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

1. 專案發起人擔心範圍沒有正確滿足，並就此事單獨詢問了幾位團隊成員。當專案發起人與專案經理接洽時，專案經理意識到問題在於專案發起人對範圍的理解與專案團隊不同。
專案經理該怎麼做才能解決這個問題？

A) 請專案團隊編制專案範圍文件並獲得專案發起人的批准。
B) 設定每日站立會議並請專案發起人參加以了解專案的任務和可交付成果。
C) 要求專案團隊改變其任務交付成果以反映專案發起人的要求。
D) 促進利害關係人協調會議，以便團隊和專案發起人對可交付成果達成一致。

2. 一位專案經理即將帶領團隊啟動一個新專案。由於發生了前所未有的事件，所有團隊成員目前都在遠端工作。
專案經理應如何確保專案資訊共享的連續性？

A) 建議團隊盡可能與所有團隊成員溝通。
B) 建立清晰的溝通管道，增加團隊在線上互動。
C) 發送多封有關專案里程碑期限的電子郵件。
D) 鼓勵團隊創造和分發更大的周報。

3. 一位專案經理正在進行一個敏捷項目，該專案由 100 個使用者故事組成，分為五次迭代。每個使用者故事價值 50 美元。實際支出為2000美元，已交付50個使用者故事。
哪一個說法是正確的？

A) 該專案超出預算且落後於進度。
B) 專案符合預算並按計劃進行。
C) 此專案預算不足且進度落後。
D) 該項目符合預算並且按計劃進行。

4. 在專案品質控制過程中，專案經理意識到品質管理計畫並沒有包括最終使用者如何看待新產品與實際產品相比所帶來的好處。專案經理首先該做什麼？

A) 讓產品上市並等待客戶有關品質的回饋。
B) 提交變更請求以分析一組新的品質測試。
C) 請產品經理將最終的使用者測試納入品質管理計畫。
D) 請品質經理將最終使用者測試納入品質管理計畫。

5. 一個敏捷團隊發布了其產品的第二個版本，但回饋是該軟體存在許多影響使用者體驗的 bug。
專案經理該做什麼？

A) 促進下一次回顧會議，讓團隊專注於分析根本原因並提出解決方案
B) 提出一個內部計劃，為發現並修復錯誤的團隊成員提供獎勵
C) 聘請外部顧問公司專注於測試和品質控制，以避免將來再次出現問題
D) 密切評估團隊的技能組合，尋找需要填補的技術差距，以提高品質

Solutions: