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

1. 在專案規劃階段，專案經理召開會議，與代表最終使用者的多個利害關係人討論產品待辦事項。
僅有一名執行經理出席了會議。
專案經理該做什麼？

A) 重新安排會議以確保大多數利害關係人出席產品待辦事項討論。
B) 繼續會議以確保專案按計劃進行，並開始確定產品待辦事項的優先順序。
C) 根據先前獲得的經驗教訓繼續對產品待辦事項進行優先排序，並完成專案規劃階段。
D) 與每個利害關係人單獨會面，收集產品待辦事項的意見並開始專案規劃。

2. 一位專案經理正在一個職能型組織中領導一個專案。專案經理收到團隊的通知，由於採購部門有其他優先事項，與服務採購相關的任務耗時過長。
專案經理該做什麼？

A) 請求透過現有的採購供應商外包採購任務。
B) 要求專案團隊繼續開發不依賴購買服務的其他任務。
C) 修改專案進度以適應服務購買的延遲。
D) 與採購經理會面，找出延遲的原因並同意採購計畫。

3. 在專案過程中，專案經理的直接主管在專案經理不知情的情況下直接與客戶溝通以批准變更。這會在專案團隊中造成混亂，範圍在後台發生變化，但僅在專案會議中提及。
專案經理應該如何處理這個問題？

A) 與專案團隊討論問題並讓他們知道專案經理將處理範圍變更
B) 審查利害關係人參與計畫並相應地採取任何現有行動
C) 直接與總監溝通，告知他們溝通管理計劃
D) 直接與客戶溝通，聲明任何範圍變更都必須透過專案經理

4. 一個專案團隊的績效受到了阻礙，因為內部流程阻礙了活動進度和團隊自主性。專案經理應該先做什麼來應對這種情況？

A) 對團隊成員進行組織程序的訓練。
B) 在下一次 Sprint 評審會議中討論此問題。
C) 嘗試消除障礙並賦予團隊成員權力。
D) 要求該組織改進內部程序。

5. 專案剛剛啟動，管理層的期望是確保第一次迭代的可交付成果有助於行銷團隊向潛在客戶展示產品原型。
專案經理該做什麼？

A) 增加工作分解結構 (WBS) 的詳細信息，以最大程度地減少錯誤和延遲
B) 將待辦事項分為幾個階段，以確保首先交付關鍵功能
C) 決定產品所需的最低功能
D) 請贊助商優先考慮產品的某些功能

Solutions: