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

1. 一個自組織團隊正在履行承諾。團隊接受了一項採用新技術的開發任務，但迭代速度開始下降。在這種情況下，應該採取什麼樣的管理決策？

A) 將表現不佳的團隊成員從團隊中移出。
B) 提供團隊成員學習和適應技術的機會。
C) 將專案重新分配給使用過此技術的團隊
D) 為團隊增加新成員並提高速度

2. 一位專案經理注意到職能經理不配合人員分配計劃，並且總是找藉口不釋放所要求的人員。
專案經理首先該做什麼？

A) 請與人力資源 (HR) 確認員工是否有空。
B) 請領導團隊協助取得所需的員工。
C) 直接與職能經理人交談，了解他們態度背後的原因。
D) 評估組成團隊延遲所造成的影響並與職能經理對質。

3. 一位專案經理正在主持專案指導委員會會議，討論待辦事項中工作項目的優先順序。工程主管希望根據工作量大小來決定功能的優先級，並優先完成最小的專案。
品質主管希望
優先完成最複雜的任務，以便有足夠的時間確保交付高品質的產品。合規官希望完成與監管組件相關的項目，因為它們是必要的。
專案經理應如何決定工作專案的優先順序？

A) 透過在專案早期優先考慮和完成複雜任務，確保專案價值符合品質指南。
B) 完成與監管組件相關的任務，因為團隊無法提供不符合合規法規的商業價值。
C) 確保團隊評估逐步交付最高商業價值項目的機會。
D) 先完成較小的任務，以便團隊有機會製作原型並評估開發過程。

4. 拖曳到右側正確的場景

5. 一位專案經理正在領導一項產品功能的推出，該功能旨在為一款視訊串流應用吸引更多訂閱用戶。在待辦事項梳理階段，業務利害關係人未能理解該產品的功能集成，並提出了一些擔憂。
專案經理可以做什麼來展示功能整合？

A) 讓業務利害關係人參與迭代回顧。
B) 建立迭代評審任務並將其新增至待辦事項。
C) 與業務利害關係人一起詳細檢視積壓工作。
D) 將業務利害關係人納入迭代評審。

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