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

1. 一位經驗豐富的團隊成員最近工作節奏變慢，不再參與各種團隊對話。專案經理該怎麼辦？

A) 請直接經理伸出援手並嘗試找出問題所在，然後將該資訊回饋給專案經理。
B) 與人力資源 (HR) 會面以確定問題並根據結果制定建議。
C) 告知團隊成員注意到績效和參與的變化，並共同製定改進解決方案。
D) 透過獎勵來激勵團隊提高績效和參與度，以說服團隊成員恢復先前的表現。

2. 一位產品負責人正在抱怨團隊的績效。開發人員技術精湛，但大多數問題都是由依賴關係引起的。開發人員每天都會提供正式的狀態報告，但其他團隊成員顯然對此並不滿意。
專案負責人該做什麼？

A) 請開發人員使用對等程式設計。
B) 要求產品所有者重新確定待辦事項的優先順序。
C) 建立詳細的時間表並詳細描述每項任務。
D) 使用便籤在一面大牆上建立一個任務板。

3. 一位專案經理正在快節奏的環境中管理一個專案。專案經理需要授權團隊協作以實現預期成果，並提高團隊績效。執行長建議專案經理採用僕人式領導風格。
專案經理該做什麼來展現僕人式領導的能力？

A) 評估業務案例並定義專案優先順序以激勵所有團隊成員。
B) 鼓勵所有團隊成員制定完美的計劃以達到預期的結果。
C) 創建一個所有團隊成員都競爭以實現預期結果的環境。
D) 定義專案目標並建立一個所有團隊成員都能成功實現這些目標的環境。

4. 一位客戶來到公司，要求複製兩年前在同一城市執行的項目，並期望新項目具有相同的成本和持續時間。
在最終確定專案管理計劃時，專案經理意識到基準成本比原始專案高得多。
專案經理可以做些什麼來避免這種情況？

A) 為此專案指派了相同的專案資源
B) 估算專案品質管理的預算
C) 確定了該專案的預算儲備
D) 已驗證與此項目相關的適用預算投入

5. 由於團隊內部存在衝突，一位專案經理安排了一場團隊建立活動，旨在建立並維持團隊合作、信任和承諾。培訓結束兩個月後，又出現了另一種情況，導致計畫再次延期。
專案經理應該做什麼來解決這個問題？

A) 請人力資源 (HR) 協調另一項活動。
B) 重新評估團隊狀況並提供適當的解決方案。
C) 與團隊會面，解釋必須處理和解決衝突。
D) 將情況告知人力資源部並尋求支援。

Solutions: