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

1. 一家公司正在進行轉型，而負責該專案的專案經理是新上任的。在一次專案進度匯報會議上，一位關鍵利害關係人(同時也是專案經理的職能經理)對目前的進度表示不滿，並將矛頭指向了專案經理。
專案經理該怎麼做？

A) 承認職能經理是對的，並承諾立即糾正這種情況。
B) 認真傾聽，並表現出對職能經理人不斷增長的需求的理解。
C) 安排與職能經理進行一對一會議，以證明專案按時完成。
D) 向職能經理證明進度按計畫進行。

2. 一個團隊正在進行一個混合項目。由於對專案需求的理解不同，交付成果與預期不一致。專案經理應該採取哪些措施來避免這種情況？

A) 確保團隊了解所有額外的專案要求。
B) 確保團隊持續收到來自客戶使用者的回饋。
C) 更新專案管理計畫以便回到正軌。
D) 提交變更請求以調整專案範圍。

3. 在專案開始時，專案經理需要向人力資源部門 (HR) 提供每位團隊成員績效的評估。該評估將在專案結束時交付。
專案經理應如何處理這個請求？

A) 在專案結束時與人力資源部會面，並對每個團隊成員的表現進行保密評估。
B) 根據已完成的專案是否達到預期目標來評估專案團隊成員的績效。
C) 詢問專案團隊他們希望如何評估，並使用這些標準與人力資源部分享結果。
D) 建立一套客觀、可衡量的績效指標，用於評估團隊成員，並與團隊分享。

4. 專案發起人聯繫了專案經理，希望擴大專案範圍，專案經理該如何滿足這項要求？

A) 向專案團隊更新變更要求
B) 調整專案進度以適應新的專案範圍請求
C) 由於專案範圍已確定，因此忽略該請求
D) 建立變更請求以供變更控制委員會 (CCB) 審查

5. 一位專案經理正在管理一個非常重要的業務轉型專案。該專案的目標是使用行動應用程式模組擴展桌面應用程式。
行銷部門認為主要競爭對手正在研發類似的產品。
專案經理應該針對該專案採用哪種交付方法？

A) 迭代交付，確保將使用者回饋納入第二次迭代
B) 增量交付，確保移動能力快速釋放給用戶
C) 傳統交付，確保高品質且產品滿足市場需求
D) 極限編程（XP）交付，以減輕與新產品相關的高風險

Solutions: