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

1. 專案經理正在管理一個具有高度不確定性的複雜研究項目，要求實施一種機制來衡量可交付成果的品質。
使用混合方法，可以使用哪些技術來實現這一目標？

A) Scrum Master 評審與品質看板方法
B) 每日 Scrum 和產品所有者品質評估。
C) 限時迭代與站立評審會議
D) 配對工作和客戶角色方法。

2. 一家公司參與了一個採礦項目。有一些外部利害關係人對採礦業一無所知。
專案經理應該如何向這些利害關係人傳達組織文化和專案目標？

A) 非正式地邀請利害關係人並口頭向他們介紹組織和專案的情況。
B) 準備一份概述組織架構和項目參數的報告。
C) 請團隊成員直接解決利害關係人的資訊需求。
D) 聘請一家公司透過媒體管道宣傳該專案和公司。

3. 一個新的開發專案即將啟動，專案經理知道一位知名客戶在所有迭代中都會提出非常具體且頻繁的請求。該專案需要與第三方進行合約協調，專案經理必須找到更好的方式來管理客戶和合作夥伴的期望。
專案經理應該使用什麼策略？

A) 在合約中明確指定要部署的範圍和功能。
B) 專注於為客戶實施軟體即服務 (SaaS) 解決方案。
C) 更改行銷和產品管理定義以滿足利害關係人的需求。
D) 與客戶和第三方密切合作以滿足他們的需求。

4. 一個關鍵項目的自組織團隊始終如一地按照他們的承諾提供價值。
在回顧過程中，專案經理發現大多數
由於承諾過多，團隊成員感到壓力很大。
專案經理該做什麼？

A) 透過組織定期的減壓和團隊建立會議來幫助團隊成員。
B) 請求額外資源以繼續提供價值，同時減少團隊壓力。
C) 請團隊成員各自規劃錯峰休假，以避免壓力。
D) 在規劃階段支援團隊只承諾他們能夠交付的內容。

5. 一位專案團隊成員剛剛通知專案經理，團隊用於執行計算的軟體許可證剛剛過期。因此，團隊無法繼續執行專案任務。
專案經理首先該做什麼？

A) 請團隊成員尋找另一種方法來進行計算。
B) 向專案發起人發出正式投訴，聲稱缺乏適當的工具。
C) 與 IT 團隊會面，評估軟體授權的續約速度。
D) 要求團隊加快專案進度並執行不需要計算的任務。

Solutions: