Updated Aug-2024 PMP-CN Exam Practice Test Questions
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NEW QUESTION # 941
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. 在完成 (DoD) 定義中包含驗收標準。
- B. 確保產品負責人與團隊一起審查需求。
- C. 審查質量控制流程和程序。
- D. 識別並消除障礙並降低風險。
Answer: D
NEW QUESTION # 942
一家公司決定實施新的歸檔系統。專案實施過程中發生資料外洩事件。
專案經理首先該做什麼？
- A. 與團隊一起檢視可能的替代文件方法
- B. 實施計畫的風險回應來處理問題
- C. 使用風險和建議的影響更新風險登記冊
- D. 請團隊修復系統以解決問題
Answer: B
Explanation:
You could ask the team to fix it first, however that might not be the FIRST thing you have to do.
You may have to notify supervisors/security, notify customers, work with authorities of some kind, there's plenty of things that will likely be in the risk response before asking the team to fix it.
NEW QUESTION # 943
專案章程已獲得批准，專案經理已被指派到該專案。
專案經理目前正在與專案團隊合作，細分專案工作包。
專案經理在做什麼？
- A. 網路圖
- B. 資源均衡
- C. 分解
- D. 工作分解結構（WBS）
Answer: C
NEW QUESTION # 944
項目經理正在與過去兩個建設項目相同的項目團隊合作。在過去的兩個項目中，項目經理在微觀層面上管理著這個團隊。然而，現在項目經理希望使用不同的領導風格來讓團隊自己做出決定。
項目經理對於當前項目應該採用什麼樣的領導風格？
- A. 互動
- B. 轉型
- C. 有魅力
- D. 就這樣吧
Answer: B
NEW QUESTION # 945
專案經理正在處理一個大型 IT 專案。在審查其中一項可交付成果期間。一位利害關係人對最終產品提出了擔憂。
專案經理首先該做什麼？
- A. 與產品負責人召開會議，討論利害關係人關心的問題。
- B. 與團隊討論此問題並查看專案要求文件。
- C. 與團隊討論此問題並將利害關係人的擔憂放入問題日誌中。
- D. 與發起人召開會議，討論可交付成果的詳細資訊。
Answer: B
NEW QUESTION # 946
專案的可交付成果已完成。然而，利害關係人並沒有批准這些可交付成果，因為它們沒有滿足業務需求。
專案經理應該採取哪些行動來避免這種情況？
- A. 確保利害關係人參加日常會議，以確認專案正在正確開發。
- B. 定義專案管理計畫並確保其滿足專案目標和業務需求。
- C. 在專案開始時提供給利害關係人和專案團隊並解釋衝刺積壓工作。
- D. 請團隊更改開發階段交付成果的頻率，以獲得更早的回饋。
Answer: B
NEW QUESTION # 947
一個新的開發專案即將開始，專案經理知道一位知名客戶在所有衝刺中都會提出非常具體且頻繁的請求。該專案需要與第三方進行合約協調，專案經理必須找到更好的方法來管理客戶和合作夥伴的期望。
專案經理應該使用什麼策略？
- A. 更改行銷和產品管理定義以滿足利害關係人的需求。
- B. 與客戶和第三方密切合作以滿足他們的需求。
- C. 專注於為客戶實施軟體即服務 (SaaS) 解決方案。
- D. 明確指定合約中要部署的範圍和功能。
Answer: D
Explanation:
In project management, it is crucial to manage stakeholder expectations effectively. This can be achieved by clearly specifying the scope and features in the contract. This approach aligns with the PMBOKGuide's emphasis on clear communication and setting realistic expectations. By defining the scope and features clearly, the project manager can set boundaries and manage both customer and third-party expectations, which is essential for project success. This strategy helps prevent scope creep, ensures that all parties are on the same page, and facilitates smoother coordination among all stakeholders involved.
References: (PMBOKGuide - Sixth Edition, Section 1.2.3.1 - Project Scope Management)
NEW QUESTION # 948
主要專案利害關係人被解僱並由另一位利害關係人取代。新的利害關係人審查了專案範圍並要求進行大量更改，認為利害關係人的團隊對迄今為止的結果不滿意。
專案經理該做什麼？
- A. 將新需求以高優先順序放入待辦事項清單中，並實施所要求的變更。
- B. 將新需求放入待辦事項清單中並提交正式變更請求以供批准。
- C. 將新需求放入待辦事項清單中，並讓產品負責人檢查其價值和優先順序。
- D. 將新需求以低優先順序放入待辦事項中，並實施所要求的變更。
Answer: B
Explanation:
According to the PMBOK Guide, a project manager should put any new requirements in the backlog and submit a formal change request for approval, when a change in project scope is requested by a stakeholder.
This is part of the perform integrated change control process, which involves reviewing and approving all change requests that affect the project scope, schedule, cost, quality, resources, communications, risks, procurements, or stakeholder engagement. A formal change request is a document that describes the proposed change, its justification, its impact, and its alternatives. A formal change request should be submitted to the change control board (CCB), which is a group of stakeholders authorized to approve or reject changes. The CCB should evaluate the change request based on the project objectives, the project management plan, the project documents, and the stakeholder expectations. The CCB should also consider the potential benefits and drawbacks of the change, as well as its alignment with the project charter and the business case. The CCB should then communicate the decision to the project manager and the relevant stakeholders, and update the project documents and the project management plan accordingly. This process ensures a consistent and transparent approach to managing changes, and prevents scope creep or unauthorized changes that could negatively affect the project performance or quality. References: PMBOK Guide, 6th edition, pages 115-116,
121-122.
NEW QUESTION # 949
當項目發起人請求額外的可交付成果時，項目已完成 70%。項目經理首先應該做什麼？
- A. 與項目發起人就可能的替代方案進行談判。
- B. 拒絕該請求，因為為時已晚並導致重大範圍蔓延。
- C. 確定此變更對項目各個方面可能產生的影響。
- D. 將請求提交給變更控制委員會 (CCB) 做出決定。
Answer: C
NEW QUESTION # 950
在一個擁有多個國際地點的項目中，趨勢領主的延誤已經滯後。在調查這個問題時，項目經理意識到一些關鍵活動被安排在海外辦事處的假期期間。
項目經理接下來應該做什麼？
- A. 要求海外辦事處加強工作，以減少進度延誤
- B. 更新時間表以反映假期並通知項目發起人延遲完成。
- C. 臨時僱用更多人員來承擔假期期間的額外工作量。
- D. 更新時間表以反映假期並在辦公室之間分擔工作量以減少時間表延誤。
Answer: D
NEW QUESTION # 951
兩名學習成員始終存在誤解，很難一起工作。專案經理該如何處理這種情況？
- A. 刪除一名團隊成員
- B. 警告團隊成員他們的行為
- C. 確定團隊成員之間的問題並引導他們解決問題
- D. 對團隊成員進行溝通技巧與人際行為的訓練
Answer: C
Explanation:
According to the PMBOK Guide, the project manager is responsible for managing the project team and resolving any conflicts that may arise among team members. The project manager should use appropriate conflict resolution techniques, such as problem-solving, compromising, or collaborating, to identify the root causes of the issues and guide the team members toward a mutually acceptable solution. Removing one of the team members, warning them about their behavior, or training them on communication techniques and interpersonal behavior are not effective ways of handling this situation, as they do not address the underlying problems or foster a positive team environment. References: PMBOK Guide, 7th edition, page 223-224; PMBOK Guide, 6th edition, page 349-350.
NEW QUESTION # 952
專案經理已被分配到一個高知名度的項目，該項目根據先前的類似項目被確定為具有中等複雜性。此專案需要作為即用型產品交付給客戶。
基於這個場景，專案經理在整個專案生命週期中應該關注什麼？
- A. 時間管理與利害關係人參與
- B. 資源管理與經驗教訓
- C. 成本管理與風險管理
- D. 利害關係人參與和經驗教訓
Answer: A
Explanation:
A high-visibility project with medium complexity requires careful time management to ensure that the project is delivered on schedule. The project manager should focus on planning, setting deadlines, and monitoring project progress1. Stakeholder engagement is also crucial in this scenario. The project manager needs to communicate effectively with all stakeholders to understand their expectations and keep them informed about the project's progress23. This includes initiating regular status meetings and developing a clear communication protocol4. References: Coursera, The Digital Project Manager, Adobe, Project Central, Microsoft
NEW QUESTION # 953
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. 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。
- B. 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。
- 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: B,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 # 954
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. 與專案團隊一起促進溝通管理計畫的採用。
- B. 建議實施新的專案管理資訊系統 (PMIS)。
- C. 舉辦團隊建立活動，以增強團隊凝聚力並改善溝通
- D. 請求與高階管理層召開會議以升級情況
Answer: A
NEW QUESTION # 955
專案團隊正在為利害關係人準備一份報告。該團隊收集並整理了大量數據以包含在狀態報告中。
專案經理接下來該做什麼？
- A. 指示團隊在最終確定報告之前與利害關係人召開會議。
- B. 確保團隊遵循標準作業程序 (SOP) 來建立利害關係人報告。
- C. 指示團隊在將數據包含在報告中之前分析和解釋數據。
- D. 指示團隊僅對所有報告的資料進行圖形表示。
Answer: C
NEW QUESTION # 956
在專案執行階段，所有專案團隊成員被迫在家工作，而不是親自工作。 。
專案經理應該如何處理這種情況''
- A. 指示相關團隊成員互相解決問題
- B. 與違規團隊成員協調視訊會議以解決問題
- C. 將違規團隊成員重新指派到不同的項目
- D. 與指導委員會討論此問題以確定正確的行動方案。
Answer: B
Explanation:
In a situation where a team member has made disrespectful remarks about another team member, it is the project manager's responsibility to address the issue directly with the offending team member. This can be done by coordinating a video conference to discuss the issue, understand the reasons behind the behavior, and find a resolution. This approach aligns with the principles of conflict management in project management, where the project manager is expected to handle conflicts within the team directly and professionally1. It's important to note that disrespect in the workplace is toxic and can affect the entire team and organization2. Therefore, it's crucial for the project manager to address such issues promptly and effectively. References: 2
https://www.getcampfire.com/blog/dealing-with-disrespect
NEW QUESTION # 957
一名專案經理被分配了一個建設新太陽能發電場的項目，該發電場將為新住宅區提供清潔能源。政府決定從 1 月 1 日起降低再生能源產品的稅收。供應商已聯繫並表示太陽能板的訂單將於
12 月 20 日可能會推遲到 1 月初。另一方面，由於十二月假期，該計畫將面臨類似的限制。
專案經理應該如何應對這種風險？
- A. 堅持供應商在約定日期交貨
- B. 更新風險登記冊並利用這個機會
- C. 接受風險並更新風險登記冊
- D. 查看供應商的合約以了解銷售條款
Answer: B
NEW QUESTION # 958
關鍵專案利害關係人沒有參加任何專案會議，並提供了專案團隊未按時交付的虛假資訊。專案經理應該如何應對這種情況？
- A. 為關鍵利害關係人建立新的溝通工件。
- B. 透過電子郵件將最新狀態報告發送給關鍵利害關係人。
- C. 與主要利害關係人討論溝通需求。
- D. 與主要利害關係人分享會議錄音。
Answer: C
Explanation:
The project manager should first try to understand why the key stakeholder is not attending the meetings and providing false information. The project manager should discuss the communication needs and preferences of the key stakeholder and tailor the communication accordingly. This will help to build trust and rapport with the key stakeholder and ensure that they receive accurate and timely information about the project progress.
Creating a new communication artifact, emailing the latest status report, or sharing the meeting recordings may not address the root cause of the problem and may not be effective in engaging the key stakeholder. References: PMBOK Guide, 6th edition, page 524; PMP Exam Content Outline, 2021, page 10.
NEW QUESTION # 959
專案經理有兩個同時執行的專案。關鍵專案的工期必須縮短，但專案經理沒有足夠的資源來實現這一目標。此外，日程安排中沒有可以重疊的活動。
專案經理該做什麼？
- A. 分析兩個項目以確定公共資源最有效的利用
- B. 應用快速追蹤技術來壓縮關鍵專案的進度
- C. 使用資源最佳化來證明為關鍵項目請求更多資源的合理性
- D. 為專案團隊提供進度最佳化培訓，以提高他們的技能
Answer: B
Explanation:
Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be done sequentially. This can reduce the overall project duration by overlapping the start and finish of different activities, but it also increases the risk of rework and errors due to dependencies and uncertainties. Fast-tracking is one of the tools and techniques for the Develop Schedule process, which is part of the Project Schedule Management knowledge area. The other tools and techniques are schedule network analysis, critical path method, critical chain method, resource optimization, data analysis, leads and lags, schedule compression, and project management information system. The other options are not schedule compression techniques, although they may be used in other project management processes or activities.
Analyzing both projects to determine the most effective use of common resources is a way of managing multiple projects and optimizing resource allocation. Using resource optimization to justify requesting more resources for the critical project is a way of balancing the demand and supply of resources and resolving resource conflicts. Providing schedule optimization training to the project teams to improve their skills is a way of enhancing the team's competencies and performance. References:
* PMBOK Guide, 6th edition, pages 201-202, 215-216, 718
* Project Management Professional (PMP) Certification Handbook, page 9
* 5 Methods for Shortening A Project Schedule, section "Fast Tracking"
NEW QUESTION # 960
一個組織正在努力啟動一個重要計畫。專案經理已確定範圍定義是阻礙專案啟動的主要因素。儘管大多數範圍項目都已被定義並在利益相關者之間達成一致，但仍有一些項目在此階段難以掌握且定義起來非常複雜。
專案經理該做什麼？
- A. 建議使用預測方法交付明確定義的範圍項目，並使用敏捷方法處理複雜的項目。
- B. 建議將專案分割為兩個較小的項目，以便專門在敏捷環境中工作，而不受預測方法的干擾。
- C. 保持利害關係人致力於範圍定義的動力，直到在專案開始之前實現完整的詳細範圍。
- D. 更新風險登記冊並將問題回報給專案管理辦公室 (PMO)，要求新增更多資源以協助定義專案範圍。
Answer: A
Explanation:
Explanation
According to the PMBOK Guide, a project scope definition is a comprehensive description of all project elements, including all related activities, assets, timeframes, milestones, and the project's boundaries1. The scope of a project also identifies essential players, processes, assumptions, and restrictions2. The project scope statement describes, in detail, the project's deliverables and the work required to create those deliverables3. The project scope statement also provides a common understanding of the project scope among all project stakeholders and describes the project's major objectives3.
In this scenario, the project manager has identified that the scope definition is the main item preventing the project from starting, as there are a few items that are hard to grasp and very complex to define at this stage.
The project manager should propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items. This is an example of a hybrid approach, which is a combination of serial and agile strategies that can be used for different phases or work packages of a project4. A hybrid approach can provide flexibility, adaptability, and customer focus while maintaining some level of predictability and control4. A hybrid approach can also accommodate changing requirements and stakeholder expectations, as well as leverage existing knowledge and experience4.
The project manager should not recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach, as this may create unnecessary complexity and duplication of work. The project manager should also not update the risk register and escalate the issue to the PMO, requesting more resources be added to help define the project scope, as this may not solve the problem of the complex and unclear scope items. The project manager should also not maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project, as this may delay the project initiation and cause frustration and dissatisfaction among the stakeholders.
References: 4: Scope Management | PMI 1: Define Scope Process: How To Finalize The Project Scope? 2:
Project Scope Definition & Scope Statement Template - PM-Training 3: Section 5.2 Scope Definition
NEW QUESTION # 961
新項目團隊的兩名成員對於解決問題的最佳方法存在分歧。衝突已持續1週。兩位成員彼此關係緊張，一切都以個人為中心。
項目經理應該做什麼？
- A. 提供團隊成員都可以接受的折衷方案，即使它可能不是最佳解決方案。
- B. 將兩名團隊成員發送到人力資源 (HR) 部門以獲得可接受的解決方案。
- C. 幫助團隊成員以實現最佳團隊績效的方式解決衝突。
- D. 了解每個團隊成員的論點，並選擇對項目風險較小的論點。
Answer: C
NEW QUESTION # 962
產品正在進行最後一次迭代增量，專案團隊已準備好進行最終部署。該公司的財務經理要求專案團隊盡快完成部署並關閉項目，以便資本化。
專案經理該做什麼？
- A. 更新迭代的驗收標準。
- B. 忽略利害關係人的請求，因為有明確的計畫。
- C. 檢查項目的完成 (DoD) 定義。
- D. 加快最終部署並關閉專案。
Answer: C
NEW QUESTION # 963
敏捷團隊一直在努力跟上計劃的節奏，這經常導致衝刺失敗。
- A. 以更有經驗的團隊成員取代初級團隊成員，並協商專案範圍以彌補預算缺口
- B. 請專案發起人批准加班，以彌補績效的不足，同時調整計劃
- C. 檢查團隊在過去幾個衝刺中的速度並相應地調整計劃
- D. 改用看板方法，先到先得的方式實施功能，促進可持續的步伐
Answer: C
Explanation:
Team velocity is a measure of a team's effective productivity and capacity in agile development. It indicates the amount of work a team can accomplish in a given sprint, usually expressed in story points1. Team velocity can vary from sprint to sprint due to various factors, such as team size, complexity, dependencies, quality, and external interruptions2. Therefore, it is important for the project manager to monitor and review the team velocity over the last several sprints and use the average or trend as a basis for planning and forecasting future sprints3. By adjusting the plan according to the team velocity, the project manager can help the team avoid overcommitting or underdelivering, and set realistic and achievable sprint goals4.
The other options are not the best choices for the project manager in this situation. Switching to a Kanban approach (option A) may not solve the problem of sprint failures, as Kanban is a different agile framework that does not use fixed-length iterations or predefined roles. Kanban focuses on visualizing the workflow, limiting the work in progress, and optimizing the flow of value5. While Kanban can help the team improve efficiency and flexibility, it may not be suitable for every project or organization, and it may require a significant change in the team's culture and processes. Asking the project sponsor to approve overtime (option C) may not be a sustainable or effective solution, as it may lead to burnout, lower quality, higher costs, and reduced motivation among the team members6. Replacing junior team members with more experienced ones (option D) may not be feasible or desirable, as it may disrupt the team's dynamics, trust, and collaboration. It may also create resentment, conflict, and turnover among the team members. Negotiating the project scope to compensate for the budget gap may not be aligned with the project's objectives, stakeholders' expectations, or agile principles7.
References: 1: What is team velocity and how to calculate it - LogRocket Blog 2: Home - Team Velocity - Fueled by Apollo 3: How to Calculate Team Velocity in Agile Project Management 4: [How to Use Team Velocity to Plan Sprints | monday.com Blog] 5: Kanban - A brief introduction | Atlassian 6: [The Impact of Overtime on Productivity and Quality in Agile Teams] 7: [Agile Manifesto Principles | Agile Alliance]
NEW QUESTION # 964
在衝刺計畫期間，產品負責人希望優先考慮具有高業務價值的項目。然而，專案團隊擔心技術債和基礎設施依賴以實現預期價值。
專案經理應該如何處理這個問題？
- A. 支持投票活動，以便所有團隊成員都可以表達他們的意見以及投票背後的原因。
- B. 支援專案團隊，以便將技術債和基礎設施依賴納入下一個衝刺。
- C. 支援專案發起人，以便由上而下地做出決定，並且團隊遵循提供的方向。
- D. 支援產品所有者，以便只有具有高商業價值的項目才會包含在下一個衝刺中。
Answer: A
Explanation:
In Agile and Scrum practices, it is essential to foster collaboration and communication between the product owner and the project team to find a mutually acceptable solution. Facilitating a discussion to balance technical debt and infrastructure dependencies with items of high business value is crucial. A voting exercise allows all team members to express their opinions and reasons behind their votes, helping the team find a compromise and identify items that provide both business value and address technical debt and infrastructure dependencies. This approach aligns with the Agile principle of valuing individuals and interactions over processes and tools, promoting team collaboration and self-organization.
References: (Based on the information from the PMI's PMP and Professional in Business Analysis reference materials and discussions from the Agile community.)
NEW QUESTION # 965
某建築施工專案的專案經理計劃在專案執行階段中途休假。專案經理首先應該做什麼來確保團隊獲得授權並按時完成任務？
- A. 允許團隊做出決定以確保按計劃進行。
- B. 分析影響並制定團隊決策計劃
- C. 要求專案發起人做出任何必要的決定。
- D. 將假期延後到其他時間。
Answer: B
Explanation:
According to the PMBOKGuide, the project manager is responsible for leading and directing the project team and ensuring that the project objectives are met. Therefore, the project manager should not delegate the decision-making authority to the team or the sponsor without analyzing the impacts and creating a plan for team decision making. The project manager should also consider the risks, issues, and stakeholder expectations that may arise during their absence and communicate the plan to the relevant parties. Postponing the vacation to a different time may not be feasible or desirable for the project manager, and it may also affect their work-life balance. Allowing the team to make decisions to stay on schedule may result in scope creep, quality issues, or conflicts among team members. Asking the project sponsor to make any necessary decisions may undermine the project manager's authority and credibility, and it may also burden the sponsor with additional work. References: PMBOKGuide, Sixth Edition, Chapter 9, Section 9.4.2.3 (Team Decision Making) and Chapter 13, Section 13.3.2.4 (Project Manager)
NEW QUESTION # 966
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