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PMI Project Management Professional (2024 Version) (PMP中文版) Sample Questions:

1. 在審查專案交付成果的研討會結束時，產生了一些後續行動項目。專案經理下一步該做什麼？

A) 與團隊一起決定行動的優先順序，指定負責完成的人員並監控進度。
B) 檢視關鍵路徑並使用新確定的任務更新專案計畫。
C) 盡快跟進每項工作，確保及時完成並向管理層報告狀態。
D) 將所有行動推遲到下一次研討會，以使團隊專注於其他更高優先事項的任務。

2. 一位專案經理正在從事一個大型 IT 專案。在審查其中一項可交付成果時。一位利害關係人對最終產品表示擔憂。
專案經理首先該做什麼？

A) 與團隊討論此事並審查專案需求文件。
B) 與團隊討論此事，並將利害關係人的關注點寫入問題日誌中。
C) 與產品所有者安排一次會議，討論利害關係人的顧慮。
D) 與贊助商安排會議，討論交付成果的細節。

3. 一位專案經理正在實施一個企業範圍的軟體專案。該專案具有巨大的業務影響力並得到高層管理層的全力支持。然而，專案經理在取得幾個關鍵部門的支援方面面臨困難。
專案經理該做什麼？

A) 要求高階管理層與這些部門溝通。
B) 聘請專案管理顧問來協助解決問題。
C) 了解使用者顧慮並重新檢視利害關係人參與計畫。
D) 說服高階管理層對抵制部門實施獎勵。

4. 專案經理主要負責實施專案 根據可交付成果，專案經理能夠根據先前的專案來估計時間軸。專案經理現在收到的專案與先前的實施專案不同。
專案經理接下來該做什麼？

A) 將項目分解為較小的任務並估計活動的持續時間
B) 使用專家判斷來估計進度，然後隨著專案的進度調整進度
C) 參考他們先前所做的保護並以此為基礎進行估計
D) 詢問專案管理辦公室 (PMO) 專案何時可以完成，並使用該日期作為專案時間表

5. 開發團隊正在努力尋找即將到來的衝刺的設計文件。在休假之前，產品負責人表示文件已上傳到專案文件儲存庫。
專案經理應該如何解決這個問題？

A) 指派團隊成員管理專案工件。
B) 研究用於管理專案工件的新軟體工具。
C) 審核專案工件管理的有效性。
D) 改進電子郵件通訊協定以管理專案工件。

Solutions: