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

1. 團隊成員正在與專案經理進行討論。在上次回顧會議中，團隊意識到過時的設備可能會影響專案的下一個迭代。團隊建議購買新設備，因為它對於最終交付成果的成功至關重要。
專案經理接下來該做什麼？

A) 提交變更請求以增加預算並購買新設備
B) 告訴團隊成員更多設備不屬於專案範圍
C) 檢視成本管理計劃以確定如何解決此問題
D) 檢查專案預算以驗證是否有足夠的緊急儲備

2. 專案經理向主要利害關係人介紹了專案進度表。他們要求該項目比預定日期提前兩個月完成。
專案經理該做什麼？

A) 破壞計畫以縮短時間線，同時保持範圍不變
B) 透過刪除活動和縮短時間軸來縮小專案範圍
C) 召開利害關係人會議以調整時間表和範圍期望
D) 更新成本管理計劃，為專案分配更多資源，以提前完成範圍

3. 專案團隊向客戶交付了一份重要的可交付成果。客戶抱怨稱未附維修手冊。
專案經理下一步該做什麼？

A) 審查合約的條款和條件。
B) 提交變更請求以包含手冊。
C) 審查利害關係人參與計劃。
D) 新增所需手冊並更新風險日誌。

4. 客戶不會同意關閉，聲稱專案團隊沒有執行開發合約中規定的程式碼檢查。專案團隊已進行程式碼檢查，但記錄不完整。
專案經理該做什麼？

A) 與專案團隊、專案發起人和客戶召開會議，同意完成專案所需的進一步工作並補充經驗教訓
B) 關閉專案並將可交付成果交給客戶
C) 就合約條款的解釋尋求專家法律意見
D) 與專案團隊和專案發起人一起舉辦經驗教訓研討會，以避免未來專案中出現合約合規問題

5. 由於資訊科技 (IT) 系統出現意外問題，專案經理的轉型專案被推遲。這些問題可能會影響專案預算，但專案經理正在努力確保不會影響專案的進度和範圍。
在向高階主管提出預算重新基準以供批准之前，專案經理應採取哪兩項行動？ （選兩個。）

A) 根據修訂後的估計和過去類似情況的反應來分析預算。
B) 考慮採用進度壓縮技術來縮短或加快進度持續時間，而不會減少專案範圍。
C) 考慮使用資源平衡來更準確地反映資源的工作承諾。
D) 應用資料分析技術、變異數分析和趨勢分析。
E) 提出高優先順序的變更要求，以便在即將召開的治理會議上討論。

Solutions: