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

1. 由於組織變革：專案進行過程中，幾個關鍵利害關係人被新利害關係人取代。
因此，提出了許多新的要求。專案經理應該做什麼來確保專案成功？

A) 與利害關係人一起審查新需求並確定其優先順序，以確定需要哪些變更要求。
B) 將問題上報給專案發起人並尋求支援以保留原始要求。
C) 尋求立即批准修改專案時間表和預算，以滿足所有新要求
D) 向新的利害關係人強調，專案現階段不允許提出新的要求

2. 專案團隊中的一名工程師所承擔的任務需要工程師所沒有的額外技能，而團隊中的一名設計師在以前的工作中掌握了這項技能，並且願意教授這項技能，即使這不是當前工作的一部分。專案經理該怎麼做？

A) 讓工程師和設計師相互交叉培訓
B) 請求為工程師提供外部培訓
C) 將情況上報給工程師的經理
D) 請求為工程師和設計師提供外部培訓

3. 當先前迭代解決方案的運作結果未能被客戶接受時，專案經理會感到困惑。團隊成員已經交付了所有先前的解決方案，並且客戶已將其視為完整的解決方案。
專案經理該做什麼？

A) 建議改變項目方法或方式。
B) 確定客觀成功的標準和衡量系統。
C) 制定並執行利害關係人參與策略。
D) 分配更多時間來指導專案團隊成員。

4. 專案發起人寄來一封重要郵件，指出待辦事項需要立即優先處理。如果看板上還有許多未完成的任務，專案經理該怎麼辦？

A) 與專案發起人溝通影響。
B) 在分解項目之前，先完成正在進行的小任務。
C) 與團隊討論啟動專案的影響。
D) 立即分解該專案並開始工作。

5. 我們架構師無法就如何處理即將在下一個迭代中包含的某些開發元件達成一致。經過一對一的討論，架構師決定各自負責系統的特定模組，團隊也支持這個決定。
專案經理該做什麼？

A) 確保專案利害關係人之間達成共識。
B) 與團隊討論此問題以解決分歧。
C) 在下一次 Sprint 規劃會議期間討論該問題。
D) 支持建築師協議的結果。

Solutions: