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

1. 一個敏捷專案團隊正在開發一款基礎設施產品，該產品將透過多次迭代逐步交付。在第三次迭代進行到一半時，全公司被告知，該基礎設施支援的作業系統將於下個季度終止服務。數千台機器將受到此變更的影響。
專案經理首先該做什麼？

A) 通知產品擁有者並要求更多專案資源。
B) 與 IT 部門一起優先升級專案機器。
C) 新增產品待辦事項以確定作業系統故事的優先順序。
D) 安排與利害關係人的會議以了解影響。

2. 團隊成員經常缺席團隊會議，但總是準時完成分配的任務。其他團隊成員認為該成員應該參加會議。
專案經理該做什麼？

A) 了解團隊成員缺席的原因並鼓勵他們參加未來的會議。
B) 允許每個團隊成員按時提交所需的任務，並減少安排的會議次數。
C) 審查並更新專案基本規則，使會議出席成為強制性要求。
D) 指派此成員協助下次會議，以確保專案團隊的協作。

3. 一個專案即將開始六輪迭代中的第一次。在一次日常會議上，專案經理發現團隊中有一位成員缺乏敏捷環境工作經驗。
專案經理該做什麼？

A) 向贊助商要求額外的訓練預算。
B) 指定一位敏捷導師並遵循訓練流程。
C) 給團隊成員一些時間來學習敏捷實踐。
D) 要求增加團隊的產能以準時完成。

4. 在敏捷專案衝刺的早期，專案團隊開始考慮用兩種不同的方法來實現某個功能。專案經理擔心團隊在討論這個功能上花了太多時間，因為團隊還需要在這個衝刺中涵蓋其他功能。
專案經理應該如何處理這種情況？

A) 停止審議程序並要求團隊使用名義小組技術進行投票。
B) 與團隊商議將該項目移至產品待辦事項並處理清單中的下一個項目。
C) 讓團隊繼續討論，直到團隊就所需方法達成共識。
D) 介入審議過程並權衡哪種方法比較好。

5. 在專案中，高階管理人員需要獲取專案信息，以便分析數據並做出專案決策。專案經理應該提供哪些信息，以便高階主管能夠更全面地了解專案？

A) 更高等級的活動已完成
B) 里程碑狀態報告
C) 資源分解結構（RBS）
D) 風險登記信息

Solutions: