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

1. 一位專案經理正在一個職能型組織中領導一個專案。專案經理收到團隊的通知，由於採購部門有其他優先事項，與服務採購相關的任務耗時過長。
專案經理該做什麼？

A) 請求透過現有的採購供應商外包採購任務。
B) 要求專案團隊繼續開發不依賴購買服務的其他任務。
C) 與採購經理會面，找出延遲的原因並同意採購計畫。
D) 修改專案進度以適應服務購買的延遲。

2. 一個敏捷團隊完成了一個迭代，並向客戶交付了約定的功能。然而，令團隊感到意外的是，這些功能並未被客戶接受。專案團隊進行了根本原因分析。
專案經理該怎麼做才能避免將來再次出現這種情況？

A) 確保團隊協調員正確地將任務指派給團隊成員。
B) 確保開發和品質保證團隊成員正確實現此功能。
C) 確保客戶需求從專案開始就不會改變。
D) 確保完成 (DoD) 的定義明確且完整，以供未來的迭代使用。

3. 一個敏捷專案團隊接到了一個任務，開發一個與機器人互動的工業系統。該專案團隊先前沒有任何此類工作經驗。團隊成員有意獲取此類專業知識，但這可能會導致專案延誤。
這種情況該如何處理？

A) 使用機器人供應商公司來開發接口，這樣團隊就不會因為缺乏此類工作的專業知識而受到阻礙，
B) 必要時，聘請顧問公司來解決機器人介面問題，並協助避免延誤和品質問題。
C) 創建一個單獨的團隊，其中的成員均具有豐富的經驗且了解技術，並根據團隊專業化程度劃分產品待辦事項。
D) 為團隊增加一位經驗豐富的專業人士，以加強知識分享並協助提升團隊對新產品的專業知識

4. 一位專案經理正在管理一個海外新辦事處的開幕。在專案初期，一位利害關係人提出，由於法律許可，專案可能會出現延誤。主題專家 (SME) 重新評估了這個問題，並建議為該許可證分配更多時間，變更控制委員會 (CCB) 也同意了這一建議。
專案經理應先更新哪一份文件來記錄這項變更？

A) 計劃基準
B) 成本基準
C) 風險登記冊
D) 範圍基線

5. 在專案執行初期的啟動會議上，供應商會向客戶利害關係人提交遷移計畫。負責遷移解決方案的業務部門主管要求能夠就係統是否上線做出最終決定。
專案經理該做什麼？

A) 安排與主管的會議來提供專業知識證明，以便客戶利害關係人信任專案團隊的決定。
B) 請客戶發起變更要求，讓主管對此決定負責。
C) 與主管確認客戶利害關係人將對責任分配矩陣 (RAM) 中的決策負責。
D) 安排與專案發起人會面，以確定是否適合接受主管的決策要求。

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