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PMI Project Management Professional (2025 Version) (PMP中文版) Sample Questions:
1. 一家公司正在轉向混合方法並為所有專案經理進行能力活動。
在這些能力建構活動中,重點在於敏捷方法和團隊協調技能。在實施階段開始時,專案經理面臨如何激勵新入職的敏捷員工的問題。
為什麼專案經理在激勵敏捷員工上遇到問題?
A) 專案經理有望成為敏捷團隊的教練。
B) 能力建構活動缺乏僕人式領導理念的轉移。
C) 敏捷員工不習慣由專案經理領導。
D) 過渡期通常會導致此類問題。
2. 在專案的第三次迭代中,產品負責人要求增加另一個強制功能。這種情況在前兩次迭代中也發生過,最終導致了專案失敗,並引發了團隊內部的不滿。
專案經理下一步該做什麼?
A) 在第一次發布之前的最後一次衝刺中納入變更。
B) 請 Scrum 團隊對產品待辦事項進行優先排序。
C) 召開內部會議討論這些變化及其價值。
D) 請產品所有者與專案團隊一起確定待辦事項的優先順序。
3. 專案經理負責協調同一專案群中的多個子專案。每個子項目涉及不同的國家,擁有不同的發起人,並有各自的業務優先事項。專案間共享資源。專案經理預計這可能會導致延誤和/或衝突,從而影響專案群的最終成果。
專案經理應該如何防止這種情況發生?
A) 檢視所有專案進度計劃,並在每個計劃中增加 3 個月的期限,以應對此類風險,並確保不會出現可能影響專案的延誤。
B) 組織定期會議,以識別與專案和計劃相關的風險,評估這些風險,並在需要時制定行動計劃來減輕風險。
C) 要求專案經理各自獨立地制定進度計劃,並將這些進度計劃匯總起來,提交給每月一次的指導委員會會議。
D) 請每位專案經理每週撰寫一份詳細的報告,列出所有活動、已完成的工作、需要完成的工作以及已識別的風險。
4. 工程即將進入收尾階段。在準備收尾階段時,品質系統將根據新的國際品質標準進行更新,從而產生新的交付/批准流程。
專案經理應該採取什麼行動?
A) 將問題回報給專案發起人。
B) 應用新的審核程序清單。
C) 通知客戶項目將會延期。
D) 詢問專案團隊是否可以變更範圍。
5. 在衝刺計畫會議期間,專案團隊會分析完成部分任務所需的工作量,以便確定衝刺計畫。專案團隊在估算任務的測試工作量時遇到了問題。專案經理首先該做什麼?
A) 請品質保證(QA)專家協助進行測試評估。
B) 鼓勵團隊進行結對程式設計以減少測試。
C) 從產品負責人取得驗收標準。
D) 確保所有團隊成員都理解完成的定義(DoD)。
Solutions:
| Question # 1 Answer: A | Question # 2 Answer: D | Question # 3 Answer: B | Question # 4 Answer: B | Question # 5 Answer: D |






