[Full-Version] 2024 New Preparation Guide of PMI PMP-CN Exam
PMP-CN Practice Exam - 356 Unique Questions
NEW QUESTION # 58
一個組織即將啟動一個多階段項目。由於嚴格的規定，某些階段必須提前完全規劃。
然而，其他階段允許在範圍和時間表上有更大的靈活性和實驗性。發起人希望按計劃實現項目目標，但也希望隨著項目的進展適應新的信息和變化。
項目經理應該為該項目選擇哪種項目管理方法？
- A. 敏捷
- B. 分階段
- C. 混合
- D. 增量
Answer: C
NEW QUESTION # 59
在項目結束時，項目經理被要求提供項目團隊成員的績效評級。項目經理主要參考什麼？
- A. 項目利益相關者的意見
- B. 項目發起人的反饋
- C. 團隊成員的能力
- D. 商定的關鍵績效指標 (KPI)
Answer: D
NEW QUESTION # 60
敏捷團隊已經完成了五個衝刺。最終產品預計將在另外三個衝刺中交付。項目經理接到技術資源經理的電話，要求其中一名開發人員必須在接下來的 4 週內休假，並且沒有臨時替代人員。這將顯著影響可交付成果。
項目經理應該做什麼？
- A. 向贊助商請求額外資金以獲得新資源來填補空白。
- B. 立即通知客戶影響並準備升級。
- C. 執行影響分析，根據需要重新調整計劃，並將更改傳達給客戶。
- D. 要求產品負責人進一步擴展交付團隊，以在原定時間表內完成最終產品。
Answer: C
NEW QUESTION # 61
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. 在合約中明確指定要部署的範圍和功能。
- B. 專注於為客戶實施軟體即服務 (SaaS) 解決方案。
- C. 更改行銷和產品管理定義以滿足利害關係人的需求。
- D. 與客戶和第三方密切合作以滿足他們的需求。
Answer: D
Explanation:
Explanation
A project manager who is working on a new development project with a high-profile customer and third parties should use the strategy of working very closely with the customer and third parties to meet their needs.
This is because:
The customer makes very specific and frequent requests in all sprints, which means that the customer has high expectations and involvement in the project. The project manager should maintain regular and effective communication with the customer, and seek to understand and address their requirements, feedback, and concerns. The project manager should also manage the customer's expectations by setting clear and realistic goals, scope, and deliverables, and by providing transparent and accurate progress reports and status updates.
The project demands contract coordination with third parties, which means that the project involves multiple stakeholders and dependencies. The project manager should establish and maintain good relationships with the third parties, and ensure that their roles and responsibilities are clearly defined and documented in the contract. The project manager should also monitor and control the performance and quality of the third parties, and resolve any issues or conflicts that may arise during the project execution.
Working very closely with the customer and third parties to meet their needs is consistent with the agile project management approach, which emphasizes customer satisfaction, collaboration, and adaptation.
The project manager should adopt agile practices and tools, such as iterative and incremental development, user stories, backlog management, sprint planning, daily stand-up meetings, retrospectives, and demos, to deliver value to the customer and the third parties in a timely and efficient manner.
The other three options are not the best strategies for the project manager to use, because:
Specifying the scope and features to be deployed in the contract clearly is a good practice, but it is not enough to meet the customer and third parties' needs. The project manager should also be flexible and responsive to the changing requirements and expectations of the customer and the third parties, and be able to adjust the scope and features accordingly.
Changing the marketing and product management definitions to meet stakeholder needs is a risky and unnecessary strategy, as it may cause confusion and inconsistency in the project. The project manager should align the marketing and product management definitions with the stakeholder needs, rather than changing them.
Focusing on the implementation of a software as a service (SaaS) solution for the customer is a specific and narrow strategy, which may not suit the nature and scope of the project. The project manager should consider the feasibility, suitability, and desirability of the SaaS solution for the customer and the third parties, and evaluate other possible alternatives, before deciding on the best solution for the project.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
4 Ways Project Managers Can Help with Customer Engagement
Process of Managing Project Contracts | PMI
Third-Party Project Management- Project Communications Model
NEW QUESTION # 62
兩家大公司合併後，一個項目會被指派一名項目經理。該公司聘請了一名顧問，以確保在信息安全方面採用最佳實踐。在迭代期間，顧問請求對軟件組件進行更改，聲稱它不滿足市場要求。
項目經理應該做什麼？
- A. 繼續迭代並添加請求的更改。
- B. 繼續迭代並與客戶一起審查變更。
- C. 取消迭代並與產品負責人會面。
- D. 取消迭代並添加請求的更改。
Answer: B
NEW QUESTION # 63
一個敏捷專案正在運行六次迭代中的第二次。作為主要利害關係人的行銷總監聯繫專案負責人以取得專案的高級報告。
專案負責人該做什麼？
- A. 向利害關係人解釋關鍵指標是透過迭代實現的。
- B. 告訴利害關係人，迭代結束時將產生新報告。
- C. 要求產品負責人根據迭代資訊開發新的報告。
- D. 根據迭代資訊開發所要求的報告。
Answer: A
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of several iterations, which are short cycles of work that produce a potentially releasable product increment. An agile project also uses key indicators, such as velocity, burnup, burndown, or cumulative flow, to measure and monitor the progress and performance of the project by iteration. Therefore, the project lead should explain to the stakeholder that the key indicators are by iteration, and provide the stakeholder with the relevant information that shows the current status and trends of the project. This will help to communicate the project information clearly and transparently, to align the stakeholder expectations and feedback, and to demonstrate the value delivered by the project. Telling the stakeholder that a new report will be produced, asking the product owner to develop the new report, or developing the requested report are not the best actions, as they may not suit the preferences, availability, or influence of the stakeholder, and they may not reflect the agile principles and practices of the project. References: PMBOK Guide 7th Edition, page
19-20.
NEW QUESTION # 64
項目經理已被分配到一個將使用敏捷框架交付的新項目。發起人要求進行成本估算以構建業務案例。
項目經理應該做什麼？
- A. 確保客戶代表參與估算。
- B. 回顧從類似項目中吸取的經驗教訓。
- C. 確保估算中包含 20% 的意外事件。
- D. 審查類似項目的竣工成本。
Answer: B
NEW QUESTION # 65
一個正在進行重大轉型的組織啟動了一個項目來改進和記錄業務流程。該項目的目標之一是實施敏捷項目交付。
採用敏捷的主要原因是什麼？
- A. 項目將更快完成，節省時間和金錢。
- B. 項目將以非常低的組織風險交付。
- C. 項目將根據優先級儘早交付使用價值。
- D. 項目交付時將顯著節省成本。
Answer: C
NEW QUESTION # 66
客戶擔心完成項目所需的時間，並要求項目團隊減少完成產品所需的迭代次數。項目經理應該採取哪種方法？
- A. 優先考慮高風險的任務，以減少所需的迭代次數。
- B. 根據業務價值確定可交付成果的優先級並定義頻繁發布。
- C. 要求團隊在日常會議中提出阻礙或障礙。
- D. 要求團隊對項目估算提出質疑，以加快交付速度。
Answer: B
NEW QUESTION # 67
一名專案經理被調到一個新部門，負責一個陌生領域的現有專案。當試圖了解這個敏捷專案的風險時，專案經理應該使用的主要工具是什麼？
- A. 機率評估
- B. 專案負責人訪談
- C. 風險規避研討會
- D. 協作討論
Answer: D
Explanation:
Explanation
According to the PMBOK Guide, 6th edition, page 397, a collaborative discussion is a tool and technique for identifying risks in an agile project. A collaborative discussion is a structured conversation among the project team members and other stakeholders to share their knowledge, experience, and perspectives on the project risks. A collaborative discussion can help the project manager to gain an understanding of the risks for an unfamiliar domain, as well as to foster a culture of openness, trust, and transparency among the project participants. A collaborative discussion can also facilitate the generation of creative and innovative ideas for risk response strategies. References:
PMBOK Guide, 6th edition, page 397
Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut
NEW QUESTION # 68
新產品發布項目正處於初始階段，需求正在不斷變化。由於市場競爭激烈，客戶希望推出範圍靈活的產品。專案團隊打算根據去年交付的類似專案的預測開始工作。
哪種專案方法適合該場景？
- A. 將其作為具有階段門的項目來執行。
- B. 將其作為 Scrum 專案執行。
- C. 將其作為預測項目來執行。
- D. 使用與參考項目相同的方法執行它。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, a project approach is the way a project is planned, executed, monitored, controlled, and closed. A project approach should be designed based on the context of the project, its objectives, stakeholders, governance, and the environment1. A project approach should use "just enough" process to achieve thedesired outcome while maximizing value, managing cost, and enhancing speed1. A project approach can be predictive, agile, or hybrid, depending on the degree of uncertainty and change involved in the project2.
