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NEW QUESTION # 696
在一個大型建設專案的執行階段，由於沒有可用的貨櫃，承包物流公司決定提高價格。專案經理該做什麼？
- A. 放棄與物流公司的合同，尋找另一家未漲價的公司。
- B. 向物流公司解釋，因為他們簽了合同，所以不能接受漲價。
- C. 同意承擔漲價，因為供貨情況超出了物流公司的控制範圍。
- D. 評估物流公司提價的影響，並遵循針對這種情況的合約和全球準則。
Answer: D
NEW QUESTION # 697
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. 確保所有投訴的利益相關者都在分發列表中。
- D. 分發狀態報告的硬拷貝並確認消息已被閱讀。
Answer: B
NEW QUESTION # 698
在上次衝刺評審期間，主要利害關係人抱怨該產品缺少許多他們期待的功能 專案團隊認為每個增量都符合驗收標準並得到了主要利害關係人的批准 專案的成本績效指數 (CPI) 為1 15 且進度績效指數(SPI) 為1.43 專案經理應該做什麼？
- A. 要求專案團隊執行修改，因為專案預算和進度可以支援他們。
- B. 請利害關係人提交變更要求，以增加所要求修改的預算和時間。
- C. 與雙方分析理解上有差距的原因，協商解決方案。
- D. 向利害關係人解釋，由於每個增量的驗收標準都已滿足，因此項目可以關閉。
Answer: C
NEW QUESTION # 699
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 # 700
Ateam 沒有交付承諾的工作。卡片在看板上沒有移動，燃盡圖顯示衝刺進度緩慢。
敏捷專案經理該做什麼？
- A. 與交付任務緩慢的專案團隊成員會面。
- B. 與高階領導討論績效。
- C. 更改在製品 (WIP) 限制以反映團隊的能力。
- D. 考慮使用替代性能指標。
Answer: C
Explanation:
Explanation
According to the Agile Practice Guide, kanban is an agile framework that uses a visual board to display the flow of work and limit the amount of work in progress (WIP) at each stage of the process. The WIP limit is a key element of kanban, as it helps to optimize the throughput and efficiency of the team, and to identify and resolve any bottlenecks or impediments. The agile project manager should change the WIP limit to reflect the team's capacity, based on the data from the kanban board and the burndown chart. This will help the team to focus on completing the most important tasks, reduce multitasking and waste, and improve the quality and delivery of the work. Changing the WIP limit is also consistent with the agile principle of responding to change over following a plan, as it allows the team to adapt to the current situation and customer needs.
References:
Agile Practice Guide, Chapter 5: Implementing Agile: Creating an Agile Environment, pp. 77-97.
PMBOK Guide, Sixth Edition, Chapter 6: Project Schedule Management, pp. 215-264.
PMP Exam Prep Coursebook, Chapter 6: Project Schedule Management, pp. 6-1 - 6-22.
NEW QUESTION # 701
一個團隊已經在一個專案上工作了幾個月，但完成日期尚不清楚，因為隨著新知識的獲得，範圍經常會改變。一些可交付成果已經完成，但當新的利害關係人加入團隊時，他們抱怨專案成果未達到業務目標。
專案經理如何避免這種情況再次發生？
- A. 建立優先待辦事項並與利害關係人一起定義迭代審核會議
- B. 建立所有利害關係人批准的詳細工作分解結構 (WBS) 和里程碑時間表
- C. 安排每日會議來檢視團隊績效和障礙
- D. 為每個專案階段安排啟動會議，與所有利害關係人分享專案管理計劃
Answer: A
Explanation:
Rework only happens when you do not satisfy client needs and requirements. Since there are different interpretations of client's needs, it is best to meet with the client and clear it for once and all. This will remove the confusion all teams will work towards the same requirements/goals.
NEW QUESTION # 702
專案經理正在組建一個團隊來開展服務整合項目，該項目將把技術管理服務從 A 公司轉移到 B 公司。該專案團隊將由兩家公司的成員組成。該專案的潛在團隊成員遍布世界各地，具有不同類型的技術背景，並使用不同的工作方法。
專案經理應該如何建立一支有凝聚力、高績效的團隊？
- A. 請人力資源（HR）部門安排面試會議來選擇團隊。
- B. 查看團隊成員的技能清單並了解他們將如何共同努力交付專案成果。
- C. 根據技術類型組織團隊成員參加多個啟動會議。
- D. 請未來的團隊成員寫一篇簡短的傳記，解釋他們如何為團隊的成功做出貢獻。
Answer: B
Explanation:
Explanation
The project manager should review the list of team members' skills and understand how they will work together to deliver the project outcomes to build a cohesive, high-performing team. According to the PMBOK Guide, a high-performing team is a team that exhibits a high level of collaboration, trust, commitment, andperformance1. To build a high-performing team, the project manager should apply team development techniques that enhance the team's ability to work effectively and efficiently1. One of the team development techniques is skill assessment, which involves identifying and evaluating the skills and competencies of the team members, and aligning them with the project objectives and requirements1. By reviewing the list of team members' skills, the project manager can understand the strengths and weaknesses of the team, and determine the best way to assign roles and responsibilities. The project manager can also identify any skill gaps or overlaps that may affect the team performance, and plan for training or coaching to address them. Additionally, by understanding how the team members will work together, the project manager can facilitate communication and collaboration among the team members and other stakeholders, and foster a positive team culture that supports the project goals. This way, the project manager can build a cohesive, high-performing team that can deliver the project outcomes. The other options are not the best ways to build a cohesive, high-performing team, as they do not address the need to assess and align the team skills and competencies.
Organizing the team members into several kick-off sessions based on technology type is a possible action that the project manager can take, but it is not the main activity that the project manager should do to build a cohesive, high-performing team. Kick-off sessions are meetings that introduce the project and the team to the team members and other stakeholders, and establish the project vision, scope, and expectations1. While kick-off sessions can help the team members to get to know each other and the project, they do not necessarily help the project manager to review and evaluate the team skills and competencies, and align them with the project objectives and requirements. Moreover, organizing the team members into several kick-off sessions based on technology type may create silos and barriers among the team members, and reduce the team cohesion and collaboration.
Asking the human resources (HR) department to arrange interview meetings to select the team is a wrong way to build a cohesive, high-performing team, as it delegates the responsibility of the project manager to the HR department, and ignores the input and involvement of the team members and other stakeholders. The project manager is the person who is accountable for the team performance and satisfaction, and who has the best knowledge and understanding of the project objectives and requirements1. Therefore, the project manager should take the lead in selecting and developing the team, and consult and collaborate with the team members and other stakeholders to ensure the team is aligned and engaged with the project goals.
Asking prospective team members to write a short biography explaining how they can contribute to the team's success is an unnecessary and ineffective activity that does not help the project manager to build a cohesive, high-performing team. Writing a short biography is a one-way and subjective way of presenting the team members' skills and competencies, and it does not provide the project manager with a comprehensive and objective assessment of the team skills and competencies. Furthermore, writing a short biography does not help the projectmanager to understand how the team members will work together, and facilitate communication and collaboration among the team members and other stakeholders.
References: 1: PMBOK Guide, 7th edition, pages 96-97.
NEW QUESTION # 703
在衝刺第二天的每日站立會議上，產品負責人要求其中一位開發人員為衝刺計畫中承諾的產品待辦事項添加更多功能。產品負責人解釋說，這項變更是基於他們與使用者的討論，非常重要，應該在下一個版本中交付。
專案經理該做什麼？
- A. 準備額外資源的預算變更要求。
- B. 站立會議後組織一次研討會以評估影響。
- C. 為下一個衝刺計畫建立新的產品待辦事項清單項目。
- D. 請產品負責人在站立會議中提供更多詳細資訊。
Answer: C
Explanation:
Explanation
According to the Agile Practice Guide, the product owner is responsible for managing the product backlog, which includes adding, removing, or updating product backlog items as needed. However, the product owner should not change the scope of the sprint once it has started, as this would disrupt the team's commitment and velocity. Therefore, the best option for the project manager is to create a new product backlog item for the next sprint planning, where the team can review and estimate it. This way, the change request is properly documented and prioritized, and the team can deliver the agreed-upon functionality for the current sprint.
References:
1: Agile Practice Guide, page 35
2: Agile Practice Guide, page 37
NEW QUESTION # 704
業務轉型專案有四個階段的交付計劃。專案團隊已成功交付專案一期。
為了進一步提高團隊績效並賦予團隊成員權力，專案經理應該採取哪兩項行動？ （選兩個。）
- A. 支援團隊成員在其優勢領域做出決策。
- B. 組織並指派團隊成員執行他們所擅長的任務。
- C. 允許團隊成員做出有限的決定。
- D. 鼓勵團隊成員與專案經理交叉檢視決策。
- E. 在執行之前檢視所有決策。
Answer: A,B
NEW QUESTION # 705
專案團隊由 A 國的成員和 B 國的主題專家 (SME) 組成，時差為 12 小時。專案經理可以採取哪些措施來改善兩國團隊成員之間的互動？
- A. 探索讓兩個團隊同地辦公的機會。
- B. 確定虛擬溝通方法並相應地安排定期團隊會議。
- C. 計劃頻繁的面對面會議。
- D. 確保產品所有者和中小企業充分參與範圍規劃會議。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, 7th edition, communication management is the process of ensuring timely and appropriate collection, creation, distribution, storage, retrieval, management, monitoring, and the ultimate disposition of project information. Communication management involves planning, managing, and monitoring communications throughout the project life cycle. Communication management also involves considering the communication needs, preferences, and cultural differences of the project stakeholders. In this question, the project team consists of members based in country A and subject matter experts (SMEs) based in country B with a 12-hour time difference. The question asks what the project manager can do to improve interactions between the team members in both countries.
Based on this information, the best answer is option C, which is to identify virtual communication methods and arrange for regular team meetings accordingly. This is because identifying virtual communication methods and arranging for regular team meetings is a communication management practice that can help the project manager to facilitate effective and efficient communication and collaboration among geographically dispersed team members. Virtual communication methods are tools and techniques that enable remote communication and interaction, such as email, phone, video conferencing, instant messaging, online forums, and social media.
Regular team meetings are sessions that allow the team members to share information, provide updates, resolve issues, make decisions, and give feedback. Identifying virtual communication methods and arranging for regular team meetings can help the project manager to overcome the challenges posed by the time difference, as well as to build trust, rapport, and teamwork among the team members in both countries.
Option A, which is to ensure full participation of both the product owner and business SMEs in scope planning sessions, is not a good answer. This is because ensuring full participation of both the product owner and business SMEs in scope planning sessions may not be relevant or sufficient to improve interactions between the team members in both countries. Scope planning sessions are sessions that involve defining and documenting the project scope, deliverables, assumptions, and constraints. Scope planning sessions may not require the participation of all team members, as some team members may not be involved in the scope definition or validation. Scope planningsessions may not address the communication and collaboration issues that may arise from the time difference, as they may not occur frequently or regularly.
Option B, which is to explore the opportunity to have both teams colocated, is not a good answer. This is because exploring the opportunity to have both teams colocated may not be feasible or cost-effective, as it may involve additional expenses, logistics, and risks. Colocating both teams may also disrupt their work environment, productivity, and motivation. Colocating both teams may not be necessary, as virtual communication methods and regular team meetings can provide a similar level of interaction and collaboration.
Option D, which is to plan for frequent face-to-face meetings, is not a good answer. This is because planning for frequent face-to-face meetings may not be possible or practical, as it may involve travel, time, and budget constraints. Face-to-face meetings may also expose the team members to health and safety risks, especially during the COVID-19 pandemic. Face-to-face meetings may not be preferable, as some team members may prefer virtual communication methods or have personal or professional commitments that prevent them from traveling. Face-to-face meetings may not be superior, as virtual communication methods and regular team meetings can offer comparable benefits and outcomes. References: PMBOK Guide, 7th edition, Chapter 8:
Communication1; PMI, 2023, PMP Exam Content Outline, Domain II: Process, Task 10: Plan and manage project/phase communications.
NEW QUESTION # 706
專案經理正在領導一個軟體開發項目，該項目將協助發電廠的維護管理。專案經理正在分析專案績效數據並嘗試預測專案未來是否會出現任何延誤。
專案經理該做什麼？
- A. 執行根本原因分析 (RCA)。
- B. 執行品質控制分析。
- C. 執行趨勢分析。
- D. 執行計劃分析。
Answer: C
NEW QUESTION # 707
一家信用催收公司正在實施新軟件，以協助客戶服務代理致電客戶付款。該軟件將使員工能夠騰出時間從事其他項目，從而使公司受益。一些業務領域希望利用這一優勢。
項目經理應該做什麼？
- A. 要求項目發起人決定誰將擁有收益並記錄該決定。
- B. 與所有團隊召開利益相關者會議，以商定並記錄收益並建立所有權。
- C. 要求所有業務領域平等地規劃一部分福利並將其納入其人員配置計劃中。
- D. 請求項目發起人批准將項目收益平均分配給業務領域。
Answer: B
NEW QUESTION # 708
專案經理被分配到一個將改善貿易公司業務運作的專案。專案團隊剛完成發現階段，需要在 4 週內向業務團隊進行演示，展示解決方案的可行性。
專案經理應該如何建議團隊繼續進行？
- A. 制定概念架構。
- B. 開發最小可行產品 (MVP)。
- C. 開發原型。
- D. 制定提案請求 (RFP)。
Answer: C
NEW QUESTION # 709
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. 專案利害關係人的輸入
- B. 商定的關鍵績效指標 (KPI)
- C. 團隊成員的能力
- D. 專案發起人的回饋
Answer: B
NEW QUESTION # 710
專案經理正在與非常多樣化的團隊成員一起開始一個新專案。專案經理選擇使用共識構建，以便團隊能夠就專案的執行方式達成一致並參與其中。
專案經理應該如何進行？
- A. 創造一個透過討論達成一致的環境
- B. 允許團隊成員以意識流模式貢獻想法
- C. 建立定期的腦力激盪會議來討論專案問題
- D. 創造一個以多數決達成一致的環境
Answer: A
NEW QUESTION # 711
在具有兩個團隊（A 和 B）的專案的第二次迭代期間，專案經理擔心團隊 A 有兩個關鍵活動必須在第四次迭代中啟動。此外，這兩項活動依賴 B 團隊尚未確定優先順序的活動。
專案經理該做什麼？
- A. 將依賴活動包含在團隊 B 的目前迭代中。
- B. 確保 B 團隊在第三次迭代中優先考慮相關活動。
- C. 在第二次迭代中將兩個關鍵活動分配給團隊 B。
- D. 取消目前迭代並使用依賴活動重新安排它。
Answer: B
Explanation:
You don't typically change the work in the iteration, and there's still another iteration right after this that it can be completed in.
NEW QUESTION # 712
項目團隊成員生病了，幾週內無法返回項目。在每日會議上，團隊分享了他們的擔憂，因為生病的團隊成員是他們正在開發的組件中唯一熟練的人。
項目經理應該採取什麼措施來防止這種情況發生？
- A. 將特定組件的開發外包給另一個團隊。
- B. 在每個組件中獲得了一種以上的熟練資源。
- C. 請求組件構建的可靠文檔。
- D. 在項目期間促進跨職能知識轉移。
Answer: D
NEW QUESTION # 713
兩家大公司合併後，一個專案會被指派一名專案經理。該公司聘請了一名顧問，以確保在資訊安全方面採用最佳實踐。
在迭代期間，顧問請求對軟體組件進行更改，聲稱它不滿足市場要求。
專案經理該做什麼？
- A. 繼續迭代並新增請求的變更。
- B. 取消迭代並與產品負責人會面。
- C. 繼續迭代並與客戶一起檢視變更。
- D. 取消迭代並新增請求的變更。
Answer: C
NEW QUESTION # 714
一個項目正在開始其六次迭代中的第三次。在規劃過程中，團隊意識到所有要求都沒有定義得夠清晰，無法開始工作。
專案經理該做什麼？
- A. 檢查並以明確的要求取代不明確的要求。
- B. 邀請關鍵使用者參加下一次每日會議以澄清需求。
- C. 與產品負責人會面，檢視專案積壓工作。
- D. 更新問題日誌並回報給專案發起人。
Answer: C
NEW QUESTION # 715
由於設備安裝延遲，專案進度落後。這正在影響許多其他活動。負責設備交付的經理通知專案經理，安裝團隊有容量問題。
專案經理應該怎麼做才能避免這種情況的發生？
- A. 定期與安裝團隊協商檢查是否有衝突。
- B. 要求經理遵循商定的資源管理計畫。
- C. 在範圍說明書中更清楚地定義了技能要求。
- D. 與經理一起定期檢視資源可用性。
Answer: B
Explanation:
Explanation
A resource management plan is a document that describes how the project resources will be acquired, allocated, monitored, and controlled throughout the project life cycle1. A resource management plan helps project managers to ensure that the project has sufficient and appropriate resources to complete the project work on time and within budget. A resource management plan also defines the roles and responsibilities of the project team members and the resource managers, and the processes and tools for managing resource availability, utilization, and performance2.
In this question, the project manager should have asked the manager responsible for the equipment delivery to follow the agreed-upon resource management plan, which would have specified the resource requirements, allocation, and schedule for the equipment installation. By following the resource management plan, the manager could have avoided the capacity issue for the installation team, or at least communicated it to the project manager in advance, so that the project manager could have taken corrective actions to mitigate the impact on the project schedule. The project manager should also have monitored and controlled the resource management plan throughout the project, and updated it as needed to reflect any changes or issues in the resource availability or demand3.
Option A is not the best answer because conducting periodic reviews with the manager on resource availability may not be enough to prevent the situation from happening.The project manager should have established a clear and formal resource management plan with the manager, and ensured that the manager followed it consistently and reported any deviations or problems.
Option B is not the best answer because defining the skill requirements more clearly in the scope statement may not be relevant to the situation. The scope statement is a document that defines the project scope, deliverables, assumptions, and constraints4. The skill requirements are part of the resource requirements, which are defined in the resource management plan, not the scope statement.
Option C is not the best answer because consulting with the installation team on a regular basis to check for conflicts may not be the project manager's responsibility. The project manager should have delegated the responsibility of managing the installation team to the manager in charge of the equipment delivery, and relied on the manager to follow the resource management plan and report any issues or conflicts to the project manager. References:
1: PMBOK Guide, 7th edition, page 83
2: Resource Plan: The Ultimate Guide to Resource Planning5
3: PMBOK Guide, 7th edition, page 85
4: PMBOK Guide, 7th edition, page 77
5: Resource Plan: The Ultimate Guide to Resource Planning
NEW QUESTION # 716
專案團隊已完成六次迭代中的第一次。此迭代的交付效能（速度）為 50%。在迭代回顧過程中，團隊意識到工作的複雜性被低估了。
專案經理該做什麼？
- A. 與團隊會面，檢視解決問題的內部措施。
- B. 請技術經理幫助團隊解決問題。
- C. 要求用更有經驗的成員取代一些團隊成員。
- D. 更新問題日誌並回報給專案發起人。
Answer: A
NEW QUESTION # 717
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