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

1. 一位專案經理正在領導一個採用預測方法的項目，該專案的目標客戶是政府機構，且要求嚴格。在專案進行到一半時，專案發起人要求增加一項重要的新功能。這項功能既不在最初的計畫中，也不在規劃流程中。專案經理該怎麼辦？

A) 分析此變更的影響並向高階經理提出選項。
B) 完成最新的功能，並為新功能釋放資源。
C) 取消未明確要求的低優先權功能，並將此功能新增為高優先權。
D) 通知高級經理他們需要針對此功能製定新的專案管理計劃，

2. 一位專案經理擁有與某家特定供應商合作的經驗，該供應商已被要求負責即將開展的專案。這家供應商經常無法按時交付，但它是唯一一家具備該專案所需特定經驗的公司。
專案經理在規劃階段該做什麼？

A) B. 在合約中新增罰款條款並更新風險登記冊。
B) D. 與另一家經驗較少的供應商簽約，並讓他們有機會提供可交付成果。
C) A. 僱用資源以獲取有關提供者特定能力的知識。
D) C. 鼓勵提供者加班，但不會為專案帶來額外成本。

3. 一個技術項目正在一個新平台上交付新功能。一些團隊資源正在開始培訓他們的團隊，但他們對該計畫將提供的培訓內容有所疑問。
專案經理的第一個行動應該是什麼？

A) 記錄產品的技能要求以確定需要什麼訓練。
B) 審查專案章程以確定培訓是否在範圍內，如果不在範圍內，則提出變更要求。
C) 表明新技術是職能經理的職責。
D) 諮詢組織變革管理專家，以了解培訓計畫包含的內容。

4. 專案經理已確定專案的關鍵利害關係人。專案經理希望利用其專業知識幫助利害關係人理解並支持專案目標和效益。
專案經理該做什麼？

A) 向利害關係人說明專案範圍、品質和風險，以及他們的期望將受到怎樣的影響。
B) 在專案會議、研討會和評審期間向利害關係人更新訊息，以徵求他們的意見和回饋。
C) 向利害關係人提供有關專案狀態、進度和問題的定期更新和報告。
D) 向每個利害關係人提供有關專案進度、即將發生的風險和問題的客製化報告。

5. 一位敏捷教練和技術作家服務於一個全球分佈的敏捷團隊，他們所在的國家與敏捷團隊的時區相差9小時。敏捷教練和專案負責人對每日站立會議的時間安排意見不一。計畫負責人認為站立會議應該在當地時間上午10點舉行，但敏捷教練和技術作家認為這個時間對他們來說不太方便。
專案負責人如何確保遵守敏捷實務？

A) 與團隊討論方法並決定每日站立會議的時間。
B) 向管理階層報告敏捷流程行不通的情況，並要求他們與敏捷教練溝通，
C) 每天舉行兩次單獨的站立會議，一次針對敏捷教練和技術作家，一次針對敏捷開發團隊。
D) 通知敏捷教練每日站立會議將於當地時間上午 10:00 舉行，並確保所有各方都能參加。

Solutions: