[Feb 12, 2024] PMP-CN Practice Exam Dumps - 99% Marks In PMI Exam
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NEW QUESTION # 41
項目經理收到團隊成員的建議，要求在不影響進度或成本的情況下改進產品屬性。這將為項目和客戶增加價值。
項目經理應該做什麼？
- A. 接受建議，對項目沒有影響。
- B. 拒絕建議並要求團隊成員集中精力執行計劃。
- C. 請另一位團隊成員驗證該建議的影響。
- D. 要求團隊成員提交正式的變更請求。
Answer: D
NEW QUESTION # 42
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. 團隊成員的能力
- B. 專案利害關係人的意見
- C. 商定的關鍵績效指標 (KPI)
- D. 專案發起人的回饋
Answer: C
Explanation:
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.
NEW QUESTION # 43
在高度政治化的組織環境中，利害關係人受到自己的營運或業務目標的驅動，這導致了專案的利益衝突。專案經理應該如何引導利害關係人實現集體專案目標？
- A. 偵測、追蹤並遵循問題管理流程。
- B. 促進、激勵和遵循利害關係人參與流程。
- C. 討論、教育並遵循溝通管理流程。
- D. 預測、警報並遵循風險管理流程。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, stakeholder engagement is the systematic identification, analysis, planning and implementation of actions designed to influence stakeholders. It is a key practice of project management that helps to achieve the project's business needs and goals. Stakeholder engagement helps organizations to proactively consider the needs and desires of anyone who has a stake in their organization, which can foster connections, trust, confidence, and buy-in for the organization's key initiatives. When done well, stakeholder engagement can mitigate potential risks and conflicts with stakeholder groups, including uncertainty, dissatisfaction, misalignment, disengagement, and resistance to change. In a highly politicized organizational environment, the stakeholders are driven by their own operational or business goals, which results in conflicting interests regarding the project. To steer the stakeholders toward the collective project goal, the project manager should promote, inspire, and follow the stakeholder engagement process. This involves identifying, mapping and prioritizing stakeholders to determine the best tactics for effective communication while making the best use of available resources. The project manager should also use various techniques to engage stakeholders, such as brainstorming, workshops, surveys, interviews, focus groups, and feedback mechanisms. The project manager should monitor and control the stakeholder engagement throughout the project life cycle, and adjust the engagement strategies as needed to ensure stakeholder satisfaction and alignment. References: PMBOK Guide, Sixth Edition, pages 513-536. Asana. SME Strategy. APM.
NEW QUESTION # 44
一個項目即將完成，但進度落後於計劃。應急預算已被使用，但剩餘預算應該足以完成該項目。分配給該項目的唯一主題專家 (SME) 已被其經理要求解決運營部門的問題。
項目經理應該做什麼？
- A. 要求經理提交變更請求。
- B. 釋放資源以處理操作優先級。
- C. 針對這種情況設計談判策略。
- D. 將情況上報給項目發起人。
Answer: C
NEW QUESTION # 45
項目經理正在領導一個項目，該項目顯示出超出成本基線的趨勢。項目經理首先應該做什麼來管理預算？
- A. 向項目發起人尋求幫助，使預算回到正軌。
- B. 發出變更請求，包括增加預算的分析。
- C. 通知利益相關者該項目將超出預算完成。
- D. 與項目團隊會面，分析實際成本以確定偏差。
Answer: D
NEW QUESTION # 46
一名技術人員計劃在三個工作時間不同的遠程呼叫中心代理的家中安裝互聯網服務。他們的職能經理安排了休假，以便有時間進行安裝和測試。承運商向項目經理髮送一封電子郵件，說明一個預約延遲了 2 天。
項目經理現在需要做什麼？
- A. 通知產品負責人。
- B. 通知相關利益相關者。
- C. 通知項目發起人。
- D. 僅通知項目團隊。
Answer: B
NEW QUESTION # 47
在項目啟動階段結束時，制定預算並發送給審批委員會。在批准會議上，一位主要利益相關者詢問如何制定預算以應對未來的不確定性。
項目經理該如何回复？
- A. 計劃定期召開團隊會議，以控制預算以應對未來的不確定性。
- B. 概率分析用於製定預算以應對未來的不確定性。
- C. 利益相關者的反饋將在每次董事會會議上討論以調整預算。
- D. 預算是根據以前項目數據的經驗教訓制定的。
Answer: A
NEW QUESTION # 48
項目經理收到了利益相關者關於項目進展溝通不暢的反饋。每周向項目管理辦公室 (PMO) 提供狀態報告，並遵循標準溝通管理計劃。
項目經理應該做什麼？
- A. 創建用於實施在線協作工具的變更請求。
- B. 對現有通信方法進行根本原因分析 (RCA)。
- C. 分發狀態報告的硬拷貝並確認消息已被閱讀。
- D. 確保所有投訴的利益相關者都在分發列表中。
Answer: B
NEW QUESTION # 49
客戶向專案經理索取專案狀態報告。專案經理發送報告，然後意識到他們不小心在電子郵件中包含了來自客戶組織的另一位經理。
專案經理該做什麼？
- A. 等待客戶對報告的回饋。
- B. 將電子郵件重新傳送給客戶，不包括其他經理。
- C. 將錯誤告知客戶及其主管。
- D. 聯絡其他經理並要求他們刪除電子郵件。
Answer: C
Explanation:
Explanation
According to the PMI Code of Ethics and Professional Conduct, project managers have a responsibility to respect the confidentiality and privacy of their stakeholders1. If they inadvertently disclose confidential information, they should promptly inform the affected parties and take corrective actions2. In this scenario, the project manager should inform the client and their supervisor about the mistake and apologize for the breach of confidentiality. They should also ask the other manager to delete the email and confirm that they have done so. This would demonstrate honesty, respect, and professionalism. References: 1: PMI Code of Ethics and Professional Conduct, Section 2.2.4 2: PMI Code of Ethics and Professional Conduct, Section 5.3.2
NEW QUESTION # 50
一名項目經理被分配到一個教育項目，其目標是培訓應用程序開發人員。可交付成果之一是為客戶活躍項目中最優秀的學生提供實習機會。然而，客戶目前沒有足夠的正在進行的項目。項目經理決定創建幾個內部項目以確保實習機會。
項目經理應該採取哪三項行動來實現這一場景而不增加客戶的成本？（選擇三項）
- A. 創建包含新內部項目範圍的變更請求。
- B. 使用項目的應急預算。
- C. 管理交付質量。
- D. 影響客戶啟動新項目。
- E. 使用內部項目創建新範圍的工作分解結構 (WBS)。
Answer: C,D,E
NEW QUESTION # 51
在具有多個分包商的複雜專案中，一個分包商報告進度可能會延遲。這可能會影響其他分包商並影響他們按時交付的能力。
專案經理首先該做什麼？
- A. 評估時間表並更新風險登記冊。
- B. 上報給高階管理層和利害關係人。
- C. 更改里程碑和工作順序。
- D. 向所有其他分包商報告延誤。
Answer: A
Explanation:
Explanation
When a project faces a potential delay in the schedule, the project manager should not report, change, or escalate the issue without first assessing the impact and the root cause of the delay1. The project manager should analyze the schedule to determine how the delay affects the critical path, the float, and the dependencies of the project activities2. The project manager should also update the risk register, which is a document that records the identified risks, their probability, impact, response strategies, and status3. Updating the risk register can help the project manager identify and prioritize the risks associated with the delay, and plan appropriate responses to mitigate or avoid them4. References: 1: PMBOK Guide, 6th edition, p. 112 2:
PMBOK Guide, 6th edition, p. 202 3: PMBOK Guide, 6th edition, p. 414 4: PMBOK Guide, 6th edition, p.
417
NEW QUESTION # 52
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. 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。
- B. 在所有項目狀態通信中包含利益相關者的電子郵件。
- 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。
Answer: B
NEW QUESTION # 53
項目經理正在處理一個重大建設項目。商定計劃的一部分是使用基於雲的系統和在高速互聯網服務上運行的服務器，因為大多數學習成員都是虛擬工作的。該公司需要盡可能地降低運營成本，管理層堅持認為該項目現在將使用在傳統撥號服務上運行的系統。
項目經理接下來應該做什麼？
- A. 同意管理層的意見並繼續執行項目管理計劃。
- B. 替換一些虛擬工作的團隊成員，以幫助公司節省資金。
- C. 評估該決定的影響並與管理層溝通。
- D. 與管理層會面了解他們的決定，並要求他們聘請另一位項目經理。
Answer: C
NEW QUESTION # 54
一位項目經理注意到，職能經理不配合人員分配計劃，並且總是找藉口不釋放所要求的人員。
項目經理首先應該做什麼？
- A. 請求領導團隊幫助獲取所需人員。
- B. 評估團隊組建延遲所造成的影響，並與職能經理對質。
- C. 與人力資源 (HR) 核實員工的可用性。
- D. 與職能經理直接交談，了解他們態度背後的原因。
Answer: D
NEW QUESTION # 55
新的 Scrum 團隊的成員都很熟練並且對這個專案感到興奮，儘管他們以前從未一起工作過。專案負責人要求舉辦一次異地團隊建立活動，以談論專案並相互熟悉，但該活動沒有得到出於省錢的贊助商的批准。專案負責人認為，舉辦團隊建立活動以使團隊凝聚在一起非常重要。
專案負責人該做什麼？
- A. 繞過活動，因為團隊成員的資歷足以參與，無需進一步活動。
- B. 告訴團隊由於當前的財務限制，該事件將在專案結束時處理。
- C. 解釋財務限制並要求每個團隊成員為該活動支付自己的份額。
- D. 使用辦公設施和支援為內部團隊成員組織互動活動。
Answer: D
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, one of the principles of project management is to create a collaborative project team culture. This means that the project manager should foster a positive and supportive team environment, where team members can communicate openly, trust each other, and share their ideas and concerns. To create a collaborative project team culture, the project manager should organize team building activities that help the team members to get to know each other, to develop their interpersonal skills, and to enhance their team performance. If the sponsor does not approve an offsite team building activity due to budget constraints, the project manager should use the office facilities and support to organize an interactive event for the team members in-house. This will help to achieve the same objectives of the team building activity, without incurring additional costs or compromising the project scope, schedule, or quality. Explaining the financial constraint and asking each team member to pay their own share, telling the team that the event will be handled at the end of the project, or bypassing the event are not the best actions, as they do not address the need to build trust and cohesion among the team members, and they may affect the team morale and motivation. References: PMBOK Guide 7th Edition, page 11-12.
NEW QUESTION # 56
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，在發布最終產品之前的最後一周，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. 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
- B. 尋求並實施替代方法來追蹤進度和障礙，以識別潛在威脅
- C. 事先對團隊進行技術培訓，確保團隊具備高水準的技術能力
- D. 制定風險因應計劃，提供有關專案風險暴露的選項和策略
Answer: B
Explanation:
Explanation
= In an agile project, the project manager should use various methods to monitor and track the project performance and progress, such as burn charts, cumulative flow diagrams, Kanban boards, etc. These methods can help the project manager identify any impediments or issues that may affect the project delivery and take corrective actions as soon as possible. The project manager should also encourage the team to raise any impediments during the daily stand-up meetings and facilitate the removal of those impediments. By seeking and implementing alternative ways to track progress and impediments, the project manager can prevent the situation where a technical impediment puts the project delivery in jeopardy overnight. B, C, and D are not the best answers because they do not address the root cause of the problem, which is the lack of effective monitoring and tracking of the project performance and progress. Historical data, technical training, and risk response plan are useful tools and techniques, but they are not sufficient to prevent the situation described in the question. References: PMBOK Guide, PMI Study Hall, PMP Question Bank PMBOK Guide, 7th edition, pages 128-129, 132-133 :
https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
NEW QUESTION # 57
在與利害關係人會面後，一家電腦遊戲公司的專案經理正在為該公司的最新產品製定專案管理計劃。專案經理得知該公司的主要競爭對手計劃發布利用最新技術的類似產品。專案經理擔心競爭對手的產品在許多方面都比專案經理的專案更好。
專案經理該做什麼？
- A. 執行卡諾分析，考慮競爭對手的產品並將其呈現給利害關係人。
- B. 與開發團隊會面，看看與競爭對手的可交付成果相比，哪些變化可以改進專案。
- C. 在風險登記冊中記下此問題，並與銷售團隊會面，以確定考慮競爭對手產品的緩解方案。
- D. 與專案團隊會面，討論問題並確定如何確保專案的交付成果能夠與競爭對手的交付成果競爭。
Answer: D
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, the project manager should lead and support the project team and collaborate with them to deliver the project outcomes. In this case, the project manager should meet with the project team to discuss the concerns and determine how to ensure the project's deliverable can compete with the competitor's, such as by incorporating customer feedback, enhancing the features, or applying the newest technology. The project manager should not perform a Kano analysis, as this is a technique to prioritize the customer requirements, not the competitor's. The project manager should not meet with the development team only, as this may exclude other team members who may have valuable inputs. The project manager should not note this concern in the risk register and meet with the sales team only, as this may not address the root cause of the problem and may not involve the project team12. References: PMBOK Guide 7th Edition, Chapter 3: Project Performance Domain, Section 3.3: Lead the Team, Page 65; Chapter 4: Project Delivery, Section 4.2: Collect Requirements, Page 89.
NEW QUESTION # 58
團隊在每次迭代中都向客戶提供功能。完成每次迭代後，都會邀請客戶進行評審。然而，客戶經常不在，審核經常被延遲，這導致團隊的返工增加。
項目經理應該做什麼？
- A. 提前計劃並定義與客戶一起審查可交付成果的最佳方式。
- B. 讓客戶參與日常項目活動以獲得所需的指導。
- C. 要求客戶在每次迭代開始時澄清所有需求。
- D. 要求客戶根據可用性審查每次迭代中的可交付成果。
Answer: A
NEW QUESTION # 59
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