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

1. 在定期評審期間，敏捷專案的專案經理發現關鍵利害關係人缺乏有關某些正在開發的功能的關鍵資訊。為了改善溝通並降低部署錯誤功能的風險，專案經理該怎麼做？

A) 進行利害關係人重新映射，根據利害關係人對專案的影響力和興趣程度進行評估，並進行相應的溝通。
B) 評估利害關係人的需求和溝通風格，並透過定期的狀態報告和進度會議提出量身定制的方法。
C) 將利害關係人納入定期專案溝通中，以便密切跟進決策。
D) 邀請利害關係人參加定期的「展示和講述」會議，以便利害關係人了解專案進度並收集回饋。

2. 專案經理負責領導一個項目，該專案製定了風險管理計劃，詳細說明如果任何已識別的風險成為問題，應採取的策略和行動。其中一個已識別的風險確實成為了問題，但專案經理意識到，風險管理計劃中考慮的應對措施可能並非最佳方案。
專案經理該怎麼做？

A) 與專案團隊和贊助商會面，重新評估風險管理計畫中登記的所有問題應對措施。
B) 採取風險管理計畫中規定的行動，因為這是事先約定好的。
C) 將問題上報給專案發起人，並在專案文件中登記新的風險因應措施。
D) 提交變更請求，以執行與風險管理計劃中登記的不同的問題回應。

3. 一位專案經理每週一都會召開會議，回顧團隊成員的進度。專案發起人堅持要求每日匯報，以確保所有團隊（包括本團隊）開發的產品都能得到更好的交付。一些學習成員表示，他們的時間安排很緊張，願意參加週一的會議，但不會參加每日報告會議。
專案經理應該做些什麼來確保所有團隊成員都參加日常會議？

A) 通知職能經理並更換無法參加每日進度會議的成員。
B) 檢視每位團隊成員的影響力，召集影響力最大的團隊成員開會，並說服他們參加每日站立會議。
C) 請所有團隊成員依照專案發起人的要求參加每日評審會議。
D) 分析團隊成員的影響力水平，並安排有關每日站立會議的重要性和會議時間限制特徵的培訓。

4. 一個新項目需要提交緊急資金審批。該項目將採用一項新技術，對組織至關重要。整個Scrum團隊已在多個專案上合作超過三年，並在批准的預算內交付了上一個專案。
在這種情況下，專案經理應該實施哪種估算技術？

A) 最終估計
B) 預算估算
C) 數量級
D) 故事點

5. 一個耗資數百萬美元的計畫已經啟動，目前正處於實施階段。當地監管機構剛剛宣布了相關要求的變更，這些變更需要在專案實施階段結束前的6個月內實施。
專案經理下一步該做什麼？

A) 由於新需求是強制變更，因此立即將其新增至專案範圍。
B) 與合規部門一起檢視新的要求以確定是否需要變更要求。
C) 繼續執行已定義的專案要求並延遲實施新的要求。
D) 忽略新要求，因為目前預算和計畫不允許任何變更。

Solutions: