程，以確保選擇合格的團隊成員。
- B. 避免對團隊進行微觀管理，執行更嚴格的規則並監控員工。
- C. 培養領導者的人際關係技能，並培養團隊的情商技能。
- D. 向招聘經理解釋項目本質上是臨時性的，因此與運營環境不同
Answer: C
NEW QUESTION # 43
項目計劃在兩週內結束。該團隊預計將繼續長時間工作，並表現出疲倦和疲倦的跡象。
專案經理該怎麼做才能激勵團隊？
- A. 安排訓練課程以提升團隊績效。
- B. 新增的團隊成員以協助專案完成。
- C. 根據考核結果發動獎勵和激勵，
- D. 安排工作午餐會議，直到專案完成。
Answer: C
Explanation:
Explanation
= The project manager should initiate rewards and incentives according to assessment results to encourage the team. This is because rewards and incentives can motivate the team members to perform better and overcome the challenges of the project. Rewards and incentives can also recognize the team's achievements and contributions, and increase their satisfaction and morale. Adding new team members, scheduling working lunch meetings, or scheduling training courses may not be effective or feasible in the last two weeks of the project, and may even cause more stress and confusion for the team. References: = PMBOK Guide, 6th Edition, Section 9.4.2.3, Recognition and Rewards1; PMP Exam Prep, 10th Edition, Page 3482
NEW QUESTION # 44
項目經理正在處理一個大型 IT 項目。在審查其中一個可交付成果時，一位利益相關者對最終產品提出了擔憂。
項目經理首先應該做什麼？
- A. 與產品負責人召開會議來討論利益相關者所關心的問題。
- B. 與團隊討論並查看項目需求文檔。
- C. 與發起人召開會議，討論可交付成果的細節。
- D. 與團隊討論此問題並將利益相關者的擔憂放入問題日誌中。
Answer: A
NEW QUESTION # 45
在一家工業工廠中，業主決定通過安裝新機器並更新生產中使用的軟件來增加工廠的產能。這種產能擴大將在工廠仍在運轉和生產的情況下進行。軟件更新將使用敏捷方法完成，以最大限度地降低風險。機器採購、安裝和集成將使用預測方法來完成。
項目經理必須在進度管理計劃中設計哪些類型的溝通，以確保項目按計劃進行？
- A. 每兩週與相關利益相關者舉行電話會議
- B. 每週與相關利益相關者舉行同一地點的會議
- C. 每週與每個相關利益相關者舉行一對一會議
- D. 相關利益相關者每兩週提交一次書面狀態報告
Answer: B
NEW QUESTION # 46
項目經理定期召開進度審查會議來討論問題。項目經理在議程上首先應該做什麼？
- A. 詳細闡述風險緩解策略和風險登記冊。
- B. 制定項目管理計劃整合。
- C. 更新解決方法和行動分配。
- D. 製作經驗教訓文檔。
Answer: C
NEW QUESTION # 47
一個專案需要採購大量設備，這些設備需要在任何其他活動開始之前到達現場。採購部門有一個漫長的審批流程。
專案經理該做什麼？
- A. 使用現有設備，稍後更換新設備。
- B. 請專案發起人加快供應商選擇流程。
- C. 聯絡為先前專案提供類似設備的供應商。
- D. 與採購團隊合作尋找替代方案。
Answer: D
Explanation:
Explanation
The project manager should work with the procurement team to find alternative options that can meet the project needs and avoid delays. The procurement team is responsible for managing the procurement process, including the approval process, and can suggest ways to expedite or simplify it. The project manager should collaborate with the procurement team to ensure that the project requirements are clearly defined and communicated, and that the procurement strategy is aligned with the project objectives. The other options are not advisable because they may compromise the quality, scope, or cost of the project, or create conflicts with the project sponsor or the vendor. References: PMBOK Guide, 6th edition, pages 476-477; Project Procurement Management According to the PMBOK
NEW QUESTION # 48
一名專案經理最近被指派到一個銀行 IT 專案。專案團隊十多年來一直使用預測方法開發產品，但管理階層希望團隊改為敏捷方法。專案經理與團隊會面，介紹敏捷方法。大多數團隊成員抱怨方法的改變，因為該團隊的績效一直高於銀行 IT 團隊的平均水準。
專案經理應該採取哪兩項行動？(選擇2)
- A. 與團隊進行集思廣益，以了解團隊專案的具體情況並確定團隊可能的替代方法。
- B. 請團隊確定產品待辦事項清單並建立看板，供團隊管理並遵循該方法。
- C. 採訪最具抵抗力的團隊成員，說服他們嘗試接受敏捷方法。
- D. 與團隊一起進行培訓課程，以便團隊能夠了解什麼是敏捷方法和思維方式。
- E. 與管理階層會面，解釋團隊對敏捷方法的抵制，並要求他們正式要求團隊實施敏捷。
Answer: A,D
Explanation:
Explanation
= According to the PMBOK Guide, 7th edition, the project manager should select the appropriate delivery approach for the project based on the project characteristics, stakeholder needs, and organizational context1. The project manager should also facilitate the team's transition to the chosen delivery approach by providing guidance, coaching, and support2. Therefore, the project manager should brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team (option D). This can help the project manager to tailor the agile approach to the project's needs and constraints, and to address the team's concerns and expectations. The project manager should also conduct training sessions with the team so that the team can understand what the agile approach and mindset are (option E). This can help the team to learn the principles, values, and practices of agile, and to develop the skills and competencies required for agile delivery3. Interviewing the most resistant team members to persuade them to try to accept an agile approach (option A) may not be effective, as it may create more resistance and resentment among the team members. The project manager should instead involve the whole team in the decision-making process and seek their feedback and input. Meeting with management to explain the team's resistance to the agile approach and request that they formally ask the team to implement agile (option B) may not be helpful, as it may undermine the team's autonomy and motivation. The project manager should instead communicate with management the benefits and challenges of the agile approach, and seek their support and sponsorship. Asking the team to identify the product backlog and create a kanban board for the team to manage and follow the approach (option C) may not be appropriate, as it may be too premature and prescriptive. The project manager should first ensure that the team understands the rationale and the basics of the agile approach, and then collaboratively define the project scope and the workflow with the team. References: 1: PMBOK Guide, 7th edition, page 37 2: PMBOK Guide, 7th edition, page 38 3: PMBOK Guide, 7th edition, page 39 : PMBOK Guide, 7th edition, page 40
NEW QUESTION # 49
項目經理正在領導一個工程項目。項目經理必須在量產前獲得一些認證，計劃在3個月內進行。認證過程至少需要6個月。
項目經理接下來應該做什麼？
- A. 評估和評估認證流程並了解最好和最壞的情況。
- B. 聘請顧問縮短認證流程以滿足進度要求。
- C. 與項目發起人討論將量產時間延長3個月。
- D. 與高級管理層會面，討論延長項目時間表的可能性。
Answer: A
NEW QUESTION # 50
一個項目團隊已經合作了大約兩年。其中一名團隊成員在項目執行過程中始終表現出色，在同行中脫穎而出。
項目經理應該如何認識高績效？
- A. 要求贊助商批准向表現出色的團隊成員發放獎金。
- B. 在下次團隊會議上表彰表現出色的團隊成員。
- C. 為團隊成員選擇與其個人目標相符的獎勵。
- D. 私下感謝團隊成員，避免團隊成員之間發生衝突。
Answer: C
NEW QUESTION # 51
項目經理正在領導一個混合項目。具有敏捷經驗的唯一可用資源不在項目經理所在的位置。該項目有嚴格的進度和預算，項目經理擔心他們的交付能力。
項目經理應該做什麼？
- A. 每天通過視頻會議吸引敏捷資源。
- B. 通知發起人該項目將被推遲，因為需要敏捷培訓。
- C. 計劃將敏捷資源暫時遷移到項目經理所在地。
- D. 請求延長預算以獲得敏捷方面的本地資源。
Answer: A
NEW QUESTION # 52
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