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NEW QUESTION # 127
資訊科技 (IT) 團隊負責敏捷開發團隊開發的產品的驗證和發布。由於 IT 團隊的其他優先事項，發布被推遲。
專案經理應該採取什麼行動？
- A. 將問題從 IT 團隊報給管理階層，並優先考慮驗證。
- B. 當 IT 團隊能夠驗證功能時交付這些功能。
- C. 與 IT 團隊合作確定新功能驗證和發布的優先順序。
- D. 請IT團隊立即發布產品，然後驗證功能。
Answer: C
Explanation:
Explanation
According to the Project Management Professional (PMP) Reference Materials, a project manager should work with the IT team to prioritize the validation and release of the new features. This is because the project manager is responsible for ensuring that the product delivers value to the customer on an incremental basis, as per the agile principles. The project manager should collaborate with the IT team to understand their constraints and challenges, and help them align their work with the product vision and roadmap. The project manager should also facilitate communication and coordination between the IT team and the agile development team, and ensure that the release process is streamlined and efficient. By working with the IT team, the project manager can foster a culture of trust and mutual respect, and avoid unnecessary conflicts or escalations. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Agile Release Planning Best Practices for Product Managers, Agile Release Train.
NEW QUESTION # 128
專案經理正在與產品所有者和客戶利益相關者合作，確定產品待辦事項的優先順序並規劃產品交付日期。客戶利害關係人要求將幾個可交付成果列為高優先級。產品經理還應將技術任務新增為高優先級。
專案經理該做什麼？
- A. 建立衝刺板，讓所有客戶利害關係人了解任務狀態和障礙。
- B. 允許客戶利害關係人定義專案優先順序並設定交付日期。
- C. 與團隊合作估計任務和交付日期，然後建立專案路線圖。
- D. 帶領團隊確定每次交付迭代的產品目標並明確優先順序。
Answer: D
Explanation:
Explanation
In an agile project, the project manager should collaborate with the product owner and the customer stakeholders to prioritize the product backlog and plan the product delivery dates. The product backlog is a list of features and requirements that are ordered by value and urgency. The product delivery dates are the milestones where the team delivers a potentially shippable product increment that meets the customer's needs and expectations. The project manager should lead the team to identify the product objectives at every delivery iteration and clarify priorities. The product objectives are the goals and outcomes that the product should achieve in each iteration. The priorities are the criteria that determine the order and importance of the product backlog items. By leading the team to identify the product objectives and clarify priorities, the project manager can ensure that the team delivers the most valuable and feasible product increment in each iteration, and that the product backlog reflects the changing needs and expectations of the customer stakeholders. Option C is the best answer because it follows the agile principles and practices that are suitable for this type of project.
Option A is not a good answer because it does not involve the team or the product owner in the prioritization and planning process, and it may result in unrealistic or unfeasible expectations. Option B is not a good answer because it does not involve the customer stakeholders in the prioritization and planning process, and it may create a rigid or detailed plan that does not allow for flexibility andfeedback. Option D is not a good answer because it does not address the question of how to prioritize the product backlog and plan the product delivery dates, and it may overwhelm the customer stakeholders with too much information or details. References:
[Agile Practice Guide], pages 25-26, 29-30; [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Seventh Edition, pages 18-19, 58-59.
NEW QUESTION # 129
在戰略項目的服務採購過程中，只有一個投標人提交了投標書。報價的價格非常高，並且項目發起人不相信可以實現投資回報（ROI）。
項目經理應該如何解決這個問題？
- A. 重新審視項目章程並尋求其他替代方案。
- B. 分析項目協議談判的範圍。
- C. 與首席執行官交談並請求他們支持批准該提議。
- D. 繼續並發出採購訂單，因為該項目很重要。
Answer: A
NEW QUESTION # 130
客戶已退回昂貴製造項目的多個組件。客戶抱怨組件質量較差，並擔心產品會因質量問題而被退回。項目經理確信質量得到了維持。
項目經理應該如何與客戶溝通，以幫助他們確信該項目生產出了優質的產品？
- A. 向客戶展示質量歷史記錄樣本。
- B. 向客戶展示公差和控制限度。
- C. 顯示當前批次的客戶樣品結果。
- D. 向客戶展示質量控制測量結果。
Answer: D
NEW QUESTION # 131
項目經理正在領導一個為貿易公司開發會計軟件的項目。隨著結果的交付，政府將在未來 6 個月內修改間接稅法規，從而確定了新的風險。該風險將對項目成果產生重大影響。
項目經理接下來應該做什麼？
- A. 確定風險的影響並優先考慮不影響稅務模塊的結果。
- B. 與專家一起評估風險的影響，並與客戶一起確定進一步結果的優先順序。
- C. 推遲開發間接稅模塊，直至稅收法規生效。
- D. 分析風險影響並與團隊討論確定如何分離稅務模塊。
Answer: B
NEW QUESTION # 132
所有項目團隊成員都參考項目經理的各種決策。這會導致某些任務的延遲，因為項目經理通常全天都專注於會議。
項目經理應該怎樣做才能避免這些延誤？
- A. 兩週內與團隊會面，回應所有未完成的任務。
- B. 查看帕累托圖以確定延遲的根源。
- C. 鞏固項目經理的決策權。
- D. 將某些任務的決策權委託給團隊。
Answer: D
NEW QUESTION # 133
組織規模縮小導致關鍵主題專家 (SME) 資源離開了一個多年專案。專案經理該做什麼？
- A. 諮詢專案發起人。
- B. 修改工作說明書（SOW）。
- C. 參考資源管理計畫。
- D. 更新利害關係人登記冊。
Answer: C
Explanation:
Explanation
According to the web search results, a subject matter expert (SME) is a professional with in-depth knowledge of a specific subject or area1. They collaborate with project managers, teams and stakeholders to provide technical expertise and input in their area1. When an SME leaves a project, it can have a significant impact on the project's quality, scope, schedule and budget2.
One of the possible actions that a project manager can take when an SME leaves a project is to refer to the resource management plan3. The resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, managed and released4. It may also include a contingency plan for dealing with resource changes or risks4. By referring to the resource management plan, the project manager can identify the best way to replace the SME or adjust the project accordingly3.
Another possible action that a project manager can take when an SME leaves a project is to consult the project sponsor. The project sponsor is a person or group who provides resources and support for the project and is accountable for enabling success4. The project sponsor can help the project manager to secure a new SME, approve changes to the project scope or budget, or resolve any issues or conflicts that may arise due to the SME's departure.
The other two options, updating the stakeholder register and modifying the statement of work (SOW), may not be the best actions to take when an SME leaves a project. The stakeholder register is a project document that identifies the people, groups or organizations that have an interest in or may affect or be affected by the project4. The statement of work (SOW) is a narrative description of the products, services or results to be delivered by the project4. Updating the stakeholder register or modifying the SOW may not be necessary or appropriate unless the project scope, objectives or deliverables have changed significantly due to the SME's departure.
Therefore, based on the web search results, the most likely answer to the question is either C or B, but you will have to verify the answer yourself using the official sources.
References: 2: Employment Downsizing and its Alternatives - SHRM 1: SMEs in Project Management:
Definition and Importance | Indeed.com 3: The Subject Matter Expert (A Misunderstood Product Owner Stance) 4: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition : Why And How You Should Develop In-House Subject Matter Experts ... - Forbes : Project Management Professional (PMP Examination Content Outline
NEW QUESTION # 134
項目經理正在領導一個混合項目。具有敏捷經驗的唯一可用資源不在項目經理所在的位置。該項目有嚴格的進度和預算，項目經理擔心他們的交付能力。
項目經理應該做什麼？
- A. 請求延長預算以獲得敏捷方面的本地資源。
- B. 通知發起人該項目將被推遲，因為需要敏捷培訓。
- C. 每天通過視頻會議吸引敏捷資源。
- D. 計劃將敏捷資源暫時遷移到項目經理所在地。
Answer: C
NEW QUESTION # 135
專案經理正在領導一個他們過去曾合作過的全球團隊，並且與他們高度信任。團隊位於不同的國家和時區，需要及時做出決策。
為了確保專案在團隊中順利進行，專案經理應該如何進行授權？
- A. 委派某些權限並透過隱藏重要資訊來控制權限。
- B. 委派某些權限並分享資訊以實現公平決策。
- C. 委派大部分權限並共享訊息，以實現公平決策。
- D. 委派大部分權限並透過隱藏重要資訊來控制權限。
Answer: B
Explanation:
Explanation
According to the Project Management Professional (PMP) Reference Materials, a project manager should delegate certain authorities and share information to allow fair decision-making when leading a global team that they have worked with in the past and have a high level of trust with them. This is because the project manager needs to balance the need for autonomy and control in a global project environment. By delegating certain authorities, the project manager can empower the team members to make decisions that are appropriate for their local context and time zone, and avoid delays or conflicts due to centralized decision-making. By sharing information, the project manager can ensure that the team members have access to the relevant and accurate data and knowledge that they need to make informed decisions, and also foster transparency and collaboration among the team members. Sharing information can also help the project manager to monitor the progress and performance of the team, and provide feedback and guidance when needed. Delegating certain authorities and sharing information can help the project manager to leverage the trust and experience of the team, and enhance the efficiency and effectiveness of the project. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Global projects : how to manage them successfully - Project Teams,
[Leadership in Project Management: The Ultimate Guide].
NEW QUESTION # 136
專案團隊向客戶交付了關鍵的可交付成果。客戶抱怨不包括維護手冊。
專案經理接下來該做什麼？
- A. 審查利害關係人參與計劃。
- B. 查看合約的條款和條件。
- C. 新增所需的手冊並更新風險日誌。
- D. 提交更改請求以包含手冊。
Answer: B
Explanation:
Explanation
The terms and conditions of the contract are the legal agreement between the project team and the customer that defines the scope, quality, schedule, and cost of the project deliverables. The contract also specifies the roles and responsibilities of each party, the acceptance criteria, the payment terms, and the dispute resolution process1. The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed deliverables, and if so, why it was not delivered. The project manager should also communicate with the customer to understand their expectations and needs, and to resolve the issue in a satisfactory manner.
Option A is not the best answer because reviewing the stakeholder engagement plan may not help the project manager address the customer's complaint. The stakeholder engagement plan is a document that identifies the project stakeholders, their interests, expectations, and influence, and the strategies to engage them throughout the project life cycle2. While the stakeholder engagement plan may provide some insights into the customer's preferences and communication methods, it does not specify the contractual obligations of the project team.
Option B is not the best answer because adding the needed manual and updating the risk log may not be the appropriate actions to take before reviewing the contract. The risk log is a document that records the identified risks, their causes, impacts, probabilities, responses, and status3. While the omission of the maintenance manual may be considered a risk that could affect the customer satisfaction and the project reputation, the project manager should first verify if the manual was part of the contract, and if so, what caused the error and how to correct it.
Option D is not the best answer because submitting a change request to include the manual may not be necessary or feasible before reviewing the contract. A change request is a formal proposal to modify any aspect of the project, such as the scope, quality, schedule, or cost4. A change request may require approval from the customer, the project sponsor, or other stakeholders, depending on the change control process. The project manager should first review the contract to determine if the manual was already included in the original scope, and if not, if the customer is willing to pay for the additional work and time required to produce the manual. References:
1: PMBOK Guide, 7th edition, page 69
2: PMBOK Guide, 7th edition, page 83
3: PMBOK Guide, 7th edition, page 267
4: PMBOK Guide, 7th edition, page 95
NEW QUESTION # 137
項目團隊的績效受到阻礙活動進展和團隊自主權的內部程序的影響。為了解決這種情況，項目經理首先應該做什麼？
- A. 要求組織改進內部程序。
- B. 對團隊成員進行有關組織程序的培訓。
- C. 嘗試消除障礙並賦予團隊成員權力。
- D. 在下一次沖刺評審會議上討論該問題。
Answer: C
NEW QUESTION # 138
項目經理正在領導一項產品功能的推出，該功能將為視頻流應用程序贏得更多訂閱者。在待辦事項梳理階段，業務利益相關者無法理解與產品的功能集成並提出了擔憂。
項目經理可以做什麼來演示功能集成？
- A. 創建迭代審核任務並將其添加到待辦事項中。
- B. 讓業務利益相關者參與迭代回顧。
- C. 與業務利益相關者一起詳細審查待辦事項。
- D. 將業務利益相關者納入迭代審核中。
Answer: D
NEW QUESTION # 139
專案管理辦公室 (PMO) 指派一名專門研究混合方法的專案經理來處理從成本和進度角度來看都偏離軌道的預測專案。隨著專案經理加快專案進度，該專案陷入了進一步的延誤。利害關係人對此感到不滿，並要求高階管理層更換專案經理。
專案經理應該如何應對這種情況？
- A. 與利害關係人會面，了解他們的擔憂並制定解決問題的行動計劃。
- B. 與利害關係人進行交流，以更好地了解他們的需求並重新設定期望。
- C. 繼續進行該項目，直到利害關係人和管理層做出決定。
- D. 將利害關係人問題上報給管理團隊並尋求解決衝突的協助。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide 7th Edition, one of the principles of project management is to engage stakeholders. This means that the project manager should identify, analyze, and involve the stakeholders throughout the project, and provide them with timely and appropriate information that meets their needs and expectations. To engage stakeholders, the project manager should socialize with the stakeholders to better understand their needs and reset expectations, especially when the project is off track or facing challenges.
This will help to build trust, rapport, and collaboration among the project manager and the stakeholders, and to address any issues or concerns that may affect the project outcome or stakeholder satisfaction. Escalating the stakeholder issue, continuing to work on the project, or meeting with the stakeholders are not the best actions, as they do not demonstrate the project manager's commitment, empathy, or proactivity to engage the stakeholders, and they may not resolve the underlying causes of the stakeholder dissatisfaction or the project deviation. References: PMBOK Guide 7th Edition, page 12-13.
NEW QUESTION # 140
項目經理正在使用預測項目管理方法處理多個建築施工項目。組織內的高級領導層正在推動將更敏捷的實踐納入當前的項目方法中。項目發起人現在希望項目使用更敏捷的方法。
在強制在項目中使用任何敏捷方法之前，項目經理應該首先做什麼？
- A. 在嚴格的時間表內將所有現有項目轉變為敏捷方法。
- B. 暫停當前項目以使它們適應新的敏捷節奏。
- C. 評估組織文化和轉型準備情況。
- D. 為項目團隊成員提供敏捷培訓。
Answer: C
NEW QUESTION # 141
合規策略是在專案的規劃階段創建的。在執行過程中，專案經理離開了組織，另一位專案經理被分配到團隊。
專案經理首先應該做什麼來確保專案合規？
- A. 與團隊會面討論合規問題。
- B. 查看組織流程資產 (OPA) 的合規性主題。
- C. 查看合規性策略和版本歷史。
- D. 與專案發起人會面，討論他們的合規問題。
Answer: C
Explanation:
Explanation
The project manager should review the compliance strategy and version history first to ensure the project is compliant, because this will help the project manager understand the current state of the project, the compliance requirements and standards that apply to the project, and the changes that have been made to the compliance strategy throughout the project life cycle. The compliance strategy is a document that describes how the project team will manage compliance with all applicable rules, regulations, contracts, and policies governing the project. The version history is a record of the revisions and updates that have been made to the compliance strategy, including the date, author, and reason for each change. Reviewing the compliance strategy and version history will enable the project manager to identify any gaps, issues, or risks related tocompliance, and to plan and execute the appropriate actions to address them. The project manager should also communicate with the project sponsor, the project team, and other stakeholders to ensure alignment and collaboration on compliance matters, but this should be done after reviewing the compliance strategy and version history. The project manager should also review the organizational process assets (OPAs) for compliance topics, such as policies, procedures, templates, and lessons learned, but this should be done in conjunction with the compliance strategy and version history, not before them. References: = Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Project Management Compliance Process, How to Successfully Manage Construction Compliance
NEW QUESTION # 142
第三方供應商要求為項目提供的服務付費。協議規定，組織收到客戶的付款後將付款。第三方供應商缺乏資金支付工資，並已通知專案經理，如果無法迅速收到付款，他們將從專案中撤回團隊成員。
專案經理該做什麼？
- A. 處理銀行貸款以支付第三方供應商的薪水。
- B. 重新分配其他項目的資源來支付第三方供應商的費用。
- C. 向客戶說明第三方供應商情況並要求付款。
- D. 通知客戶項目必須延後到收到款項為止。
Answer: C
Explanation:
Explanation
The project manager should communicate the issue with the client and try to negotiate a solution that satisfies both parties. The project manager should not take any action that would jeopardize the project scope, schedule, budget, or quality, such as reassigning resources, processing a loan, or delaying the project. The project manager should also maintain a good relationship with the third-party supplier and avoid any breach of contract. References: PMBOK Guide, 6th edition, page 374, Top 60+ PMP Exam Questions and Answers for
2023 - KnowledgeHut
NEW QUESTION # 143
一名項目經理最近被指派去救援奧運設施的一個高優先級項目。該項目進度落後於計劃，合同違約金很高。前項目經理與項目團隊成員和一些利益相關者存在許多衝突。
項目經理首先應該做什麼？
- A. 與項目團隊會面，維護權力並重新分配項目任務，以便及時交付。
- B. 與項目團隊和利益相關者會面，以確定問題的根本原因並製定解決方案。
- C. 審查項目進度並要求提供應急儲備以防止項目崩潰。
- D. 在私人會議中與前項目經理一起回顧經驗教訓登記冊。
Answer: B
NEW QUESTION # 144
由於最近公司合併，B公司的專案經理被分配到由A公司的團隊成員組成的團隊。在專案開始時，由於流程不清晰以及專案經理的職責不清晰，出現了衝突。與B公司的關係
專案經理應該如何解決這個衝突？
- A. 請團隊使用 B 公司的流程，因為他們更熟悉這些流程。
- B. 與團隊合作分析哪些流程適合使用並在基本規則中定義它們。
- C. 避免衝突，因為客戶對使用 A 公司的流程感到滿意。
- D. 查看歷史資訊並根據投資報酬率 (ROI) 做出決策。
Answer: B
Explanation:
Explanation
When a project involves team members from different organizations, cultures, or backgrounds, there may be conflicts due to different expectations, preferences, or assumptions about the project processes1. The project manager should not impose, avoid, or ignore these conflicts, as this could lead to resentment, confusion, or poor performance2. The project manager should instead work with the team to analyze which processes are suitable to use for the project, considering the project objectives, requirements, constraints, and risks3. The project manager should also define the agreed-upon processes in the ground rules, which are the standards of behavior and communication that the team members follow to work effectively together4. The ground rules can help the team members understand their roles and responsibilities, respect each other's differences, and resolve any issues that may arise. References: 1: PMBOK Guide, 6th edition, p. 27 2: PMBOK Guide, 6th edition, p. 339 3: PMBOK Guide, 6th edition, p. 38 4: PMBOK Guide, 6th edition, p. 333 : PMBOK Guide,
6th edition, p. 334
NEW QUESTION # 145
項目發起人報告稱，關鍵利益相關者抱怨項目經理報告的指標中存在績效差異，這給人留下了項目失控的印象。項目經理一直根據商定的溝通管理計劃提供項目的狀態。然而，這個關鍵利益相關者很少參加狀態報告會議。
為了解決這種情況，項目經理首先應該做什麼？
- A. 利用應急儲備實施快速跟踪，改進進度關鍵績效指標（KPI）。
- B. 評估溝通需求以發現差距，並在需要時調整原始計劃。
- C. 向項目發起人提供證據，證明項目已步入正軌並且通信已發送。
- D. 審查資源分解結構（RBS），要求主要利益相關者的經理更換利益相關者。
Answer: B
NEW QUESTION # 146
保護團隊正在遠程開發解決方案 客戶希望盡快獲得解決方案，但由於團隊成員不在同一地點而感到不舒服 此外，客戶對項目背景和團隊決策過程的理解表示擔憂 應該做什麼項目經理做什麼？
- A. 要求產品負責人經常與利益相關者溝通
- B. 更新溝通管理計劃以滿足客戶的要求
- C. 要求客戶參加與項目團隊的日常會議
- D. 鼓勵客戶與保護協作平台交互
Answer: D
NEW QUESTION # 147
一名外部專案經理正在管理一家大公司新辦公室的建設。專案管理計畫指出，有必要聘請訓練有素的外部資源來修改和驗證重要的專案組成部分。
客戶拒絕聘用外部人員
儘管在專案預算之內，但由於成本較高，因此需要資源。
專案經理應該怎麼做才能解決這個問題？
- A. 嘗試透過調配其他項目的資源來在內部完成任務。
- B. 請客戶會面並解釋該任務將不會執行。
- C. 僱用資源以達成專案目標。
- D. 評估後果並與客戶會面以解釋可能的情況。
Answer: D
Explanation:
Explanation
According to the PMBOK Guide, the project manager should manage the project procurement, including the planning, conducting, controlling, and closing of the procurement activities. The project manager should also manage the project stakeholder expectations, including the identification, analysis, planning, and engagement of the stakeholders throughout the project life cycle. In this scenario, the project manager is managing the construction of new corporate offices for a large company, and the project management plan states that it is necessary to contract a highly trained external resource to revise and validate an important project component.
However, the client has rejected hiring the external resource because of the high cost, even though it is within the project budget. This is a procurement and stakeholder issue that may affect the quality and delivery of the project. The best course of action is to evaluate the consequences and meet with the client to explain the possible scenarios. This can help the project manager to assess the impact and value of the external resource, to identify and communicate the risks and benefits of hiring or not hiring the external resource, and to seek and provide feedback and approval from the client. Evaluating the consequences and meeting with the client to explain the possible scenarios (option B) is the best solution to the issue, as it demonstrates proactive and effective project procurement and stakeholder management. Hiring the resource in order to achieve the project objectives (option A) may not be feasible or ethical, as it may violate the contract terms and conditions, and may damage the trust and relationship with the client. Asking the client for a meeting and explaining that the task will not be performed (option C) may also be counterproductive or unacceptable, as it may compromise the quality and scope of the project, and may create a conflict or dissatisfaction with the client. Trying to accomplish the task internally by leveling resources from other projects (option D) may also be unrealistic or inefficient, as it may require additional resources and time to acquire and train the internal resources, and may disrupt the existing project schedule and performance. References: : Project Management Institute. (2017). A Guide to the ProjectManagement Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA:
Author1 : Project Management Professional (PMP) Certification | PMI 2 : How to Manage Project Procurement Effectively 3 : How to Manage Stakeholder Expectations 4
NEW QUESTION # 148
在專案啟動期間出現了風險。供應商停止了對該專案所需輸入之一的軟體支援。專案經理規劃了一項儲備預算，以便在發生這種情況時專案能夠繼續進行。
專案經理該做什麼？
- A. 告訴專案團隊停止工作，因為軟體支援將被取消，專案無法繼續。
- B. 通知發起人風險已經意識到，並且必須做出決定才能使專案繼續進行。
- C. 通知供應商贊助商將依照先前的計畫支付軟體支援費用。
- D. 請供應商繼續提供軟體支持，直到專案結束。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, the project manager is responsible for planning, implementing, and monitoring risk responses throughout the project life cycle. One of the tools and techniques for implementing risk responses is contingency reserves, which are funds or time allocated for known risks that may affect the project objectives. Contingency reserves can help the project manager mitigate the impact of risks, as well as provide flexibility and options for the project. In this scenario, a risk was raised during the initiation of a project, that the supplier discontinued software support for one of the project's required inputs. The project manager planned a reserve budget to allow the project to continue in the event of this occurrence. However, when the risk is realized, the project manager should not assume that the reserve budget is sufficient or appropriate to deal with the situation. The project manager should inform the sponsor that the risk has been realized and that a decision has to be made for the project to continue, using contingency reserves as a tool.
This option can help the project manager communicate the status and impact of the risk, as well as seek the sponsor's guidance and approval for using the reserve budget or any other alternative actions. Asking the supplier to continue providing software support, telling the project team to stop work, or advising the supplier that the sponsor will pay for software support are not the best options, as they do not address the issue of risk response implementation, or may be unrealistic or ineffective to resolve the situation. References: PMBOK Guide, 7th edition, pages 263-264, 11.4 Implement Risk Responses.
NEW QUESTION # 149
專案團隊正處於規劃階段，並已準備好活動清單並完成活動排序。在審查過程中，團隊注意到以下之間缺乏依賴關係：
* 測試產品
* 發布給客戶
根據品質管理計劃，產品在出廠前必須經過測試。
專案經理該如何進入這個依賴關係呢？
- A. 完成到完成
- B. 開始開始
- C. 完成開始
- D. 開始到結束
Answer: C
Explanation:
Explanation
A finish to start dependency means that the successor activity cannot start until the predecessor activity has finished. In this case, the product testing is the predecessor activity and the product release is the successor activity. The product release cannot start until the product testing has finished, according to the quality management plan. Therefore, the project manager should enter this dependency as a finish to start dependency.
This is an example of a mandatory dependency, which is required by the nature of the work or by contract or law. References: PMBOK Guide, 6th edition, page 205; 4 Types of Dependencies In Project Management
NEW QUESTION # 150
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