CAPM CAPM完全版問題集には無料PDF問題で合格させる [Q643-Q667]

CAPM CAPM完全版問題集には無料PDF問題で合格させる

100%更新されたのはPMI CAPM限定版PDF問題集

質問 # 643
Which of the following is an example of the simplest fixed-price contract?

A. Verbal agreement
B. Request for quote
C. Purchase requisition
D. Purchase order

正解：D

質問 # 644
Project managers who lead by example and follow through on the commitments they make demonstrate the key interpersonal skill of:

A. motivation
B. coaching
C. leadership
D. influencing

正解：D

質問 # 645
Which of the following methods is a project selection technique?

A. Pareto analysis
B. Earned value
C. Flowcharting
D. Cost-benefit analysis

正解：D

質問 # 646
Which of the following strategies is used to deal with risks that may have a negative impact on project objectives?

A. Transfer
B. Share
C. Exploit
D. Enhance

正解：A

質問 # 647
Which of the following technology platforms is most effective for sharing information when managing virtual project teams?

A. Audio conferencing
B. Shared portal
C. Video conferencing
D. Email/chat

正解：D

解説：
Section: Volume E

質問 # 648
The iterative process of increasing the level of detail in a project management plan as greater amounts of information become available is known as:

A. Predictive planning.
B. Progressive elaboration.
C. Quality assurance.
D. Continuous improvement.

正解：B

質問 # 649
A project manager is appointed full-time to a project and is given full-time administrative staff and full-time project team members. This situation describes which type of organizational structure?

A. Weak matrix
B. Balanced matrix
C. Projectized
D. Functional

正解：C

解説：
Explanation/Reference:
Explanation:
Project managers have the highest level of power and authority in a projectized organization. They also have high levels of power and authority in a strong matrix; however, a matrix organization is a blend of functional and projectized organizations, and therefore, the project manager does not have quite the same level of authority as they would in a projectized organization.

質問 # 650
What is a tool to improve team performance?

A. Staffing plan
B. Co-location
C. Performance reports
D. External feedback

正解：B

質問 # 651
The cost baseline and project funding requirements are outputs of which process in Project Cost Management?

A. Plan Cost Management
B. Control Costs
C. Estimate Costs
D. Determine Budget

正解：D

質問 # 652
Which statement describes the Monitor Communications process?

A. Develops an appropriate and plan for communication of project activities
B. Ensures that project information is created, collected, and distributed in a timely and appropriate manner
C. Evaluates the differences between the communications management plan and the reality of communications in a project
D. Ensures that the information needs of the project and the stakeholders are met

正解：D

解説：
Section: Volume E
Explanation/Reference: https://www.oreilly.com/library/view/a-users-manual/9781118546604/xhtml/Chapter25.html

質問 # 653
The project charter is an input to which process?

A. Perform Integrated Change Control
B. Develop Project Charter
C. Monitor and Control Project Work
D. Develop Project Management Plan

正解：D

解説：
Section: Volume E
Explanation:
4.2.1.1 Project Charter
Described in Section 4.1.3.1. The size of the project charter varies depending on the complexity of the project and the information known at the time of its creation. At a minimum, the project charter should define the high- level boundaries of the project. The project team uses the project charter as the starting point for initial planning throughout the Initiating Process Group.
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: 4.2. Develop Project Management Plan
Definition: The process of defining, preparing, and coordinating all subsidiary plans and integrating them into a comprehensive project management plan. The project's integrated baselines and subsidiary plans may be included within the project management plan.
Key Benefit: The key benefit of this process is a central document that defines the basis of all project work.
Inputs
1. Project charter
2. Outputs from other processes
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Facilitation techniques
Outputs
1. Project management plan
4.2.3.1 Project Management Plan
The project management plan is the document that describes how the project will be executed, monitored, and controlled. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes.
Project baselines include, but are not limited to:
Scope baseline (Section 5.4.3.1),

Schedule baseline (Section 6.6.3.1), and

Cost baseline (Section 7.3.3.1).

Subsidiary plans include, but are not limited to:
Scope management plan (Section 5.1.3.1),

Requirements management plan (Section 5.1.3.2),

Schedule management plan (Section 6.1.3.1),

Cost management plan (Section 7.1.3.1),

Quality management plan (Section 8.1.3.1),

Process improvement plan (Section 8.1.3.2),

Human resource management plan (Section 9.1.3.1),

Communications management plan (Section 10.1.3.1),

Risk management plan (Section 11.1.3.1),

Procurement management plan (Section 12.1.3.1), and

Stakeholder management plan (Section 13.2.3.1).

Among other things, the project management plan may also include the following:
Life cycle selected for the project and the processes that will be applied to each phase;

Details of the tailoring decisions specified by the project management team as follows:

○ Project management processes selected by the project management team,
○ Level of implementation for each selected process,
○ Descriptions of the tools and techniques to be used for accomplishing those processes, and
○ Description of how the selected processes will be used to manage the specific project, including the dependencies and interactions among those processes and the essential inputs and outputs.
Description of how work will be executed to accomplish the project objectives;

Change management plan that documents how changes will be monitored and controlled;

Configuration management plan that documents how Configuration management will be performed;

Description of how the integrity of the project baselines will be maintained;

Requirements and techniques for communication among stakeholders; and

Key management reviews for content, the extent of, and timing to address, open issues and pending

decisions.
The project management plan may be either summary level or detailed, and may be composed of one or more subsidiary plans. Each of the subsidiary plans is detailed to the extent required by the specific project. Once the project management plan is baselined, it may only be changed when a change request is generated and approved through the Perform Integrated Change Control process.

質問 # 654
Make-or-buy analysis is a tool and technique of which process?

A. Analyze Procurements
B. Conduct Procurements
C. Control Procurements
D. Plan Procurement Management

正解：D

解説：
Section: Volume E
Explanation/Reference: https://4squareviews.com/2018/10/02/6th-edition-pmbok-guide-process-12-1-plan-procurement- management-tools-and-techniques-1/

質問 # 655
In complex projects/ initiating processes should be completed:

A. To estimate resource allocations.
B. To estimate schedule constraints.
C. Within a work package.
D. In each phase of the project.

正解：D

質問 # 656
Overlooking negative stakeholders can result in a/an:

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

正解：B

解説：
Section: Volume E

質問 # 657
The project management plan requires the acquisition of a special part available from a supplier located abroad.
Which source selection method is being used?

A. Least cost
B. Fixed budget
C. Qualifications only
D. Sole source

正解：D

質問 # 658
When painting a bedroom, preparing the walls can be done while the paint is being chosen. This is an example of a:

A. mandatory dependency
B. lead
C. internal dependency
D. lag

正解：B

解説：
Section: Volume B
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.

質問 # 659
An output of the Create WBS process is:

A. Variance analysis.
B. Scope baseline.
C. Accepted deliverables.
D. Change requests.

正解：B

解説：
Section: Volume A

質問 # 660
Which Develop Schedule tool and technique produces a theoretical early start date and late start date?

A. Schedule comparison bar charts
B. Variance analysis
C. Critical path method
D. Schedule compression

正解：C

解説：
Explanation/Reference:
Explanation:
6.6.2.2 Critical Path Method
The critical path method, which is a method used to estimate the minimum project duration and determine the amount of scheduling flexibility on the logical network paths within the schedule model. This schedule network analysis technique calculates the early start, early finish, late start, and late finish dates for all activities without regard for any resource limitations by performing a forward and backward pass analysis through the schedule network, as shown in Figure 6-18. In this example the longest path includes activities A, C, and D, and, therefore, the sequence of A-C-D is the critical path. The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible project duration. The resulting early and late start and finish dates are not necessarily the project schedule, rather they indicate the time periods within which the activity could be executed, using the parameters entered in the schedule model for activity durations, logical relationships, leads, lags, and other known constraints.
The critical path method is used to calculate the amount of scheduling flexibility on the logical network paths within the schedule model.
On any network path, the schedule flexibility is measured by the amount of time that a schedule activity can be delayed or extended from its early start date without delaying the project finish date or violating a schedule constraint, and is termed "total float." A CPM critical path is normally characterized by zero total float on the critical path. As implemented with PDM sequencing, critical paths may have positive, zero, or negative total float depending on constraints applied. Any activity on the critical path is called a critical path activity. Positive total float is caused when the backward pass is calculated from a schedule constraint that is later than the early finish date that has been calculated during forward pass calculation. Negative total float is caused when a constraint on the late dates is violated by duration and logic. Schedule networks may have multiple near-critical paths.
Process: 6.6 Develop Schedule
Definition: The process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model.
Key Benefit: The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.
Inputs
1. Schedule management plan
2. Activity list
3. Activity attributes
4. Project schedule network diagrams
5. Activity resource requirements
6. Resource calendars
7. Activity duration estimates
8. Project scope statement
9. Risk register
10.Project staff assignments
11.Resource breakdown structure
12.Enterprise environmental factors
13.Organizational process assets
Tools & Techniques
1. Schedule network analysis
2. Critical path method
3. Critical chain method
4. Resource optimization techniques
5. Modeling techniques
6. Leads and lags
7. Schedule compression
8. .Scheduling tool
Outputs
1. Schedule baseline
2. .Project schedule
3. Schedule data
4. Project calendars
5. Project management plan updates
6. Project documents updates

質問 # 661
Verification of project deliverables occurs during which process?

A. Develop project charter
B. Develop preliminary project scope statement
C. Create WBS
D. Close Project or Phase

正解：D

解説：
Section: Volume E
Explanation:
Process: 4.6. Close Project or Phase
Definition: The process of finalizing all activities across all of the Project Management Process Groups to formally complete the phase or project.
Key Benefit: The key benefit of this process is that it provides lessons learned, the formal ending of project work, and the release of organization resources to pursue new endeavors.
Inputs
1. Project management plan
2. Accepted deliverables
3. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Analytical techniques
3. Meetings
Outputs
1. Final product, service, or result transition
2. Organizational process assets updates

質問 # 662
Which is the order of steps in the Procurement Management process?

A. Controlling procurements, identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, and contracting with selected vendors
B. Identifying and planning procurement requirements, obtaining quotes or proposals, negotiating with vendors, contracting with selected vendors, and controlling procurements
C. Obtaining quotes or proposals, identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, and controlling procurements
D. Identifying and planning procurement requirements, negotiating with vendors, contracting with selected vendors, obtaining quotes or proposals, and controlling procurements

正解：B

質問 # 663
The degree, amount, or volume of risk that an organization or individual will withstand is called risk:

A. threshold
B. management
C. tolerance
D. appetite

正解：C

解説：
Section: Volume B

質問 # 664
What is the name of the statistical method that helps identify which factors may influence specific variables of a product or process under development or in production?

A. Risk analysis
B. Design of experiments
C. Quality checklist
D. Failure modes and effects analysis

正解：B

質問 # 665
Which of the following are outputs of the Define Scope process in Project Scope Management?

A. Project scope statement and project documents updates
B. Scope management plan and requirements management plan
C. Scope baseline and project documents updates
D. Requirements documentation and requirements traceability matrix

正解：D

質問 # 666
Which Process Group includes the Manage Stakeholder Engagement process?

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

正解：C

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