合格できるPMI Certified Associate in Project Management (CAPM)試験最速合格保証最近更新されたJPNTest問題集！
合格できるCAPM試験の899問題で最適なJPNTest出題問題
質問 # 142
Which type of estimating can produce higher levels of accuracy, depending upon the sophistication and underlying data built into the model?
- A. Bottom-up
- B. Parametric
- C. Three-point
- D. Analogous
正解：B
解説：
Section: Volume C
Explanation:
7.2.2.3 Parametric Estimating
Parametric estimating uses a statistical relationship between relevant historical data and other variables (e.g., square footage in construction) to calculate a cost estimate for project work. This technique can produce higher levels of accuracy depending upon the sophistication and underlying data built into the model. Parametric cost estimates can be applied to a total project or to segments of a project, in conjunction with other estimating methods.
質問 # 143
A project manager is working in an environment where requirements are not very clear and may change during the project. In addition, the project has several stakeholders and is technically complex.
Which strategies should the project manager take into account for risk management in this environment?
- A. Include contingency reserves and update the project management plan frequently.
- B. Frequently review incremental work products and update the requirements for proper prioritization.
- C. Review requirements and cross-functional project teams.
- D. Occasionally identify, evaluate, and classify risks.
正解：B
質問 # 144
Which is an input to the Verify Scope process?
- A. Project management plan
- B. Requested changes
- C. Work breakdown structure (WBS)
- D. Performance report
正解：A
解説：
Section: Volume D
質問 # 145
What is the discipline that focuses on the interdependences between projects to determine the optimal approach for managing them?
- A. Operations Management
- B. Portfolio Management
- C. Project Management
- D. Program Management
正解：C
質問 # 146
Correlated and contextualized information on how closely the scope is being maintained relative to the scope baseline is contained within:
- A. change requests.
- B. project management plan updates.
- C. project documents updates.
- D. work performance information.
正解：D
質問 # 147
A project can be defined as a:
- A. Temporary endeavor undertaken to create a unique product, service, or result
- B. Permanent endeavor that produces repetitive outputs
- C. Temporary endeavor that produces repetitive outputs
- D. Permanent endeavor undertaken to create a unique product, service, or result
正解：A
解説：
Explanation/Reference:
Explanation:
1.2 What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end. The end is reached when the project's objectives have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. A project may also be terminated if the client (customer, sponsor, or champion) wishes to terminate the project. Temporary does not necessarily mean the duration of the project is short. It refers to the project's engagement and its longevity. Temporary does not typically apply to the product, service, or result created by the project; most projects are undertaken to create a lasting outcome. For example, a project to build a national monument will create a result expected to last for centuries. Projects can also have social, economic, and environmental impacts that far outlive the projects themselves.
質問 # 148
Which item is an input to the Define Activities process?
- A. Activity list
- B. Scope baseline
- C. Risk register
- D. Schedule data
正解：B
解説：
Section: Volume A
Explanation:
5.4.3.1 Scope Baseline
The scope baseline is the approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. It is a component of the project management plan. Components of the scope baseline include:
Project scope statement. The project scope statement includes the description of the project scope, major
deliverables, assumptions, and constraints.
WBS. The WBS is a hierarchical decomposition of the total scope of work to be carried out by the project
team to accomplish the project objectives and create the required deliverables. Each descending level of the WBS represents an increasingly detailed definition of the project work. The WBS is finalized by assigning each work package to a control account and establishing a unique identifier for that work package from a code of accounts. These identifiers provide a structure for hierarchical summation of costs, schedule, and resource information. A control account is a management control point where scope, budget, actual cost, and schedule are integrated and compared to the earned value for performance measurement. Control accounts are placed at selected management points in the WBS. Each control account may include one or more work packages, but each of the work packages should be associated with only one control account. A control account may include one or more planning packages. A planning package is a work breakdown structure component below the control account with known work content but without detailed schedule activities.
WBS dictionary. The WBS dictionary is a document that provides detailed deliverable, activity, and
scheduling information about each component in the WBS. The WBS dictionary is a document that supports the WBS. Information in the WBS dictionary may include, but is not limited to:
○ Code of account identifier,
○ Description of work,
○ Assumptions and constraints,
○ Responsible organization,
○ Schedule milestones,
○ Associated schedule activities,
○ Resources required,
○ Cost estimates,
○ Quality requirements,
○ Acceptance criteria,
○ Technical references, and
○ Agreement information
Process: 6.2 Define Activities
Definition: The process of identifying and documenting the specific actions to be performed to produce the project deliverables.
Key Benefit: The key benefit of this process is to break down work packages into activities that provide a basis for estimating, scheduling, executing, monitoring, and controlling the project work.
Inputs
1. Schedule management plan
2. Scope baseline
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Decomposition
2. Rolling wave planning
3. Expert judgment
Outputs
1. Activity list
2. Activity attributes
3. Milestone list
質問 # 149
How should a stakeholder who is classified as high power and low interest be grouped in a power/interest grid during stakeholder analysis?
- A. Keep informed
- B. Manage closely
- C. Monitor
- D. Keep satisfied
正解：D
解説：
Section: Volume E
Explanation:
13.1.2.1 Stakeholder Analysis
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project's chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.
Stakeholder analysis generally follows the steps described below:
Identify all potential project stakeholders and relevant information, such as their roles, departments,
interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify. They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders are included.
Analyze the potential impact or support each stakeholder could generate, and classify them so as to define
an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to ensure the efficient use of effort to communicate and manage their expectations.
Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to
influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as:
Power/interest grid, grouping the stakeholders based on their level of authority ("power") and their level or
concern ("interest") regarding the project outcomes;
Power/influence grid, grouping the stakeholders based on their level of authority ("power") and their active
involvement ("influence") in the project;
Influence/impact grid, grouping the stakeholders based on their active involvement ("influence") in the project
and their ability to effect changes to the project's planning or execution ("impact"); and Salience model, describing classes of stakeholders based on their power (ability to impose their will),
urgency (need for immediate attention), and legitimacy (their involvement is appropriate).
質問 # 150
The formal and informal interaction with others in an organization industry, or professional environment is known as:
- A. networking
- B. negotiation
- C. meeting
- D. organizational theory
正解：A
解説：
Explanation/Reference:
Explanation:
9.1.2.2 Networking
Networking is the formal and informal interaction with others in an organization, industry, or professional environment. It is a constructive way to understand political and interpersonal factors that will impact the effectiveness of various staffing management options. Human resource management benefits from successful networking by improving knowledge of and access to human resource assets such as strong competencies, specialized experience, and external partnership opportunities. Examples of human resources networking activities include proactive correspondence, luncheon meetings, informal conversations including meetings and events, trade conferences, and symposia. Networking can be a useful technique at the beginning of a project. It can also be an effective way to enhance project management professional development during the project and after the project ends.
質問 # 151
The process of formalizing acceptance of the completed project deliverables is known as:
- A. Validate Scope.
- B. Control Quality.
- C. Verify Scope.
- D. Close Project or Phase.
正解：A
解説：
Section: Volume C
Explanation:
Process: 5.5 Validate Scope
Definition: The process of formalizing acceptance of the completed project deliverables.
Key Benefit: The key benefit of this process is that it brings objectivity to the acceptance process and increases the chance of final product, service, or result acceptance by validating each deliverable.
Inputs
1. Project management plan
2. Requirements documentation
3. Requirements traceability matrix
4. Verified deliverables
5. Work performance data
Tools & Techniques
1. Inspection
2. Group decision-making techniques
Outputs
1. Accepted deliverables
2. Change requests
3. Work performance information
4. Project documents updates
質問 # 152
A project's purpose or justification, measurable project objectives and related success criteria, a summary milestone schedule, and a summary budget are all components of which document?
- A. Requirements document
- B. Work breakdown structure
- C. Project charter
- D. Project management plan
正解：C
解説：
Section: Volume B
Explanation:
4.1.3.1 Project Charter
The project charter is the document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It documents the business needs, assumptions, constraints, the understanding of the customer's needs and high-level requirements, and the new product, service, or result that it is intended to satisfy, such as:
Project purpose or justification,
Measurable project objectives and related success criteria,
High-level requirements,
Assumptions and constraints,
High-level project description and boundaries,
High-level risks,
Summary milestone schedule,
Summary budget,
Stakeholder list,
Project approval requirements (i.e., what constitutes project success, who decides the project is successful,
and who signs off on the project),
Assigned project manager, responsibility, and authority level, and
Name and authority of the sponsor or other person(s) authorizing the project charter.
Process: 4.1. Develop Project Charter
Definition: The process of developing a document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities.
Key Benefit: The key benefit of this process is a well-defined project start and project boundaries, creation of a formal record of the project, and a direct way for senior management to formally accept and commit to the project.
Inputs
1. Project statement of work
2. Business case
3. Agreements
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project charter
質問 # 153
Processes in the Initiating Process Group may be completed at the organizational level and be outside of the project's:
- A. Strategic alignment.
- B. Communication channels.
- C. Level of control.
- D. Scope.
正解：C
質問 # 154
Which process involves aggregating the estimated costs of the individual schedule activities or work packages?
- A. Estimate Costs
- B. Determine Budget
- C. Control Costs
- D. Estimate Activity Resources
正解：B
解説：
Section: Volume C
Explanation
Explanation:
Process: 7.3 Determine Budget
Definition: The process of aggregating the estimated costs of individual activities or work packages to establish an authorized cost baseline.
Key Benefit: The key benefit of this process is that it determines the cost baseline against which project performance can be monitored and controlled.
Inputs
1. Cost management plan
2. Scope baseline
3. Activity cost estimates
4. Basis of estimates
5. Project schedule
6. Resource calendars
7. Risk register
8. Agreements
9. Organizational process assets
Tools & Techniques
1. Cost aggregation
2. Reserve analysis
3. Expert judgment
4. Historical relationships
5. Funding limit reconciliation
Outputs
1. Cost baseline
2. Project funding requirements
3. Project documents updates
質問 # 155
Which process involves defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive plan?
- A. Plan Quality Management
- B. Direct and Manage Project Work
- C. Develop Project Management Plan
- D. Monitor and Control Project Work
正解：C
質問 # 156
Which tool and technique is used in Conduct Procurements?
- A. Contract types
- B. Expert judgment
- C. Teaming agreements
- D. Bidder conferences
正解：D
解説：
Section: Volume D
Explanation
質問 # 157
What is the common factor among portfolios, programs, and projects, regardless of the hierarchy within an organization?
- A. Resources and stakeholders
- B. Operations and performance
- C. Project manager
- D. Subsidiary projects
正解：A
解説：
Section: Volume E
質問 # 158
The three processes of Project Cost Management are:
- A. Estimate Costs, Determine Budget, and Estimate Activity Resources.
- B. Estimate Costs, Control Schedule, and Control Costs.
- C. Estimate Costs, Determine Budget, and Control Costs.
- D. Determine Budget, Control Schedule, and Estimate Activity Resources.
正解：C
解説：
Section: Volume E
Explanation:
7. Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
質問 # 159
What process determines which risks might affect the project?
- A. Qualitative risk analysis
- B. Identify Risks
- C. Plan Risk Management
- D. Quantitative risk analysis
正解：B
解説：
Explanation/Reference:
Explanation:
Process: 11.2 Identify Risks
Definition: The process of determining which risks may affect the project and documenting their characteristics.
Key Benefit: The key benefit of this process is the documentation of existing risks and the knowledge and ability it provides to the project team to anticipate events.
Inputs
1. Risk management plan
2. Cost management plan
3. Schedule management plan
4. Quality management plan
5. Human resource management plan
6. Scope baseline
7. Activity cost estimates
8. Activity duration estimates
9. Stakeholder register
10.Project documents
11.Procurement documents
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Documentation reviews
2. Information gathering techniques
3. Checklist analysis
4. Assumptions analysis
5. Diagramming techniques
6. SWOT analysis
7. Expert judgment
Outputs
1. Risk register
11.2.3.1 Risk Register
The primary output from Identify Risks is the initial entry into the risk register. The risk register is a document in which the results of risk analysis and risk response planning are recorded. It contains the outcomes of the other risk management processes as they are conducted, resulting in an increase in the level and type of information contained in the risk register over time. The preparation of the risk register begins in the Identify Risks process with the following information, and then becomes available to other project management and risk management processes:
List of identified risks. The identified risks are described in as much detail as is reasonable. A structure
for describing risks using risk statements may be applied, for example, EVENT may occur causing IMPACT, or If CAUSE exists, EVENT may occur leading to EFFECT. In addition to the list of identified risks, the root causes of those risks may become more evident. These are the fundamental conditions or events that may give rise to one or more identified risks. They should be recorded and used to support future risk identification for this and other projects.
List of potential responses. Potential responses to a risk may sometimes be identified during the
Identify Risks process. These responses, if identified in this process, should be used as inputs to the Plan Risk Responses process.
質問 # 160
What is both an input and output of the Control Quality process and is updated as a result of this process?
- A. Enterprise environmental factors (EEFs)
- B. Root cause analysis
- C. Risk register
- D. Lessons learned register
正解：D
質問 # 161
A project manager is working on the communications management plan. Which of these documents are inputs to consider?
- A. Basis of estimates and scope baseline
- B. Project schedule and stakeholder register
- C. Stakeholder engagement plan and organizational process assets
- D. Quality management plan and risk register
正解：B
解説：
Section: Volume E
質問 # 162
An example of a group decision-ma king technique is:
- A. Nominal group technique.
- B. Multi-criteria decision analysis.
- C. Majority.
- D. Affinity diagram.
正解：C
解説：
Section: Volume A
質問 # 163
Which of the following documents allows the project manager to assess risks that may require near term action?
- A. Contingency analysis report
- B. Risk urgency assessment
- C. Rolling wave plan
- D. Probability and impact matrix
正解：B
解説：
Explanation/Reference:
Explanation:
11.3.2.5 Risk Urgency Assessment
Risks requiring near-term responses may be considered more urgent to address. Indicators of priority may include probability of detecting the risk, time to affect a risk response, symptoms and warning signs, and the risk rating. In some qualitative analyses, the assessment of risk urgency is combined with the risk ranking that is determined from the probability and impact matrix to give a final risk severity rating.
質問 # 164
An input to the Plan Stakeholder Management process is:
- A. The stakeholder analysis.
- B. A communication management plan.
- C. A stakeholder register.
- D. The project charter.
正解：C
解説：
Explanation/Reference:
Explanation:
13.2 Plan Stakeholder Management
Definition: Stakeholder Management is the process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success.
Key Benefit: The key benefit of this process is that it provides a clear, actionable plan to interact with project stakeholders to support the project's interests.
Inputs
1. Project management plan
2. Stakeholder register
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Meetings
3. Analytical techniques
Outputs
Stakeholder management plan
Project documents updates
5.2.1.5 Stakeholder Register
Described in Section 13.1.3.1. The stakeholder register is used to identify stakeholders who can provide information on the requirements. The stakeholder register also captures major requirements and main expectations stakeholders may have for the project.
13.1.3.1 Stakeholder Register
The main output of the Identify Stakeholders process is the stakeholder register. This contains all details related to the identified stakeholders including, but not limited to:
Identification information. Name, organizational position, location, role in the project, contact
information;
Assessment information. Major requirements, main expectations, potential influence in the project,
phase in the life cycle with the most interest; and
Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.
The stakeholder register should be consulted and updated on a regular basis, as stakeholders may change-or new ones identified-throughout the life cycle of the project.
質問 # 165
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