In this scenario, the project is in a very initial stage and the requirements are evolving, which means there is a high level of uncertainty and change. The customer would like to launch the product keeping the scope flexible, which means they are open to feedback and adaptation. The project team intends to start the work based on the forecast of a similar project delivered last year, which means they have some historical data and experience to guide them. These factors suggest that an agile approach would be suitable for this project, as it can provide flexibility, adaptability, and customer focus while delivering value incrementally and iteratively2.
One of the most popular agile approaches is Scrum, which is a framework for managing complex projects that deliver products or services in short iterations called sprints3. Scrum involves a self-organizing and cross-functional team, a product owner who represents the customer and defines the product backlog, and a Scrum master who facilitates the Scrum process and removes impediments3. Scrum also involves several events, such as sprint planning, daily Scrum, sprint review, and sprint retrospective, to ensure collaboration, communication, and continuous improvement3.
Therefore, executing the project as a Scrum project would suit the scenario, as it can accommodate the evolving requirements, the flexible scope, and the competitive market. Scrum can also leverage the forecast of the similar project as an input for the product backlog and the sprint planning, and adjust the work based on the feedback and the changes in the environment.
References: 1: 12 Principles of Project Management 2: Project Management Professional (PMP) Certification 3: PMP Certification Info Summary
NEW QUESTION # 69
專案管理辦公室 (PMO) 指派一名專門研究混合方法的專案經理來處理從成本和進度角度來看都偏離軌道的預測專案。隨著專案經理加快專案進度，該專案陷入了進一步的延誤。利害關係人對此感到不滿，並要求高階管理層更換專案經理。
專案經理應該如何應對這種情況？
- A. 與利害關係人進行交流，以更好地了解他們的需求並重新設定期望。
- B. 繼續進行該項目，直到利害關係人和管理層做出決定。
- C. 將利害關係人問題上報給管理團隊並尋求解決衝突的協助。
- D. 與利害關係人會面，了解他們的擔憂並制定解決問題的行動計劃。
Answer: A
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should socialize with the stakeholders to better understand their needs and reset expectations, especially when the project is off track or facing challenges.
This will help to build trust, rapport, and collaboration among the project manager and the stakeholders, and to address any issues or concerns that may affect the project outcome or stakeholder satisfaction. Escalating the stakeholder issue, continuing to work on the project, or meeting with the stakeholders are not the best actions, as they do not demonstrate the project manager's commitment, empathy, or proactivity to engage the stakeholders, and they may not resolve the underlying causes of the stakeholder dissatisfaction or the project deviation. References: PMBOK Guide 7th Edition, page 12-13.
NEW QUESTION # 70
已將一名專案經理指派到公司專案管理辦公室 (PMO)。他們負責領導更新的專案管理程序和範本的開發和推出，其中包括預測方法和敏捷方法。文件完成後專案經理應該做什麼？
- A. 聘請外部顧問來監督新程序的執行。
- B. 與部門經理會面，幫助他們推出新程式。
- C. 將文件上傳到公司網站以供內部使用。
- D. 為所有利害關係人制定培訓計劃以了解更新。
Answer: D
Explanation:
Explanation
The project manager should develop a training plan for all of the stakeholders to learn about the updates after the documents are completed. This way, the project manager can ensure that the new project management procedures and templates are understood and applied correctly by the project teams and other relevant parties.
The project manager can also use the training plan to communicate the benefits and rationale of the updates, as well as to address any questions or concerns that the stakeholders may have. The project manager should not hire an external consultant, upload the files to the corporate website, or meet with the department managers without providing adequate training and guidance on the new procedures and templates. References: PMBOK Guide, 6th edition, page 39, Top 20+ PMP Exam Questions and Answers: 2023 | Henry Harvin
NEW QUESTION # 71
在迭代項目的執行階段引入了將影響項目軟件的強制性合規性要求。團隊了解合規要求。
項目經理接下來應該做什麼？
- A. 使用此新要求更新產品待辦事項列表項。
- B. 將項目影響問題上報給項目發起人。
- C. 將項目影響問題上報給產品負責人。
- D. 更新利益相關者登記冊以包括需求所有者。
Answer: C
NEW QUESTION # 72
迭代即將完成，但團隊正在努力完成需要更多時間的故事。專案經理首先該做什麼？
- A. 準備文件來解釋問題並進行相應的溝通。
- B. 與專案團隊會面，制定問題的正確解決方案。
- C. 更新專案工件以反映報表的新截止日期。
- D. 請求專案發起人批准新增更多資源。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, the project manager should first meet with the project team to develop a proper resolution to the issue. This is because the project team is the best source of information and expertise on the project work, and they can provide valuable insights and suggestions on how to overcome the challenges and complete the stories that require more time. The project manager should facilitate a collaborative discussion with the team to identify the root causes of the issue, evaluate the possible alternatives, and agree on the best course of action. This approach is consistent with the agile principles of self-organizing teams, adaptive planning, and continuous improvement. References: PMBOK Guide, 6th edition, pages 18, 37, 152, 176, 542.
NEW QUESTION # 73
項目經理是評估敏捷交付方法使用情況的組織的一部分。一位新的項目管理辦公室 (PMO) 經理在使用 Scrum 方法方面有過不好的經歷，建議項目委員會用預測方法取代 Scrum。
項目經理應該做什麼？
- A. 根據需要為新方法定義項目管理計劃。
- B. 審查收益實現計劃以包括變更成本。
- C. 審查溝通管理計劃以確定新的利益相關者。
- D. 根據需要為新方法定義風險管理計劃。
Answer: B
NEW QUESTION # 74
專案經理準備了專案效益管理計劃。本文件應包含下列哪些內容？
- A. 目標效益、策略調整、實現效益的時間框架
- B. 策略調整、利益所有者、風險登記冊
- C. 專案要求、目標收益、問題日誌、指標
- D. 目標利益、利益所有者、經驗教訓
Answer: A
NEW QUESTION # 75
敏捷專案中測試團隊的成員與專案團隊合作良好。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。
專案經理該如何處理這種情況？
- A. 與團隊成員的職能經理討論此問題。
- B. 將此問題通知人力資源 (HR) 部門。
- C. 與團隊成員討論提升績效的必要性。
- D. 允許專案團隊與該團隊成員討論問題。
Answer: D
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, an agile project is a project that uses an adaptive, iterative, incremental, or agile approach to deliver value to the customer in a fast and flexible way. An agile project typically consists of a self-organizing and cross-functional team, which is empowered to make decisions and collaborate with each other to achieve the iteration goals. If a team member's performance is poor and affects the team's ability to meet the iteration goals, the project manager should allow the project team to discuss the problem with this team member, and to provide feedback, coaching, and support to help the team member improve their performance. This will help to foster a positive and supportive team culture, where team members can communicate openly, trust each other, and share their ideas and concerns. Discussing the issue with the team member's functional manager, informing the HR department, or speaking to the team member are not the best actions, as they do not demonstrate the project manager's respect for the team's autonomy and accountability, and they may undermine the team's cohesion and motivation. References: PMBOK Guide 7th Edition, page 19-20.
NEW QUESTION # 76
專案經理被分配到一個新項目，以在年底交付產品。專案經理接獲供應商通知，核心零件無法準時出貨，將影響進度。
專案經理接下來該做什麼才能最大程度地減少對專案的影響？
- A. 檢視並更新問題日誌並確定是否可以提供任何替代元件。
- B. 以能夠按時提供組件的新供應商取代該供應商。
- C. 將一個項目加入到下一個狀態審核中，以使利害關係人了解供應商問題。
- D. 安排與所有利害關係人舉行會議以延長專案期限。
Answer: A
Explanation:
Explanation
= According to the PMBOK Guide, 7th edition, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. An issue log is a tool that records and tracks issues that arise during the project and require resolution2. The project manager should review and update the issue log regularly, and determine the appropriate actions to resolve the issues, such as finding alternative solutions, escalating to higher authority, or negotiating with stakeholders3. Therefore, the project manager should review and update the issue log and determine if any alternative components can be offered, to minimize the impact of the vendor delay on the project schedule. This is also consistent with the project management principle of being proactive and responsive. References:
1: PMBOK Guide, 7th edition, Glossary, p. 309
2: PMBOK Guide, 7th edition, Chapter 5: Monitor and Control Project Work, p. 97
3: PMBOK Guide, 7th edition, Chapter 5: Monitor and Control Project Work, p. 98-99
4: PMBOK Guide, 7th edition, Chapter 1: Introduction, p. 9
NEW QUESTION # 77
項目經理與開發團隊會面，估計完成軟件應用程序所需的時間。軟件開發人員是公司的新人，他們從未開發過類似的應用程序。
項目經理應該推薦哪種估算技術？
- A. 三點估計
- B. 類比估計
- C. 參數估計
- D. 規劃撲克
Answer: A
NEW QUESTION # 78
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