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

1. 在專案早期的風險審查會議上，專案團隊會提醒大家，在關鍵工作包實施期間，關鍵團隊成員可能會缺席。遺憾的是，這位團隊成員目前是唯一具備執行這項工作知識的資源，儘管其他經過訓練的人也有可能勝任這項工作。
專案經理該做什麼？

A) 在團隊成員之間重新指派任務，以允許他們分擔工作量。
B) 為初級團隊成員制定長期培訓計畫。
C) 請團隊成員記錄所有任務的知識資產。
D) 確保團隊成員在整個專案中協作以共享知識。

2. 一個新能源工廠項目剛竣工。然而，在工廠投入營運前幾天，當地社區發起抗議，並關閉了通往工廠的通道。他們辯稱，該計畫影響了一個重要的自然保護區，而且專案團隊沒有事先協商。
專案經理應該先驗證什麼？

A) 商業案例
B) 成本效益分析
C) 利害關係人參與計劃
D) 風險管理計劃

3. 一位專案經理被指派負責一個新專案。專案發起人要求提供詳細的時間表，但專案包含一些尚未明確定義的可交付成果。
專案經理應建議使用哪種專案管理方法？

A) 由於此項目包含尚未明確定義的元素，因此預測方法是最佳選擇。
B) 由於專案發起人要求預先提供詳細的時間表，因此敏捷方法是最佳選擇。
C) 由於專案包含尚未明確定義的元素，因此敏捷方法是最佳選擇。
D) 由於專案似乎同時具有敏捷和預測元素，因此混合方法是最佳選擇。

4. 董事會成員是對組織重要的專案的發起人。該利害關係人還有許多其他優先事項，目前未參與專案活動。
利害關係人應該如何參與專案？

A) 需要讓利害關係人了解專案進度
B) 讓利害關係人了解情況並根據他們的需求與他們協商
C) 讓利害關係人參與治理與決策
D) 與利害關係人協商並提高他們的興趣程度

5. 一個專案團隊正在對一個產品進行發布後評估，需要七個利害關係人提供詳細的回饋。其中六個利害關係人及時提供了回饋。其中一個利害關係人儘管團隊多次請求，但始終沒有提供任何回饋。
在這種情況下專案經理該怎麼做？

A) 與所有七個專案利害關係人會面並徵求他們的所有回饋。
B) 與不情願的利害關係人和專案團隊召開會議，以解決任何衝突。
C) 安排與不情願的專案利害關係人會面以獲取他們的回饋。
D) 向發起人解釋為什麼不願意的利害關係人需要提供回饋。

Solutions: