PMI PMP-CN Exam Prep Guide: Prep guide for the PMP-CN Exam
2024 New Preparation Guide of PMI PMP-CN Exam
NEW QUESTION # 187
一個組織正在將敏捷引入其專案。在一次非正式討論中，專案經理了解到，目前在不同團隊工作的團隊成員正在討論他們希望如何在同一個團隊中一起工作。
專案經理該做什麼？
- A. 專案經理應表明團隊成員已透過勞動力最佳化分配到團隊
- B. 專案經理不應該允許資源選擇他們想要在哪個團隊工作，因為他們總是會選擇他們最喜歡的團隊
- C. 專案經理不應允許資源選擇團隊，因為專案經理根據專案需求分配資源
- D. 專案經理應允許資源定期選擇他們想要在哪個團隊工作
Answer: A
NEW QUESTION # 188
一名外部專案經理正在管理一家大公司新辦公室的建設。專案管理計畫指出，有必要聘請訓練有素的外部資源來修改和驗證重要的專案組成部分。
客戶拒絕聘用外部人員
儘管在專案預算之內，但由於成本較高，因此需要資源。
專案經理應該怎麼做才能解決這個問題？
- A. 嘗試透過調配其他項目的資源來在內部完成任務。
- B. 評估後果並與客戶會面以解釋可能的情況。
- C. 請客戶會面並解釋該任務將不會執行。
- D. 僱用資源以達成專案目標。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, the project manager should manage the project procurement, including the planning, conducting, controlling, and closing of the procurement activities. The project manager should also manage the project stakeholder expectations, including the identification, analysis, planning, and engagement of the stakeholders throughout the project life cycle. In this scenario, the project manager is managing the construction of new corporate offices for a large company, and the project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component.
However, the client has rejected hiring the external resource because of the high cost, even though it is within the project budget. This is a procurement and stakeholder issue that may affect the quality and delivery of the project. The best course of action is to evaluate the consequences and meet with the client to explain the possible scenarios. This can help the project manager to assess the impact and value of the external resource, to identify and communicate the risks and benefits of hiring or not hiring the external resource, and to seek and provide feedback and approval from the client. Evaluating the consequences and meeting with the client to explain the possible scenarios (option B) is the best solution to the issue, as it demonstrates proactive and effective project procurement and stakeholder management. Hiring the resource in order to achieve the project objectives (option A) may not be feasible or ethical, as it may violate the contract terms and conditions, and may damage the trust and relationship with the client. Asking the client for a meeting and explaining that the task will not be performed (option C) may also be counterproductive or unacceptable, as it may compromise the quality and scope of the project, and may create a conflict or dissatisfaction with the client. Trying to accomplish the task internally by leveling resources from other projects (option D) may also be unrealistic or inefficient, as it may require additional resources and time to acquire and train the internal resources, and may disrupt the existing project schedule and performance. References: : Project Management Institute. (2017). A Guide to the ProjectManagement Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA:
Author1 : Project Management Professional (PMP) Certification | PMI 2 : How to Manage Project Procurement Effectively 3 : How to Manage Stakeholder Expectations 4
NEW QUESTION # 189
在專案的衝刺計劃期間，團隊成員對於積壓專案的相對規模以及它們是否適合下一個衝刺存在分歧。
考慮混合方法，專案經理該做什麼？
- A. 由於無法估計大小，因此從產品待辦事項清單中刪除項目。
- B. 促進討論，以便團隊成員達成共識。
- C. 請外部技術領導者提供意見並規劃衝刺。
- D. 根據更有意義的內容做出待辦事項的決定。
Answer: B
NEW QUESTION # 190
一個專案團隊正在完成設計，而另一個國家的另一個團隊正在執行實施。
專案經理應如何將設計傳達給實施團隊？
- A. 與所有利害關係人舉辦研討會。
- B. 傳送包含完整設計文件的詳細電子郵件。
- C. 與兩個團隊一起舉辦研討會。
- D. 將設計文件上傳到專案儲存庫。
Answer: C
NEW QUESTION # 191
專案經理正在與不同國家的團隊成員一起檢視一個大型專案的狀態。透過狀態審查，專案經理注意到一個團隊始終落後於計劃，並且他們的工作經常需要糾正。
專案經理應該怎麼做才能提升團隊的工作品質？
- A. 與專案發起人一起檢視問題，並努力縮小該團隊的範圍。
- B. 與團隊一起評估問題，以確定他們是否具備執行任務所需的技能。
- C. 指導所有團隊成員並引入外部顧問來完成工作。
- D. 請當地主題專家 (SME) 協助團隊檢視專案要求。
Answer: B
Explanation:
Explanation
The project manager should evaluate the issue with the team to determine if they have the necessary skills to perform assignments. This will help to identify the root cause of the poor quality and schedule performance, and to take appropriate actions to address the skill gaps, such as training, coaching, mentoring, or reassigning.
Option A is not the best answer because asking a local subject matter expert (SME) to assist the team in reviewing the project requirements may not solve the problem of the team's lack of skills. Option B is not the best answer because guiding all team members and bringing in external consultants to complete the work may not be feasible, cost-effective, or acceptable to the stakeholders. Option C is not the best answer because reviewing the issue with the project sponsor and working to reduce the scope for that team may not be realistic, desirable, or beneficial to the project objectives. References: PMP Exam Set D - Q57 | Premium PMP Exam Questions However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.
NEW QUESTION # 192
專案經理收到了新產品的專案章程。該專案預計有兩個主要交付內容：已經定義了詳細規格的硬體部分，包括樣機，以及僅具有基本規格和使用者體驗設計方法要求的使用者介面軟體。
專案經理應該使用哪種專案管理方法？
- A. 範圍定義明確；因此，預測方法很簡單，硬體和軟體可以在門上同步。
- B. 軟體開發具有較高的不確定性，因此建議專案採用敏捷方法。
- C. 混合方法將發揮作用，使用敏捷方法進行軟體開發，並使用預測方法進行硬體交付。
- D. 可交付成果明顯不同，因此專案應分為由程式驅動的兩個專案。
Answer: C
NEW QUESTION # 193
根據最後 7 天衝刺的燃耗圖，專案負責人應該向產品所有者和團隊解決什麼問題？
- A. 產品負責人不應要求團隊更改他們的衝刺承諾。
- B. 開始後的衝刺。
- C. 團隊應該在第 4 天停止並開始新的衝刺。
- D. 團隊沒有達到產品負責人的期望。
Answer: B
Explanation:
Explanation
According to the Agile Practice Guide, a burnup chart is a graphical tool that shows the amount of work completed and the total amount of work in a project or sprint. It helps to visualize the progress and scope of the project or sprint, and to identify any changes or deviations that may occur. In this scenario, the burnup chart shows that the team has added new work to the sprint after it has started, as indicated by the upward slope of the total work line. This is a violation of the agile principle of delivering working software frequently and satisfying the customer through early and continuous delivery of valuable software. Adding new work to the sprint after it has started may disrupt the team's focus and flow, increase the complexity and uncertainty of the sprint, and compromise the quality and value of the deliverable. The project lead should address this issue with the product owner and the team, and remind them of the importance of respecting the sprint commitments and avoiding scope creep. The project lead should also help the product owner and the team to prioritize and refine the product backlog, and to plan and execute the sprints in a consistent and predictable manner. The project lead should also encourage the product owner and the team to communicate and collaborate effectively, and to seek and provide feedback regularly. Creating a burnup chart and mapping assumptions to impediments based on the impact to the project value (option C) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. The team is not meeting the expectations of the product owner (option A) may not be true or fair, as the team may still be able to deliver the expected value and quality within the sprint timebox, despite the addition of new work. However, this option does not address the root cause of the issue or provide a constructive feedback to the product owner and the team. The product owner should not ask the team to change their sprint commitments (option B) may also be partially correct, as the product owner should respect the team's autonomy and capacity, and should not impose unrealistic or unnecessary changes to the sprint scope. However, this option does not consider the possibility that the team may have added new work to the sprint without the product owner's request or approval, or that the product owner and the team may have agreed to change the sprint commitments based on new information or feedback. The team should have stopped on day 4 and started a new sprint (option D) may also be impractical or inefficient, as it may waste the time and effort that the team has already invested in the current sprint, and may create unnecessary overhead and disruption to the project flow. Stopping and starting anew sprint may also not guarantee the improvement of the project performance or delivery, unless the product owner and the team address the underlying issue of adding new work to the sprint after it has started. References: : Project Management Institute. (2017). Agile Practice Guide. Newtown Square, PA:
Author1 : What is a Burn Up Chart & How to Create One | Atlassian 2 : What Is a Burn Up Chart In Agile Project Management1 : What Is a Burndown Chart? | Coursera 3
NEW QUESTION # 194
在啟動新產品改進項目期間，項目經理髮現歷史數據顯示，類似的項目導致客戶抱怨與以前的產品版本相比，用戶體驗更差。項目經理如何防止新項目出現這種結果？
- A. 完成工作分解結構 (WBS) 後定義高級風險併計劃緩解措施。
- B. 聘請顧問進行效益分析，作為項目章程的輸入。
- C. 將用戶焦點小組定義為對結果有很大影響的外部利益相關者。
- D. 聘請外部用戶團隊對產品進行驗收測試。
Answer: C
NEW QUESTION # 195
在專案管理辦公室 (PMO) 進行專案狀態更新期間，執行長擔心所有專案的狀態在沒有任何警告的情況下突然從綠色變為紅色。高階主管習慣於閱讀與進度和成本相關的傳統報告，他們希望繼續查看這些資訊。
PMO 應如何實施更好的方式來報告計畫的健康狀況？
- A. 探索使用敏捷進度作為輸入來報告掙值 (EV) 關鍵績效指標 (KPI)。
- B. 要求專案經理在提交狀態報告時更準確。
- C. 請專案經理使用看板格式來報告他們的專案。
- D. 執行根本原因分析 (RCA)，找出專案狀況惡化如此快速的原因。
Answer: A
NEW QUESTION # 196
設備供應商將為客戶公司實施一條新的生產線。為期一年的計畫將包括 2 至 4 個月的迭代；然而，客戶的專案經理沒有敏捷經驗。
專案經理應如何確保客戶在日常會議中得到有效代表？
- A. 將專案重新調整為預測方法，以確保團隊之間的最佳協作。
- B. 為客戶專案經理提供敏捷最佳實務文件和網路資源。
- C. 為客戶團隊提議舉辦一次必要的敏捷知識傳授會議，以與日常會議目標保持一致。
- D. 推薦最適合客戶專案經理行程的敏捷培訓計畫。
Answer: C
NEW QUESTION # 197
專案經理和保護團隊正在製定一種策略方法來吸引內部和外部利害關係人。
應遵循哪種方法？
- A. 分析內部和外部利害關係人並為每個利害關係人制定客製化的參與策略
- B. 僅讓內部利害關係人參與，因為外部利害關係人不應存取機密資訊
- C. 安排與所有利害關係人的狀態會議，以允許他們參與所有專案討論和報告
- D. 將所有高風險利害關係人進行分類，並要求保護發起人直接與他們溝通
Answer: A
Explanation:
Developing and customizing a strategy could include a meeting with all stakeholders. Not to mention, inviting everyone to a meeting will likely not get everyone in attendance. In many cases, you may have to seek out and find that stakeholder thats holding your project back for one reason or another.
NEW QUESTION # 198
專案經理正在與遠端團隊領導一個虛擬 IT 專案。一名團隊成員告訴專案經理，他們不知道是否能準時完成，因為他們不知道其他團隊成員的進度。
專案經理可以採取什麼措施來解決這項衝突？
- A. 每週與整個團隊舉行會議以改善溝通。
- B. 透過電子郵件與每個團隊成員溝通以指派任務。
- C. 安排與每位團隊成員的每週會議。
- D. 要求有問題的團隊遵循專案計畫。
Answer: A
NEW QUESTION # 199
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害關係人之間達成一致，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. 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。
- C. 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。
- D. 更新風險登記冊並將問題回報給專案管理辦公室 (PMO)，要求新增更多資源來協助定義專案範圍。
Answer: A
NEW QUESTION # 200
軟件開發項目完成了啟動階段。技術設計已獲得項目指導委員會的批准。後來發現這個設計會影響公司的生產系統。必須找到新的技術設計，這可能會導致項目延遲 3 個月。
項目經理首先應該做什麼？
- A. 召開指導委員會會議來審查項目延誤情況。
- B. 請求指導委員會批准一項新技術設計。
- C. 將技術設計延遲作為風險記錄在項目風險日誌中。
- D. 繼續執行已批准的設計，以免項目延誤。
Answer: C
NEW QUESTION # 201
系統遷移專案已進入收尾階段。專案經理面臨關閉專案的壓力。
專案經理與所有利害關係人溝通；但最後遷移的部門表示尚未收到通知。
專案經理該做什麼？
- A. 在本週末的下一次狀態會議上報告該問題。
- B. 結束專案並告訴經理開立服務台票證。
- C. 將問題回報給專案發起人和高階管理人員。
- D. 記錄問題並指派給專案團隊成員。
Answer: D
Explanation:
Explanation
= The project manager should follow the issue management process and log the issue in the issue log. The issue log is a tool for documenting and monitoring the resolution of issues that arise during a project. The project manager should also assign the issue to the appropriate project team member(s) who can resolve it.
Closing out the project without ensuring that all stakeholders are satisfied is not a good practice and may lead to customer dissatisfaction, scope creep, or rework. Reporting the issue during the next status meeting or escalating it to the project sponsor and upper management are not the best options, as they may delay the resolution of the issue and increase the risk of project failure. References: (Project Management Professional (PMP) Reference Materials source and documents) A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter
8: Project Performance, Section 8.2.3: Issue Log
[PMP Exam Content Outline], Domain II: Process, Task 6: Manage project issues.
NEW QUESTION # 202
專案經理負責軟體開發專案。一位主要利益相關者抱怨說，他們從未收到功能測試狀態報告。專案經理提供報告，利害關係人注意到他們領域的重要功能沒有經過測試。
專案經理應該使用哪種工具來防止這種情況發生？
- A. 專案範例說明書
- B. 利害關係人登記冊
- C. 專案章程
- D. 問題日誌
Answer: A
NEW QUESTION # 203
專案團隊正在與供應商一起實施企業通知工具。專案經理注意到該供應商的開發人員已連續幾週報告相同的狀態。幾天後，供應商表示，由於公司內部資源有限，交付成果將無法準時完成。
專案經理接下來該做什麼？
- A. 與專案發起人進行專案審查，解釋延遲並添加開發人員與供應商合作
- B. 將延遲加入問題日誌中，並與供應商合作尋求解決方案，使時間表重回正軌
- C. 更新風險登記冊以反映延遲，將影響力傳達給時間表，並上報給管理層尋求幫助
- D. 查看與供應商的合同，檢查適用於這種情況的經濟處罰
Answer: B
NEW QUESTION # 204
專案經理正在為非營利組織中的專案準備業務案例。專案經理向一組發起人證明專案成本的合理性。
專案經理應該使用哪種效益實現指標？
- A. 投資回收期
- B. 所有權總價值
- C. 投資報酬率 (ROI)
- D. 完成時預算 (BAC)
Answer: C
Explanation:
Explanation
According to the PMBOK Guide, return of investment (ROI) is a financial analysis technique that calculates the ratio of the net benefits to the total costs of a project or an investment. ROI helps to evaluate the profitability and feasibility of a project or an investment by comparing the expected benefits with the required costs. A higher ROI indicates that the project is more profitable and worth pursuing, while a lower ROI indicates that the project is less profitable and should be rejected. ROI can also be used to compare different project options and select the one that has the highest ROI, as it represents the most value for the organization.
In this question, the project manager is preparing the business case for a project in a not for profit organization.
The project manager justifies the cost of the project to a group of sponsors. The business case is a document that describes the rationale and justification for initiating a project or an investment, and how it aligns with the organizational strategy, objectives, and values. The business case also includes the expected benefits and costs of the project or the investment, and the analysis and evaluation of the alternatives and options. The business case helps the project manager and the sponsors to make informed decisions about the project initiation and selection.
To justify the cost of the project, the project manager should use ROI as a benefits realization metric. Benefits realization is the process of identifying, planning, managing, and measuring the benefits and value that a project or an investment delivers to the organization and the stakeholders. Benefits realization metrics are tools and techniques that help to quantify and evaluate the benefits and value of a project or an investment, and to compare them with the baseline values. ROI is a common and widely used benefits realization metric, as it helps to demonstrate the financial value and impact of a project or an investment, and to justify its cost and feasibility. ROI can be calculated as follows:
ROI = (Net Benefits / Total Costs) x 100%
Net Benefits = Total Benefits - Total Costs
Total Benefits = The sum of all the monetary and non-monetary benefits that the project or the investment will generate over its life cycle.
Total Costs = The sum of all the monetary and non-monetary costs that the project or the investment will incur over its life cycle.
The project manager should estimate the total benefits and costs of the project, and calculate the net benefits and the ROI. The project manager should also compare the ROI of the project with the ROI of the other alternatives or options, and select the one that has the highest ROI. The project manager should present the ROI of the project to the sponsors, and explain how it reflects the value and benefit of the project, and how it outweighs the cost of the project.
The other options are not correct because they do not provide a valid benefits realization metric to justify the cost of the project. Option A is wrong because it refers to the total value of ownership, which is a concept that considers the total costs and benefits of owning and using a product, service, or asset over its life cycle. It is not a benefits realization metric, but rather a way of estimating the total benefits and costs of a project or an investment. Option B is wrong because it refers to the budget at completion (BAC), which is the total amount of money that is planned to be spent on a project or a work breakdown structure component. It is not a benefits realization metric, but rather a cost baseline value that is used to measure and control the project cost performance. Option C is wrong because it refers to the payback period, which is a financial analysis technique that calculates the time required to recover the initial investment of a project or an investment. It is not a sufficient benefits realization metric, as it does not consider the benefits and costs after the payback period, the time value of money, or the profitability of the project or the investment. References:
PMBOK Guide, 6th edition, pages 33-34, 333-334, 440-441
Return on Investment (ROI) - Project Management Knowledge
Return on Investment (ROI) - Project Management Institute
Benefits Realization Management: A Practice Guide | PMI
Benefits Realization Management - ProjectEngineer
NEW QUESTION # 205
一家公司的執行長抱怨專案溝通的頻率。執行長每週透過電子郵件收到五份專案報告，但沒有足夠的時間來審查它們。此外，執行長收到的資訊並不相關，因為它沒有解釋專案狀態。
專案經理首先該做什麼？
- A. 每週向執行長發送一份執行摘要，而不是每週五份報告
- B. 檢討溝通管理計劃
- C. 與團隊會面並決定發送給執行長的報告的類型和頻率
- D. 審查利害關係人參與計劃。
Answer: B
NEW QUESTION # 206
項目經理正在處理一個變化程度很高的複雜項目。項目經理應該使用什麼策略來確保項目成功完成？
- A. 創建項目變更路線圖以跟踪所有不可預見的變更。
- B. 與項目管理團隊安排定期風險審查。
- C. 更新項目管理計劃以減少範圍蔓延的可能性。
- D. 增加主要利益相關者的積極參與和參與。
Answer: D
NEW QUESTION # 207
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