FREE PDF QUIZ 2025 PMI PROFESSIONAL PMP-CN: EXAM PROJECT MANAGEMENT PROFESSIONAL (2024 VERSION) (PMP中文版) BOOK

Free PDF Quiz 2025 PMI Professional PMP-CN: Exam Project Management Professional (2024 Version) (PMP中文版) Book

Free PDF Quiz 2025 PMI Professional PMP-CN: Exam Project Management Professional (2024 Version) (PMP中文版) Book

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PMI Project Management Professional (2024 Version) (PMP中文版) Sample Questions (Q770-Q775):

NEW QUESTION # 770
一個專案的交付時間非常緊迫。專案臨近交付日期，專案發起人經常向專案經理發送警報，以避免任何進度延誤。到目前為止，專案團隊的績效水準處於可接受的水平，但專案經理希望確保團隊的績效水準保持到最後。
專案經理應該採取什麼行動來激勵專案團隊的績效？

  • A. 告知團隊來自專案發起人的交付壓力
  • B. 僱用一些臨時團隊成員來幫助完成額外的工作
  • C. 頒發感謝狀以鼓勵團隊
  • D. 向團隊成員發送正式通知，指示他們保持績效

Answer: C

Explanation:
Awarding certificates of appreciation to encourage the team is an action that the project manager can take to motivate the team's performance, because it shows that the project manager recognizes and values the team's efforts and achievements. Certificates of appreciation are a form of positive reinforcement, which is a technique that uses rewards or recognition to increase the likelihood of a desired behavior. Positive reinforcement can motivate and inspire the team to continue working hard and delivering quality results, as well as to increase their satisfaction and loyalty. The other options are not actions that the project manager can take to motivate the team's performance, because they may not address the team's needs or expectations, or they may have negative consequences. Sending a formal notice to team members instructing them to maintain performance may not be effective, because it may imply a lack of trust, respect, or autonomy for the team.
Hiring a few temporary team members to help with the additional work may not be beneficial, because it may create confusion, conflict, or resentment among the team members, as well as increase the complexity and risk of the project. Informing the team about the delivery pressure from the project sponsor may not be helpful, because it may increase the stress and anxiety of the team, and it may not provide any guidance or support for the team to cope with the pressure. References: Positive Reinforcement | PMI - Project Management Institute, The Mindful Project Manager's Guide To Team Motivation: 11 ... - Planio


NEW QUESTION # 771
專案發起人最近要求供應商開始努力採用混合方法。作為回應，供應商為該專案聘請了一位在敏捷方面經驗豐富的專案經理。
專案經理需要做什麼才能讓團隊以協作方式運作？

  • A. 更新問題日誌。
  • B. 請專案管理辦公室 (PMO) 組成導師團隊。
  • C. 確定任何訓練差距
  • D. 分配時間來指導團隊。

Answer: D

Explanation:
A hybrid approach is a combination of two or more project management methodologies, such as Waterfall and Agile, that aims to create a new and better model for a specific project123. A hybrid approach can be beneficial for projects that have high complexity, uncertainty, and changing requirements, as it allows for more flexibility, speed, and customer satisfaction. However, a hybrid approach also requires a high level of collaboration and communication among the project team members, as they need to adapt to different processes and practices depending on the project phase and situation. Therefore, a project manager who is experienced in agile should allocate time to mentor the team on how to work in a hybrid way, such as by explaining the benefits and challenges of the approach, providing guidance and feedback, facilitating team meetings and retrospectives, and resolving any conflicts or issues that may arise. This will help the team to develop the skills and mindset needed to work effectively and efficiently in a hybrid environment. References: https://hygger.io/blog/what-is-the-hybrid-approach-in-project-management/
https://thedigitalprojectmanager.com/projects/pm-methodology/hybrid-project-management-methodology/


NEW QUESTION # 772
敏捷團隊一直在努力跟上計劃的節奏，這經常導致衝刺失敗。

  • A. 檢查團隊在過去幾個衝刺中的速度並相應地調整計劃
  • B. 請專案發起人批准加班，以彌補績效的不足，同時調整計劃
  • C. 改用看板方法，先到先得的方式實施功能，促進可持續的步伐
  • D. 以更有經驗的團隊成員取代初級團隊成員，並協商專案範圍以彌補預算缺口

Answer: A

Explanation:
Team velocity is a measure of a team's effective productivity and capacity in agile development. It indicates the amount of work a team can accomplish in a given sprint, usually expressed in story points1. Team velocity can vary from sprint to sprint due to various factors, such as team size, complexity, dependencies, quality, and external interruptions2. Therefore, it is important for the project manager to monitor and review the team velocity over the last several sprints and use the average or trend as a basis for planning and forecasting future sprints3. By adjusting the plan according to the team velocity, the project manager can help the team avoid overcommitting or underdelivering, and set realistic and achievable sprint goals4.
The other options are not the best choices for the project manager in this situation. Switching to a Kanban approach (option A) may not solve the problem of sprint failures, as Kanban is a different agile framework that does not use fixed-length iterations or predefined roles. Kanban focuses on visualizing the workflow, limiting the work in progress, and optimizing the flow of value5. While Kanban can help the team improve efficiency and flexibility, it may not be suitable for every project or organization, and it may require a significant change in the team's culture and processes. Asking the project sponsor to approve overtime (option C) may not be a sustainable or effective solution, as it may lead to burnout, lower quality, higher costs, and reduced motivation among the team members6. Replacing junior team members with more experienced ones (option D) may not be feasible or desirable, as it may disrupt the team's dynamics, trust, and collaboration. It may also create resentment, conflict, and turnover among the team members. Negotiating the project scope to compensate for the budget gap may not be aligned with the project's objectives, stakeholders' expectations, or agile principles7.
References: 1: What is team velocity and how to calculate it - LogRocket Blog 2: Home - Team Velocity - Fueled by Apollo 3: How to Calculate Team Velocity in Agile Project Management 4: [How to Use Team Velocity to Plan Sprints | monday.com Blog] 5: Kanban - A brief introduction | Atlassian 6: [The Impact of Overtime on Productivity and Quality in Agile Teams] 7: [Agile Manifesto Principles | Agile Alliance]


NEW QUESTION # 773
一名專案負責人正在一個偏遠地區管理一個建築專案。由於工作條件艱苦，包括隊員生病或缺勤，導致工作延誤。
專案負責人應如何管理這些問題以使專案重回正軌？

  • A. 請人力資源（HR）尋找人員來取代團隊成員。
  • B. 找出問題的原因以便找到合適的解決方案。
  • C. 檢視專案範圍以簡化專案範圍並縮短專案工期。
  • D. 由於專案結束將被延遲，因此要求增加預算。

Answer: B


NEW QUESTION # 774
為了防止有影響力的利害關係人主導產品交付決策，產品負責人決定使用計畫撲克。使用這種技術的主要優點是什麼？

  • A. 協助團隊規劃迭代內的活動
  • B. 確保專案團隊積極參與
  • C. 允許更準確的估計
  • D. 採用類似腦力激盪的技術

Answer: B


NEW QUESTION # 775
......

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