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

1. 一位專案經理辭去了最近批准的專案。一位新的專案經理被指派負責該項目，需要確定授權。這位新專案經理接下來該做什麼？

A) 參考項目章程
B) 檢討專案資源矩陣
C) 評估利害關係人登記冊
D) 更新溝通管理計劃

2. 一位專案經理注意到，一位外向的專案團隊成員似乎越來越掌控著整個團隊的方向。其他團隊成員雖然沒有抱怨，但似乎變得更被動。
專案經理該做什麼？

A) 與外向的團隊成員會面並要求他們對他人更加敏感。
B) 密切觀察團隊動態，如果團隊成員抱怨，則介入。
C) 與每個團隊成員會面以更好地了解情況。
D) 在團隊會議上討論該情況並要求每個人都更加積極主動。

3. 一位開發新產品的專案經理和專案團隊正在討論使用哪些工作方法和工具來建立可交付成果。這場討論的結果應該是什麼？

A) 一致同意的工作方法和工具，應符合業務需求和專案限制
B) 針對每種工作方法和所用工具的風險的詳細緩解計劃
C) 未來使用相同工具建立類似可交付成果的技術路線圖
D) 一旦確定了工具和工作方法，一切都將如預期進行

4. 一家組織正在著手部署新的數位解決方案，該解決方案將徹底改變採購服務。專案經理已創建所有必要的計劃和活動，以確保成功整合和解決方案啟動。合作夥伴的系統存在不可用的風險，這可能會對專案產生負面影響。
確保專案成功需要哪些關鍵活動？

A) 透過制定替代方案來降低風險，使解決方案在沒有完全整合功能的情況下準備就緒並可用
B) 持續監控合作夥伴系統不可用的風險，並制定適當的解決計劃，以防風險變成實際問題
C) 透過強制合作夥伴更改系統設定以方便與新解決方案整合來消除風險
D) 與專案利害關係人溝通，完全整合可能無法實現，專案可能因此而延遲

5. 一位專案經理被指派交付一個開發項目，該專案使用了來自其姊妹公司的分包資源。專案經理應該如何確保新分包資源的順利納入？

A) 與分包商分享專案團隊基本規則。
B) 安排一次正式會議來討論使命和願景。
C) 促進工作會議以檢討基本規則。
D) 與分包商組織一次團隊建立練習。

Solutions: