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

1. 在管理一個專案時，專案經理剛剛注意到最近幾個月的月度發票在定義明確的情況下卻遭到了客戶的質疑。實際收到的發票付款也已逾期，且超出了合約付款時間表。
最近的發票僅部分付款。
專案經理該做什麼？

A) 將未付款項新增至問題日誌並繼續追蹤付款。
B) 與客戶召開會議來解決這個問題。
C) 與專案團隊召開會議，更新採購管理計畫。
D) 回顧過去的項目，取得與付款相關的經驗教訓。

2. 一位專案經理被指派領導政府機構的一個重大專案。
由於沒有專案管理辦公室 (PMO)，因此沒有專案管理政策和程序。參與的經理並不清楚自己對該專案所負有的職責。
專案經理該做什麼？

A) 請求與專案同時執行 PMO 的實施。
B) 開始規劃項目，然後請求在組織中實施 PMO。
C) 僅為參與專案的內部團隊提供專案管理培訓。
D) 為利害關係人提供專案管理培訓並解釋他們的職責。

3. 敏捷團隊的專案負責人發現某位團隊成員一直在努力解決阻礙團隊進展的障礙。該項目目前面臨比預期更晚完成的風險。
專案負責人該怎麼辦？

A) 向業務發起人升級障礙和相關風險。
B) 向職能經理報告該障礙。
C) 辨識每日站立會議上的障礙和相關風險。
D) 回顧過程中辨識障礙。

4. 一位專案經理正在負責一個製造綜合體的建設專案。此專案將分三個不同階段進行：工程、採購和施工。採購階段正處於啟動階段。專案發起人希望按照計畫進行專案各階段，但也希望隨著專案進度適應和調整新資料、客戶輸入以及各階段的變化。
專案經理應如何處理這個專案？

A) 使用混合模型來結合預測性和適應性生命週期。
B) 實施自適應專案管理方法。
C) 評估並決定分階段的專案管理方法。
D) 應用預測專案管理方法。

5. 一個敏捷團隊已完成五次衝刺。預計最終產品將在接下來的三個衝刺中交付。專案經理接到技術資源經理的電話，說其中一名開發人員必須休假 4 週，且沒有臨時替代人員。
這將對交付成果產生重大影響。
專案經理該做什麼？

A) 執行影響分析，根據需要重新調整計劃，並將變化傳達給客戶。
B) 請產品負責人進一步擴大交付團隊，以在原定的時間表內完成最終產品。
C) 立即通知客戶影響並準備升級。
D) 向贊助商請求額外資金，以獲得新資源來填補空白。

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