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CAPM試験は150問の多肢選択問題から構成され、3時間以内に完了する必要があります。この試験は、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など、プロジェクト管理の概念を幅広くカバーしています。
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PMI CAPM認定試験は、個人がプロジェクト管理のキャリアを開始する優れた方法です。これは、プロジェクト管理の原則、用語、およびプロセスに関する個人の理解を示すグローバルに認められた認定です。認定試験に合格することにより、個人はキャリアの見通しを改善し、プロジェクト管理の分野へのコミットメントを実証することができます。
PMI CAPM認定試験は、プロジェクト管理のキャリアを始めたばかりの個人に最適です。また、プロジェクト管理の原則に関する知識を実証することにより、キャリアの見通しを改善しようとしている個人にも理想的です。認定試験では、プロジェクト統合管理、プロジェクト範囲管理、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、プロジェクト調達管理など、幅広いトピックを対象としています。
質問 # 692
The three types of estimates that PERT uses to define an approximate range for an activity's cost are:
正解：A
質問 # 693
Which action should a project manager take to ensure that the project management plan is effective and current?
正解：D
解説：
Section: Volume C
Explanation:
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 # 694
A key stakeholder has left the project management team. The team now has a new key stakeholder who is requesting project reports from team members out of sequence.
What should the project manager do first?
正解：C
解説：
According to the PMBOKGuide, specifically the Stakeholder Engagement and Communications Management knowledge areas, the arrival of a new key stakeholder is a significant change that requires immediate management action.
* Why Choice C is correct:
* Assess and Align: The project manager must first engage with the new stakeholder to understand their specific information needs, expectations, and influence on the project. This is a prerequisite to any other action.
* Clarify Procedures: By engaging directly, the PM can explain the existing Communications Management Plan and the established reporting cadence. This prevents team disruption (team members being distracted by ad-hoc requests) while ensuring the stakeholder feels supported.
* Relationship Building: Building rapport with a " key " stakeholder early is essential for long-term project success and conflict prevention.
Analysis of other options:
* A (Extend an iteration review invite): While this is a good secondary step for transparency (especially in Agile), it doesn ' t address the immediate issue of the stakeholder ' s " out of sequence " report requests. The PM first needs to understand why they need those reports before just inviting them to a meeting.
* B (Perform qualitative risk analysis): While the change in stakeholders is a risk, the PMBOKGuide emphasizes that personal engagement and communication management are the primary tools for stakeholder issues. Risk analysis is a backend process; engagement is the active resolution.
* D (Allow team members to share reports): This is incorrect. Allowing " out of sequence " reporting bypasses the Communications Management Plan and the Change Control processes. It leads to " noise,
" potential misinformation, and wastes the team ' s productive time. The PM should act as a buffer.
Key Concept: When a new stakeholder enters the project, the Project Manager must perform the Identify Stakeholders and Plan Stakeholder Engagement processes. Choice C is the " first " logical step in these processes-initiating a dialogue to align the stakeholder ' s needs with the project ' s governance framework.
質問 # 695
Verification of project deliverables occurs during which process?
正解：C
解説：
Explanation/Reference:
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 # 696
The most commonly used type of precedence relationship in the precedence diagramming method (PDM) is:
正解：A
解説：
Section: Volume C
質問 # 697
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