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| Section | Weight | Objectives |
|---|---|---|
| Agile Frameworks/Methodologies | 20% | - Agile principles and mindset - Scrum framework: roles, events, artifacts - Hybrid approaches combining predictive and agile - Kanban method and flow management - Iterative and incremental delivery practices |
| Project Management Fundamentals and Core Concepts | 36% | - Project management processes and process groups - Project roles, responsibilities, and stakeholders - Project life cycles and delivery approaches - Project, program, and portfolio definitions and distinctions - Key concepts of project management |
| Predictive, Plan-Based Methodologies | 17% | - Monitoring and controlling phase: measurement, change control - Closing phase: completion, handover, lessons learned - Initiating phase processes and activities - Executing phase: work performance, team management, communication - Planning phase: scope, schedule, cost, quality, risk, resources |
| Business Analysis Frameworks | 27% | - Stakeholder engagement and communication - Business analysis planning and monitoring - Solution evaluation and validation - Requirements elicitation and analysis - Scope definition and management |
영어가 서툴러 국제승인 인기 IT인증자격증 필수시험 과목인PMI인증 CAPM시험에 도전할 엄두도 낼수 없다구요? 이런 생각은 이글을 보는 순간 버리세요. PMI인증 CAPM시험을 패스하려면ITDumpsKR가 고객님의 곁을 지켜드립니다. ITDumpsKR의PMI인증 CAPM덤프는 PMI인증 CAPM시험패스 특효약입니다. 영어가 서툴러고 덤프범위안의 문제만 기억하면 되기에 영어로 인한 문제는 걱정하지 않으셔도 됩니다.
질문 # 342
Which of the following is an example of tacit knowledge
정답：D
설명：
In the PMBOKGuide, particularly within the Manage Project Knowledge process, a clear distinction is made between two types of knowledge: Explicit and Tacit.
* Tacit Knowledge (Choice C): This is personal knowledge that is difficult to express or formalize. It includes Expert Judgment, insights, experience, " know-how, " and beliefs. It is often shared through interpersonal interaction, mentoring, and social connection. Because it is embedded in the individual ' s mind and influenced by their unique context, it cannot be easily written down or stored in a database.
* Explicit Knowledge (Choice A, B, and D): This is knowledge that can be codified using symbols such as words, numbers, and pictures. It can be easily documented and shared.
* Risk Register (Choice A): A formal document containing identified risks and their characteristics.
* Project Requirements (Choice B): Documented needs or conditions that must be met.
* Make-or-buy Analysis (Choice D): A documented technique and result used to determine whether work should be performed internally or purchased from outside sources.
The goal of the Manage Project Knowledge process is to use existing organizational knowledge and create new knowledge to achieve the project ' s objectives. While explicit knowledge is managed via Information Management, tacit knowledge is managed through Knowledge Management (e.g., networking and communities of practice) because it resides within the experts themselves.
질문 # 343
What charts and (igures should project managers use during the Perform Quantitative Risk Analysis process?
정답：B
질문 # 344
When a project is undertaken to reduce defects in a product or service, the objective of the project is to create a
/an:
정답：B
설명：
According to the PMBOKGuide (Project Management Body of Knowledge), a project is a temporary endeavor undertaken to create a unique product, service, or result. Within this definition, the PMI standards further categorize the nature of these outputs:
* Improvement (Option A): An improvement is a specific type of project objective aimed at enhancing an existing product, service, or result. When a project is initiated specifically to reduce defects, increase efficiency, or upgrade the quality of a current offering, the formal classification of that project ' s output is an improvement.
* Result (Option C): While an improvement is technically a type of " outcome, " the term Result in PMI standards usually refers to an output that is knowledge-based or documented, such as a research report, a feasibility study, or a set of findings (as seen in Question 159).
* Program (Option B): A program is a group of related projects, subprograms, and program activities managed in a coordinated way to obtain benefits not available from managing them individually. It is a management structure, not the output of a single defect-reduction project.
* Portfolio (Option D): A portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives. It represents the highest level of organizational investment and is not an individual project objective.
In the PMI framework, the distinction is clear: if you are building something new from scratch, it is a Product or Service; if you are making an existing one better or fixing its flaws, it is an Improvement.
질문 # 345
Which schedule development technique modifies the project schedule to account for limited resources?
정답：D
질문 # 346
A project manager is developing the work breakdown structure (WBS) for a project. The team is asking at what level should they decompose their assigned work.
What should the project manager answer?
정답：A
설명：
This question reinforces a fundamental concept in the PMBOK Guide regarding the structure of the Work Breakdown Structure (WBS). While a project manager may be tempted to break work down as far as possible, there is a specific formal " stopping point " in the WBS hierarchy.
Why Choice D is correct:
The Definition of a Work Package: The Work Package is the lowest level of the WBS. It is the point at which cost and duration can be estimated with high confidence and where the work can be effectively managed and controlled.
Control Accounts: Work packages are often grouped into Control Accounts for management and reporting purposes, but the decomposition process itself stops once you reach a manageable " unit " of a deliverable.
Accountability: A work package represents a specific deliverable or project work component that can be assigned to a single person or a specific team.
Analysis of other options:
A (Activity level): Activities are the specific actions required to complete a work package. While work packages are decomposed into activities, this happens during the Define Activities process in Schedule Management, not during the creation of the WBS.
B (Deliverable level): " Deliverable " is a generic term. While the WBS is deliverable-oriented, it contains many levels of deliverables (from the whole project down to sub-components). The specific name for the lowest level of that decomposition is the work package.
C (Task level): Similar to activities, " tasks " are generally considered smaller units of work within an activity or work package. Breaking a WBS down to the task level is often considered micromanagement and makes the WBS too complex to maintain.
Key Concept: The Project Management Institute (PMI) teaches that proper decomposition is a balance. By stopping at the Work Package level (Choice D), the project manager ensures that the scope is clearly defined without the overhead of tracking every minute task, providing the perfect foundation for the Scope Baseline.
질문 # 347
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