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人間ができるというのは、できることを信じるからです。PassTestは IT職員を助けられるのは職員の能力を証明することができるからです。PassTestのPMIのCAPM「Certified Associate in Project Management (CAPM)」試験はあなたが成功することを助けるトレーニング資料です。PMIのCAPM認定試験に受かりたいのなら、PassTest を選んでください。時には、成功と失敗の距離は非常に短いです。前へ何歩進んだら成功できます。あなたはどうしますか。前へ進みたくないですか。PassTestは成功の扉ですから、 PassTestを利用してください。
CAPM認定の対象となるには、候補者は高校の卒業証書または同等の程度を持ち、23時間のプロジェクト管理教育を完了している必要があります。 CAPM認定は、個人がプロジェクト管理の専門職へのコミットメントを実証し、キャリアの見通しを強化する優れた方法です。また、プロジェクトマネージャーがプロジェクトを効果的に管理するために必要なスキルと知識を確保したいと考えている組織にとって貴重な資格でもあります。
CAPM認定試験は現在で本当に人気がある試験ですね。まだこの試験の認定資格を取っていないあなたも試験を受ける予定があるのでしょうか。確かに、これは困難な試験です。しかし、難しいといっても、高い点数を取って楽に試験に合格できないというわけではないです。では、まだ試験に合格するショートカットがわからないあなたは、受験のテクニックを知りたいですか。今教えてあげますよ。それはPassTestのCAPM問題集を利用することです。
PMI CAPM認定を取得することは、プロジェクト管理の専門家へのコミットメントと職場でプロジェクト管理の原則を適用する能力を実証するため、個人に雇用市場で競争力を与えることができます。さらに、雇用機会の増加、給与の増加、キャリアの進歩の機会の増加につながる可能性があります。
質問 # 387
A team has completed a couple of sprints for a new interface they are building for a client. The team is now ready to release the updates. What should the business analyst review?
正解：A
解説：
The Requirements Traceability Matrix ensures that all requirements have been implemented and tested correctly before release. It helps the business analyst verify that the delivered updates meet the agreed-upon requirements.
質問 # 388
An element of the project scope statement is:
正解：D
解説：
According to the PMBOKGuide (specifically within the Define Scope process), the Project Scope Statement is the document that describes the project scope, major deliverables, assumptions, and constraints.
One of its primary components is Acceptance Criteria, which defines the conditions that must be met before deliverables are accepted.
The detailed elements of a Project Scope Statement typically include:
* Product scope description: Progressively elaborates the characteristics of the product, service, or result.
* Deliverables: Any unique and verifiable product, result, or capability.
* Acceptance criteria: A set of conditions that is required to be met before deliverables are accepted.
* Project exclusions: Explicitly states what is excluded from the project to manage stakeholder expectations.
The other options are incorrect because they belong to different project documents as per PMI standards:
* A stakeholder list: This is part of the Stakeholder Register, which is an output of the Identify Stakeholders process.
* A summary budget: This is typically found in the Project Charter, which contains high-level financial information before the detailed budget is determined during planning.
* High-level risks: These are also documented in the Project Charter and later expanded upon in the Risk Register during the Identify Risks process.
As per the PMI Standard for Project Management, the project scope statement provides a common understanding of the project scope among project stakeholders.
質問 # 389
Which tool or technique of the Define Activities process allows for work to exist at various levels of detail depending on where it is in the project life cycle?
正解：B
解説：
Explanation/Reference:
Explanation:
6.2.2.2 Rolling Wave Planning
Rolling wave planning is an iterative planning technique in which the work to be accomplished in the near term is planned in detail, while the work in the future is planned at a higher level. It is a form of progressive elaboration.
Therefore, work can exist at various levels of detail depending on where it is in the project life cycle. During early strategic planning, when information is less defined, work packages may be decomposed to the known level of detail. As more is known about the upcoming events in the near term, work packages can be decomposed into activities.
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
Schedule management plan
Scope baseline
Enterprise environmental factors
Organizational process assets
Tools & Techniques
Decomposition
Rolling wave planning
Expert judgment
Outputs
Activity list
Activity attributes
Milestone list
質問 # 390
In the Define Activities process, the schedule management plan is used to:
正解：B
解説：
Explanation/Reference:
Explanation:
6.1.3.1 Schedule Management Plan
A component of the project management plan that establishes the criteria and the activities for developing, monitoring, and controlling the schedule. The schedule management plan may be formal or informal, highly detailed or broadly framed, based upon the needs of the project, and includes appropriate control thresholds.
For example, the schedule management plan can establish the following:
Project schedule model development. The scheduling methodology and the scheduling tool to be
used in the development of the project schedule model are specified.
Level of accuracy. The acceptable range used in determining realistic activity duration estimates is
specified and may include an amount for contingencies.
Units of measure. Each unit used in measurements (such as staff hours, staff days, or weeks for time
measures, or meters, liters, tons, kilometers, or cubic yards for quantity measures) is defined for each of the resources.
Organizational procedures links. The WBS (Section 5.4) provides the framework for the schedule
management plan, allowing for consistency with the estimates and resulting schedules.
Project schedule model maintenance. The process used to update the status and record progress of
the project in the schedule model during the execution of the project is defined.
Control thresholds. Variance thresholds for monitoring schedule performance may be specified to
indicate an agreed-upon amount of variation to be allowed before some action needs to be taken.
Thresholds are typically expressed as percentage deviations from the parameters established in the baseline plan.
Rules of performance measurement. Earned value management (EVM) rules or other physical
measurement rules of performance measurement are set. For example, the schedule management plan may specify:
○○ Rules for establishing percent complete,
○○ Control accounts at which management of progress and schedule will be measured,
○○ Earned value measurement techniques (e.g., baselines, fixed-formula, percent complete, etc.) to be employed (for more specific information, refer to the Practice Standard for Earned Value Management) [9],
○○ Schedule performance measurements such as schedule variance (SV) and schedule performance index (SPI) used to assess the magnitude of variation to the original schedule baseline.
Reporting formats. The formats and frequency for the various schedule reports are defined.
Process descriptions. Descriptions of each of the schedule management processes are documented.
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
Schedule management plan
1. Scope baseline
2. Enterprise environmental factors
3. 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 # 391
A technical project manager uses a directive approach with the team. Some team members are growing increasingly frustrated when their recommendations are not adopted by the project manager.
What should the project manager do to address this issue?
正解：B
解説：
According to the PMBOKGuide (7th Edition) and the PMI Standard for Project Management, leadership is not a " one size fits all " activity. While a directive approach (Command and Control) may be useful in a crisis, it often leads to decreased morale and stifled innovation in technical teams.
Why Choice A is correct: The Project Manager is currently experiencing a breakdown in Team Management.
By applying Emotional Intelligence (EI), the PM can recognize the emotional state of the team (frustration) and regulate their own leadership style to be more collaborative.
Active Listening: This specific EI skill involves seeking to understand the " why " behind the team ' s recommendations. Even if the PM ultimately chooses a different path, making the team feel heard and valued significantly reduces friction and improves buy-in.
Relationship Management: This allows the PM to transition from a purely directive style to a more participative or servant-leadership style, which is essential for retaining high-performing technical talent.
Analysis of other options:
B (Instruct to self-organize): You cannot simply " tell " a team to self-organize if the current environment is strictly directive. Self-organization requires a foundation of trust and empowerment that the PM must first build through better interpersonal skills.
C (Lessons learned log): This is a passive-aggressive way to dismiss current concerns. Lessons learned are primarily for the end of a phase or project; the team ' s frustration is an active issue that requires immediate resolution to prevent project slippage.
D (Encourage following the plan): This ignores the human element of the problem. If the team feels their expertise is being ignored, simply pointing at a document will likely increase their frustration rather than solve it.
Key Concept: The Project Management Institute (PMI) emphasizes that modern Project Managers must balance technical skills with " Power Skills " (soft skills). In this scenario, the PM's technical directive style has become a bottleneck. Using EI (Choice A) is the first step in diagnosing the conflict and adapting the leadership approach to meet the team ' s professional needs.
質問 # 392
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