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

1. 一位新團隊成員被分配到一個始終如一地完成迭代交付的團隊。這位新成員對許多流程並不了解，並開始對進度產生負面影響。
專案經理該做什麼？

A) 請另一位團隊成員接手新團隊成員的一些工作。
B) 將更簡單的活動分配給新團隊成員。
C) 將新團隊成員納入績效改善計畫。
D) 在迭代中分配時間來指導新團隊成員。

2. 專案經理開始一個新項目，必須確保團隊成員和利害關係人得到充分的培訓。在與團隊面談後，專案經理發現所有資源都有不同敏捷方法的經驗。
專案經理該做什麼？

A) 確保專案團隊了解所有敏捷技術
B) 跳過培訓，因為團隊已經了解敏捷
C) 確保團隊對敏捷有共同的理解
D) 全面完整地教導一種敏捷方法

3. 一個敏捷團隊正處於專案開發週期的早期階段；然而，他們已經開始向客戶交付功能。該團隊已經識別了專案的風險，並正在製定風險緩解策略。
專案經理下一步該做什麼？

A) 根據最高影響實施風險緩解策略。
B) 根據影響將風險納入風險登記冊並確定其優先順序。
C) 確定任何新風險是否會對財務產生影響。
D) 向專案發起人和指導委員會升級風險。

4. 一位專案經理被指派負責一個時間緊迫的專案。由於最近的市場變化，行銷團隊發現一些最初包含在專案範圍內的功能不再需要。專案經理該怎麼做？

A) 告知行銷團隊，在專案此階段不再接受範圍變更
B) 利用行銷和銷售人員的意見更新風險登記冊，並在討論中強調功能的優勢
C) 將問題上報給專案管理辦公室 (PMO)，並確保他們了解變更對進度的影響
D) 與專案利害關係人一起檢視變更請求並評估範圍縮小的影響

5. 一個擁有新專案管理辦公室 (PMO) 團隊的組織目前正在重組。
此外，PMO 與團隊成員之間缺乏溝通。
專案經理該如何處理這種情況？

A) 與 PMO 和專案團隊安排會議，討論和澄清與重組相關的問題。
B) 告知團隊，儘管有新的 PMO 和重組，但團隊不會改變。
C) 與 PMO 團隊會面並解釋與團隊成員溝通對於專案成功的重要性。
D) 請 PMO 團隊立即與團隊成員分享重組的最新進展。

Solutions: