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PMI Project Management Professional (2024 Version) (PMP中文版) Sample Questions:

1. 一個團隊在正在進行的專案中出現了行為問題，這導致了衝突。結果，團隊失去了動力，在衝刺中落後了。
專案經理該如何處理這種情況？

A) 重新檢視基本規則和團隊溝通協議，並討論正在發生的事情。
B) 請遇到衝突的團隊成員請一天假。
C) 聘請顧問來協調受影響團隊成員之間的情況。
D) 控制待辦事項分配並減少團隊成員之間的直接溝通。

2. 專案經理收到了新產品的專案章程。該專案預計有兩個主要交付：已經定義了詳細規格的硬體部分，包括樣機，以及只有基本規格和使用者體驗設計方法要求的使用者介面軟體。
專案經理應該使用哪種專案管理方法？

A) 軟體開發具有較高的不確定性，因此建議專案採用敏捷方法。
B) 混合方法將發揮作用，使用敏捷方法進行軟體開發，並使用預測方法進行硬體交付。
C) 範圍定義明確；因此，預測方法很簡單，硬體和軟體可以在門上同步。
D) 可交付成果明顯不同，因此專案應分為由程式驅動的兩個專案。

3. 一名專案經理剛被任命負責一個有兩個主要交付成果的專案。兩個可交付成果具有相同的優先級，並且要同時交付。團隊成員抱怨缺乏有關需要先完成哪些可交付成果的資訊。
專案經理該做什麼？

A) 請團隊先開始處理最簡單的可交付成果，以便他們獲得執行第二個可交付成果的經驗。
B) 由於很難同時執行兩個可交付成果，因此要求主要利害關係人取消該專案。
C) 要求專案團隊同時執行兩個可交付成果，因為這是在專案章程中請求並批准的。
D) 與專案發起人和主要利害關係人會面，評估每個可交付成果對組織的價值並確定執行優先順序。

4. 一家公司正在進行一個項目，並正在使用混合方法來簡化客戶服務流程。
在第二次迭代結束時，業務分析師加入團隊以了解專案管理的財務和調度方面的資訊。
專案經理應該做什麼來支援業務分析師？

A) 分配資源來指導業務分析師
B) 建立報告以告知業務分析師有關進度和專案成本的信息
C) 請業務分析師專注於專案需求的工作分配
D) 為業務分析師提供財務和日程安排資訊的存取權限

5. 一名高技能團隊資源收到了工作機會，即將離開專案，當新團隊成員入職時，專案經理應該做什麼來維持專案績效？

A) 在風險登記冊中記錄風險並與新團隊成員合作減輕風險
B) 與新團隊成員共用專案文件。
C) 為新團隊成員提供交叉訓練和指導
D) 激勵新團隊成員的表現。

Solutions: