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

1. 一位新任敏捷專案經理正在嘗試確定團隊的發布進度。哪種工具可以更深入了解團隊的進度？

A) 看板
B) 燃盡圖
C) 發布計劃 Sy
D) 產品路線圖

2. 一位專案經理安排團隊成員兩人一組，共同完成大量技術報告。有時，專案經理注意到一些重要資訊未能在團隊中妥善分享。這導致交付延遲，並最終導致專案無法完成。
這個問題的根本原因是什麼？

A) 實施過程中應用了不正確的溝通技巧
B) 由於團隊成員兩人一組，團隊凝聚力喪失
C) 團隊成員配對任務分配不當
D) 團隊成員缺乏文件規劃的訓練

3. 在專案執行階段，兩位團隊成員在技術和人際關係方面與團隊內的其他成員發生了衝突。專案經理應該先採取哪兩項措施來解決此衝突？ （選兩項）

A) 與無法有效合作的團隊成員安排單獨會議。
B) 計劃在衝刺後解決團隊成員的衝突並專注於實現目標。
C) 儘早以直接、協作的方式與受影響的團隊成員討論衝突。
D) 在團隊會議期間解決衝突，讓整個團隊參與並找到解決方案。
E) 在問題升級並影響團隊績效之前，請要求人力資源 (HR) 介入。

4. 一位從事 IT 部署專案的銷售學員多次與專案經理聯繫，抱怨未支付加班費。專案經理發現其他團隊成員正在領取加班費。專案經理下一步該怎麼做？

A) 與銷售團隊討論以找到問題的解決方案
B) 驗證原因並將其作為問題新增至問題日誌中
C) 指示銷售團隊與會計部門溝通以解決問題
D) 將問題上報給職能經理

5. 一個項目正在開始其六次迭代中的第二次。在每日會議期間，一名團隊成員尋求協助。為了完成可交付成果，需要獲得設計部門的批准。
專案經理該做什麼？

A) 將此迭代交付替換為沒有任何阻礙的迭代交付。
B) 邀請設計團隊成員參加下一次每日會議。
C) 更新問題日誌並回報給專案發起人。
D) 與設計經理會面，請求必要的批准。

Solutions: