あなたを必ず合格させるCAPM問題集PDF 2024年最新のに更新されたのは1135問あります [Q672-Q692]

あなたを必ず合格させるCAPM問題集PDF 2024年最新のに更新されたのは1135問あります

PMI CAPMリアル試験問題と解答を無料で提供いたします

質問 # 672
Which Process Group includes the Manage Stakeholder Engagement process?

A. Monitoring and Controlling
B. Planning
C. Initiating
D. Executing

正解：D

解説：
Section: Volume B
Explanation:
Executing Process Group
4.3 Direct and Manage Project Work
8.2 Perform Quality Assurance
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10.2 Manage Communications
12.2 Conduct Procurements
13.3 Manage Stakeholder Engagement
13.3 Manage Stakeholder Engagement
Definition: The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
Key Benefit: The key benefit of this process is that it allows the project manager to increase support and minimize resistance from stakeholders, significantly increasing the chances to achieve project success.
Inputs
1. Stakeholder management plan
2. Communications management plan
3. Change log
4. Organizational process assets
Tools & Techniques
1. Communication methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change requests
3. Project management plan updates
4. Project documents updates
5. Organizational process assets updates

質問 # 673
The scope of a project cannot be defined without some basic understanding of how to create the specified:

A. approach
B. product
C. objectives
D. schedule

正解：B

質問 # 674
Project Scope Management is primarily concerned with:

A. Formalizing acceptance of the completed project deliverables.
B. Determining how requirements will be analyzed, documented, and managed.
C. Defining and controlling what is and is not included in the project.
D. Developing a detailed description of the project and product.

正解：C

質問 # 675
In an adaptive or agile life cycle, how are the customer and sponsor involved in the project scope management activities?

A. They should be involved only during phase or deliverable reviews
B. Minimal involvement of stakeholders is sufficient
C. They should be continuously engaged
D. Involvement is needed only during project initiation

正解：A

解説：
Section: Volume E
Explanation

質問 # 676
What can the project manager find among the factors that could lead a project to be tailored?

A. Schedule Performance Index
B. Company culture
C. Return on investment
D. Earned Value

正解：A

解説：
Section: Volume E

質問 # 677
An important project stakeholder has low risk tolerance. Which type ot communication should a project manager use to provide this stakeholder with a difficult update?

A. Face-to-face meeting
B. Short email update
C. Informal conversation
D. Written report

正解：A

質問 # 678
The Project Human Resource Management process that involves confirming human resource availability and obtaining the team necessary to complete project activities is:

A. Plan Human Resource Management.
B. Develop Project Team.
C. Manage Project Team.
D. Acquire Project Team.

正解：D

解説：
Section: Volume B
Explanation:
Process: 9.2 Acquire Project Team
Definition: The process of confirming human resource availability and obtaining the team necessary to complete project activities.
Key Benefit: The key benefit of this process consists of outlining and guiding the team selection and responsibility assignment to obtain a successful team.
Inputs
1. Human resource management plan
2. Enterprise environmental factors
3. Organizational process assets
Tools & Techniques
1. Pre-assignment
2. Negotiation
3. Acquisition
4. Virtual teams
5. Multi-criteria decision analysis
Outputs
1. Project staff assignments
2. Resource calendars
3. Project management plan updates

質問 # 679
The correct equation for schedule variance (SV) is earned value:

A. minus planned value [EV - PV].
B. divided by actual cost [EV/AC].
C. minus actual cost [EV - AC].
D. divided by planned value [EV/PV],

正解：A

質問 # 680
Technical capability, past performance, and intellectual property rights are examples of:

A. product acceptance criteria
B. phase exit criteria
C. performance measurement criteria
D. source selection criteria

正解：D

解説：
Section: Volume B

質問 # 681
A project manager is monitoring and recording results of executing the quality management activities to assess performance and ensure the project outputs are complete, correct, and meet customer expectations. Which output is the project manager using?

A. Verified deliverables
B. Work performance data
C. Approved change requests
D. Lessons learned

正解：A

質問 # 682
Overlooking negative stakeholders can result in a/an:

A. increased likelihood of project success.
B. decreased likelihood of conflicting interests between stakeholders.
C. increased likelihood of project failure.
D. decreased likelihood of the projects progress being impeded

正解：C

解説：
Section: Volume E

質問 # 683
A risk may be graded into different priorities by which process?

A. Risk response planning
B. Quantitative risk analysis
C. Risk monitoring and controlling
D. Qualitative risk analysis

正解：D

解説：
Explanation/Reference:
Explanation:
"Qualitative Risk Analysis assesses the priority of identified risks using their probability of occurring, the corresponding impact [...] as well as other factors such as the time frame and risk tolerance [...]."

質問 # 684
Which process involves identifying and documenting the logical relationships between project activities?

A. Applying leads and lags
B. Develop Schedule
C. Sequence Activities
D. Create WBS

正解：C

解説：
Section: Volume D
Explanation:
Process: 6.3 Sequence Activities
Definition: The process of identifying and documenting relationships among the project activities.
Key Benefit: The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Milestone list
5. Project scope statement
6. Enterprise environmental factors
7. Organizational process assets
Tools & Techniques
1. Precedence diagramming method (PDM)
2. Dependency determination
3. Leads and lags
Outputs
1. Project schedule network diagrams
2. Project documents updates

質問 # 685
Which group is formally chartered and responsible for reviewing, evaluating, approving, delaying, or rejecting changes to the project and for recording and communicating decisions?

A. Focus group
B. Project team
C. Change control board
D. Project stakeholders

正解：C

質問 # 686
Which written document helps monitor who is responsible for resolving specific problems and concerns by a target date?

A. Responsibility Matrix
B. Issue Log
C. Project Plan
D. Scope Document

正解：B

質問 # 687
Which Activity Duration Estimating technique incorporates additional timing for contingency purposes?

A. Optimistic Estimates
B. Expert Judgment
C. Analogous Estimating
D. Reserve Analysis

正解：D

解説：
Explanation/Reference:
Explanation:
6.5.2.6 Reserve Analysis
Duration estimates may include contingency reserves, sometimes referred to as time reserves or buffers, into the project schedule to account for schedule uncertainty. Contingency reserves are the estimated duration within the schedule baseline, which is allocated for identified risks that are accepted and for which contingent or mitigation responses are developed. Contingency reserves are associated with the "known- unknowns," which may be estimated to account for this unknown amount of rework.
As more precise information about the project becomes available, the contingency reserve may be used, reduced, or eliminated. Contingency should be clearly identified in schedule documentation.
[..]
Estimates may also be produced for the amount of management reserve of time for the project.
Management reserves are a specified amount of the project duration withheld for management control purposes and are reserved for unforeseen work that is within scope of the project. Management reserves are intended to address the "unknown-unknowns" that can affect a project. Management reserve is not included in the schedule baseline, but it is part of the overall project duration requirements. Depending on contract terms, use of management reserves may require a change to the schedule baseline.

質問 # 688
Which of the following response strategies are appropriate for negative risks or threats?

A. Avoid, Mitigate, Transfer, or Accept
B. Exploit, Enhance, Share, or Accept
C. Share, Accept, Transfer, or Mitigate
D. Mitigate, Share, Avoid, or Accept

正解：A

解説：
Section: Volume E
Explanation:
11.5.2.1 Strategies for Negative Risks or Threats
Three strategies, which typically deal with threats or risks that may have negative impacts on project objectives if they occur, are: avoid, transfer, and mitigate. The fourth strategy, accept, can be used for negative risks or threats as well as positive risks or opportunities. Each of these risk response strategies have varied and unique inﬂuence on the risk condition. These strategies should be chosen to match the risk's probability and impact on the project's overall objectives. Avoidance and mitigation strategies are usually good strategies for critical risks with high impact, while transference and acceptance are usually good strategies for threats that are less critical and with low overall impact. The four strategies for dealing with negative risks or threats are further described as follows:
Avoid. Risk avoidance is a risk response strategy whereby the project team acts to eliminate the threat or

protect the project from its impact. It usually involves changing the project management plan to eliminate the threat entirely. The project manager may also isolate the project objectives from the risk's impact or change the objective that is in jeopardy. Examples of this include extending the schedule, changing the strategy, or reducing scope. The most radical avoidance strategy is to shut down the project entirely. Some risks that arise early in the project can be avoided by clarifying requirements, obtaining information, improving communication, or acquiring expertise.
Transfer. Risk transference is a risk response strategy whereby the project team shifts the impact of a threat

to a third party, together with ownership of the response. Transferring the risk simply gives another party responsibility for its management-it does not eliminate it. Transferring does not mean disowning the risk by transferring it to a later project or another person without his or her knowledge or agreement. Risk transference nearly always involves payment of a risk premium to the party taking on the risk. Transferring liability for risk is most effective in dealing with financial risk exposure. Transference tools can be quite diverse and include, but are not limited to, the use of insurance, performance bonds, warranties, guarantees, etc. Contracts or agreements may be used to transfer liability for specified risks to another party. For example, when a buyer has capabilities that the seller does not possess, it may be prudent to transfer some work and its concurrent risk contractually back to the buyer. In many cases, use of a cost-plus contract may transfer the cost risk to the buyer, while a fixed-price contract may transfer risk to the seller.
Mitigate. Risk mitigation is a risk response strategy whereby the project team acts to reduce the probability of

occurrence or impact of a risk. It implies a reduction in the probability and/or impact of an adverse risk to be within acceptable threshold limits. Taking early action to reduce the probability and/or impact of a risk occurring on the project is often more effective than trying to repair the damage after the risk has occurred. Adopting less complex processes, conducting more tests, or choosing a more stable supplier are examples of mitigation actions. Mitigation may require prototype development to reduce the risk of scaling up from a bench-scale model of a process or product. Where it is not possible to reduce probability, a mitigation response might address the risk impact by targeting linkages that determine the severity. For example, designing redundancy into a system may reduce the impact from a failure of the original component.
Accept. Risk acceptance is a risk response strategy whereby the project team decides to acknowledge the

risk and not take any action unless the risk occurs. This strategy is adopted where it is not possible or cost- effective to address a specific risk in any other way. This strategy indicates that the project team has decided not to change the project management plan to deal with a risk, or is unable to identify any other suitable response strategy. This strategy can be either passive or active. Passive acceptance requires no action except to document the strategy, leaving the project team to deal with the risks as they occur, and to periodically review the threat to ensure that it does not change significantly. The most common active acceptance strategy is to establish a contingency reserve, including amounts of time, money, or resources to handle the risks.

質問 # 689
Stakeholders can be identified in later stages of the project because the Identify Stakeholders process should be:

A. Discrete
B. Regulated
C. Continuous
D. Arbitrary

正解：C

質問 # 690
A graphic display of project team members and their reporting relationships is known as a:

A. Project organization chart.
B. Resource breakdown structure (RBS).
C. Responsibility assignment matrix (RAM).
D. Resource calendar.

正解：A

解説：
Section: Volume B
Explanation:
Project organization charts. A project organization chart is a graphic display of project team members and their reporting relationships. It can be formal or informal, highly detailed or broadly framed, based on the needs of the project. For example, the project organization chart for a 3,000-person disaster response team will have greater detail than a project organization chart for an internal, twenty-person project.

質問 # 691
Which of the following types of a dependency determination is used to define the sequence of activities?

A. Discretionary
B. Internal
C. Legal
D. Resource

正解：A

解説：
Section: Volume D
Explanation:
6.3.2.2 Dependency Determination
Dependencies may be characterized by the following attributes: mandatory or discretionary, internal or external, as described below. Dependency has four attributes, but two can be applicable at the same time in following ways: mandatory external dependencies, mandatory internal dependencies, discretionary external dependencies, or discretionary internal dependencies.
Mandatory dependencies. Mandatory dependencies are those that are legally or contractually required or

inherent in the nature of the work. Mandatory dependencies often involve physical limitations, such as on a construction project, where it is impossible to erect the superstructure until after the foundation has been built, or on an electronics project, where a prototype has to be built before it can be tested. Mandatory dependencies are also sometimes referred to as hard logic or hard dependencies. Technical dependencies may not be mandatory. The project team determines which dependencies are mandatory during the process of sequencing the activities. Mandatory dependencies should not be confused with assigning schedule constraints in the scheduling tool.
Discretionary dependencies. Discretionary dependencies are sometimes referred to as preferred logic,

preferential logic, or soft logic. Discretionary dependencies are established based on knowledge of best practices within a particular application area or some unusual aspect of the project where a specific sequence is desired, even though there may be other acceptable sequences. Discretionary dependencies should be fully documented since they can create arbitrary total ﬂoat values and can limit later scheduling options. When fast tracking techniques are employed, these discretionary dependencies should be reviewed and considered for modifcation or removal. The project team determines which dependencies are discretionary during the process of sequencing the activities.
External dependencies. External dependencies involve a relationship between project activities and non-

project activities. These dependencies are usually outside the project team's control. For example, the testing activity in a software project may be dependent on the delivery of hardware from an external source, or governmental environmental hearings may need to be held before site preparation can begin on a construction project. The project management team determines which dependencies are external during the process of sequencing the activities.
Internal dependencies. Internal dependencies involve a precedence relationship between project activities

and are generally inside the project team's control. For example, if the team cannot test a machine until they assemble it, this is an internal mandatory dependency. The project management team determines which dependencies are internal during the process of sequencing the activities.