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

1. 某數位轉型專案的專案經理已經收到了該專案的業務需求。
在收集需求時，專案經理發現並非所有需求都可以透過現有資源來滿足，但其中一些需求足以增加商業價值。
在專案預算固定的情況下，專案經理下一步該做什麼？

A) 確定技術需求並要求管理階層聘請外部資源，
B) 召集所有利害關係人並就更小、更可行的專案範圍提供建議，
C) 根據可用資源規劃項目，並在完成後提交變更請求。
D) 在問題日誌中記錄問題並建議變更請求以縮小範圍。

2. 一個敏捷團隊正在集思廣益，並根據嚴重程度對所有風險進行優先排序。團隊應該如何應對已識別的風險？

A) 專注於專案可交付成果而非記錄的風險。
B) 減輕適用於當前和後續迭代的風險。
C) 確認風險將在對應的迭代中處理。
D) 同意任何問題在成為問題時都可以處理。

3. 開發團隊成員位於三個不同的時區 很難找到合適的時間為所有團隊成員召開每日站立會議 專案經理該怎麼做？

A) 讓團隊成員自己決定是否要加入會議。
B) 要求所有團隊成員無論會議時間如何都參加每日站立會議
C) 放棄每日站立會議，用每日報告代替
D) 鼓勵兩到三位團隊成員經常舉行小型團隊會議。

4. 績效評估結束後，一位團隊成員找到專案經理，尋求回饋。專案經理提到了一些軼事，稱這位團隊成員積極參與團隊合作，通常都能按時完成工作，儘管他曾經遲到過一兩次。這位團隊成員對年度績效評估中沒有提供更詳盡的資訊表示失望。
專案經理該怎麼做才能防止這種挫折感繼續發生？

A) 設定團隊績效目標並解釋團隊如何獲得相同的績效分數。
B) 檢視該團隊成員的關鍵績效指標 (KPI)，並提醒團隊成員如何確定這些指標。
C) 向團隊成員提供速度追蹤工具並解釋團隊成員如何查看和追蹤績效。
D) 要求人力資源（HR）部門提供為此專案定義的關鍵績效指標（KPls）。

5. 一位專案經理正在領導一個跨部門項目，該項目涉及眾多利益相關者。在專案執行過程中，專案經理發現利害關係人的組成多種多樣，並且對專案的處理方式抱有不同的期望。這導致利害關係人之間經常出現混淆和誤解。
專案經理應該做些什麼來整合不同的利害關係人群體？

A) 為專案製定聯合品質政策並尋求所有部門的承諾。
B) 分析與情況相關的風險的機率和影響，並實施適當的應對計劃。
C) 建議團隊成員專注於專案工作，避免因利害關係人的分歧而分散注意力。
D) 與各個利害關係人舉行單獨會議，並將他們的擔憂上報給專案發起人。

Solutions: