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

1. 一位銷售總監對關鍵功能交付給客戶進度緩慢感到不滿。在與團隊協商後，專案經理了解到，客戶方的主題專家 (SME) 不願意配合提供完成就緒狀態 (DoR) 定義所需的意見。
專案經理應該怎麼做才能避免在未來的專案中出現同樣的問題？

A) 在客戶啟動會議上檢視責任矩陣。
B) 包括因客戶造成的延誤而產生的合約罰款。
C) 依靠內部 SME 獲得有關實施使用者故事的專家意見。
D) 請客戶 SME 至少參加一半的每日會議。

2. 兩位關鍵團隊成員提出了不同的方案，以防止時間超支和延誤。由於觀點分歧，這兩位團隊成員之間發生了衝突。
專案經理下一步該做什麼？

A) 發出新的變更請求來評估此情況並傳達結果。
B) 請團隊成員參考專案章程來解決衝突。
C) 在問題日誌中記錄團隊成員解釋的事實。
D) 安排團隊成員開會尋找解決方案。

3. 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) 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。
B) 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。
C) 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。
D) 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。

4. 一家公司決定實施新的歸檔系統。專案實施過程中發生資料外洩事件。
專案經理首先該做什麼？

A) 請團隊修復系統以解決問題
B) 與團隊一起檢視可能的替代文件方法
C) 實施計畫的風險回應來處理問題
D) 使用風險和建議的影響更新風險登記冊

5. 專案經理在跨職能敏捷團隊。專案經理被分配了一個具有多種功能的軟體項目，團隊需要大約一年的時間才能完成。執行長堅持認為該解決方案需要實現 6 個月後的年底業務目標。
專案經理應該做什麼來協調利害關係人的需求和期望？

A) 讓所有利害關係人參加每日 Scrum 會議，以便讓他們了解情況。
B) 與利害關係人合作建立優先待辦事項並發布路線圖。
C) 將要求修改為6個月內可以完成的要求。
D) 實施快速追蹤和速成活動，在 6 個月內完成專案。

Solutions: