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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) 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。
D) 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。

2. 一位外部專案經理正在管理一家大公司新辦公室的建設。此專案管理計畫指出，需要聘請一位訓練有素的外部資源來修改和驗證一個重要的專案組件。儘管在專案預算之內，客戶還是拒絕聘請外部資源，因為成本太高。
專案經理該怎麼做才能解決這個問題？

A) 請客戶開會並解釋不會執行該任務
B) 評估後果並與客戶會面解釋可能出現的情況。
C) 僱用資源以實現專案目標。
D) 嘗試透過平衡其他項目的資源在內部完成任務

3. 一位專案經理被指派負責一個建築施工專案。該專案經理已經學習過敏捷課程，並希望在專案中運用敏捷實踐。
專案經理該做什麼？

A) 選擇可以在這種類型的建設專案中實施的敏捷實踐並應用它們。
B) 為專案指派一名 Scrum Master，以在專案中實施敏捷實務。
C) 檢視專案各階段，為敏捷資源分配額外預算。
D) 聘請顧問來提供關於敏捷是否可以應用於建築專案的第二意見。

4. 專案經理正在負責一個項目，該專案有一個剛出現的負面風險。該風險已被記錄在案，並制定了應對計劃。然而，一位專案團隊成員提出了一種與風險管理計劃中記錄的應對措施不同的方案，並認為該方案成本更低且同樣有效。專案經理該怎麼做？

A) 請遵循風險管理計畫中的問題因應措施，因為這是雙方商定的解決方案。
B) 請團隊成員撰寫一封正式電子郵件，解釋該提案，並將其發送給變更控制委員會(CCB)。
C) 由於新方案成本更低且效果相同，請盡快實施。
D) 與專案團隊一起評估新方案，以確定它是否是更有利的替代方案。

5. 一家公司更換了現有專案的產品負責人。新任產品負責人對產品的了解程度比團隊中的其他人都要低。由於產品負責人缺乏相關知識，團隊往往不會認真考慮產品負責人的意見，而主要依賴專案經理的意見。
專案經理該做什麼？

A) 在產品負責人熟悉產品時承擔產品負責人的角色。
B) 組織一個團隊建立活動，並要求團隊尊重新產品負責人的意見。
C) 安排時間與新產品所有者分享有關產品和專案資訊的見解。
D) 與專案管理辦公室 (PMO) 經理合作，為新產品所有者制定入職計劃。

Solutions: