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

1. 一個大型建設項目正按照專案目標順利進行。專案經理希望向專案發起人報告專案價值，並尋求下一階段的資金結算。
專案經理該做什麼？

A) 提交一份關於成本預算與實際成本的詳細報告，因為專案發起人希望了解更多有關財務的資訊。
B) 為專案發起人建立一份關於成功和挑戰的詳細專案報告。
C) 安排現場參觀，親自向專案發起人展示施工進度。
D) 確保建立測量系統（如掙值分析 (EVA)）來追蹤專案發起人的專案價值。

2. 專案經理正在使用混合方法交付專案。
開發團隊規模已達一定水平，但資源尚未到位。專案經理正在製定專案進度計劃。
專案經理應該做什麼來解決開發人員可用性問題？

A) 請發起人提供專案活動的期望完成日期並完成時間表。
B) 使用專家判斷來估計所有任務並在分配的時間內完成計劃。
C) 詢問資源經理何時可以開始工作並更改專案計畫的交付日期。
D) 與開發團隊組織一次規劃會議，並使用他們的估計來完成計劃。

3. 專案經理正在實施一個新的軟體系統。一些部門工作人員質疑變革的必要性，並認為新系統將阻礙他們目前的流程。
專案經理在專案開始時應該做什麼來防止這種阻力？

A) 制定了溝通管理計劃，概述了與利害關係人溝通的方法
B) 鼓勵領導階層與通常抵制變革的部門討論變革
C) 在接受專案之前確保公司文化鼓勵變革
D) 公司各級利害關係人的參與，以便每個人都了解變革

4. 一位專案經理被指派負責一個新項目，負責發布現有產品的數位版本。儘管該產品廣為人知，但利害關係人對其數位版本的願景並不清晰。
專案經理應該做什麼來增加價值交付？

A) 與團隊合作定義最小可行產品 (MVP) 並將其呈現給利害關係人。
B) 建立一個包含所有相關利害關係人的視覺化任務板，以支援積壓優先排序。
C) 利用尖峰深入挖掘新產品的技術挑戰，進而降低技術風險。
D) 召集團隊創建全面的產品路線圖，但僅承諾下個季度的要求。

5. 一個項目正在執行。專案的生命週期被定義為預測性的；然而，主要的交付成果將逐步移交給客戶。分配的資源經驗豐富且可靠，並且願意做出專案經理在其他專案的每次增量交付後做出的決策。
專案經理該做什麼？

A) 告知團隊，雖然這是一個混合環境，但專案經理仍必須負責做出決策
B) 支持團隊的決策並將決策責任轉移給他們
C) 諮詢產品負責人，讓資源做決策
D) 安排指導委員會會議並獲得他們對請求的批准

Solutions: