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

1. 專案經理正在組建一個團隊來開展服務整合項目，該項目將把技術管理服務從 A 公司轉移到 B 公司。該專案的潛在團隊成員遍布世界各地，具有不同類型的技術背景，並使用不同的工作方法。
專案經理應該如何建立一支有凝聚力、高績效的團隊？

A) 根據技術類型組織團隊成員參加多個啟動會議。
B) 請人力資源 (HR) 部門安排面試會議來選擇團隊。
C) 請未來的團隊成員寫一篇簡短的傳記，解釋他們如何為團隊的成功做出貢獻。
D) 查看團隊成員的技能清單並了解他們將如何共同努力實現專案成果。

2. 專案經理被分配到一個新項目，以在年底交付產品。專案經理接獲供應商通知，核心零件無法準時出貨，將影響進度。
專案經理接下來該做什麼才能最大程度地減少對專案的影響？

A) 安排與所有利害關係人召開會議以延長專案截止日期
B) 檢視並更新問題日誌並確定是否可以提供任何替代元件
C) 將項目新增至下一個狀態審核中，以使利害關係人了解供應商問題
D) 以能夠準時提供組件的新供應商取代供應商

3. 最近，由於客戶減少了預算，兩名團隊成員被從一個專案中解僱。然而，敏捷團隊仍然收到與以前相同（甚至更多）的工作要求。
敏捷專案負責人該如何解決這種情況？

A) 與被釋放的團隊成員一起更新專案預算。
B) 向團隊解釋新的專案要求。
C) 向客戶解釋新的團隊速度。
D) 使用新的團隊容量更新限制日誌。

4. 在每個衝刺中向客戶提供增值功能時，專案團隊都表現得非常出色。然而，他們缺少文件部分，專案經理必須找到一種方法來確保文件保持最新。
專案經理應該採取什麼行動？

A) 使文件成為完成 (DoD) 定義的標準部分。
B) 功能交付後將重點放在文件上。
C) 建立特定的衝刺來交付專案文件。
D) 指派專門的資源來在專案期間處理文件。

5. 團隊是公司中第一個對傳統專案使用敏捷方法的團隊。球隊經理擔心風險沒有被管理。團隊應該如何定期評估和管理風險？

A) 透過每日站立迭代演示和回顧使用定期回饋循環
B) 識別任何已識別的風險並將其上報給協調人處理
C) 在每次迭代期間更新風險登記冊以解決任何未解決的問題
D) 專注於開發可行的可交付成果，而不是記錄風險

Solutions: