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

1. 一個團隊正在準備收尾階段，並制定下一階段的計畫。一位專案發起人抱怨上一階段存在一些品質交付問題。然而，品質驗收文件已經簽署。
專案經理該做什麼？

A) 重新開啟品質驗收文件以新增發起人的投訴。
B) 回顧最佳實踐和經驗教訓並將其應用於專案計劃。
C) 延後下一個專案階段，直到評估品質問題的影響。
D) 安排品質審查會議並包括贊助商的投訴。

2. 一位高階管理團隊成員聯絡了一位敏捷專案負責人，並提到一些高階經理人原以為會在目前版本中包含的功能並未包含在內。敏捷專案負責人該怎麼做？

A) 邀請資深經理參加下一次計畫會議。
B) 向高級經理保證這些功能將在下一個衝刺中排隊。
C) 將產品路線圖傳送給資深經理。
D) 與團隊會面，了解為何未包含高階經理人的功能。

3. 在專案執行過程中，專案任務之一是為服務供應商建立一份重要文件。專案經理指派一位資深工程師清楚詳細說明服務說明，以避免任何重複工作。服務資訊文件發送兩天后，服務供應商對該任務產生了疑問，需要更清晰的說明。這種重複工作可能會導致一兩天或幾天的延誤。
專案經理下一步該做什麼？

A) 與工程師討論此問題並確定如何防止其他問題。
B) 將問題回報給工程師的職能經理。
C) 由於緊急，指派另一位工程師執行該任務。
D) 在看板上記錄該任務並使其成為最高優先級。

4. 在第三次規劃會議結束時，客戶和職能經理要求舉行更多會議以為產品添加更多功能。
專案經理應該做什麼才能更快開始建立產品？

A) 解釋可以在即將到來的迭代中規劃更多功能並開始建立產品。
B) 請職能經理與團隊合作完成規劃並開始建立產品。
C) 讓客戶確定規劃階段應持續多久。
D) 允許發起人確定規劃階段應持續多久。

5. 將左側的項目情況與右側可能發生該情況的會議進行配對。

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