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

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Monitoring and Controlling

The monitoring and controlling section will cover 7 key tasks as listed below:

• Measuring project management performance using the right tools and techniques;
• Capturing, analyzing, and managing the lessons learned using the lessons management techniques;
• Controlling procurement activities by following the procurement plan.
• Managing project changes by following the details of the change management plan;
• Monitoring and assessing risks;
• Confirming if the project deliverables follow the quality standards as highlighted in the quality management plan;

PMP Exam Audience

The PMP certification can be taken by candidates who fulfill the certification requirements as already mentioned above. While the training is well suited to IT specialists across major industries, it remains an excellent choice for the following groups:

• Project Coordinators/Supervisors for the Project Management Office (PMO);
• Team Leaders.
• Project Managers;

Reference: https://www.pmi.org/certifications/project-management-pmp

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PMI PMP 中文 Exam Syllabus Topics:

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

Question #1
一个数字健康开发团队的任务是设计一款新产品，这对该组织来说是一项开创性的工作，也是目前市面上为数不多的同类产品之一。
市场竞争激烈。规划和审核流程耗时较长。开发团队报告称返工有限，客户投诉也极少；然而，目前的预算远超公司以往产品开发项目的典型预算基线。项目经理目前正在分析该项目的总质量成本。
项目经理应该怎么做？

A. 降低内部成本，以增加按时按预算交付价值的时间，并降低失败成本。
B. 增加内部故障成本，以便及早发现缺陷并最大限度地降低风险。
C. 增加预防成本以维持项目稳定性，降低失败成本，并支持变革步伐。
D. 维持计划的投资、评估和预防成本计划，以降低故障成本。

Question #2
一位项目经理就职于一家跨国金融服务公司，该公司在多个国家和地区开展业务。
100个国家。该公司正在逐步推出
多国管理体系。
项目经理应该怎么做？

A. 定期与利益相关者分享工作分解结构(WBS)。
B. 邀请利益相关者参加每月一次的非正式会议。
C. 定期通过电子邮件向所有利益相关者发送项目进度表。
D. 以利益相关者喜欢的方式向他们传达进展情况。

Question #3
项目团队对一个混合项目进行了估算，但每次估算都偏低。
照目前的发展轨迹，该项目将无法实现其目标。
在预算用完之前达到预期价值。
项目经理应该怎么做？

A. 查看剩余的迭代次数，并使用计划扑克更新估算。
B. 重新评估剩余的项目任务并提交变更请求。
C. 监控预算变动，以便配合治理流程。
D. 将项目转换为纯粹的敏捷方法，并强制执行迭代计划。

Question #4
一个软件开发团队正在为客户开发一款新的报表应用程序。在迭代计划阶段，团队一致认为一项关键功能的具体需求尚不明确。产品负责人告诉项目经理，客户非常关注项目延期和质量问题。
项目经理应该怎么做？

A. 将明确功能需求的任务分配给经验最丰富的团队成员和产品负责人。
B. 与客户、产品负责人和团队制定迭代会议计划，以明确需求。
C. 建议产品负责人推迟该功能的开发，直到团队更有信心为止，即使这会影响项目进度。
D. 通过与团队和产品负责人的协作会议，促进对功能需求的理解。

Question #5
项目经理正在领导一个迭代项目，旨在开发一款极具创新性的产品。然而，由于该产品涉及众多业务规则，其高度复杂性令部分利益相关者犹豫不决。
项目经理应该怎么做？

A. 确保项目迭代能够尽早取得成功，以建立信誉。
B. 展示项目团队近期完成的另一个迭代项目，以建立信誉。
C. 向公司内其他项目经理寻求建议，并了解他们的方法，以建立信誉。
D. 与项目团队会面，制定建立信誉的计划。

Solutions: