究極のガイド準備問題CAPMには正確なPDF解答[2026年08月12日]
合格できるPMIの試験問題集
CAPM試験は、プロジェクト管理に新しく取り組む人や、この分野でのキャリアを追求する人々向けのエントリーレベルの認定資格です。PMBOKガイドに記載されているプロジェクト管理の概念、用語、およびベストプラクティスに関する知識と理解度を測定します。この認定資格は、プロジェクト管理の強い基盤を提供し、他の認定資格や専門的成長への足がかりとなることができます。
CAPM認定試験は、プロジェクト管理の概念と実践に関する知識と理解をテストする厳格な試験です。この試験は、プロジェクト管理の原則を実際の状況に適用する能力を評価するように設計されています。この試験は、3時間以内に完了する必要がある150の複数選択の質問で構成されています。試験はコンピューターベースであり、PMiが承認したテストセンターまたはオンラインで撮影できます。
CAPM試験は、プロジェクト管理フレームワーク、プロセス、用語に関する知識と理解をテストするように設計されています。試験は、3時間以内に完了する必要がある150の多肢選択問題から構成されています。試験でカバーされるトピックには、プロジェクト統合管理、プロジェクトスコープ管理、プロジェクト時間管理、プロジェクトコスト管理、プロジェクト品質管理、プロジェクトリソース管理、プロジェクトコミュニケーション管理、プロジェクトリスク管理、およびプロジェクト調達管理が含まれます。
質問 # 651
Perform Quantitative Analysis focuses on:
- A. compiling a lsit of known risks and preparing responses to them
- B. evaluating the contingency and management reserves required for the project
- C. analyzing numerically the impact of individual risks on the overall project ' s time and cost objectives
- D. assessing the probability of occurrence and impact for every risk in the risk register
正解：C
解説：
According to the PMBOKGuide, the Perform Quantitative Risk Analysis process is the process of numerically analyzing the combined effect of identified individual project risks and other sources of uncertainty on overall project objectives.
* Numerical Analysis: Unlike Qualitative analysis, which uses subjective scales (like High/Medium
/Low), Quantitative analysis uses mathematical modeling and data to provide a statistical approach to uncertainty.
* Impact on Objectives: It specifically quantifies the potential project outcomes and their probabilities. It is used to estimate the likelihood of achieving specific project targets, such as finishing on a certain date or within a certain budget.
* Tools and Techniques: Common techniques used in this process include Monte Carlo simulations, Decision Tree analysis, and Sensitivity Analysis.
Why other options are incorrect:
* Option A: Compiling a list of known risks is the output of the Identify Risks process. Preparing responses is part of the Plan Risk Responses process.
* Option B: Assessing probability and impact for every risk in the register is a characteristic of Perform Qualitative Risk Analysis. Quantitative analysis is often only performed on high-priority risks that have already been vetted qualitatively.
* Option C: While Quantitative analysis provides the data needed to justify Contingency Reserves, the actual evaluation and allocation of reserves is an output of the Determine Budget and Develop Schedule processes. Quantitative analysis is the input that informs those calculations.
質問 # 652
Which of the following is a category of organizational process assets?
- A. Government standards
- B. Organizational culture
- C. Employee capabilities
- D. Organizational knowledge bases
正解：D
質問 # 653
What is the main benefit of the lessons learned register?
- A. Supplies monitoring and reporting methods
- B. Provides validation requirements
- C. Improves the performance of future projects
- D. Documents the status of deliverables and project results
正解：C
質問 # 654
Which tools or techniques are used in the Plan Schedule Management process?
- A. Benchmarking, expert judgment, and analytical techniques
- B. Negotiations, pre-assignment, and multi-criteria decision analysis
- C. Statistical sampling, benchmarking, and meetings
- D. Expert judgment, analytical techniques, and meetings
正解：D
解説：
According to the PMBOKGuide, the Plan Schedule Management process is the first process in the Project Schedule Management knowledge area. It establishes policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule.
* Expert Judgment: This involves individuals or groups with specialized knowledge or training in schedule development, management, and control. This expertise is used to decide which scheduling methodology to use (e.g., critical path or agile) and how to combine various tools and techniques.
* Analytical Techniques: These are used to provide a strategic basis for the schedule. They may include choosing among various options such as:
* Scheduling methodology.
* Scheduling tools and techniques.
* Estimating approaches (e.g., PERT, analogous).
* Formats for the schedule (e.g., Gantt charts, milestone charts).
* Meetings: Project teams hold planning meetings to develop the Schedule Management Plan. Attendees may include the project manager, the project sponsor, selected team members, and any stakeholders with responsibility for schedule planning or execution.
Why the other options are incorrect:
* A. Benchmarking, expert judgment, and analytical techniques: While expert judgment and analytical techniques are correct, benchmarking is primarily a tool used in Plan Quality Management or Collect Requirements to compare planned or actual practices to those of comparable organizations.
* B. Statistical sampling, benchmarking, and meetings: Statistical sampling is a specific tool used in Control Quality to inspect a portion of a population for inspection. It is not used in high-level schedule planning.
* C. Negotiations, pre-assignment, and multi-criteria decision analysis: These are tools and techniques used in the Acquire Resources process. They focus on obtaining the human and physical resources needed for the project, rather than defining the schedule management methodology.
質問 # 655
The scope management plan and scope baseline are contained in:
- A. the project management plan
- B. a requirements traceability matrix
- C. organizational process assets
- D. the project charter
正解：A
解説：
Explanation/Reference:
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
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 # 656
Which of the following is an output of Direct and Manage Project Execution?
- A. Project management plan
- B. Change request status updates
- C. Organizational process assets updates
- D. Work performance information
正解：D
解説：
According to the PMBOKGuide, the Direct and Manage Project Execution (now commonly referred to as Direct and Manage Project Work) process is the stage where the project team performs the work defined in the project management plan to achieve the project ' s objectives.
* Work Performance Information: This is a primary output of this process. It includes data on the status of project activities being performed to accomplish the project work. This information covers deliverables status, schedule progress, and costs incurred.
* Other Key Outputs: Other critical outputs of this process include Deliverables (the actual products or results), Change Requests, and updates to the Project Management Plan and Project Documents.
* Analysis of Other Options:
* A. Project management plan: This is the primary input to this process. While updates to the plan can be an output, the plan itself is created during the planning phase.
* B. Change request status updates: This is typically an output of the Perform Integrated Change Control process, where change requests are approved, deferred, or rejected.
* C. Organizational process assets updates: While these can occur in many processes, they are more common as outputs in the Closing phase or specific Monitoring and Controlling processes rather than the core " Execution " output highlighted in this context.
質問 # 657
Which of the following is an example of a technique used in quantitative risk analysis?
- A. Sensitivity analysis
- B. Probability and impact matrix
- C. Risk data quality assessment
- D. Risk categorization
正解：A
解説：
Section: Volume E
Explanation/Reference:
質問 # 658
Which is a list of organizational systems that may have an impact on a project?
- A. Organizational structure, governance framework, and management elements
- B. Organizational process assets, enterprise environmental factors, and corporate knowledge
- C. Company culture, purchasing system, and project management information system
- D. Internal policies, company procedures, and organizational resources
正解：A
質問 # 659
Calculate the cost variance, given the following: EV = 19 and AC = 23
- A. 1.22
- B. 0
- C. 1
- D. 2
正解：D
解説：
Cost Variance (CV) is calculated using the formula:
CV = EV (Earned Value) - AC (Actual Cost) = 19 - 23 = -4
A negative cost variance indicates that the project is over budget.
質問 # 660
Which type of dependency is established based on knowledge of best practices within a particular application area or some unusual aspect of the project in which a specific sequence is desired, even though there may be other acceptable sequences?
- A. Discretionary
- B. Internal
- C. Mandatory
- D. External
正解：A
質問 # 661
While executing a building construction project, the supplier may delay the delivery and increase the cost of materials due to new safety regulations. The team has identified an option to absorb the cost by reducing the lag for some of the tasks.
What should the team do to ensure that this situation is managed?
- A. Perform Quantitative Risk Analysis
- B. Perform Qualitative Risk Analysis
- C. Plan Project Risk Management
- D. Implement Appropriate Response
正解：D
解説：
According to the PMBOKGuide, specifically within the Project Risk Management knowledge area, the project is currently in the Execution Phase, and a specific risk (delivery delay/cost increase due to regulations) has transitioned from a possibility to an active issue or a highly imminent event.
* Why Choice A is correct: The team has already identified the risk and identified an option (reducing lag to absorb costs). This means the processes of Identify Risks, Qualitative Analysis, and Plan Risk Responses have effectively been completed for this specific scenario. The next logical step in the risk lifecycle, according to the Monitor Risks and Implement Risk Responses processes, is to actually execute the decided-upon strategy. " Implementing the response " ensures that the identified workaround (reducing lag) is put into action to mitigate the impact of the supplier ' s delay and cost increase.
* Analysis of other options:
* B (Plan Project Risk Management): This is the high-level process of defining how to conduct risk management activities. It happens during the planning phase, not during the execution when a specific risk needs handling.
* C and D (Perform Quantitative/Qualitative Risk Analysis): These are used to prioritize and analyze the impact of risks. Since the team has already " identified an option to absorb the cost, " the analysis of the situation ' s impact is already understood well enough to have formulated a solution.
By moving to Implement Risk Responses, the Project Manager ensures that the project remains on schedule and within the adjusted parameters, directly addressing the threat to the project ' s baselines.
質問 # 662
Which process is included in the Project Integration Management Knowledge Area?
- A. Manage Project Team
- B. Sequence Activities
- C. Collect Requirements
- D. Direct and Manage Project Work
正解：D
解説：
Explanation/Reference:
Explanation:
Knowledge Area: 4. Project Integration Management
Process: 4.3. Direct and Manage Project Work
Definition: The process of leading and performing the work defined in the project management plan and implementing approved changes to achieve the project's objectives.
Key Benefit: The key benefit of this process is that it provides overall management of the project work.
Inputs
1. Project management plan
2. Approved change requests
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Expert judgment
2. Project management information system
3. Meetings
Outputs
1. Deliverables
2. Work performance data
3. Change requests
4. Project management plan updates
5. Project documents updates
質問 # 663
Using the three-point estimating technique, if the most likely duration is four months, the optimistic duration is two months, and the pessimistic duration is one year, how many months is the expected activity duration?
- A. Four
- B. Five
- C. Twelve
- D. Two
正解：B
質問 # 664
A community project with a large number of stakeholders is scheduled for delivery in six months. The project manager asked the business analyst to ensure an effective requirements elicitation.
What should the business analyst do?
- A. Invite both internal and external stakeholders to the workshops.
- B. Ask the project coordinator to facilitate some of the workshops.
- C. Engage a consultant that is familiar with the community needs.
- D. Organize a workshop with the sponsor and major stakeholders.
正解：A
解説：
In the Collect Requirements process, as defined by the PMBOKGuide and the PMI Guide to Business Analysis, the goal is to capture a complete and accurate set of requirements. For a community project, the " stakeholder landscape " is typically broad and diverse.
* Why Choice D is correct:
* Inclusivity: Community projects affect a wide range of people. Internal stakeholders (e.g., project team, sponsors, government officials) provide technical and budgetary constraints, while external stakeholders (e.g., community members, local business owners, environmental groups) provide the " voice of the customer " and define the actual needs the project must solve.
* Risk Mitigation: By inviting both groups to workshops, the Business Analyst (BA) can identify conflicting requirements early. This prevents " not-in-my-backyard " (NIMBY) issues or legal challenges that often arise if external stakeholders feel ignored until the project is nearly finished.
* Facilitated Workshops: These are a key tool for elicitation because they allow for real-time discussion, consensus-building, and a deeper understanding of requirements than surveys or interviews alone.
Analysis of other options:
* A (Sponsor and major stakeholders only): This is too narrow for a " community project. " While these stakeholders are powerful, they may not understand the day-to-day needs of the end-users (the community). This approach often leads to scope gaps.
* B (Engage a consultant): While a consultant might have expertise, the BA's role is to elicit requirements directly from the stakeholders. Relying solely on a third party can create a " filter " that results in misunderstood requirements.
* C (Ask project coordinator to facilitate): The responsibility for elicitation and facilitating requirements workshops typically falls on the Business Analyst or the Project Manager. Offloading this to a coordinator-who may lack the necessary analytical skills-could compromise the quality of the requirements gathered.
Key Concept: For projects with a " large number of stakeholders, " the Requirements Management Plan must prioritize broad engagement. Choice D ensures that the elicitation process is comprehensive and that the final deliverables will meet the expectations of all parties involved, thereby increasing the likelihood of community acceptance and project success.
質問 # 665
What are the inputs of the Estimate Costs process?
- A. Project management plan, work performance data, enterprise environmental factors, and organizational process assets
- B. Project management plan, enterprise environmental factors, basis of estimates, and organizational process assets
- C. Project management plan, project documents, enterprise environmental factors, and organizational process assets
- D. Cost baseline, enterprise environmental factors, benefits management plan, and organizational process assets
正解：C
質問 # 666
Changes to formally controlled documentation, plans, etc. to reflect modified or additional ideas or content are known as:
- A. preventive actions.
- B. defect repairs.
- C. updates.
- D. corrective actions.
正解：C
解説：
Section: Volume D
Explanation
Explanation:
4.3.3.3 Change Requests
A change request is a formal proposal to modify any document, deliverable, or baseline. An approved change request will replace the associated document, deliverable, or baseline and may result in an update to other parts of the project management plan. When issues are found while project work is being performed, change requests are submitted, which may modify project policies or procedures, project scope, project cost or budget, project schedule, or project quality. Other change requests cover the needed preventive or corrective actions to forestall negative impact later in the project. Requests for a change can be direct or indirect, externally or internally initiated, and can be optional or legally/contractually mandated, and may include:
Corrective action-An intentional activity that realigns the performance of the project work with the project
management plan;
Preventive action-An intentional activity that ensures the future performance of the project work is aligned
with the project management plan;
Defect repair-An intentional activity to modify a nonconforming product or product component;
Updates-Changes to formally controlled project documents, plans, etc., to reflect modified or additional
ideas or content.
質問 # 667
A project manager is calculating the current budget. The earned value (EV) of the project is lower than the actual cost (AC) of the project.
How should the project manager report the status of the project?
- A. The project is tracking well as the cost variance (CV) is negative.
- B. The project is at risk as the cost variance (CV) is negative.
- C. The project is within budget and within schedule.
- D. The project is within budget but is delayed.
正解：B
質問 # 668
An input to Close Project or Phase is:
- A. Document updates,
- B. Accepted deliverables,
- C. Final products or services,
- D. Work performance information.
正解：B
質問 # 669
The most appropriate project life cycle model for an environment with a high level of change and extensive stakeholder involvement in projects is:
- A. iterative
- B. adaptive
- C. reflexive
- D. predictive
正解：B
解説：
Section: Volume B
Explanation
Explanation:
2.4.2.4 Adaptive Life Cycles
Adaptive life cycles (also known as change-driven or agile methods) are intended to respond to high levels of change and ongoing stakeholder involvement. Adaptive methods are also iterative and incremental, but differ in that iterations are very rapid (usually with a duration of 2 to 4 weeks) and are fixed in time and cost.
Adaptive projects generally perform several processes in each iteration, although early iterations may concentrate more on planning activities.
The overall scope of the project will be decomposed into a set of requirements and work to be performed, sometimes referred to as a product backlog. At the beginning of an iteration, the team will work to determine how many of the highest priority items on the backlog list can be delivered within the next iteration. At the end of each iteration, the product should be ready for review by the customer. This does not mean that the customer is required to accept delivery, just that the product should not include unfinished, incomplete, or unusable features.
The sponsor and customer representatives should be continuously engaged with the project to provide feedback on deliverables as they are created and to ensure that the product backlog reflects their current needs.
Adaptive methods are generally preferred when dealing with a rapidly changing environment, when requirements and scope are difficult to define in advance, and when it is possible to define small incremental improvements that will deliver value to stakeholders.
質問 # 670
A project manager should communicate to stakeholders about resolved project issues by updating the:
- A. project records
- B. project reports
- C. stakeholder notifications
- D. stakeholder register
正解：C
質問 # 671
Who provides the inputs for the original estimates of activity durations for tasks on the project plan?
- A. Person who is most familiar with the task
- B. Project manager
- C. Project sponsor
- D. Person responsible for project scheduling
正解：A
解説：
Section: Volume D
質問 # 672
Which of the following statements correctly characterizes pull communication?
- A. It requires recipients to access communication content at their own discretion.
- B. It is primarily used when the volume of information to be transferred is minimal.
- C. It includes letters, memos, reports, emails, and faxes.
- D. It is the most efficient way to ensure a common understanding among all participants.
正解：A
解説：
Section: Volume C
質問 # 673
Which of the following statements best describes the influence of stakeholders and the cost of changes as project time advances?
- A. The influence of the stakeholders decreases, the cost of changes increases.
- B. The influence of the stakeholders decreases, the cost of changes decreases.
- C. The influence of the stakeholders increases, the cost of changes decreases.
- D. The influence of the stakeholders increases, the cost of changes increases.
正解：A
解説：
According to the PMBOKGuide, particularly the section regarding Project Life Cycle and Organization, there is a standard relationship between project time, stakeholder influence, and cost.
* Stakeholder Influence: At the start of a project, stakeholders have the highest ability to influence the final characteristics of the project's product and the resulting cost without significantly impacting the schedule. As the project continues and work is completed, this influence decreases because the scope becomes more " locked-in " and the remaining work decreases.
* Cost of Changes: Conversely, the cost of making changes and correcting errors typically increases substantially as the project approaches completion. This is because a change late in the life cycle often requires scrapping work already completed, re-ordering materials, or redesigning integrated components.
Comparison of the options:
* Choice A is incorrect because stakeholder influence typically peaks at the start, not the end.
* Choice B is the correct description of the inverse relationship: as time moves forward, influence drops and the price of modifications rises.
* Choice C is incorrect as both statements are the opposite of the standard project life cycle curve.
* Choice D is incorrect because while influence does decrease, the cost of changes never decreases over time; it becomes more expensive to pivot the further you are into execution.
質問 # 674
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