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

1. 專案經理被分配到正在開發的專案。當專案經理審查專案進度時，他們發現一些任務落後於計劃。經過調查，專案經理發現一些團隊成員被拉去執行其他任務，這影響了他們專注於專案經理專案的能力。
專案經理可以採取哪兩項行動讓團隊重回正軌？ （選兩個。）

A) 立即提醒業務利害關係人計劃延遲
B) 讓團隊成員以自己的步調跟上
C) 與團隊合作決定加速專案交付的選項。
D) 與各自的職能經理討論專案延遲的風險和工作優先級
E) 建立每日站立會議來審查專案進度並追蹤可交付成果的完成情況

2. 一名學習者已經工作了兩個月，並且一直錯過計劃的使用者故事。專案經理應該如何解決這個問題？

A) 促進改變迭代持續時間以便按計畫提交。
B) 考慮使用獎勵制度來鼓勵及時交付
C) 確保衝刺規模適合迭代持續時間。
D) 致力於招募高技能資源來增強技能。

3. 一家公司啟動了一個新產品開發項目，該項目將分階段交付。產品設計方案中包含了在正式開發前進行廣泛的諮詢和驗證。由於競爭對手宣布推出類似產品，該公司將專案重點轉向加速產品上市速度。專案負責人該怎麼做？

A) 與產品負責人合作，評估影響並重新確定產品待辦事項的優先順序。
B) 安排與專案發起人會面，以確定和分配額外資源。
C) 提交正式變更請求並獲得變更控制委員會(CCB)的批准。
D) 與 Scrum Master 會面，確定是否可以縮短開發週期。

4. 一位專案經理收到客戶的一封電子郵件，表示他們不想繼續與專案團隊的一名成員合作。客戶沒有提供任何理由。專案經理感到擔憂，因為這位成員技術精湛、經驗豐富，並且是專案主要交付成果之一的關鍵人物。
專案經理應該做什麼來緩解這種情況？

A) 分別與客戶和專案團隊成員交談，以評估問題並決定下一步措施。
B) 請專案團隊成員致電客戶，為其行為道歉。
C) 立即刪除該專案團隊成員並將待處理的活動指派給其他團隊成員。
D) 告訴客戶他們沒有權限刪除專案團隊成員。

5. 在專案規劃會議期間，客戶不確定如何建立全新的產品，並擔心額外的成本和工作。
客戶正在向專案經理尋求指導。
專案經理該做什麼？

A) 安排一次腦力激盪會議並選出十大最重要的要求。
B) 在計劃會議中，重點是快速發布最小可行產品（MVP）並從最終用戶那裡獲得回饋。
C) 請客戶將所有要求納入專案章程，以正式開始專案規劃階段。
D) 等待所有要求和驗收標準明確後再開始專案執行階段。

Solutions: