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

1. 一個項目延期了。專案經理為一些活動增加了額外資源，並批准幾名團隊成員加班。
專案經理應用了什麼技術？

A) 快速追蹤
B) 關鍵鏈方法
C) 資源平衡
D) 計劃崩潰

2. 一位專案經理被指派負責一個備受矚目的項目，該項目根據以往類似項目的評估，被認定為中等複雜度。此專案需要以即用型產品的形式交付給客戶。
基於這種情況，專案經理在整個專案生命週期中應該關注什麼？

A) 利害關係人的參與和經驗教訓
B) 時間管理與利害關係人參與
C) 資源管理與經驗教訓
D) 成本管理與風險管理

3. 一位專案經理的專案依賴於一個部門的服務，該部門更換了領導。自從新領導上任以來，該部門的服務一直進展緩慢，這威脅到了專案的交付期限。
專案經理該做什麼？

A) 將問題上報給專案發起人，通知他們該部門的服務速度緩慢。
B) 將問題加入問題日誌中，並在下次定期報告中向專案利害關係人傳達該問題。
C) 安排與領導會面，解釋專案的需求並了解領導的觀點。
D) 在專案早期將所有服務請求發送給部門，以減少對交付日期的影響。

4. 在敏捷專案期間，專案經理失去了其中一種資源，同時發現了新的需求，這些需求被加入待辦事項。專案經理下一步該做什麼？

A) 由於速度受到影響，因此與產品所有者一起重新評估待辦事項優先級
B) 重新評估專案進度，因為速度將受到資源損失的影響
C) 重新評估速度，因為迭代持續時間將受到新需求的影響
D) 重新評估目前迭代的範圍以保持相同的速度和時間線

5. 一個組織的管理系統正在由一個敏捷團隊進行升級。儘管專案範圍已經非常明確，但功能需求已移交給專案團隊，而且沒有主題專家 (SME) 可以持續進行專案工作。專案經理擔心團隊的進度會因自身知識不足而受到阻礙。
哪兩個專案事件將幫助專案經理確定情況是否如此？ （選兩個）

A) 站立
B) 需求分析
C) 回顧
D) Sprint 計劃
E) 待辦事項細化

Solutions: