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NEW QUESTION: 1
グローバルな組織がインシデント対応チーム（IRT）を開発しています。組織は、本社にaPインシデントを常に通知し、広く分散したイベントに対して統一された対応を提供できるようにしたいと考えています。次のIRTモデルのうち、これらの目的を最もよくサポートしているのはどれですか？
A. Holistic IRT
B. Distributed IRT
C. Coordinating IRT
D. Central IRT
Answer: D

NEW QUESTION: 2
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom-based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:

End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him. They promote existing training courses to other training companies and existing customers.
End of the additional information.
A new Training Delivery Manager is being recruited to replace the current manager in six month's time. The new Training Delivery Manager will need to review the 'classroom-based training materials' before they are finalized. As a result, the Chief Executive Officer (CEO), who is not part of the project management team, has stated that the project's duration should be at least seven months. Any deviations from this timescale must be escalated to the CEO.
Is this an appropriate application of the 'manage by exception' principle, and why?
A. No, because completing the project earlier than expected should not be reported as an exception.
B. No, because the executive should set time tolerances for the Health and Safety Training Project.
C. Yes, because the CEO should be responsible for resolving exceptions throughout the project.
D. Yes, because a project time constraint should be set to meet ABC Company's business objectives.
Answer: A

NEW QUESTION: 3
会社は予測アプローチに従っており、製品の品質を評価する前に、常に前のフェーズが完了するのを待ちます。ハイブリッドアプローチの経験を持つ新しいプロジェクトマネージャーが、会社の品質管理プロセスの効率を高めるために割り当てられました。
プロセスの改善に対処するために、新しいプロジェクトマネージャーは何をすべきですか？
A. チームメンバーからプロセスのコンテキストと相互依存性を理解し、改善点を定義します
B. 品質基準に準拠するための基本ルールを定義し、チームメンバーにそれを適用するように依頼します。
C. そのまま処理を続行します。次のフェーズまで待って、改善を提案します
D. プロジェクト管理オフィス（PMO）リードとプロセス改善について話し合い、プロジェクト提供フレームワークを更新します
Answer: A