PMP 無料問題集「PMI Project Management Professional (2024 Version)」

（A）Allow the sponsor to determine how long the planning phase should last.

（B）Allow the client ta determine how long the planning phase should last.

（C）Ask the functional manager to work with the team to finalize planning and begin building the product.

（D）Explain that more features can be planned in upcoming Iterations and begin building the product.

（A）Change the project management plan to add a final stage for product handoff to the operations team.

（B）Include knowledge transfer sessions between the project and operations teams at every stage.

（C）Prepare detailed documentation to be shared with the operations team during project closure.

（D）Create a lessons learned register to include operations team training for future projects.

（A）The project was delivered above budget

（B）The project was completed behind schedule

（C）The risk analysis was inadequate

（D）The requirements gathering was inadequate

（A）Work with the product owner to ensure the project backlog is prioritized.

（B）Encourage project team members to prioritize the product backlog.

（C）Ensure team members are working according to the project plan.

（D）Review the project backlog during the team's standup meeting.

（A）Have a direct talk with the functional manager to understand the reasons behind their attitude.

（B）Ask the leadership team for help obtaining the needed staff.

（C）Check with human resources (HR) regarding the availability of staff.

（D）Evaluate the impact caused by the delay of forming the team and confront the functional manager.

（A）Ask the project sponsor to change the approach back to predictive as that is the team's strength.

（B）Prepare a risk report that captures the probability and impact of risks, and then share it with the project sponsor.

（C）Share the organization's decision with the team and make plans to adopt an agile approach in the upcoming project.

（D）Make a request to human resources for new team members who have agile experience.

（A）Assist by connecting the product owner with the team member to discuss what problem is to be solved

（B）Reassign the requirement to another team member who may have ideas on how to meet the requirement

（C）Deprioritize the requirement and assign a task tor it to be restated to provide the necessary clarity

（D）Assess and evaluate the team member's skills to ensure alignment to the particular requirement and solution

（A）Newspapers

（B）Meetings

（C）Social media

（D）Email

（A）Explain that a project charter is necessary to ensure agreement on scope and deliverables and to define the project manager's responsibilities

（B）Speak with peers about the need for a project charter

（C）Develop the project charter and send it for approval

（D）Agree that the project does not require a project charter, especially since the deliverables and milestones are included in the project management plan

（A）Set up a meeting with key stakeholders to clarify requirements

（B）Travel to the development team's office to push the schedule

（C）Escalate to the project steering committee and request additional time

（D）Create prototypes with the development team to confirm requirements

（A）Arrange separated group meetings to allow everyone to express their opinions.

（B）Prepare an agenda for all future team meetings and facilitate the discussion.

（C）Speak with the experienced team member to discuss the issues in a supportive way.

（D）Review the communications management plan with the team and enforce its implementation.

（A）Schedule a brainstorming session and select the top ten most important requirements.

（B）Wait to start the project execution phase until all requirements and acceptance criteria are clear.

（C）Ask the customer to include all of the requirements in the project charter to officially start the project planning phase.

（D）In the planning meeting, focus on releasing a minimum viable product (MVP) quickly and getting feedback from the end users.

（A）Evaluate the environmental and regulatory factors and identify high-level risks and assumptions

（B）Acquire project resources from the new country to mitigate the risk of uncertainty

（C）Ensure that project sponsors are in agreement on the project deliverables and timeline during the project

（D）Identify and monitor the risks closely since the company does not have lessons learned for this country.

（A）Ensured that the project would be the highest priority for all team members

（B）Used communication tools, such as video conferencing so different offices could communicate.

（C）Planned and scheduled tasks and work packages to overcome geographical and time zone challenges

（D）Learned more about how each team member prefers to communicate before assigning project work

（A）Include the local union representative in the high-power, high-impact stakeholder group

（B）Focus on the sideward stakeholders only and let the organization manage the community.

（C）Build channels to extend communication efforts to the local community

（D）Use the city administration to address communication with the community

（A）Coach upper management on agile practices, explaining that an agile project is concerned with value delivery, and negotiate a way out of the compliance requirements.

（B）Use the risk register to document all of the compliance vulnerabilities generated by the project so that all decisions are well documented and approved by stakeholders.

（C）Follow the organization's process and deliverables for predictive projects, even if they compromise the agility and performance of the project.

（D）Meet with the project management office (PMO)/compliance entity to work on process tailoring to ensure that the agile deliverables support the compliance requirements of the organization.