CAPM試題 - CAPM考證

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PMI CAPM Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Predictive, Plan-Based Methodologies	30%	- Predictive Tool Techniques 1. Gantt charts 2. Work breakdown structure (WBS) 3. Network diagrams 4. Critical path method (CPM) - Plan-Driven Process Implementation 1. Detailed planning and estimation 2. Change control processes 3. Baseline management 4. Scope verification - Predictive Methodology Principles 1. Waterfall approach characteristics 2. Sequential phases 3. Milestone-driven delivery 4. Requirements gathering and documentation
Topic 2: Project Management Fundamentals and Core Concepts	50%	- Project Integration Management 1. Perform integrated change control 2. Develop project charter 3. Monitor and control project work 4. Direct and manage project work 5. Manage project knowledge 6. Develop project management plan 7. Close project or phase - Understanding the Value of Project Management 1. Distinction between projects, programs, and portfolios 2. Role of project manager 3. Benefits of project management 4. Organizational project management (OPM) - Project Communications Management 1. Plan communications management 2. Monitor communications 3. Manage communications - Project Procurement Management 1. Plan procurement management 2. Conduct procurements 3. Control procurements - Project Cost Management 1. Determine budget 2. Plan cost management 3. Control costs 4. Estimate costs - Project Scope Management 1. Collect requirements 2. Control scope 3. Define scope 4. Plan scope management 5. Validate scope 6. Create WBS - Project Schedule Management 1. Sequence activities 2. Develop schedule 3. Estimate activity duration 4. Define activities 5. Control schedule 6. Plan schedule management - Project Management Framework 1. Project stakeholders and governance 2. Knowledge areas 3. Process groups (Initiating, Planning, Executing, Monitoring and Controlling, Closing) 4. PMBOK Guide framework components - Project Quality Management 1. Manage quality 2. Plan quality management 3. Control quality - Project Resource Management 1. Develop team 2. Manage team 3. Control resources 4. Acquire resources 5. Plan resource management - Project Stakeholder Management 1. Identify stakeholders 2. Manage stakeholder engagement 3. Plan stakeholder engagement 4. Monitor stakeholder engagement - Project Risk Management 1. Monitor risks 2. Perform quantitative risk analysis 3. Perform qualitative risk analysis 4. Identify risks 5. Plan risk management 6. Implement risk responses 7. Plan risk responses
Topic 3: Agile and Hybrid Methodologies	20%	- Agile Principles and Mindset 1. Iterative and incremental delivery 2. Early delivery and continuous improvement 3. Agile Manifesto values and principles 4. Adaptive planning - Hybrid Approaches 1. Kanban basics 2. Blending predictive and agile methods 3. Scrum framework roles and events - Agile Estimation and Planning 1. Velocity-based planning 2. Sprint planning and retrospectives 3. Story points and relative estimation

Section

Weight

Objectives

Topic 1: Predictive, Plan-Based Methodologies

30%

- Predictive Tool Techniques

1. Gantt charts
2. Work breakdown structure (WBS)
3. Network diagrams
4. Critical path method (CPM)

- Plan-Driven Process Implementation

1. Detailed planning and estimation
2. Change control processes
3. Baseline management
4. Scope verification

- Predictive Methodology Principles

1. Waterfall approach characteristics
2. Sequential phases
3. Milestone-driven delivery
4. Requirements gathering and documentation

Topic 2: Project Management Fundamentals and Core Concepts

50%

- Project Integration Management

1. Perform integrated change control
2. Develop project charter
3. Monitor and control project work
4. Direct and manage project work
5. Manage project knowledge
6. Develop project management plan
7. Close project or phase

- Understanding the Value of Project Management

1. Distinction between projects, programs, and portfolios
2. Role of project manager
3. Benefits of project management
4. Organizational project management (OPM)

- Project Communications Management

1. Plan communications management
2. Monitor communications
3. Manage communications

- Project Procurement Management

1. Plan procurement management
2. Conduct procurements
3. Control procurements

- Project Cost Management

1. Determine budget
2. Plan cost management
3. Control costs
4. Estimate costs

- Project Scope Management

1. Collect requirements
2. Control scope
3. Define scope
4. Plan scope management
5. Validate scope
6. Create WBS

- Project Schedule Management

1. Sequence activities
2. Develop schedule
3. Estimate activity duration
4. Define activities
5. Control schedule
6. Plan schedule management

- Project Management Framework

1. Project stakeholders and governance
2. Knowledge areas
3. Process groups (Initiating, Planning, Executing, Monitoring and Controlling, Closing)
4. PMBOK Guide framework components

- Project Quality Management

1. Manage quality
2. Plan quality management
3. Control quality

- Project Resource Management

1. Develop team
2. Manage team
3. Control resources
4. Acquire resources
5. Plan resource management

- Project Stakeholder Management

1. Identify stakeholders
2. Manage stakeholder engagement
3. Plan stakeholder engagement
4. Monitor stakeholder engagement

- Project Risk Management

1. Monitor risks
2. Perform quantitative risk analysis
3. Perform qualitative risk analysis
4. Identify risks
5. Plan risk management
6. Implement risk responses
7. Plan risk responses

Topic 3: Agile and Hybrid Methodologies

20%

- Agile Principles and Mindset

1. Iterative and incremental delivery
2. Early delivery and continuous improvement
3. Agile Manifesto values and principles
4. Adaptive planning

- Hybrid Approaches

1. Kanban basics
2. Blending predictive and agile methods
3. Scrum framework roles and events

- Agile Estimation and Planning

1. Velocity-based planning
2. Sprint planning and retrospectives
3. Story points and relative estimation

>> CAPM試題 <<

PMI CAPM考證 - CAPM證照

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最新的 CAPM CAPM 免費考試真題 (Q1217-Q1222):

問題 #1217
Types of internal failure costs include:

A. inspections.
B. reworking and scrapping.
C. lost business.
D. equipment and training.

答案：B

解題說明：
According to the PMBOKGuide, specifically within the Plan Quality Management process, the Cost of Quality (COQ) is a critical tool used to ensure that the project deliverables meet the required standards. COQ is divided into two main categories: Cost of Conformance and Cost of Nonconformance.
Internal failure costs fall under the category of Cost of Nonconformance. These are costs incurred because the product or service does not meet quality requirements, but the deficiency is discovered before the product is delivered to the customer.
* Rework: The action taken to bring a defective or nonconforming component into compliance with requirements or specifications.
* Scrap: The cost of work or materials that cannot be repaired or used and must be discarded.
* Timing: Because these failures are found internally (by the project team or quality department), they are generally less expensive than external failures, but they still represent a waste of project resources and time.
* A. Inspections: These are Appraisal Costs (part of the Cost of Conformance). These are costs incurred to examine the work and ensure it meets requirements before a failure occurs.
* B. Equipment and Training: These are Prevention Costs (part of the Cost of Conformance). These are proactive investments made to keep errors from happening in the first place.
* C. Lost Business: This is an External Failure Cost. These costs occur when the product has already reached the customer and fails. Lost business, warranty claims, and damage to reputation are the most expensive types of quality costs.

問題 #1218
Which of the following can a project manager use to represent defined team member roles in a group of tasks?

A. Responsibility assignment matrix (RAM)
B. Organizational breakdown structure (OBS)
C. Work breakdown structure (WBS)
D. Resource breakdown structure (RBS)

答案：A

問題 #1219
Organizational theory is a tool used in which Project Human Resource Management process?

A. Plan Human Resource Management
B. Develop Project Team
C. Manage Project Team
D. Acquire Project Team

答案：A

解題說明：
According to the PMBOKGuide, specifically within the Project Resource Management knowledge area (formerly Human Resource Management), Organizational Theory is a specific Tool and Technique used in the Plan Human Resource Management process.
* Definition and Utility: Organizational theory provides information regarding the way in which people, teams, and organizational units behave. Effective use of this tool can shorten the amount of time, cost, and effort needed to create the Plan Human Resource Management outputs and improve planning efficiency.
* Strategic Application: It helps the project manager understand how to structure the project team based on the existing culture and hierarchy of the performing organization. For example, different organizational structures (Functional, Matrix, or Projectized) require different leadership styles and reporting relationships, which must be documented in the Resource Management Plan.
* Influence on Planning: By applying established theories (such as Maslow ' s Hierarchy, Herzberg's Two-Factor Theory, or McGregor's Theory X and Y), a project manager can better predict how team members will respond to various structures and responsibilities, leading to a more effective staffing plan.
Why the other options are incorrect:
* A. Manage Project Team: This process uses tools like Observation and Conversation, Appraisals, and Conflict Management to influence team behavior during execution, rather than the theoretical structuring of the team.
* B. Acquire Project Team: This process focuses on the actual recruitment and assignment of personnel.
Its tools include Pre-assignment, Negotiation, and Acquisition.
* C. Develop Project Team: This process focuses on improving competencies and team spirit. Its tools include Interpersonal Skills, Training, Team-Building Activities, and Ground Rules.

問題 #1220
The project manager is working in an agile/adaptive environment. The project manager is considering different approaches for applying Project Integration Management in this environment. How can the project manager ensure that this will work for the project?

A. Promote a team with a narrow specialization within a hierarchical environment.
B. Delegate project decisions to the product owner and sponsor.
C. Build a team that can respond to changes within a collaborative, decision-making environment.
D. Take control of all decisions and product planning.

答案：C

問題 #1221
A project manager has been assigned to a project with a short duration and given funding to form a small team. The project manager needs to choose team members based on their availability and other aspects.
What other features should the project manager consider?

A. Collaborative skills, quality focus, and political connections
B. Skill set, expertise, and training readiness
C. Past project performance, wage rate, and network base
D. Priorities, resource demand, and expertise

答案：B

解題說明：
When a project manager is tasked with forming a team-especially for a short-duration project-the efficiency and immediate capability of the resources are paramount. In the PMBOKGuide, this falls under the Resource Management knowledge area, specifically the Acquire Resources process.
* Why Choice A is correct:
* Skill set and Expertise: For a short project, there is little time for a learning curve. The project manager must ensure team members possess the specific technical skills and prior experience (expertise) to hit the ground running.
* Training Readiness: This refers to the ability of the resource to bridge small gaps quickly or adapt to the project ' s specific tools and methodologies.
* Multi-Criteria Decision Analysis (MCDA): This is a formal tool used during resource acquisition where the PM evaluates potential members against criteria such as availability, cost, experience, ability, and knowledge. Choice A aligns most closely with the professional attributes required to ensure project success under time constraints.
Analysis of other options:
* B (Past performance, wage rate, network base): While past performance and cost (wage rate) are factors, " network base " (who the person knows) is rarely a primary selection criterion for a small, short-duration technical team compared to their actual ability to do the work.
* C (Collaborative skills, quality focus, political connections): Collaboration and quality are important, but " political connections " are generally considered an inappropriate or secondary factor for selecting a project team, as it focuses on influence rather than competence.
* D (Priorities, resource demand, and expertise): " Priorities " and " resource demand " are organizational factors (often managed by a Resource Manager or PMO) rather than individual " features " or attributes of a specific person being considered for a team.
Key Concept: The Project Management Institute (PMI) emphasizes that for high-performing teams, the Project Manager must look beyond mere " availability. " By focusing on Skill set, expertise, and training readiness (Choice A), the Project Manager mitigates the risk of delays, ensuring the small team has the collective " horsepower " to complete the deliverables within the restricted timeline.

問題 #1222
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