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

1. 一位新上任的產品負責人正在帶領一個首次採用敏捷開發的專案團隊。這位產品負責人每天都會頻繁地打擾團隊成員討論進度。這導致團隊感到過度管理，並因持續不斷的干擾而感到沮喪。
專案經理該如何進行？

A) 邀請產品所有者參加每日站立會議，以便他們評估進度。
B) 邀請產品所有者的職能經理參加回饋會議以升級問題。
C) 指示團隊讓產品所有者向專案經理諮詢資訊。
D) 每週與產品所有者安排一次回饋會議，以便他們評估進度。

2. 一位專案經理即將啟動一個大型項目，該專案需求不明確，截止日期和預算都已確定。客戶無法提供產品負責人，因為他們能力不足，並且只想在專案期間參與幾次。
專案經理該如何規劃和管理專案？

A) 定義專案需求，制定長期詳細計劃，並據此管理專案。
B) 預先商定最小可行產品 (MVP)，設定審查截止日期，並透過積壓和每週衝刺來運行專案。
C) 拒絕管理該項目，因為在沒有產品所有者的情況下開發此類項目風險太大。
D) 說服客戶需要產品負責人，因為如果沒有所有相關角色，專案經理就無法運作敏捷項目，

3. 專案團隊即將完成最後一次衝刺，交付兩個工作包。然而，Scrum Master 沒有為關鍵路徑上的三個工作包安排衝刺，這將導致下個月的進度績效指數 (SPI) 趨近於 0.90。
專案經理首先該做什麼？

A) 聯絡專案發起人，請求調整完成日期並啟用目前工作流程。
B) 指示 Scrum Master 暫停目前迭代，並立即啟動關鍵迭代。
C) 請 Scrum Master 確定為什麼正在進行非關鍵路徑上的工作的迭代。
D) 評估 slack 的進度績效指數 (SPI) 趨勢，以支援所有五個衝刺，同時保持成本績效指數 (CPI)。

4. 一個專案目前已進行到第七次迭代（共七次）。請選擇團隊表現優於預期的兩點。 （選兩項。）

5. 團隊對於如何解決正在建構的產品的功能有不同的想法；儘管衝刺兩天前就開始了，但他們仍然沒有共識。
專案經理該做什麼？

A) 請產品負責人（即主要利害關係人）在不同的想法中進行選擇
B) 向小組提出想法，請大家投票，然後選擇最受歡迎的想法
C) 對每個想法的優缺點提出意見，並嘗試在主持的會議中達成共識
D) 安排一次會議，讓每個人都有機會表達對每個想法的意見，然後投票並做出決定

Solutions: