PMI Project Management Professional (2025 Version) (PMP中文版) : PMP-CN

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

1. 在審查專案的可交付成果清單期間，一位利害關係人對其中一項要求無法滿足表示擔憂。
專案經理該做什麼？

A) 檢查核准的要求清單，看看是否有缺少的項目
B) 與利害關係人合作改善需求的驗收標準
C) 與利害關係人討論應添加哪些附加要求
D) 與相關利害關係人一起檢視需求可追溯性矩陣

2. 將左側的項目拖曳到正確項目中的符合術語。

3. 在上次衝刺評審期間，一個團隊分享了有關 Scrum Master 的投訴。團隊表示，他們之所以被推遲，是因為 Scrum Master 沒有消除障礙，例如安排與外部團隊的一些會議以及獲得協作工作的房間等關鍵障礙。
專案經理該做什麼？

A) 反駁，解釋自組織團隊應該解決所有問題才能完成工作。
B) 確定並同意某種情況何時成為 Scrum Master 需要解決的障礙。
C) 請團隊審查並確定未解決障礙的優先級，以盡快解決所有障礙。
D) 請求額外資源協助解決團隊列出的所有障礙。

4. 一家銀行正在考慮在三個相鄰城市中的其中一個城市開設新的分行。專案經理的任務是展示開設新分行、租用現有建築物以及不擴建分行的益處。
專案經理該如何進行？

A) 計算在每個地點建立新分公司與租用現有建築物的投資回收期 (PBP)。
B) 對每個地點的租賃進行差距分析。
C) 計算每個位置每個選項的成本並比較每個選項的淨現值 (NPV)。
D) 對建立新分公司與在每個地點租賃進行 Kano 分析。

5. 一家公司嚴格採用敏捷方法，並不斷更新待辦事項清單。一位新的專案負責人被聘用，但他不願與團隊和產品負責人分享一些重要的產品資訊。
專案負責人需要做什麼來防止下一次迭代中出現危險情況？

A) 將此問題告知產品所有者，以便能夠解決。
B) 對團隊開放，共同合作以達成成果。
C) 保持項目集中並單獨執行，以獲得更好的結果。
D) 向敏捷專案管理辦公室 (PMO) 報告問題，

Solutions: