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NEW QUESTION # 191
在專案的啟動階段，關鍵利害關係人要求頻繁更改專案範圍。專案經理應該怎麼做才能提高利害關係人的參與度？
- A. 更新專案章程並與主要利害關係人討論。
- B. 更新專案待辦事項清單並與主要利害關係人進行討論。
- C. 與主要利害關係人討論專案範圍說明書並建立原型。
- D. 與主要利害關係人討論工作分解結構（WBS）並細化要求。
Answer: A
Explanation:
Explanation
The project charter is a document that authorizes the project and defines the high-level scope, objectives, stakeholders, and constraints. It is created during the initiating phase of the project and provides the basis for stakeholder engagement. If a key stakeholder requests frequent changes to the project scope, the project manager should update the project charter accordingly and discuss it with the key stakeholder to ensure alignment and commitment. The other options are not appropriate in the initiating phase, as they involve more detailed planning or execution activities that should be done after the project charter is approved. References:
PMBOK Guide, 7th edition, page 30, 34, 80.
NEW QUESTION # 192
在一個經常變化的項目中，項目經理在日常會議中發現客戶需求的變化。項目經理應該做什麼？
- A. 將更改交給 Scrum Master，以調查更改需要多少額外工作。
- B. 告訴客戶，如果管理層批准，需求變更將被放入下一個項目階段。
- C. 在重新定義範圍之前與產品所有者和開發團隊驗證需求變更。
- D. 由於更改未包含在原始要求中，因此請上報管理層批准。
Answer: C
NEW QUESTION # 193
幾年前採用敏捷的組織正在尋找一種更有效的方法來確保每個衝刺中產生的增量滿足最終用戶的質量要求。項目負責人應該推薦什麼？
- A. 與更廣泛的受眾組織更頻繁的衝刺評審。
- B. 建立獨立於開發團隊的質量保證 (QA) 團隊。
- C. 增加分配給測試每個積壓項目的百分比。
- D. 為完成 (DoD) 的定義開發更全面的模板。
Answer: D
NEW QUESTION # 194
項目由不參與或不致力於項目成功的團隊成員組成。項目經理應該如何應對這種情況？
- A. 召集每個團隊成員以了解他們對問題的看法，然後將整個團隊聚集在一起討論解決方案。
- B. 聯繫項目發起人請求批准釋放當前團隊並僱用替代人員。
- C. 向每位團隊成員發送一封直接電子郵件，表明如果他們不改變態度，可能會受到紀律處分。
- D. 接受這種情況，知道有進度餘量可以在必要時逐步釋放。
Answer: A
NEW QUESTION # 195
一個中型資本項目共享公司合同部門的資源。在執行階段，項目團隊發現簽約出現延遲。與合同部門溝通後，項目經理髮現合同團隊優先考慮其他承包工作，因為他們不屬於項目團隊。
遇到這種情況，項目經理首先應該做什麼？
- A. 安排與合同部門的會議，通過認可他們對項目的關鍵支持來建立信任和承諾。
- B. 安排與合同部門的多次會議，並要求他們簽訂項目合同，因為這對於項目成功至關重要。
- C. 與合同經理溝通，承諾項目執行所需資源的預算。
- D. 向上級管理層報告問題並尋求他們的直接參與以完成合同部門的工作。
Answer: A
NEW QUESTION # 196
緊張的局勢給團隊帶來了一些挑戰。項目經理注意到一些團隊成員的壓力行為，並且它開始在整個團隊中蔓延。項目經理需要指導團隊改變思維方式，以提高效率。
項目經理應該做什麼？
- A. 與團隊會面，討論壓力情況下正確的、預期的行為，並開始練習。
- B. 創造一個尊重和公平的環境，以便團隊可以在壓力情況下提高項目績效。
- C. 通過有效的團隊管理確保人們互相關心並有效地合作
- D. 建立一個高效的環境，讓所有團隊成員都可以互相協助處理工作量。
Answer: B
NEW QUESTION # 197
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. 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
- C. 制定風險因應計劃，提供有關專案風險暴露的選項和策略
- D. 尋求並實施替代方法來追蹤進度和障礙，以識別潛在威脅
Answer: D
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 # 198
一個複雜的專案正處於執行階段。新加入該專案的關鍵利害關係人尚未批准專案可交付成果，這可能會影響整體進度。
專案經理接下來該做什麼？
- A. 與利害關係人會面，了解導致延誤的原因。
- B. 與發起人討論影響該利害關係人的必要性。
- C. 在問題日誌中擷取此問題並將其回報給專案發起人。
- D. 促進腦力激盪會議以找到潛在的解決方法。
Answer: A
Explanation:
Explanation
= The project manager should meet with the stakeholder to understand what is causing the delays in approving the project deliverables. This is the best way to address the stakeholder's concerns, expectations, and needs, and to build trust and rapport with them. The project manager should also communicate the impact of the delays on the project progress and seek the stakeholder's feedback and support. The other options are not the best actions to take in this situation, as they do not involve direct communication with the stakeholder or attempt to resolve the underlying issue. References: = A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 3: Stakeholder Performance, Section 3.2: Engage Stakeholders, Page 77-78.
NEW QUESTION # 199
一名團隊成員在每日站立會議上總是遲到。專案經理該做什麼？
- A. 強化與整個團隊舉行站立會議的基本規則。
- B. 直接與團隊成員交談以強化基本規則。
- C. 將會議安排在一天結束時以容納所有人。
- D. 忽略這種情況，因為團隊成員正在完成他們的可交付成果。
Answer: B
Explanation:
Explanation
According to the Project Management Professional (PMP) Reference Materials, the project manager should speak with the team member directly to reinforce the ground rules when one of the team members is always late to the daily standup meeting. This is because the daily standup meeting is a crucial tool for agile teams to synchronize their work, share progress, identify impediments, and collaborate effectively. The daily standup meeting requires the participation and commitment of all team members, and it should be held at the same time every day. If a team member is consistently late to the meeting, it can disrupt the flow of the meeting, affect the morale of the team, and reduce the value of the meeting. Therefore, the project manager should address the issue with the team member individually, and remind them of the importance and expectations of the daily standup meeting. The project manager should also try to understand the reasons for the team member's tardiness, and offer support or solutions if needed. The project manager should avoid blaming or shaming the team member, and instead focus on the positive outcomes of attending the meeting on time. By speaking with the team member directly, the project manager can resolve the issue in a respectful andconstructive way, and improve the team's performance and satisfaction. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Daily Standup Meetings: Everything You Should Know, [Is Your Coworker Always Late to Meetings? What To Do].
NEW QUESTION # 200
一家公司正在將項目從預測方法轉變為敏捷方法。CFO 擔心其中一個敏捷項目對財務部門來說有一項重要功能，但該功能被推遲到以後的迭代中。
項目經理應該怎樣做才能澄清情況？
- A. 請求首席執行官支持如何處理這種情況。
- B. 增加團隊規模，以滿足 CFO 之前的期望。
- C. 創建一個執行委員會來審查產品待辦事項並重新規劃下一個迭代。
- D. 與 CFO 澄清優先級流程是基於業務價值的。
Answer: D
NEW QUESTION # 201
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 # 202
在專案執行期間，專案任務之一是為服務供應商建立重要文件。專案經理指派一名高階工程師清楚詳細說明服務說明，以避免任何重做循環。服務資訊文件發送兩天后，服務供應商產生了疑問，需要對任務進行更清晰的說明。此重做循環可能會導致一天或多天的延遲。
專案經理接下來該做什麼？
- A. 在看板上記錄任務並將其設為最高優先權。
- B. 由於任務緊急，指派另一位工程師來執行該任務。
- C. 與工程師討論該問題並確定如何防止再次出現問題。
- D. 將問題回報給工程師的職能經理。
Answer: C
Explanation:
Explanation
According to the PMBOK Guide, the project manager is responsible for managing communications among project stakeholders, ensuring that information needs are met, and addressing issues that may arise during project execution. One of the tools and techniques for managing communications is feedback, which involves providing constructive and timely responses to queries and concerns from stakeholders. Feedback can help improve the quality and clarity of communications, as well as identify and resolve misunderstandings or conflicts. In this scenario, the project manager should discuss the issue with the engineer and determine how to prevent another problem by providing feedback on the service information document and clarifying any doubts or ambiguities that the service vendor may have. This can help avoid further delays and rework, and improve the relationship with the service vendor. Documenting the task on the kanban board, escalating the issue to the engineer's functional manager, or assigning another engineer to the task are not the best options, as they do not address the rootcause of the communication problem or help improve the quality of the deliverable. References: PMBOK Guide, 7th edition, pages 211-212, 10.3 Monitor Communications.
NEW QUESTION # 203
在與高階經理人舉行的專案狀態會議期間，專案經理提供有關可交付成果狀態的最新資訊。一些高階主管聲稱不知道可交付成果。
專案經理接下來該做什麼？
- A. 與這些利害關係人會面以審查專案章程。
- B. 檢查這些利害關係人是否參加定期專案會議。
- C. 查看專案章程以驗證此聲明。
- D. 驗證專案章程是否較原始章程發生變更。
Answer: A
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, the project charter is a document that authorizes the project and defines its high-level scope, objectives, assumptions, constraints, and key stakeholders. The project charter should be approved by the project sponsor and communicated to all relevant stakeholders, including senior managers, to ensure their alignment and commitment to the project. If some of the senior managers claim not to know about the deliverable, it indicates that they may not have been properly informed or involved in the project charter development or approval process. Therefore, the project manager should meetwith these stakeholders to review the project charter and clarify their roles, responsibilities, expectations, and interests in the project. This will help to resolve any confusion or conflict and to gain their support and buy-in for the project. Checking if these stakeholders attend regular project meetings, reviewing the project charter, or validating if the project charter changed are not sufficient actions, as they do not address the root cause of the communication gap or the stakeholder engagement issue, and they may not improve the relationship or trust between the project manager and the senior managers. References: PMBOK Guide 7th Edition, page 45-46.
NEW QUESTION # 204
參見附件
根據最後 7 天沖刺的燃耗圖，項目負責人應該向產品所有者和團隊解決什麼問題？
- A. 團隊沒有達到產品負責人的期望。
- B. 團隊應該在第 4 天停止並開始新的衝刺。
- C. 團隊在衝刺開始後接受了太多工作。
- D. 產品負責人不應要求團隊更改他們的衝刺承諾。
Answer: C
NEW QUESTION # 205
供應商項目經理和團隊正在整個組織內實施軟件解決方案。銷售過程中不在場的客戶利益相關者要求團隊實現超出範圍的要求，而不增加項目的額外成本。
項目經理接下來應該做什麼？
- A. 實現客戶要求的所有要求。
- B. 將附加要求問題上報給執行領導團隊。
- C. 相應調整範圍基線和計劃基線。
- D. 請利益相關者參閱工作說明書 (SOW) 中的交付規範。
Answer: D
NEW QUESTION # 206
項目經理正在與主要利益相關者一起審查項目章程草案。會議期間，發起人和產品負責人之間發生了衝突。
項目經理應該如何處理這種情況？
- A. 推遲會議並要求項目發起人和產品負責人離線討論。
- B. 繼續會議並使用引導技術來改善團隊內部的溝通。
- C. 推遲會議並邀請主題專家 (SME) 參加下一次會議。
- D. 繼續會議並要求項目發起人和產品負責人離線討論。
Answer: B
NEW QUESTION # 207
在專案執行階段，兩位團隊成員與團隊內的其他成員在技術和人際層面上發生衝突。專案經理應該先採取哪兩項行動來解決這場衝突？（選擇2）Cl計劃解決衝刺後團隊成員的衝突並專注於實現目標。
- A. 使用直接、協作的方法儘早在受影響的團隊成員中討論衝突。
- B. 與無法有效合作的團隊成員安排單獨會議。
- C. 要求人力資源 (HR) 在問題升級並影響團隊績效之前進行幹預。
- D. 在團隊會議期間解決衝突，讓整個團隊參與並尋找解決方案。
Answer: A,B
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, one of the principles of project management is to "collaborate with others". This means that the project manager should foster a collaborative project team environment and engage stakeholders effectively. The project manager should also address conflicts as they arise, using appropriate conflict resolution techniques. The PMBOK Guide 7th Edition also states that "conflict is inevitable in a project environment and can be either constructive or destructive". The project manager should identify the sources and types of conflict, and use a direct, collaborative approach to resolve them. The project manager should also consider the individual needs, preferences, and styles of the team members, and arrange individual meetings with them if necessary. Therefore, the best actions for the project manager to take first are A and D. References: PMBOK Guide 7th Edition, pages 11, 12, 51, 52, 53.
NEW QUESTION # 208
專案經理正在領導一個他們過去曾合作過的全球團隊，並且與他們高度信任。團隊位於不同的國家和時區，需要及時做出決策。
為了確保專案在團隊中順利進行，專案經理應該如何進行授權？
- A. 委派某些權限並透過隱藏重要資訊來控制權限。
- B. 委派某些權限並分享資訊以實現公平決策。
- C. 委派大部分權限並透過隱藏重要資訊來控制權限。
- D. 委派大部分權限並共享訊息，以實現公平決策。
Answer: B
Explanation:
Explanation
According to the Project Management Professional (PMP) Reference Materials, a project manager should delegate certain authorities and share information to allow fair decision-making when leading a global team that they have worked with in the past and have a high level of trust with them. This is because the project manager needs to balance the need for autonomy and control in a global project environment. By delegating certain authorities, the project manager can empower the team members to make decisions that are appropriate for their local context and time zone, and avoid delays or conflicts due to centralized decision-making. By sharing information, the project manager can ensure that the team members have access to the relevant and accurate data and knowledge that they need to make informed decisions, and also foster transparency and collaboration among the team members. Sharing information can also help the project manager to monitor the progress and performance of the team, and provide feedback and guidance when needed. Delegating certain authorities and sharing information can help the project manager to leverage the trust and experience of the team, and enhance the efficiency and effectiveness of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Global projects : how to manage them successfully - Project Teams,
[Leadership in Project Management: The Ultimate Guide].
NEW QUESTION # 209
當質量控制檢查因產品不適合交付而拒絕產品時，項目已準備好交付第一批產品。根本原因分析 (RCA) 顯示，作為最新變更請求的一部分添加的組件在整個開發週期中並未經過測試。
項目經理接下來應該做什麼？
- A. 審查變更控制流程，以確保質量管理工件作為變更的一部分進行更新。
- B. 審查溝通管理計劃，確保將變更請求傳達給受影響的團隊成員。
- C. 與項目管理辦公室 (PMO) 一起審查質量管理流程，以確保符合最佳實踐。
- D. 審查質量管理流程並執行流程審核，作為持續質量保證的一部分。
Answer: D
NEW QUESTION # 210
已指派一名項目經理領導一個 IT 項目，以存儲已售彩票的信息。項目執行過程中，系統故障導致10個號碼被兩次售出。這發生在需求最大的月份，因為獎金是一年中最高的。項目團隊擔心其中一張門票可能成為獲勝者。
項目經理首先應該做什麼？
- A. 通過解釋這種風險發生的可能性極低來安撫發起人。
- B. 進行測試以驗證系統不會因事件發生率高而再次出現故障。
- C. 將問題告知贊助商並請求提供足夠的資金。
- D. 審查風險列表，以驗證是否已考慮此問題並執行詳細的行動計劃。
Answer: D
NEW QUESTION # 211
項目經理正在處理一個擁有 100 多個利益相關者的跨國項目。項目經理關心成功交付項目所需的適當利益相關者的參與和參與程度。
項目經理應該做什麼？
- A. 與利益相關者溝通尋找解決方案。
- B. 與項目利益相關者一起審查問題日誌。
- C. 執行利益相關者假設和約束分析。
- D. 評估利益相關者參與評估矩陣。
Answer: D
NEW QUESTION # 212
項目經理被給予了 5 天的關鍵期限，並分配了最多 100,000 美元的應急儲備金。隨後，項目經理根據現有的最佳信息起草了一份行動方案。總體而言，需要完成五項行動，每項行動的費用為 20,000 美元，持續時間為 1 天。後
3天的工作，項目經理完成了兩個動作，花費了8萬美元。
項目經理接下來應該做什麼？
- A. 由於成本績效指數 (CPI) 和進度績效指數 (SPI) 小於 1.0，因此重新評估剩餘行動並確定優先級。
- B. 由於 CPI 和 SPI 大於 1.0，因此重新評估剩餘行動並確定優先順序。
- C. 完成所有操作，然後通知客戶完成項目所需的額外成本和進度超支。
- D. 停止工作並向變更控制委員會 (CCB) 提出項目變更請求，以獲得額外資金和項目進度延期。
Answer: A
NEW QUESTION # 213
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