PMI Project Management Professional (2025 Version) (PMP中文版) : PMP-CN

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

1. 一位專案經理被指派負責一個牙科設備開發項目，該項目目前正處於設計階段。在審查專案原型後，發現缺少一些需求規格。
專案經理下一步該採取什麼行動？

A) 與團隊討論並制定解決方法計劃，以立即交付待處理的需求規格。
B) 請團隊等待，直到他們能夠更新需求規格。
C) 準備變更控制委員會 (CCB) 的變更請求，以刪除缺少的需求規格。
D) 與開發團隊會面，檢視並評估需求規格。

2. 下列哪三種情況是 Scrum Master 應該注意的障礙？ （選擇三項。）

A) 缺乏團隊授權且無法自我組織
B) 團隊成員正在談論 Scrum 板上沒有的使用者故事
C) 每日站立會議上積壓的審查
D) 團隊成員正在談論 Scrum 板上的使用者故事
E) 阻礙敏捷能力的技術

3. 一位專案經理正在領導一個由經驗豐富和缺乏經驗的成員組成的團隊。專案經理應該如何確保專案團隊有效運作？

A) 要求經驗最少的團隊成員擔任經驗較豐富的團隊成員的助手，以便他們可以獲得一些專案經驗。
B) 確定沒有經驗的團隊成員如何根據其能力做出貢獻，並在需要時提供培訓。
C) 將關鍵專案任務分配給最有經驗的團隊成員，因為他們是唯一擁有相關知識的人。
D) 請專案發起人用更有經驗的團隊成員取代經驗最少的團隊成員。

4. 當專案接近尾聲時，專案經理未能獲得關鍵利害關係人的批准，因為必要的交付成果未能如預期完成。專案經理下一步該怎麼做？

A) 檢討工作分解結構（WBS）
B) 檢討需求可追溯性矩陣
C) 審查利害關係人參與計劃
D) 檢討品質管理計劃

5. 一位剛加入矩陣式組織的專案經理剛剛被指派負責一個內部軟體開發項目，該專案旨在減少公司內部追蹤系統中的衝突。由於公司超過1000名員工將受益於該軟體，專案經理希望確保每個人都了解團隊正在取得的巨大進展。專案經理與專案團隊開會，商定最有效的進度溝通方式。
專案經理該做什麼？

A) 請專案發起人向組織的利害關係人傳播專案進度。
B) 建立一個內部網站並允許利害關係人存取相關項目資訊。
C) 每週向每個利害關係人發送電子郵件，向他們提供專案進度。
D) 在專案團隊中劃分組織以提供直接的專案更新。

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