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

1. 專案經理正在主持與主要利害關係人、專案發起人和產品所有者的會議，以定義下一次迭代後將發布的功能。會議的目的是審查產品積壓優先級，考慮到在過去的迭代中一些可交付成果尚未完成。
在會議期間審查和更新產品待辦事項優先順序時應先考慮哪兩項？ （選兩個。）

A) 複雜性與開發成本
B) 每個功能處於待辦事項清單中的時間長度
C) 延遲某些功能而不利於商業價值的成本
D) 產業趨勢與技術方法
E) 重複使用其他產品的元件

2. 一位專案經理剛被指派負責為客戶開發新軟體的專案。所有需求都已收集完畢。
專案經理應該告訴團隊成員關注什麼？

A) 團隊合作
B) 降低客戶成本
C) 按時完成項目
D) 提供客戶價值

3. 團隊在迭代過程中一直在努力解決各種問題。專案負責人促進對問題的討論，團隊形成新的團隊協議。在下一次迭代中，一些相同的問題再次出現。
專案負責人接下來該做什麼？

A) 將協議張貼在所有團隊成員都可以看到的顯眼位置
B) 向團隊提出質疑，以確定問題是否因未遵守協議而再次出現
C) 讓團隊自我組織並確定防止問題再次發生的最佳方法
D) 將問題通知高階管理層，並讓他們檢視與團隊達成的協議的重要性

4. 一位專案經理正在領導一個混合專案。唯一可用的、擁有敏捷經驗的資源並不在專案經理的所在地。該專案有嚴格的時間表和預算，專案經理擔心他們能否完成專案。
專案經理該做什麼？

A) 告知發起人，由於需要敏捷培訓，專案將被延遲。
B) 請求延長預算以取得具有敏捷經驗的本地資源。
C) 每天透過視訊會議吸引敏捷資源。
D) 計畫將敏捷資源暫時移轉到專案經理所在地。

5. 專案經理正在為一家政府公司進行財務系統實施專案。使用預測方法的主要利害關係人之一不喜歡聊天、任務追蹤器等虛擬工具。他們更喜歡電子郵件、電話和麵對面的會議。
專案經理應該如何應對這種情況？

A) 使用定期的螢幕分享工作階段向利害關係人展示進度。
B) 請經理使用虛擬通訊工具和線上儀表板。
C) 在溝通方法上與利害關係人保持一致並達成協議。
D) 建立數位儀表板以滿足經理的資訊需求。

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