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IT業界を愛しているあなたは重要なPMIのCAPM試験のために準備していますか。我々Jpshikenにあなたを助けさせてください。我々はあなたのPMIのCAPM試験への成功を確保しているだけでなく、楽な準備過程と行き届いたアフターサービスを承諾しています。
| Section | Weight | Objectives |
|---|---|---|
| Agile Frameworks and Methodologies | 20% | - Scrum and Kanban basics
|
| Project Management Fundamentals and Core Concepts | 36% | - Core project management principles
|
| Predictive Plan-Based Methodologies | 17% | - Risk and quality management
|
| Business Analysis Frameworks | 27% | - Stakeholder engagement
|
なぜ我々社は試験に合格しないなら、全額での返金を承諾するのは大勢の客様が弊社のPMI CAPM問題集を使用して試験に合格するのは我々に自信を与えるからです。PMI CAPM試験はIT業界での人にとって、とても重要な能力証明である一方で、大変難しいことです。それで、弊社の専門家たちは多くの時間と精力を尽くし、PMI CAPM試験資料を研究開発されます。
質問 # 1326
The process of prioritizing risks for further analysis or action is known as:
正解：C
解説：
Explanation/Reference:
Explanation:
Process: 11.3 Perform Qualitative Risk Analysis
Definition: The process of prioritizing risks for further analysis or action by assessing and combining their probability of occurrence and impact.
Key Benefit: The key benefit of this process is that it enables project managers to reduce the level of uncertainty and to focus on high-priority risks.
Inputs
1. Risk management plan
2. Scope baseline
3. Risk register
4. Enterprise environmental factors
5. Organizational process assets
Tools & Techniques
1. Risk probability and impact assessment
2. Probability and impact matrix
3. Risk data quality assessment
4. Risk categorization
5. Risk urgency assessment
6. Expert judgment
Outputs
1. Project documents updates
質問 # 1327
Which Plan Schedule Management tool or technique may involve choosing strategic options to estimate and schedule the project?
正解：D
解説：
According to the PMBOKGuide and the Standard for Project Management, Analytical techniques are used in the Plan Schedule Management process to define the strategic approach for the project schedule.
As per PMI standards, these techniques involve choosing between strategic options to estimate and schedule the project. This is a critical step in determining how the project ' s timeline will be developed and managed.
Specific analytical techniques used in this process include:
* Scheduling methodology: Choosing between various methods such as the Critical Path Method (CPM), Critical Chain, or Agile/Adaptive approaches.
* Scheduling tools: Deciding on the specific software or manual systems to be used.
* Estimating techniques: Determining if the project will use Analogous, Parametric, Three-point, or Bottom-up estimating.
* Fast tracking or crashing: Deciding on the strategic use of schedule compression techniques if needed.
The other options are incorrect based on the following PMI definitions:
* Facilitation techniques: These are used to bring stakeholders together to reach a consensus. While they are used during the Planning meetings, they are the means of communication rather than the analysis of strategic scheduling options.
* Expert judgment: This refers to providing input from individuals or groups with specialized knowledge or training in previous similar projects. While experts provide advice, the " analytical technique " is the formal category for the logical process of selecting strategic options.
* Variance analysis: This is a tool and technique used in the Control Schedule process (Monitoring and Controlling), not in Plan Schedule Management (Planning). It is used to compare actual progress against the baseline to identify deviations.
As per the PMI Lexicon of Project Management Terms, analytical techniques allow the project manager to evaluate the implications of different scheduling scenarios and choose the one that best fits the project ' s constraints and organizational environment.
質問 # 1328
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?
正解：A
解説：
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.
質問 # 1329
Market conditions and published commercial information are examples of which input to the Estimate Costs process?
正解：C
解説：
According to the PMBOKGuide and the Standard for Project Management, Market conditions and published commercial information (such as commercial databases or price lists) are classic examples of Enterprise Environmental Factors (EEF).
In the Estimate Costs process, EEFs are internal or external factors that are not under the direct control of the project team but influence, constrain, or direct the project. Specifically:
* Market conditions: These describe what products, services, and results are available in the local and global marketplace, which directly affects the cost of resources.
* Published commercial information: This includes resource cost rate information that is often available from commercial databases that track skills and human resource costs, and provide standard costs for material and equipment.
The other options are incorrect based on the following PMI definitions:
* Scope baseline: This includes the project scope statement, WBS, and WBS dictionary. While it provides the requirements and work packages that need to be estimated, it does not contain external market pricing or commercial data.
* Organizational Process Assets (OPA): These are internal to the organization and include things like cost estimating templates, historical information, and lessons learned from previous projects. " Published commercial information " is considered external, thus making it an EEF.
* Risk Register: This is an input used to consider the " cost of risk " (contingency reserves). While it influences the total estimate, it is not the source for general market conditions or commercial price lists.
As per the PMI Lexicon of Project Management Terms, Enterprise Environmental Factors provide the context in which the project operates, and in the case of cost estimation, they provide the external economic reality that the project manager must account for.
質問 # 1330
What is the aim of portfolio management?
正解：C
質問 # 1331
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