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

1. 一個項目已從當地政府獲得了所有必要的法律要求和政策。在執行階段，產品負責人被告知，一項影響專案交付成果的新法律將在兩週內發布。
專案負責人該做什麼？

A) 審查產品待辦事項以評估對範圍的影響並相應地確定優先順序。
B) 與團隊合作開發替代解決方案，且不會對專案預算產生額外影響。
C) 制定更多資源的變更要求並更新專案預算和進度表。
D) 要求內部法律部門評估監管法律是否可以在內部管理。

2. 專案團隊召開緊急會議，討論導致產品無法交付給客戶的品質問題。產品負責人建議進行根本原因分析 (RCA)。
專案負責人該做什麼？

A) 與團隊討論產品所有者的建議並實施商定的解決方案。
B) 與測試經理討論建議並要求更好的品質控制。
C) 促進會議，以便任何人都可以分享他們的想法並在會議期間被聽到。
D) 允許團隊自我組織，以便其中一種資源可以帶領團隊達成共識。

3. 一位專案經理被任命領導一個已獲批准的專案。在審查收益管理計劃時，專案經理發現有關專案預測價值的資訊可能不準確。
專案經理該做什麼？

A) 與專案發起人和主要利害關係人會面，以確認有關預測專案價值的資訊是準確的。
B) 請組織取消該項目，因為專案經理無法確認該項目是否能實現預測值。
C) 由於項目已獲得批准，因此無論預測值資訊是否正確，都繼續執行項目。
D) 在專案收益資訊不準確的情況下，制定範圍替代方案以實現預測的項目價值。

4. 在執行階段的最後一次迭代中，專案的成本績效指數（CP！）為0.9，進度績效指數（SPI）為1.0。
專案經理應如何避免預算不足？

A) 尋找節省成本的機會。
B) 提交變更請求以新增至管理儲備。
C) 遵循風險管理計畫。
D) 降低團隊工作量使用率。

5. 指派一名專案經理來領導新組建的敏捷團隊。職能經理已將任務指派給團隊成員，但團隊成員卻感覺不到被授權。
專案經理如何促進團隊的授權和問責？

A) 根據團隊成員的角色單獨指派任務，以確保該主題的專業知識。
B) 給予團隊自主權，讓他們自行決定如何執行任務
C) 鼓勵並指派團隊與客戶一起示範其產品或軟體
D) 鼓勵團隊在選擇解決給定任務的方法時讓產品負責人參與其中

Solutions: