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

1. 在專案啟動會議上，為期 9 個月的專案的專案經理表示，某項特定任務將超出計畫。在專案啟動會上，專案關鍵利害關係人強烈反對，表示這項任務是專案的關鍵價值，應該按時完成。
專案經理該如何做才能減少在專案啟動階段遭到利害關係人強烈拒絕的機會？

A) 將利害關係人拒絕識別為專案風險登記冊中的風險。
B) 向利害關係人發送一封信，告知他們專案範圍和開始日期。
C) 事先安排與主要利害關係人的會議，以收集有關專案範圍的回饋。
D) 制定逐一利害關係人參與評估矩陣。

2. 在審查了經驗教訓資料庫後，專案經理意識到當前團隊可能對組織流程的了解不足以滿足新專案的需求。專案經理該怎麼做？

A) 請投資組合經理人將專案重新分配給另一個團隊。
B) 檢視專案章程，了解範圍是否可以修改。
C) 請職能經理提供合適的團隊成員。
D) 培養團隊成員以跨職能團隊的形式進行工作。

3. 一位專案經理被指派負責一個新專案。該專案經理閱讀了商業論證、章程和工作說明書 (SOW)，並安排與發起人討論專案範圍、目標和宗旨。專案經理要求在召開啟動會議之前，與發起人和負責執行商業論證的業務分析師進行一次會面。
專案經理為什麼要求開會？

A) 重寫業務案例以包含其他目標
B) 辨識團隊在商業案例中遇到的障礙、阻礙和阻礙因素
C) 驗證商業案例中解決方案的可行性
D) 辨識並調查商業案例中已知的和潛在的誤解

4. 一個採用敏捷方法的軟體專案每次發布都會面臨品質問題，引發許多生產問題。專案經理應該如何解決這個問題並提高品質？

A) 聘請外部公司增加額外的測試層，確保最終產品在發布前經過良好的檢查。
B) 向贊助商尋求額外的資金批准，用更有經驗的人員替換初級團隊成員
C) 創建一個獎勵系統，為能夠發現更多缺陷的團隊成員提供獎勵
D) 利用回顧會議更了解品質問題的根本原因，並與團隊制定解決問題的計劃

5. 工會合約談判導致新製造工廠建設項目延期。由於勞動合約將於今年續簽，專案經理將談判過程記錄為專案風險。談判開始時，該計畫正準備啟動工廠第一階段的設備安裝工作。
專案經理應如何處理這種情況？

A) 將問題上報給指導委員會，以請求緩解支持。
B) 記錄問題並遵循風險應對計劃中的計劃操作。
C) 取得合約資源並提交成本影響的變更請求。
D) 與專案團隊會面以確定降低風險的選項。

Solutions: