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PMI CAPM学習教材を選んだら、CAPM試験に落ちた人は少ないです。何故というと、CAPM学習教材の合格率が高いからです。CAPM学習教材は多くの人から好評をもらいました。そのほかに、CAPM学習教材は三種類があります。自分の好みによって選択できます。とても便利で、使い安いです。
PMI CAPM試験は、150の複数選択質問で構成され、コンピューターベースの形式で管理されています。この試験では、プロジェクト管理の5つのプロセスグループをカバーしています。これには、開始、計画、実行、監視、制御、閉鎖が含まれます。試験者は、プロジェクトの範囲、時間、コスト、品質、リスク、調達、利害関係者管理など、プロジェクト管理の概念を十分に理解し、知識を持っている必要があります。
プロジェクトマネジメント協会（PMI）によって発行されたCertified Associate in Project Management（CAPM）は、プロジェクトマネジメントの概念と技術に対する理解と知識を証明したい個人向けの認定です。CAPM認定は、プロジェクトマネジメントの初心者に特に有益であり、プロジェクトマネジメントの初級認定となります。
PassTestのPMIのCAPM試験トレーニング資料は質も良くて、値段も安いです。うちの学習教材を購入したら、私たちは一年間で無料更新サービスを提供することができます。あなたはPMIのCAPM問題集を購入する前に、PassTestは無料でサンプルを提供することができます。もし学習教材は問題があれば、或いは試験に不合格になる場合は、全額返金することを保証いたします。
CAPM認定は、プロジェクトマネジメントに新しい人やプロジェクトマネジメントのポジションに移行しようとしている人にとって貴重な資産となる可能性があります。CAPM認定は、プロジェクトマネジメント原則の基本的な理解を証明するものであり、成功への飛び出し点となることができます。また、個人の信頼性を高め、職業へのコミットメントを示し、収益を増やすことができます。
質問 # 856
Which of the following does a portfolio combine?
正解：D
解説：
According to the PMBOKGuide and The Standard for Portfolio Management, a portfolio is defined by its relationship to the organization ' s strategic goals rather than just the shared work between individual components.
* Why Choice A is correct:
* The Definition: A Portfolio is a collection of projects, programs, subsidiary portfolios, and operations managed as a group to achieve strategic objectives.
* Strategic Alignment: While projects and programs focus on " doing things right " (execution), portfolio management focuses on " doing the right things " (selection).
* Inclusion of Operations: Unlike programs, which generally consist of related projects, a portfolio includes ongoing operations (such as maintenance or recurring business activities) to ensure that the organization's total resource capacity is balanced between new initiatives and sustaining the business.
Analysis of other options:
* B (Operations, strategies, and business continuity): While a portfolio is guided by strategy, " strategy " and " business continuity " are organizational functions or goals, not the components that make up the portfolio itself. A portfolio is the container for the work that realizes those strategies.
* C (Projects, programs, and risks): Risk management is a process applied to all levels of management, but " risks " are not a constituent component of a portfolio in the same way that projects or programs are.
* D (Projects, change management, and operations): Change management is a critical discipline used within projects and portfolios to ensure transitions are successful, but it is not a structural component (like a program or project) that a portfolio " combines. " Key Concept: The Project Management Institute (PMI) emphasizes that the purpose of a Portfolio (Choice A) is to provide high-level visibility. By combining Projects, Programs, and Operations, senior leadership can see how all organizational resources are being used and make informed decisions about where to invest to best achieve the company ' s long-term vision.
質問 # 857
An international company that is starting to practice an adaptive approach has several development teams located globally. They are having problems with multiple time zones and repetitive project schedule slippage.
What effective tools should the project teams use to collaborate?
正解：B
解説：
Managing globally distributed teams in an Adaptive (Agile) environment requires a shift in how communication and coordination are handled. According to the Agile Practice Guide and the PMBOK Guide, when physical colocation is impossible, the project manager must implement " Virtual Colocation " (or " Fishbowl Windows " ).
* Why Choice A is correct:
* Iterative Development: By breaking work into short cycles (iterations/sprints), the teams can synchronize their outputs more frequently. This reduces the " slippage " because issues are identified every 2-4 weeks rather than at the end of a long waterfall phase.
* Virtual Meetings: To bridge the time zone gap, teams must use asynchronous communication tools (like wikis or boards) combined with strategic Virtual Meetings (like video conferencing or chat) scheduled during " overlap " hours. This facilitates the necessary face-to-face interaction- even if digital-required for Agile ceremonies like Daily Standups and Retrospectives.
* Global Collaboration: This approach acknowledges the reality of a global workforce while providing the structure needed to keep disparate teams aligned.
Analysis of other options:
* B (Frequent colocated meetings): While physically working together is the " gold standard " for Agile, it is often financially and logistically impossible for an international company with multiple teams. " Frequent " international travel would likely blow the project budget and cause further delays.
* C (Use only colocated teams): This is a regression. It ignores the strategic benefits of a global workforce (such as 24/7 development " follow-the-sun " models or local market expertise) and may not be possible if the required talent is distributed globally.
* D (Benchmarking competition): Benchmarking helps with quality or process standards, but it doesn ' t solve the immediate, practical problem of time zone synchronization and team coordination.
Key Concept: The Project Management Institute (PMI) emphasizes that for distributed teams, the Communication Management Plan must be robust. By adopting an iterative approach (Choice A), the project manager creates a " heartbeat " for the project that keeps all global teams moving at the same pace, regardless of their physical location.
質問 # 858
Which contract type is least desirable to a vendor?
正解：C
質問 # 859
Which process requires implementation of approved changes?
正解：C
質問 # 860
Which tools or techniques are used during the Close Project or Phase process?
正解：D
質問 # 861
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