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PMI Project Management Professional (2025 Version) (PMP中文版) Sample Questions:

1. 一位專案經理剛被指派到一個項目，擔任一個經驗豐富的敏捷團隊的領導。
專案經理應如何影響團隊完成專案目標？

A) 增加主題專家（SME）的數量以獲得更好的結果。
B) 使用計劃驅動的方法來展示對專案的控制。
C) 對團隊做出判斷。
D) 表達對團隊完成必要交付成果的能力的信任。

2. 專案經理意識到團隊成員對混合方法還不熟悉，不重視站立會議。團隊成員經常遲到、偏離解決方案或完全不參加會議。
專案經理應如何與專案團隊一起改善這種情況？

A) 要求產品擁有者移除不遵守站立會議規則的團隊成員。
B) 向所有團隊成員發送每日回顧報告，而不是召開站立會議。
C) 讓專案團隊參與實施和改善站立會議的關鍵面向。
D) 在站立會議中包括每日腦力激盪會議，以解決懸而未決的問題。

3. 專案經理所在的團隊正在推出一系列功能以遵守新法規。該團隊只有 6 週的時間向舊版應用程式發布這些功能。在站立會議期間，一位軟體工程師表示，一項重要功能的開發將暫停，直到指定的設計師完成特定任務。這次延遲對於按時發布造成了嚴重障礙。
專案經理該做什麼？

A) 請軟體工程師繼續進行而不完成重要功能
B) 與設計師會面，分享當前狀態並製定解決方案以完成任務
C) 聯絡設計團隊經理，要求根據最新情況重新考慮優先列表
D) 與設計團隊經理會面，告知他們當前狀態並請求增加一名設計師

4. 專案團隊外部的主題專家 (SME) 提供的建議將節省專案交付時間。該 SME 有時間支援該項目，但不打算參與當前的敏捷迭代。
專案經理該做什麼？

A) 指示團隊成員忽略 SME 的更改，因為這些更改是未計劃的。
B) 要求 SME 完成所有必要的更改，這將節省時間。
C) 立即讓 SME 參與進來，稍後再討論其影響。
D) 請現有團隊成員與 SME 合作並完成活動。

5. 在分析每月狀態報告的項目時，專案經理注意到進度績效指數 (SPI) 為 0.75，成本績效指數 (CPI) 為 1.25。專案經理必須盡快提供第一次專案狀態審查，並希望強調專案處於控制之中。
專案經理應如何向主要利害關係人報告專案狀態？

A) 利用帕累托圖和魚骨圖進行詳細的根本原因分析，以證明專案處於控制之中
B) 報告專案落後於計劃，但可以添加額外的經驗豐富的資源來保持計劃進度並維持預算
C) 為利害關係人準備一份關於掙值的詳細演示，包括如何計算以及專案當前的掙值結果
D) 報告項目未如預期進行，但仍處於控制之中，因為距離下一個專案里程碑還有一個多月的時間

Solutions: