PMP-CN Dumps 2024 - New PMI PMP-CN Exam Questions
Free PMP-CN Braindumps Download Updated on Aug 21, 2024 with 1702 Questions
NEW QUESTION # 527
由於設備安裝延遲，項目進度落後。這正在影響許多其他活動。負責設備交付的經理通知項目經理，安裝團隊存在容量問題。
項目經理應該怎樣做才能避免這種情況的發生？
- A. 定期與安裝團隊協商，檢查是否存在衝突。
- B. 與經理一起定期審查資源可用性。
- C. 在範圍說明書中更清楚地定義技能要求。
- D. 要求經理遵循商定的資源管理計劃。
Answer: B
NEW QUESTION # 528
新項目團隊的兩名成員對於解決問題的最佳方法存在分歧。衝突已持續1週。兩位成員彼此關係緊張，一切都以個人為中心。
項目經理應該做什麼？
- A. 了解每個團隊成員的論點，並選擇對項目風險較小的論點。
- B. 提供團隊成員都可以接受的折衷方案，即使它可能不是最佳解決方案。
- C. 幫助團隊成員以實現最佳團隊績效的方式解決衝突。
- D. 將兩名團隊成員發送到人力資源 (HR) 部門以獲得可接受的解決方案。
Answer: C
NEW QUESTION # 529
項目經理髮現項目團隊花費大量時間向多個利益相關者提供同一項目更新的多種報告格式。項目經理應該怎樣做才能減少花在這些活動上的時間？
- A. 細分要交付給不同利益相關者的通信類型。
- B. 更新溝通管理計劃以消除影響力較小的利益相關者。
- C. 將所有利益相關者溝通活動委託給項目團隊成員。
- D. 每兩週舉行一次狀態會議，立即向所有利益相關者提供信息。
Answer: A
NEW QUESTION # 530
分包商公司正在展示其功能版本 關鍵利害關係人要求為產品添加新功能 專案經理應如何處理新需求？
- A. 聘請仲裁員來解決處理新要求時的任何衝突
- B. 立即分配資源來處理新功能以完成請求
- C. 遵循變更管理流程，並在需要時與採購部門合作
- D. 將變更新增至下一個衝刺以滿足客戶的需求
Answer: C
Explanation:
According to the PMBOK Guide, a change request is a formal proposal to modify any document, deliverable, or baseline. Change requests are processed through the Perform Integrated Change Control process, which involves reviewing, analyzing, approving, or rejecting changes. The project manager should follow the change management process and work with procurement if needed to deal with the new requirement from the key stakeholder. The project manager should assess the impact of the change on the project scope, schedule, cost, quality, risk, and other aspects, and obtain approval from the appropriate authority before implementing the change. The project manager should also communicate the change to the subcontracting company and negotiate any contractual modifications if necessary. The project manager should not engage an arbitrator, add the change to the next sprint, or allocate resources to work on the new feature immediately, as these actions may bypass the change management process, create conflicts, or disrupt the project plan. References:
* PMBOK Guide, 6th edition, pages 115, 116, 117, 118, 119, 120, 121, 122, 123, 124, 125, 126, 127, 128,
129, 130, 131, 132, 133, 134, 135, 136, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146, 147, 148, 149,
150, 151, 152, 153...
* PMI-PBA Guide, pages 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35,
36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48, 49, 50, 51, 52, 53...
NEW QUESTION # 531
建設新能源工廠的工程剛完成。然而，在工廠投產前幾天，當地社區提出抗議並關閉了工廠的通道。他們認為，一個重要的自然保護區受到了影響，而且專案團隊沒有事先協商。
專案經理應該首先驗證什麼？
- A. 成本效益分析
- B. 商業案例
- C. 風險管理計劃
- D. 利害關係人參與計劃
Answer: D
Explanation:
The stakeholder engagement plan is crucial in managing the expectations and involvement of stakeholders in a project. It outlines strategies and actions to promote productive involvement of stakeholders in decision making and project execution. In the scenario provided, the local community's protest indicates a potential oversight in stakeholder management, particularly in engaging and consulting with the local community which is a key stakeholder group. The project manager should verify the stakeholder engagement plan to ensure that all necessary consultations and engagements were planned and executed as per the project's requirements.
References: = The importance of the stakeholder engagement plan is supported by various sources within the PMP and business analysis reference materials, which emphasize its role in project success and stakeholder satisfaction1234.
NEW QUESTION # 532
高級專案經理已將初級專案經理納入專案團隊。
在輔導課程中，初級專案經理詢問高級專案經理如何提高效率並減少返工。
高階專案經理該如何應對？
- A. 將專案任務分配給團隊，無論他們完成專案進度的技能如何。
- B. 使用工作分解結構 (WBS) 根據專案和資源需求建立專案進度表。
- C. 監控資源分配，確保團隊成員每天工作 8 小時。
- D. 安排與主要利害關係人的每日會議，以評估專案管理計畫的有效性。
Answer: B
NEW QUESTION # 533
績效審核後，團隊成員聯繫專案經理並尋求回饋。專案經理提到了一些軼事，表明團隊成員是一個積極的團隊合作者，通常會按時完成工作，即使他們曾經遲到過一兩次。該團隊成員對年度績效評估中沒有包含更好的資訊表示沮喪。
專案經理該做什麼來防止這種挫折感繼續下去？
- A. 設定團隊績效目標並解釋團隊如何獲得相同的績效分數。
- B. 查看該團隊成員的關鍵績效指標 (KPI)，並提醒團隊成員如何確定這些指標。
- C. 請求人力資源 (HR) 部門提供為此專案定義的關鍵績效指標 (KPI)。
- D. 為團隊成員提供速度追蹤工具，並解釋團隊成員如何查看和追蹤績效。
Answer: B
NEW QUESTION # 534
一名專案經理最近加入了一個組織，並注意到工程經理在專案會議期間對專案經理大喊大叫，採購經理也不會回電話，會計總是堅持專案經理在支出之前親自與他們一起清理核准的預算項目哪三個專案專案經理應採取糾正措施？ （選三項）
- A. 與專案發起人討論可能採取的行動
- B. 避開造成壓力的人並儘快要求轉移
- C. 直接面對造成壓力的人，以找到友善的解決方案
- D. 與人力資源 (HR) 經理討論這些問題
- E. 尋求專案管理辦公室 (PMO) 的支援以解決影響專案的問題
Answer: C,D,E
Explanation:
In a project management environment, it's crucial to maintain a positive and collaborative atmosphere. When faced with challenges such as unprofessional behavior or communication issues, the project manager should take corrective actions to address these problems12.
A). Confronting the people causing the stress directly with the aim of finding amicable solutions is a proactive approach. It involves open and respectful communication to understand the root cause of the issue and work towards a resolution1.
B). Seeking support from the Project Management Office (PMO) can be beneficial as the PMO can provide guidance, resources, and conflict resolution strategies. The PMO can also help enforce organizational policies and standards2.
E). Talking to the Human Resources (HR) manager about these concerns is another effective strategy. HR can provide support and advice on how to handle such situations, and they can also intervene if necessary to ensure a respectful and productive work environment3.
Avoiding the people causing stress or requesting a transfer (option D) is not a constructive solution as it does not address the root cause of the problem. Discussing possible actions with the project sponsor (option C) could be helpful, but it's not the first line of action as sponsors are typically more involved in high-level project decisions rather than team dynamics4. References: Deep Project Manager, Ganttic, PMHut, Smartsheet
NEW QUESTION # 535
專案經理被指派到團隊成員分散的全球專案。以前，在與遠距團隊合作時，專案經理觀察到團隊成員往往無法完成高品質的工作。
專案經理應該怎麼做才能確保專案準時保質完成？
- A. 與團隊一起進行一對一會議，以設定明確的共同目標。
- B. 鼓勵團隊在專案結束時參加同儕評估活動。
- C. 介紹時間表的使用，並要求團隊成員定期檢視和提交。
- D. 為團隊安排定期團隊會議，以便彼此了解所指派任務的進度。
Answer: A
Explanation:
Meeting with the team both collectively and individually to establish clear, shared objectives is crucial for ensuring that all team members are aligned with the project's goals and understand their responsibilities. This approach is supported by the PMP objectives which emphasize the importance of clear communication and well-defined objectives in project management. Additionally, the PMBOK Guide highlights the need for project managers to engage with their teams and stakeholders effectively to ensure that project requirements are understood and met, which is essential for maintaining quality and meeting deadlines.
References:
* PMP Examination Content Outline - June 20191
* PMBOK Guide2
* Professional in Business Analysis Reference Materials3
NEW QUESTION # 536
專案經理正在領導一個按時且低於預算的專案。在與團隊舉行的每週會議中，專案經理發現下週到期的一項任務沒有可用的分配資源。該資源目前已指派給另一個項目。
專案經理應該如何處理這種情況？
- A. 根據資源的可用性變更計劃。
- B. 請贊助商依原計畫取得資源。
- C. 聯絡其他專案經理以要求資源。
- D. 請採購部門提供不同的資源。
Answer: C
Explanation:
According to the PBA Guide, a project manager should use negotiation skills to resolve resource conflicts and obtain the best possible resources for the project. Negotiation involves communication, collaboration, and compromise among the stakeholders involved in the resource allocation. In this case, the project manager should contact the other project manager to request the resource, and try to reach a mutually acceptable agreement that balances the needs and priorities of both projects. This is preferable to asking the procurement department to supply a different resource, which may introduce additional costs, risks, and delays to the project. It is also preferable to changing the schedule according to the availability of the resource, which may affect the project scope, quality, and stakeholder expectations. Asking the sponsor to obtain the resource as originally planned may not be feasible or effective, as the sponsor may not have the authority or influence to resolve the resource conflict, and may perceive the project manager as unable to manage the project resources. References: = PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3:
Negotiating for Resources, page 97. PMP Exam Content Outline, Domain II: Process, Task 4: Acquire and manage project resources, page 9.
NEW QUESTION # 537
專案經理正在與不同國家的團隊成員一起檢視一個大型專案的狀態。透過狀態審查，專案經理注意到一個團隊始終落後於計劃，並且他們的工作經常需要糾正。
專案經理應該怎麼做才能提升團隊的工作品質？
- A. 指導所有團隊成員並引入外部顧問來完成工作。
- B. 與團隊一起評估問題，以確定他們是否具備執行任務所需的技能。
- C. 請當地主題專家 (SME) 協助團隊檢視專案要求。
- D. 與專案發起人一起檢視問題，並努力縮小該團隊的範圍。
Answer: B
Explanation:
When a project team is consistently behind schedule and their work requires frequent corrections, it is essential to first evaluate the team's ability to perform the assigned tasks. This involves assessing whether the team members possess the necessary skills, knowledge, and resources to meet the project's requirements. By identifying any gaps in competencies or resources, the project manager can take appropriate actions such as providing additional training, reallocating tasks based on team members' strengths, or adjusting timelines to accommodate the team's capabilities. This approach aligns with the principles of project human resource management, which emphasize the development and management of the project team to enhance its performance and productivity123. References: (Project Management Institute. (2012). Increase project team effectiveness: step-by-step. Retrieved from PMI; Project Management Institute. (2007). Quality in project management-a practical look at chapter 8 of the PMBOKguide. Retrieved from PMI; Siles, R. (2023). How to Improve Team Performance. Retrieved from LinkedIn).
NEW QUESTION # 538
一個項目正在進行第五次迭代。由於經濟突然下滑，該公司收入大幅減少。策略方向是立即實施成本削減措施。
專案經理接下來該做什麼？
- A. 不間斷地繼續目前的衝刺，並在即將到來的產品待辦事項整理會議中解決優先事項。
- B. 允許專案團隊決定目前衝刺的最佳前進路徑。〜J
- C. 在執行衝刺之前與發起人會面，以取得最佳前進路徑的指導。
- D. 安排與產品所有者的會議，討論優先事項，並根據當前的限制決定是否可以消除積壓的任何內容。
Answer: D
Explanation:
Explanation
The project manager should schedule a meeting with the product owner, discuss priorities, and decide if anything from the backlog can be eliminated, based on current constraints, due to the sudden slump in the economy and the need to implement cost-reduction measures. This way, the project manager can align the project scope and deliverables with the changed business environment and stakeholder expectations, while minimizing the impact on the project valueand quality. The project manager can also use agile techniques, such as MoSCoW prioritization, to determine what features are must-haves, should-haves, could-haves, and won't-haves for the project. The project manager should not continue the current sprint without interruption, allow the project team to decide on the best path forward, or meet with the sponsor for guidance, as these options may not address the urgency and importance of the situation and may lead to wasted resources, misaligned goals, or delayed decisions. References: PMBOK Guide, 6th edition, page 177, Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut
NEW QUESTION # 539
頒布了一項關於電信塔分區許可證的新法律。這可能會導致新網路部署的成本和進度超支。
專案經理該做什麼？
- A. 最小化範圍以捕捉成本和進度基準。
- B. 評估新法對專案計畫的影響並決定優先順序。
- C. 與贊助商會面，請求額外的時間和增加預算。
- D. 更新專案計劃，因為法律是專案的義務。
Answer: B
Explanation:
When a new law is enacted that affects project parameters, the project manager should first assess and prioritize the impact of the new law on the project plan. This involves analyzing how the changes will affect the project scope, schedule, cost, and quality, and determining the necessary adjustments to the project plan.
The assessment should consider the severity of the impact and the urgency of the response required. This approach aligns with the PMBOKGuide's principles of conducting a risk analysis to evaluate the potential effects of an uncertain event or condition on the objectives of the project. It also reflects the PMP's emphasis on adaptive project management, where project managers must be able to respond to changes and dynamic project environments effectively. References: PMBOKGuide and Standards1.
NEW QUESTION # 540
在收集了依賴外部利害關係人的專案的所有需求後，專案團隊正在完成第二次迭代。此時，專案經理得知法規可能發生變化，這將阻止產品發布。
專案經理應該怎麼做才能達到效益？
- A. 實施更改
- B. 查看目標收益
- C. 提高團隊速度
- D. 在風險日誌中新增條目
Answer: B
NEW QUESTION # 541
一些正在開發新軟體工具的團隊成員在公共場所爭論正在編碼的新功能，而不是完成編碼。專案經理應該如何處理這種情況並帶領團隊完成任務？
- A. 透過告訴他們對該功能的期望並建議他們返回工作空間來參與公共空間的對話。
- B. 從附近地點聆聽爭論以了解情況，然後在團隊平靜時提供對特徵的見解。
- C. 將團隊成員帶到會議室討論新功能並對必要的編碼達成共識。
- D. 聯絡人力資源 (HR) 部門，告訴他們公共場所發生爭執，需要立即介入。
Answer: C
Explanation:
Explanation
The project manager should handle this situation by using conflict resolution techniques to facilitate a constructive dialogue among the team members and reach a consensus on the new feature. According to the PMBOK Guide, conflict resolution techniques include problem-solving, compromising, smoothing, forcing, and withdrawing1. In this case, problem-solving is the most appropriate technique, as it involves analyzing the root cause of the conflict and finding a mutually beneficial solution1. Bringing the team members to the meeting room is an example of problem-solving, as it allows the project manager to address the issue in a private and respectful manner, and to clarify the expectations and requirements of the new feature. This way, the project manager can resolve the conflict and get the team to complete the task.
References: 1: PMBOK Guide, 7th edition, page 95.
NEW QUESTION # 542
專案負責人正在開發一個敏捷項目，以建立團隊的願景，包括決策過程。決定團隊將對項目進行投票，如果90％的團隊同意該決定，則該決定將被結轉。在第一次技術設計會議上，團隊做出了專案負責人強烈反對的決定。
專案負責人該如何進行？
- A. 拒絕讓團隊根據他們的決定繼續工作。
- B. 記下分歧的原因並讓團隊繼續進行。
- C. 將技術團隊領導放在一邊並嘗試說服他們改變投票。
- D. 與專案負責人召開會議並要求他們介入。
Answer: B
NEW QUESTION # 543
專案經理剛收到營運職能經理的來信，要求完成幾週前正式結束的專案的附加範圍專案。作為日常營運活動的一部分，範圍看起來相對較小且易於處理。
專案經理應該如何處理這個請求？
- A. 確認預算和資源可用於執行工作要求。
- B. 檢查組織中針對該請求可用的替代資源。
- C. 提交變更請求並分配執行所需的預算和資源。
- D. 評估請求的性質並相應地規劃溝通。
Answer: D
Explanation:
When a project has been formally closed, any additional scope items should be treated with caution. The project manager should evaluate the nature of the request to understand its implications fully. This involves assessing whether the request aligns with the project's objectives, determining if it introduces risks or requires additional resources, and considering the impact on the project's stakeholders. The project manager should then plan communication with all relevant stakeholders, including the operational functional manager, to discuss the feasibility of the request and the appropriate course of action. This approach ensures that any action taken is well-informed and agreed upon by all parties involved.
References: (Based on the PMBOKGuide and standards from the Project Management Institute12, and the principles of managing change requests as outlined in the Professional in Business Analysis materials3.)
NEW QUESTION # 544
一個大型建設項目正按照專案目標順利進行。專案經理希望向專案發起人報告專案的價值，並尋求下一階段的資金關閉。
專案經理該做什麼？
- A. 安排實地考察，親自向專案發起人展示施工進度
- B. 為專案發起人建立一份關於成功與挑戰的詳細專案報告
- C. 確保衡量系統到位，例如掙值分析 (EVA)，以追蹤專案發起人的專案價值
- D. 提交有關成本預算與實際成本的詳細報告，因為專案發起人希望了解更多有關財務的信息
Answer: C
NEW QUESTION # 545
建設專案的關鍵利益相關者在現場花費了大量時間並幹擾了團隊的工作。
遇到這種情況，專案經理該怎麼辦？
- A. 安排一次臨時會議，以解決關鍵利害關係人與團隊成員的擔憂
- B. 將情況上報給專案發起人，因為關鍵利害關係人的行為正在影響進度
- C. 向主要利害關係人強調專案正在按計劃執行
- D. 努力了解主要利害關係人的擔憂並在定期專案狀態報告中提供回饋
Answer: D
Explanation:
According to the PMBOK Guide, the project manager should manage stakeholder expectations by communicating and working with stakeholders to meet their needs and address issues as they occur. This includes understanding the stakeholder's concerns, interests, and expectations, and providing timely and accurate information to keep them informed and satisfied. By working to understand the key stakeholder's concerns and providing feedback in regular project status reports, the project manager can maintain a positive relationship with the stakeholder and avoid unnecessary interruptions and conflicts. References: PMBOK Guide, 6th edition, page 540-541, section 13.3.2.4 Manage Stakeholder Engagement: Data Analysis.
NEW QUESTION # 546
一項全球計畫正在啟動，各個分散式團隊都參與了該計畫的實施。
除了規劃和執行該計劃的範圍外，團隊
必須考慮相互作用。
專案團隊應該如何在會議中互動？
- A. 加密電子郵件
- B. 電話交談
- C. 視訊會議
- D. 聊天對話
Answer: C
Explanation:
When managing a global program with distributed teams, videoconferencing is the most effective means of team interaction. It allows for visual communication, real-time collaboration, enhanced engagement, and relationship building. Videoconferencing enables team members to see each other, which is crucial for non-verbal communication cues such as facial expressions and body language. This enhances understanding and rapport among team members. Real-time collaboration is facilitated, allowing for discussions, screen sharing, and document collaboration simultaneously. Engagement is maintained by creating a sense of presence and connection, reducing distractions, and encouraging active participation. Building relationships is also vital, especially when working with distributed teams, as it helps mitigate challenges of cultural differences and time zone variations.
References: (PMI-PMP: How should the project teams interact in their meetings? - PUPUWEB1)
NEW QUESTION # 547
口頭宣布加入 Scrum 團隊的新成員流動性有限。scrummaster 意識到一些團隊成員不確定團隊的動態將如何變化。
Scrum Master 該做什麼？
- A. 召開會議討論團隊必須做出的調整。
- B. 相應地更新團隊章程。
- C. 設計溝通管理計畫。
- D. 制定利害關係人參與計劃。
Answer: A
NEW QUESTION # 548
在狀態審查會議期間，團隊成員對由於團隊資源表現不佳而未完成的任務提出了擔憂。專案經理首先該做什麼？
- A. 聯絡職能經理並要求以更好的資源取代該團隊成員
- B. 與職能經理討論提升團隊成員績效的各種選項
- C. 要求團隊在內部解決問題並檢視表現不佳的資源的情況
- D. 與團隊成員私下會面討論問題並共同尋找解決方案
Answer: D
Explanation:
The first step in addressing an underperforming team member is to understand the root cause of the underperformance. This can be achieved by having a private discussion with the team member to understand their perspective and challenges. This approach promotes open communication and trust, and it allows the project manager to work collaboratively with the team member to find a solution. The other options may not address the root cause of the problem and could potentially lead to further issues down the line. References:
PMBOK Guide, 6th Edition, Section 9.5.2.1: Team Performance Assessments
NEW QUESTION # 549
專案經理正在管理一個混合專案。利害關係人直接聯繫了團隊成員並要求更改。由於該請求，團隊成員分心工作，導致生產力下降 該團隊成員應該做什麼？
- A. 告知利害關係人新需求的正確程序是將其直接提供給變更控制委員會 (CCB)。
- B. 通知 Scrum Master，以便可以直接與利害關係人討論變更。
- C. 告知利害關係人新需求的正確程序是將其直接提供給專案經理。
- D. 通知 Scrum Master 有關利害關係人的變更請求以及這對生產力的影響
Answer: C
NEW QUESTION # 550
環境政府機構的監管部門最近禁止生產特定厚度的塑膠包裝產品。該禁令將於12個月後生效。從事替代包裝的新創公司的專案經理一段時間以來一直在關注這項法律的進展。作為風險管理的一部分，已經確定了可以支援不斷增長的客戶群的新產品。
專案經理接下來該做什麼？
- A. 繼續生產流程並計劃在下一次年度目標審查會議上討論變更。
- B. 向管理層通報新法律，作為擴大市場份額和分享擬議產品的機會
- C. 在 12 個月期限結束後開始行銷活動以銷售替代包裝。
- D. 組織與所有利害關係人的會議並審查利害關係人參與計劃
Answer: B
Explanation:
According to the PMBOK Guide, risk management is the process of identifying, analyzing, and responding to project risks. Project risks can be either threats or opportunities. A threat is a negative event or condition that may adversely affect the project objectives, while an opportunity is a positive event or condition that may enhance the project objectives. In this question, the new law is an external risk that poses a threat to the current production processes, but also an opportunity to introduce new products that can meet the customer needs and increase the market share. The project manager should inform the management of this risk and opportunity, and share the proposed products that can take advantage of the situation. This way, the project manager can align the project objectives with the organizational strategy, and seek the support and approval of the management for the changes. This is also consistent with the stakeholder management process, which involves identifying, analyzing, and engaging the stakeholders throughout the project life cycle. The management is a key stakeholder that has high power and interest in the project outcome, and should be kept informed and satisfied. Therefore, option C is the best answer. References: (Professional in Business Analysis Reference Materials source and documents)
* PMBOK Guide, 6th edition, Chapter 11: Project Risk Management, pages 397-455
* PMBOK Guide, 6th edition, Chapter 13: Project Stakeholder Management, pages 513-542
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NEW QUESTION # 551
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