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

1. 專案經理正在領導一個軟體開發專案。最近，團隊成員抱怨說，在最近幾次磨蹭的站立會議中，關鍵利益相關者經常打斷、要求解釋並提出計劃外的變更。這個問題讓專案團隊感到沮喪並減慢了我的工作速度。
專案經理該做什麼？

A) 將情況回報給高階主管。
B) 增加更多團隊成員以彌補任何專案延遲。
C) 指示團隊依計畫工作並忽略利害關係人的請求。
D) 與利害關係人討論問題並解釋情況。

2. 新專案經理了解到分配給團隊的工作已經分解到最低級別 專案經理審查了工作，並感覺缺少一些額外的有用資訊 專案經理應該審查什麼？

A) 需求追蹤矩陣
B) WBS 字典
C) 業務需求文件 (BRD)
D) 專案章程與範圍說明書

3. 一位高階管理團隊成員聯繫了一位敏捷專案負責人，並提到高階經理認為目前版本中包含的某些功能並未包含在內。敏捷專案負責人該做什麼？

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

4. 在分析每月狀態報告的項目時，專案經理注意到進度績效指數 (SPI) 為 0.75，成本績效指數 (CPI) 為 1.25。專案經理必須盡快提供第一次專案狀態審查，並希望強調專案處於控制之中。
專案經理應如何向主要利害關係人報告專案狀態？

A) 利用帕累托圖和魚骨圖進行詳細的根本原因分析，以證明專案處於控制之中
B) 為利害關係人準備一份關於掙值的詳細演示，包括如何計算以及專案當前的掙值結果
C) 報告項目未如預期進行，但仍處於控制之中，因為距離下一個專案里程碑還有一個多月的時間
D) 報告專案落後於計劃，但可以添加額外的經驗豐富的資源來保持計劃進度並維持預算

5. 專案經理正在致力於交付需要快速向公眾部署的解決方案。
專案團隊經驗豐富，利害關係人支援交付，客戶也積極配合。
專案經理應該使用什麼策略來確保按時交付解決方案？

A) 與客戶會面，就解決方案的組成部分和優先順序達成一致。
B) 請贊助商提供有關分配額外資源以按時完成的支援。
C) 制定所有里程碑、可交付成果、功能和資源分配的詳細計畫。
D) 制定增量交付的高級計劃並儘早獲得客戶的回饋。

Solutions: