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

1. 一家公司正在調整他們的工作安排，現在專案團隊需要每週在辦公室開會一次。儘管每個人都全心投入專案中，但團隊成員都遵循各自職能團隊的日程安排，而這些職能團隊的日程安排各不相同。
專案經理應該如何處理這種情況？

A) 研究將所有團隊成員的狀態改為完全遠端的選項。
B) 研究將公司的現場政策從 1 天改為 2 天。
C) 與職能經理合作並為團隊成員取得例外。
D) 與團隊合作確定是否需要親自參與專案日。

2. 在專案開始時，贊助商宣稱展示產品的好處將非常重要。專案發起人召集專案經理和專案領導團隊召開會議，討論最佳方法，因為專案具有高度的不確定性，並且預計會發生許多變化。
專案經理應該提出什麼建議？

A) 將產品開發外包給更有經驗的第三方。
B) 強調採用預測方法來最大程度地減少歧義。
C) 推薦敏捷方法，以便可以迭代地交付專案。
D) 制定要求和設計以支援更快的產品發布。

3. 一家公司正在啟動一個項目，旨在淘汰一些低效率的銷售管道。一些利害關係人認為，雖然某個管道的價值創造能力有所下降，但其效率仍高於一些計畫保留的管道。
專案經理該做什麼？

A) 通知利害關係人，待停用的管道清單已獲得執行長批准。
B) 根據行銷和銷售團隊的回饋制定增量和迭代交付計劃。
C) 將反對意見作為個人恐嚇事件上報給指導委員會和人力資源部 (HR)。
D) 檢視並更新成功標準以確保該頻道不會被停用。

4. 專案經理的團隊成員之一正在不斷改進。該團隊成員一直是組織中其他人的榜樣和導師。
專案經理應如何認同該團隊成員的承諾？

A) 將其記錄在團隊成員的年終績效評估中
B) 專案完成後晉升該團隊成員擔任教練角色
C) 欣賞該團隊成員在整個專案生命週期中的表現
D) 派此人參加會議，與客戶協商範圍

5. 一名專案經理充當僕人式領導者，正在努力按時完成一個關鍵的道路建設項目，該項目由於團隊績效低下而落後於計劃。為了讓專案重回正軌，專案經理首先該做什麼？

A) 授權團隊成員進行工作活動，並讓每個人負責改善行程。
B) 通知專案發起人團隊表現不佳並要求額外資源以壓縮進度，
C) 聯絡每位團隊成員，告知他們專案發起人不會容忍進一步的進度延誤。
D) 開始召開每日會議，為每個團隊成員分配具有特定截止日期的離散任務。

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