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

1. 組織規模縮小導致關鍵主題專家 (SME) 資源離開多年期專案。專案經理該做什麼？

A) 更新利害關係人登記冊。
B) 諮詢專案發起人。
C) 參考資源管理計畫。
D) 修改工作說明（SOW）。

2. 一家跨國公司聘請了一位專案經理來負責其所有站點的新實施。在審查了商業案例和專案章程後，專案經理注意到專案團隊需要考慮不同的地點和地區。
專案經理該怎麼做才能解決這種情況？

A) 向指導委員會通報情況並要求額外資源。
B) 將此情況告知專案發起人，並要求進行文化導向培訓。
C) 協調每個站點的虛擬和麵對面會議以改善溝通。
D) 協調虛擬會議以評估專案團隊的溝通需求。

3. 專案經理希望確保所有專案可交付成果都符合專案驗收標準。專案經理應該做什麼來實現這一目標？

A) 在執行階段之前與專案發起人討論專案驗收標準。
B) 建立工作說明書（SOW）並確保其在專案生命週期內保持不變。
C) 安排與專案利害關係人的定期會議，以確保他們滿意。
D) 在建立專案驗收標準時，包括專案利害關係人的期望和需求。

4. 專案經理一直在追蹤在日常會議上與團隊討論過的障礙。風險持續增加，但只有少數障礙得到緩解。
專案經理該做什麼？

A) 辨識可能影響專案的任何關鍵障礙。
B) 停止開發，直到所有障礙都解決。
C) 與發起人討論如何消除障礙。
D) 請專案團隊解決障礙。

5. 專案經理是跨職能敏捷團隊的一部分。在整個專案過程中，很明顯來自不同職能部門的團隊成員對於結果應該是什麼有不同的看法。
專案經理該怎麼做才能解決這個問題？

A) 安排與利害關係人的會議，就結果達成共識。
B) 邀請專案發起人參加衝刺評審，以明確衝刺成果。
C) 檢查以確保專案結果與專案章程和工作說明 (SOW) 一致。
D) 請產品所有者在 Sprint 回顧期間解決對專案結果的擔憂。

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