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

1. 在衝刺計畫期間，開發主管會強調處理對產品性能至關重要的技術債任務的重要性。然而，這些任務會消耗團隊的大部分資源，導致他們無法專注於產品功能的開發。
專案經理該做什麼？

A) 請贊助商提供更多資源以繼續保持相同的速度。
B) 邀請技術利害關係人對積壓工作進行優先排序。
C) 處理產品擁有者已經優先考慮的功能。
D) 將技術債任務加入 sprint 待辦事項。

2. 專案團隊外部的主題專家 (SME) 提供的建議將節省專案交付時間。該 SME 有時間支援該項目，但不打算參與當前的敏捷迭代。
專案經理該做什麼？

A) 指示團隊成員忽略 SME 的更改，因為這些更改是未計劃的。
B) 請現有團隊成員與 SME 合作並完成活動。
C) 要求 SME 完成所有必要的更改，這將節省時間。
D) 立即讓 SME 參與進來，稍後再討論其影響。

3. 在執行維護專案期間，承包商提交了額外工作的報價，專案經理意識到所計費的活動已包含在初始工作範圍中。
在這種情況下專案經理下一步該做什麼？

A) 審查專案成本並傳達給專案發起人
B) 提交變更請求以批准此優惠
C) 審查專案範圍並與承包商協商
D) 拒絕該報價，因為它包含在初始專案範圍內

4. 在回顧會議期間，一位團隊成員報告說，一位職能經理希望參與任務分配。專案經理該怎麼做？

A) 告知職能經理自組織包含任務分配。
B) 要求產品所有者明確專案團隊的角色和責任。
C) 告知職能經理任務分配是產品所有者的責任。
D) 與團隊成員確認職能經理負責交付。

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

Solutions: