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

1. 一個新的敏捷團隊在完成任務時遇到了困難。團隊中存在著許多爭議。在這種情況下，敏捷領導者該怎麼做？

A) 將問題回報給團隊經理。
B) 與團隊制定工作協議。
C) 審查角色和職責文件。
D) 移除部分團隊成員。

2. 專案經理正在製定具有非常精確要求的可交付成果的品質管理計劃。
專案經理不確定如何創建品質標準，以便供應商在交付產品時能夠符合標準。
專案經理應先採取哪兩項行動？ （選擇 2）

A) 要求供應商在交付產品時建立符合性聲明。
B) 新增一名合規團隊成員，在從供應商收到每個可交付成果後進行檢查。
C) 評估類似產品的行業標準以確定哪些適用於該項目。
D) 參考舊專案的品質管理計畫來確定它們是否適用於這些可交付成果。
E) 檢視符合性管理計畫以確保要求明確定義。

3. 一位專業團隊成員剛收到通知，必須離開辦公室幾週。他們大約還有兩個工作日就要離開辦公室，之後將無法透過任何溝通管道聯繫他們。關鍵截止日期即將到來。敏捷專案經理該怎麼辦？

A) 請團隊成員與同事合作分享知識
B) 請團隊成員確定他們的專業任務
C) 請團隊成員主持一次特別團隊會議。
D) 要求團隊成員現在盡可能完成任務。

4. 在專案啟動階段，與另一個專案的團隊舉行了一次經驗教訓分享會議，討論了施工生產率低作為專案完成的潛在延遲，專案經理下一步該做什麼？

A) 將施工生產力加入風險登記冊並制定現場執行的緩解策略
B) 對具有良好業績記錄的承包商進行資格預審，以消除生產力方面的擔憂
C) 與專案發起人討論此問題，以請求額外資金來實施緩解措施
D) 聘請施工管理顧問制定全面的現場執行計劃

5. 一位專案經理正在主持一次迭代回顧。這次迭代進展不順利，承諾的功能未能交付給用戶。該專案涉及一個負責建置的供應商團隊和一個內部品質保證 (QA) 團隊。過去，供應商和內部團隊之間的關係比較緊張。
專案經理該做什麼？

A) 邀請採購經理和供應商代表來處理當前的緊張關係。
B) 為供應商團隊和內部團隊分別舉行回顧會議。
C) 安排與供應商的客戶經理和測試經理進行初步會議。
D) 為會議制定明確的議程，並提醒供應商和內部團隊會議的範圍是改進流程。

Solutions: