PMI CAPM模擬モード、CAPM受験対策解説集

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CAPM 認定は個人が基本的なプロジェクト管理の概念や技術を理解していることを示す優れた方法です。この認定は世界的に認められており、競争の激しい就職市場で個人を際立たせるのに役立ちます。また、この認定はプロジェクト管理分野への個人の取り組みやスキルと知識の継続的な開発を示すことができます。

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CAPM受験対策解説集 & CAPM資格認定試験

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PMI CAPM試験は、プロジェクト管理のキャリアを追求したい人々にとって優れた認定試験です。試験は、プロジェクト管理の基本原則の知識と理解を評価し、この分野に新しい人々に最適です。この認証は、グローバルに認められており、個人がプロジェクト管理専門職へのコミットメントを示す機会を提供します。

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PMI Certified Associate in Project Management (CAPM) 認定 CAPM 試験問題 (Q902-Q907):

質問 # 902
A project manager has created an issue log to document issues communicated by project team members during weekly team meetings. This is an input of:

A. Plan Risk Management.
B. Report Performance.
C. Manage Stakeholder Expectations.
D. Monitor and Control Risks.

正解：C

解説：
According to the PMBOKGuide, the Issue Log is a project document where all the issues are recorded and tracked. While it is created as an output of the Direct and Manage Project Work process, it serves as a critical input for several other processes, most notably Manage Stakeholder Engagement (often referred to in older exam versions as Manage Stakeholder Expectations).
The Role of the Issue Log: An issue is defined as a point or matter in question or in dispute, or a point that is under discussion. The log ensures that these concerns are documented, assigned to an owner, and tracked until resolution.
* Input to Stakeholder Management: To effectively manage stakeholder expectations and engagement, a project manager must address the concerns and issues that have been raised. By using the issue log as an input, the project manager ensures that stakeholders ' concerns are not overlooked, which helps in maintaining their support and managing their influence on the project.
* Integration: Resolving issues helps in reducing project risks and increases the likelihood of meeting project objectives.
Analysis of Other Options:
B). Monitor and Control Risks: While issues and risks are related, the primary input here is the Risk Register.
Risks are uncertain events that might happen, whereas issues are events that have happened.
* C. Plan Risk Management: This process defines how to conduct risk management activities. It happens early in the project (Planning) and focuses on the methodology, not on the specific issues log created during execution.
* D. Report Performance: This process (often part of Monitor and Control Project Work or Manage Communications) focuses on collecting and distributing performance information, including status reports and progress measurements. While an issue log might be referenced in a report, it is not formally listed as a primary input to the process of performance reporting in the same way it is for managing stakeholder engagement.

質問 # 903
What is the most accurate rough order of magnitude (ROM)?

A. In the Monitoring and Controlling phase, the estimate is in the range of +/- 15%.
B. In the Planning phase, the estimate is in the range of +/- 50%.
C. In the Initiation phase, the estimate is in the range of +/- 50%.
D. In the Closing phase, the estimate is in the range of +/- 15%.

正解：C

解説：
Section: Volume D
Explanation:
A rough order of magnitude (ROM) estimate is the least accurate estimate. A Guide to the Project Management Body of Knowledge (The PMBOK Guide), 5th Edition gives the guidelines that ROMs are -50% to +50% accurate, the PMBOK Guide 5th Edition gives the guidelines that ROMs are -25% to +75% accurate, or potentially even larger. It should be noted that stated percentages are not the main takeaway are not likely specifically tested on; it is more the concept and idea that ROMs are a rough estimate, are used early in the project when info is limited, and are hence the least accurate.

質問 # 904
What is the best tool to calculate the critical path on a project?

A. Critical chain method
B. Graphical evaluation and review technique (GERT) diagram
C. Project network diagram
D. Gantt chart

正解：C

質問 # 905
Which document includes the project scope, major deliverables, assumptions, and constraints?

A. Scope management plan
B. Project document updates
C. Project charter
D. Project scope statement

正解：D

質問 # 906
A production support system is being managed by a team. The team members cannot plan their work in advance, even for a week, because they do not know when new support issues will be submitted. The team cannot start working on new issues until they finish existing issues, no matter how long it takes to finish the existing issues.
Which method should be used in this situation?

A. Extreme Programming (XP), as it does not allow for moving on to new items until the existing items are finished.
B. Kanban, because the team does not start new work until the existing work is finished.
C. SAFe, as it does not allow for scaling work across different teams in the organization.
D. Scrum, as it allows for completing the whole architecture up front without leaving any technical debt for the future.

正解：B

解説：
According to the Agile Practice Guide and the PMBOKGuide, the choice of an adaptive lifecycle depends on the nature of the work. Support and maintenance environments are characterized by high variability and the need for a " pull-based " system.
* Why Choice C is correct: Kanban is the ideal method for " continuous flow " work where tasks cannot be planned in time-boxed iterations (like Scrum Sprints).
* Work in Progress (WIP) Limits: The scenario states the team cannot start new issues until they finish existing ones. This is the core principle of WIP limits in Kanban. By limiting how much work can be " In Progress, " the team prevents bottlenecks and ensures they focus on completing tasks before taking on new ones.
* On-Demand Planning: Since support issues are unpredictable, Kanban allows the team to pull the next highest-priority item from the backlog as soon as capacity becomes available, rather than waiting for a new sprint cycle.
* Analysis of other options:
* A (SAFe): The Scaled Agile Framework (SAFe) is designed for large-scale, multi-team development. The description provided in the option ( " it does not allow for scaling " ) is factually incorrect, as SAFe is specifically built for scaling.
* B (Extreme Programming - XP): XP is a software development methodology focused on technical excellence (e.g., pair programming, test-driven development). While it emphasizes quality, it does not fundamentally dictate the flow of work for unpredictable support issues as effectively as Kanban.
* D (Scrum): Scrum relies on Sprints (time-boxes). If a team cannot plan their work even for a week, Scrum ' s " Sprint Planning " becomes impossible. Furthermore, the statement that Scrum allows for " completing the whole architecture up front " is incorrect; that describes a Waterfall
/Predictive approach, whereas Scrum is iterative.
In a production support environment, the Lead Time and Cycle Time metrics used in Kanban provide the visibility needed to manage a reactive workload without the overhead of rigid sprint structures.

質問 # 907
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