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

1. 一個新的敏捷團隊正在組建，專案經理注意到該團隊在許多領域都陷入困境。團隊正在經歷無法滿足迭代承諾和團隊成員衝突的問題。
專案經理接下來該做什麼？

A) 通知管理階層承諾將無法兌現
B) 在回顧中提出問題並提出解決方案
C) 讓管理階層參與協助解決衝突
D) 對團隊進行整體和個人指導

2. 新加入組織的專案經理將獲得一份數據，其中包含與專案團隊成員和利害關係人相關的資訊。這些資訊包括每位利害關係人的當前角色、他們參與的過往項目和當前項目，以及他們對組織的影響力。
專案經理應該在哪種類型的分析中使用這些資訊？

A) 定性風險分析
B) 決策樹分析
C) 迴歸分析
D) 利害關係人分析

3. 在系統演示期間，專案利害關係人拒絕了最近使用者故事中完成的功能。
據利害關係人稱，該產品不符合
法規所要求的品質標準。
專案經理應該做些什麼來避免這種情況？

A) 確保專案發起人了解專案範圍，以避免將來出現任何投訴
B) 與產品所有者一起審查，確認迭代過程中處理的故事的所有驗收標準均已滿足
C) 與產品所有者一起審核，迭代中處理的所有故事均在專案待辦事項中
D) 確保利害關係人的顧慮在迭代中得到妥善解決，以避免將來出現挫折

4. 專案經理定期發送專案進度報告。然而，一些利害關係人抱怨說，這種溝通方式未能滿足他們的需求。
專案經理該怎麼做？

A) 更頻繁地向利害關係人傳達進度。
B) 分析利害關係人的溝通需求。
C) 另行召開利害關係人參與會議。
D) 向利害關係人傳達專案詳情。

5. 專案發起人要求專案經理為一個新專案探索一種混合方法。該專案的產品經理已經為該產品準備好了詳細的規格。
專案經理應該做什麼來推進專案管理計劃？

A) 請團隊評估產品規格是否可以用使用者故事來表達，以支援 Scrum 或看板方法。
B) 向專案發起人推薦，由於穩定的產品需求，預測方法適合該專案。
C) 與產品經理一起探索，確定是否有可行的機會逐步實現價值並增加商業價值。
D) 詢問產品經理是否準備好擔任專案的產品擁有者，以參與迭代規劃和評審。

Solutions: