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

1. 專案團隊很難理解有關需求的技術細節。該資訊最初不是由客戶提供的，但該資訊在當前迭代中對於澄清需要如何完成任務至關重要。
專案經理應該如何應對這種情況？

A) 請客戶檢視並澄清目前衝刺的功能定義
B) 安排每週與客戶舉行會議和產品審查，以澄清要求
C) 教育客戶並讓他們參加每日站立會議。
D) 向客戶發送當前衝刺的燃盡圖並尋求澄清。

2. 一名團隊成員與專案發起人之一相處不融洽。發起人已請求將該團隊成員調至其他專案。
專案經理下一步該做什麼來解決這種情況？

A) 與團隊召開會議並解釋專案的基本規則。
B) 回顧過去類似情況的解決方案並為團隊應用相同的策略。
C) 與團隊成員會面並確定需要改進的領域以滿足發起人的要求。
D) 確定發起人和團隊成員行為背後的原因。

3. 一位專案經理發現大多數團隊成員尚未填寫所需的專案狀態報告。專案發起人急需這些狀態報告，以便編製一份全面的狀態報告。
專案經理該怎麼做來解決這種情況？

A) 快速整理一份讓專案發起人滿意的報告。
B) 與有過失的團隊成員討論此問題。
C) 向專案發起人證明團隊成員的行為。
D) 譴責未填寫狀態報告的團隊成員。

4. 在執行階段，專案經理發現一名團隊成員未能準時完成工作，進度比預期晚。這種延誤可能會影響專案的里程碑。
專案經理首先該做什麼？

A) 與團隊討論並評估導致延遲的原因。
B) 請團隊成員的經理找到解決方案。
C) 為延遲的工作分配更多來自其他團隊的資源。
D) 與高階主管討論並尋求他們的指導。

5. 一個分佈在全球的專案團隊由於缺乏團隊投入和士氣低落，進度落後於計劃。為了讓進度回到正軌，專案經理首先該做什麼？

A) 安排會議進行根本原因分析。
B) 尋求發起人的批准以延長專案進度。
C) 更新問題日誌並將其傳達給團隊。
D) 永久地將團隊集中在一起以獲得更好的表現。

Solutions: