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

1. 一位專案經理正在與一個敏捷團隊合作，以改進一款產品。由於截止日期緊迫，團隊試圖透過同時調動多個資源來縮短工期。然而，技術環境的配置使得每個功能每次只允許一個資源投入。團隊計劃升級技術環境，但無法就後續方案達成一致。
專案經理首先該做什麼？

A) 將問題回報給產品擁有者以尋求解決。
B) 將此衝突新增至議程中，以便下次每日站立會議討論。
C) 召開規劃會議決定如何進行下一組工作。
D) 召開一次達成共識的會議，決定如何進行下一組工作。

2. 一家公司正在將其專案從預測式方法過渡到迭代式方法。保護團隊抱怨說，由於產品負責人要求對專案開始以來已經開發的功能進行大量更改，他們不確定需要做什麼。
專案經理該如何處理這種情況？

A) 要求產品所有者在風險管理計劃中建立一個關於可能性和阻礙的新條目
B) 確保產品和 sprint 待辦事項具有所需級別的文檔，並且對團隊可見
C) 檢視類似專案的積壓工作並了解變更請求是如何實施的
D) 要求產品所有者遵循變更要求流程來正式確定新需求

3. 一家供應商兩天前本應調動一台政府發放的、已獲許可的設備，但卻未能如願。採購經理被告知，該供應商未能核查許可證的有效性，該許可證已於上周到期。該供應商已向相關部門提交申請，但處理申請通常需要一到三週時間，這將影響關鍵路徑。
專案經理應該採取什麼行動？

A) 向專案團隊更新延遲情況，以便可以在其他地方利用資源。
B) 更新經驗教訓登記冊，作為未來材料交易的輸入。
C) 分析時間表並尋找快速跟進和緊急替代方案。
D) 審查合約條款以確定後續步驟。

4. 一個專案的客戶非常憤怒。當客戶到達專案現場時，發現他們的一個要求沒有被滿足。
專案經理該做什麼？

A) 分析福利管理計畫並執行所需的變更。
B) 與客戶討論並同意實施缺失的要求。
C) 參考需求追溯矩陣，分析需求。
D) 與客戶協商範圍管理計劃以了解差距。

5. 某組織正在評估敏捷交付方法的使用情況，而專案經理就是其中的一員。一位新上任的專案管理辦公室 (PMO) 經理在使用 Scrum 方法時體驗不佳，建議專案委員會以預測性方法取代 Scrum。
專案經理該做什麼？

A) 定義風險管理計劃（或根據需要定義新方法）。
B) 審查效益實現計劃以包含變更的成本。
C) 檢視溝通管理計畫以識別新的利害關係人。
D) 根據需要為新方法定義專案管理計畫。

Solutions: