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NEW QUESTION # 208
在與多個供應商合作的專案結束時，專案經理正在審查結帳流程，發現仍有意外的財務餘額。
什麼可以幫助專案經理理解為什麼會發生這種情況？
- A. 專案審核
- B. 採購審核
- C. 吸取的教訓
- D. 組織流程資產
Answer: B
NEW QUESTION # 209
一些從事公共住宅專案的新團隊成員不熟悉該系統。
他們不了解如何評估申請建房補助的居民，包括申請人審批的規則和標準。專案經理該做什麼？
- A. 僅與熟悉系統的團隊成員一起工作
- B. 記錄新團隊成員不熟悉哪些規則和標準
- C. 透過電子郵件向團隊成員傳達規則和標準。
- D. 為不熟悉系統的新團隊成員規劃培訓課程。
Answer: D
Explanation:
The best course of action when team members are unfamiliar with a system is to provide training. This ensures that all team members have the necessary knowledge to perform their tasks effectively. According to the PMBOKGuide, project managers should develop the team through training, team-building activities, and creating an environment conducive to teamwork. Training enhances team members' technical and interpersonal skills, which is essential for project success. Furthermore, the PMI-PBA Reference Materials emphasize the importance of ensuring that stakeholders (in this case, team members) understand the requirements, which includes the rules and criteria for applicant approval in the public housing project.
References: = Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition and Agile Practice Guide. Newtown Square, PA: Author. Project Management Institute. (2015). Business Analysis for Practitioners: A Practice Guide. Newtown Square, PA:
Author.
NEW QUESTION # 210
高級項目經理已將初級項目經理納入項目團隊。在輔導課程中，初級項目經理詢問高級項目經理如何提高效率並減少返工。
高級項目經理應該如何應對？
- A. 監控資源分配，確保團隊成員每天工作 8 小時。
- B. 將項目任務分配給團隊，無論他們完成項目進度的技能如何。
- C. 安排與主要利益相關者的每日會議，以評估項目管理計劃的有效性。
- D. 使用工作分解結構 (WBS) 根據項目和資源要求創建項目進度表。
Answer: D
NEW QUESTION # 211
專案經理正在開發一個敏捷專案。該組織決定實施 Scrum 框架。專案經理組織了一次研討會來解釋傳統專案工件和 Scrum 方法之間的差異。最常見的問題是什麼工件將取代專案進度。
專案經理該如何回應？
- A. Sprint 待辦事項清單與 Scrum 板
- B. 衝刺計畫與產品路線圖
- C. 產品路線圖與衝刺待辦事項列表
- D. 產品積壓與 Scrum 板
Answer: D
NEW QUESTION # 212
專案經理收到了一項新請求，要求將更多功能整合到產品中。團隊已完全分配，並且沒有預算來獲取新資源。
專案經理應該採取什麼策略來應對這種情況？
- A. 與團隊討論問題並決定如何共同完成工作。
- B. 要求團隊加速迭代並避免中斷。
- C. 在每日站立會議期間驗證團隊績效並要求改進。
- D. 建議專案發起人增加預算以帶來新資源。
Answer: A
Explanation:
According to the PMBOKGuide, when a project manager faces a change request that affects the project scope, schedule, cost, or quality, they should first evaluate the impact of the change and then follow the change control process. The change control process involves reviewing the change request, analyzing the options, obtaining approval, and updating the project management plan and other documents. One of the options that the project manager can consider is to negotiate with the team and other stakeholders to find a feasible solution that can accommodate the change request without compromising the project objectives. This option requires effective communication, collaboration, and conflict resolution skills from the project manager and the team. Asking the team to accelerate the iterations and avoid interruptions (option A) is not a realistic or sustainable strategy, as it may lead to burnout, quality issues, and scope creep. Verifying team performance and asking for improvement during daily standup meetings (option C) is not a direct or proactive way to address the change request, as it may imply that the team is not performing well or that the project manager is micromanaging them. Recommending that the project sponsor increases the budget to bring new resources (option D) is not a viable option, as it may not be approved or feasible, and it may also introduce new risks and challenges to the project. References: PMBOKGuide, 6th edition, pages 112-113, 135-136, 161-162.
NEW QUESTION # 213
專案經理正在使用混合方法啟動一個專案，並注意到一些團隊成員只了解預測方法。
為了獲得良好的專案績效，專案經理首先需要做什麼？
- A. 評估每個團隊成員所需的訓練。
- B. 指導那些缺乏混合知識的團隊成員在工作中學習。
- C. 更改團隊以包含混合專家。
- D. 提供所有團隊成員混合訓練。
Answer: A
Explanation:
According to the PMBOK Guide, the project manager should assess the required training per team member as part of the plan resource management process. This process involves identifying and documenting the project roles, responsibilities, skills, and competencies, as well as the training needs of the project team members. The project manager should also consider the project life cycle approach, whether it is predictive, adaptive, or hybrid, and the implications for the team's knowledge and skills. The project manager should not coach, change, or deliver training to the team members without first assessing their training needs and gaps, as this may not be effective or efficient. References: PMBOK Guide, 7th edition, pages 307-308, 311-312.
NEW QUESTION # 214
專案經理正在製定一項企業資源規劃 (ERP) 計劃，該計劃包含跨越眾多業務線的利害關係人。專案經理開始識別、評估和分類利害關係人與專案的關係。
這個過程的目的是什麼？
- A. 將所有利害關係人的需求納入溝通管理計畫中
- B. 辨識所有可能對專案產生負面影響的利害關係人。
- C. 確定所有可以對專案產生正面影響的利害關係人
- D. 僅將主要利害關係人納入溝通管理計劃
Answer: A
NEW QUESTION # 215
專案經理正在管理一個以增量方式交付價值的迭代專案。隨著時間的推移，利害關係人質疑團隊現在提供的價值比專案開始時要少。該項目仍預計將按計劃完成。
專案經理應該如何回應利害關係人？
- A. 告知利害關係人，該項目首先優先考慮待辦事項中業務價值最高的項目，並解釋隨著時間的推移，專案交付的業務價值逐漸減少的情況並不罕見。
- B. 向利害關係人解釋進度是透過根據專案進度追蹤專案要求的完成情況來衡量的，並傳達專案正在按計劃進行。
- C. 與專案團隊一起審查價值交付時間表，了解價值交付下降的原因，實施解決方案以穩定價值交付，並傳達糾正措施。
- D. 向利害關係人解釋價值交付基於投入的資源和潛在收益或損失的減少，並且每個因素都可能隨著時間的推移而變化。
Answer: C
NEW QUESTION # 216
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. 參考資源管理計畫。
- C. 修改工作說明書（SOW）。
- D. 更新利害關係人登記冊。
Answer: B
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 # 217
專案團隊由八名負責複雜專案的資源組成。首席技術設計師喜歡單獨工作，很少在會議上講話，但卻能做出好的設計。技術Lead總是精力充沛，對專案有很多意見，並在討論中不斷理清自己的想法。
專案經理應該怎麼做才能提升團隊整體績效？
- A. 請首席技術設計師透過電子郵件提供回饋。
- B. 讓團隊動力維持現狀，因為目前的團隊組合運作良好。
- C. 請求技術主管推動專案的技術討論。
- D. 鼓勵首席技術設計師與團隊互動更多。
Answer: D
Explanation:
Explanation
this question is related to the Project Management Professional (PMP) certification exam, which is a credential that validates the knowledge and skills of project managers. The PMP exam is based on the PMBOK Guide, 7th edition, which is a standard that provides a framework and best practices for managing projects. The question describes a situation where a project team consists of eight resources working on a complex project. The chief technical designer prefers to work alone and seldom talks in meetings, but produces good designs. The technical lead is always energetic, has lots of opinions about the project, and constantly clarifies their thoughts in discussions. The question asks what the project manager should do to improve overall team performance.
Based on this information, the best answer is option C, which is to encourage the chief technical designer to engage more with the team. This is because encouraging the chief technical designer to engage more with the team is a team management practice that can help the project manager to enhance the team cohesion, collaboration, and communication. The chief technical designer is a key resource who has valuable expertise and insights on the project. Encouraging the chief technical designer to engage more with the team can help the project manager to leverage the chief technical designer's knowledge and skills, as well as to foster a positive and productive team culture. Encouraging the chief technical designer to engage more with the team can also help the project manager to address the potential issues or risks that may arise from the chief technical designer's isolation or detachment, such as misunderstandings, conflicts, or missed opportunities.
Option A, which is to ask the chief technical designer to provide their feedback by email, is not a good answer.
This is because asking the chief technical designer to provide their feedback by email may not be enough or effective to improve overall team performance. Email is a tool that can facilitate asynchronous communication, but it may not be suitable or sufficient for complex or interactive discussions. Asking the chief technical designer to provide their feedback by email may not help the project manager to fully utilize the chief technical designer's potential, as well as to integrate the chief technical designer with the rest of the team. Asking the chief technical designer to provide their feedback by email may also reinforce the chief technical designer'spreference to work alone, which may not be conducive to the team dynamics or the project success.
Option B, which is to let the team dynamics continue as is since the current team mix works well, is not a good answer. This is because letting the team dynamics continue as is may not be optimal or sustainable to improve overall team performance. The team dynamics are the interactions and relationships among the team members that affect the team behavior and outcomes. Letting the team dynamics continue as is may not help the project manager to identify and address the gaps or issues that may exist or emerge in the team, such as the lack of involvement or contribution from the chief technical designer, or the dominance or disruption from the technical lead. Letting the team dynamics continue as is may also prevent the project manager from enhancing and developing the team performance, as well as from adapting to the changing needs and expectations of the project and the stakeholders.
Option D, which is to ask the technical lead to drive the project's technical discussions, is not a good answer.
This is because asking the technical lead to drive the project's technical discussions may not be appropriate or beneficial to improve overall team performance. The technical lead is a resource who has a high level of energy, opinions, and clarity on the project. Asking the technical lead to drive the project's technical discussions may not help the project manager to balance the participation and input of all team members, as well as to respect and value the diversity and perspectives of the team. Asking the technical lead to drive the project's technical discussions may also create or exacerbate the problems or challenges that may affect the team performance, such as the marginalization or alienation of the chief technical designer, or the conflict or resentment among the other team members. References: PMBOK Guide, 7th edition; PMP Exam Content Outline; PMP Sample Test Questions.
NEW QUESTION # 218
項目經理正在開發一個敏捷項目，該項目屬於最近宣布的公司審計範圍。項目經理被任命參加計劃於下週舉行的第一次與審計員的會議。
項目經理應該為審核做哪些準備？
- A. 在審核期間請求豁免。
- B. 如果需要，為下一次迭代保留故事點。
- C. 查看項目信息。
- D. 要求開發團隊提供合規信息。
Answer: C
NEW QUESTION # 219
會議結束時，職能經理將專案經理拉到一邊，代表不清楚自己在專案中的角色和職責的專案團隊成員提出一些疑慮。
遇到這種情況，專案經理該怎麼辦？
- A. 告訴職能經理和專案團隊成員審查專案章程
- B. 請職能經理為團隊成員創建具體的責任、問責、諮詢和通知 (RACI) 圖表
- C. 建議職能經理人和專案團隊成員檢討資源管理計劃
- D. 在資源經理的幫助下為專案團隊成員制定工作計劃
Answer: C
NEW QUESTION # 220
專案負責人正在一個孤立的地點管理一個建築專案。由於工作條件惡劣，包括團隊生病和缺勤，造成了延誤。
專案負責人應如何管理這些問題以使專案重回正軌？
- A. 檢視專案範圍以簡化專案並縮短專案工期。
- B. 請人力資源 (HR) 尋找人員來取代團隊成員。
- C. 要求額外預算，因為專案結束將被延遲。
- D. 找出問題的原因，以便找到合適的解決方案。
Answer: D
NEW QUESTION # 221
專案進行幾個月後，出現了幾個進度問題，將左側的進度問題拖曳到右側的特定工具，如果在進度開發期間實施，可能可以防止這些問題。
Answer:
Explanation:
Explanation:
NEW QUESTION # 222
一家公司決定實施新的歸檔系統。專案實施過程中發生資料外洩事件。
專案經理首先該做什麼？
- A. 實施計劃的風險因應措施來處理問題。
- B. 與團隊一起檢視可能的替代文件方法。
- C. 請團隊修復系統以解決問題。
- D. 以風險和建議的影響更新風險登記冊。
Answer: A
Explanation:
Explanation
The project manager should first implement the planned risk response to handle the issue of data breach, which is a negative risk or threat to the project. The project manager should have identified, analyzed, and planned for such a risk in the risk management process and documented the appropriate risk response strategy and actions in the risk register. Implementing the risk response will help to minimize the impact of the risk on the project objectives and stakeholders. Asking the team to fix the system, updating the risk register, or reviewing alternative documentation methods are not the first actions to take, as they may not address the root cause or the severity of the issue, or they may be part of the risk response implementation. References:
PMBOK Guide 7th Edition, Chapter 9: Uncertainty, Section 9.2: Respond to Uncertainty, Page 233 PMBOK Guide 6th Edition, Chapter 11: Risk Management, Section 11.5: Implement Risk Responses, Page 442 Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.4:
Delivery Practices, Page 41
NEW QUESTION # 223
一家公司正在使用預測方法來開發範圍管理計劃中定義的特定組件。由於監管要求經常變化，開發團隊要求採用敏捷方法。
對於開發團隊的要求，專案經理該怎麼做？
- A. 要求專案發起人獲得實施新方法的批准
- B. 分析請求方法下需要滿足的要求
- C. 將請求轉送給專案管理辦公室 (PMO) 以修改組織流程資產
- D. 升級額外財務資源的請求
Answer: B
Explanation:
According to the PMBOK Guide, the project manager should consider the project delivery approach (predictive, agile, or hybrid) based on the project characteristics, such as complexity, uncertainty, stability, and adaptability. The project manager should also evaluate the impact of any changes to the project delivery approach on the project scope, schedule, cost, quality, risk, and stakeholder satisfaction. Therefore, the project manager should analyze the requirements that will need to be addressed under the agile approach and determine the feasibility, benefits, and drawbacks of switching from the predictive approach. This will help the project manager to make an informed decision and communicate it to the relevant stakeholders. References:
PMBOK Guide, 6th edition, pages 19-20, 141-142.
NEW QUESTION # 224
敏捷專案正在開始八次迭代中的第七次。在一次計畫會議上，團隊意識到一個未識別的風險成為了一個問題，必須動用緊急儲備。
專案經理該做什麼？
- A. 請求發起人批准將額外的迭代納入專案中。
- B. 請團隊將應急計畫納入迭代積壓工作。
- C. 幫助團隊檢視專案方法以啟動糾正措施。
- D. 向贊助商索取資金來實施應急計畫。
Answer: C
Explanation:
Explanation
According to the PMBOK Guide, 7th edition, one of the key principles for project delivery is to "embrace uncertainty and respond to change" (p. 12). This principle implies that the project manager should help the team identify and address risks and issues as they arise, rather than relying on predefined plans or reserves.
The project manager should help the team review the project approach to initiate the corrective actions, as this will help to resolve the issue, learn from the experience, and improve the project outcomes. Asking the sponsor to approve an additional iteration, asking the sponsor for money, or asking the team to include the contingency plan in the backlog are not effective ways to handle the situation, as they do not address the root cause of the problem, which is the unidentified risk that became an issue. References: PMBOK Guide, 7th edition, p. 12; PMP Exam Content Outline, Domain III: Business Environment, Task 3.
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NEW QUESTION # 225
專案經理被指派到一個專案。專案進度和成本都很緊張，專案經理認為缺乏資源來交付專案。
專案經理該做什麼？
- A. 與利害關係人一起正式提出範圍變更要求，以利用可用資源調整專案範圍。
- B. 確定資源需求並傳達給尋求資源的利害關係人。
- C. 更新風險登記冊，指出由於缺乏可用資源，該項目可能會被推遲。
- D. 定義工作分解結構 (WBS)，識別資源缺口，並減少專案管理活動。
Answer: A
NEW QUESTION # 226
一個專案團隊開始研究一個涉及新技術作為產品的複雜專案。該團隊對這項技術和所提出的方法是陌生的。此外，客戶也擔心產品在市場上的接受程度。
專案經理應該做什麼來幫助團隊和客戶？
- A. 與業務部門協調以獲得詳細要求。
- B. 協助團隊確定最小可行產品 (MVP) 以驗證假設。
- C. 管理與提議的方法相關的風險。
- D. 與行銷團隊在市場研究和產品細分方面密切合作。
Answer: B
Explanation:
Explanation
According to the PMBOK Guide, 6th edition, page 18, a minimum viable product (MVP) is a product that has just enough features to satisfy early customers and provide feedback for future development. By identifying the MVP, the project manager can help the team and the customer to test the assumptions and hypotheses about the new technology and the proposed approach, and to learn from the feedback and data collected. This way, the project manager can reduce uncertainty and risk, and increase customer satisfaction and value delivery. References:
PMBOK Guide, 6th edition, page 18
Top 60+ PMP Exam Questions and Answers for 2023 - KnowledgeHut
NEW QUESTION # 227
最近，一名專案經理被要求接手一個現有專案。專案經理希望透過追蹤正在進行、已完成或規劃處理的功能來確定專案的進度。
下列哪一項可以幫助專案經理評估專案的狀態？
- A. 燃耗圖
- B. 累積流程圖
- C. 帕累托圖
- D. 燃盡圖
Answer: B
Explanation:
Explanation
According to the Project Management Professional (PMP) Reference Materials, a cumulative flow diagram (CFD) is a graphical tool that can help the project manager assess the state of the project by tracking features that are in progress, completed, or scheduled to be worked on. A CFD shows the number of work items in each stage of the workflow over time, and the total amount of work in the system. A CFD can help the project manager identify bottlenecks, delays, scope changes, and variations in the work process. A CFD can also help the project manager monitor the project progress, quality, and delivery rate. A CFD is especially useful for projects that use agile or iterative methods, as it can show the value delivered to the customer on an incremental basis. References: Project Management Professional (PMP) Exam Content Outline, A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Cumulative Flow Diagrams.
NEW QUESTION # 228
一名專案經理最近被指派到一個銀行 IT 專案。專案團隊十多年來一直使用預測方法開發產品，但管理階層希望團隊改為敏捷方法。專案經理與團隊會面，介紹敏捷方法。大多數團隊成員抱怨方法的改變，因為該團隊的績效一直高於銀行 IT 團隊的平均水準。
專案經理應該採取哪兩項行動？(選擇2)
- A. 與團隊一起進行培訓課程，以便團隊能夠了解什麼是敏捷方法和思維方式。
- B. 採訪最具抵抗力的團隊成員，說服他們嘗試接受敏捷方法。
- C. 請團隊確定產品待辦事項清單並建立看板，供團隊管理並遵循該方法。
- D. 與管理階層會面，解釋團隊對敏捷方法的抵制，並要求他們正式要求團隊實施敏捷。
- E. 與團隊進行集思廣益，以了解團隊專案的具體情況並確定團隊可能的替代方法。
Answer: A,E
Explanation:
Explanation
= According to the PMBOK Guide, 7th edition, the project manager should select the appropriate delivery approach for the project based on the project characteristics, stakeholder needs, and organizational context1. The project manager should also facilitate the team's transition to the chosen delivery approach by providing guidance, coaching, and support2. Therefore, the project manager should brainstorm with the team to understand the specifics of the team's project and to identity possible alternative approaches for the team (option D). This can help the project manager to tailor the agile approach to the project's needs and constraints, and to address the team's concerns and expectations. The project manager should also conduct training sessions with the team so that the team can understand what the agile approach and mindset are (option E). This can help the team to learn the principles, values, and practices of agile, and to develop the skills and competencies required for agile delivery3. Interviewing the most resistant team members to persuade them to try to accept an agile approach (option A) may not be effective, as it may create more resistance and resentment among the team members. The project manager should instead involve the whole team in the decision-making process and seek their feedback and input. Meeting with management to explain the team's resistance to the agile approach and request that they formally ask the team to implement agile (option B) may not be helpful, as it may undermine the team's autonomy and motivation. The project manager should instead communicate with management the benefits and challenges of the agile approach, and seek their support and sponsorship. Asking the team to identify the product backlog and create a kanban board for the team to manage and follow the approach (option C) may not be appropriate, as it may be too premature and prescriptive. The project manager should first ensure that the team understands the rationale and the basics of the agile approach, and then collaboratively define the project scope and the workflow with the team. References: 1: PMBOK Guide, 7th edition, page 37 2: PMBOK Guide, 7th edition, page 38 3: PMBOK Guide, 7th edition, page 39 : PMBOK Guide, 7th edition, page 40
NEW QUESTION # 229
專案速度最近有所下滑，因此決定跳過測試以增加動力並使專案重回正軌。
此決定的結果，專案經理需要關注什麼？
- A. 提高燃燒率
- B. 成本增加
- C. 效率降低
- D. 技術債增加
Answer: D
Explanation:
Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:
* Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
* Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible.
This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
* Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
* Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager and the team are creating deliberate and reckless technical debt, which can have severe consequences for the project and the organization. The project manager will need to focus on identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such decisions in the future.
References:
* Technical Debt: Definition, Types, and Management.
NEW QUESTION # 230
專案由不參與或不致力於專案成功的團隊成員組成。專案經理應該如何應對這種情況？
- A. 向每位團隊成員發送一封直接電子郵件，表明如果他們不改變態度，可能會受到紀律處分。
- B. 聯絡專案發起人請求批准釋放目前團隊並僱用替代人員。
- C. 接受這種情況，知道有進度餘裕可以在必要時逐步釋放。
- D. 召集每個團隊成員以了解他們對問題的看法，然後將整個團隊聚集在一起討論解決方案。
Answer: D
Explanation:
Engaging with team members individually to understand their perspectives is a crucial step in addressing issues of disengagement and lack of commitment. This approach allows the project manager to identify any underlying problems and work collaboratively with the team to find solutions. It is consistent with the PMBOKGuide's emphasis on leadership and team management, which includes promoting team engagement and managing conflict. Bringing the team together to discuss solutions promotes a collaborative environment and ensures that all voices are heard, fostering a sense of ownership and commitment to the project's success.
References:
* PMBOKGuide - Seventh Edition1
* The PMI Guide to Business Analysis2
NEW QUESTION # 231
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