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

1. 一位專案經理正在領導一個敏捷項目，而該組織以前從未執行過此類專案。為了確保專案符合合規性要求，專案經理該怎麼做？

A) 使用風險登記冊記錄專案產生的所有合規性漏洞，以便所有決策都有據可查並獲得利害關係人的批准。
B) 與專案管理辦公室 (PMO)/合規實體會面，進行流程定制，確保敏捷交付成果支援組織的合規性要求。
C) 指導高階主管進行敏捷實踐，解釋敏捷專案專注於價值交付，並協商解決合規性要求的方法。
D) 遵循組織的預測專案流程和可交付成果，即使它們會影響專案的靈活性和效能。

2. 新任命了一名專案經理來領導將遠端工作的專案團隊。專案經理決定使用一套適用於先前專案的工具。然而，一些團隊成員對此計劃並不滿意。
專案經理應該怎麼做才能避免這種情況？

A) 請專案發起人批准購買市場上最新的協作工具。
B) 允許專案團隊成員使用最適合他們的專案工具。
C) 將選擇協作工具的責任委託給專案的技術主管。
D) 與專案團隊會面，確定他們的協作需求並確定最有效的工具。

3. 專案經理正在開發一個敏捷項目，該項目屬於最近宣布的公司審計範圍。專案經理被任命參加計劃於下週舉行的第一次與審計員的會議。
專案經理應該為審核做哪些準備？

A) 在審核期間請求豁免。
B) 請開發團隊提供合規資訊。
C) 如果需要，為下一個迭代保留故事點。
D) 查看項目資訊。

4. 一位專案經理被指派負責一個處於執行階段的項目，該專案涉及不同類型的利害關係人。有些利害關係人對專案非常感興趣，而有些利害關係人則沒有表現出同等程度的興趣。
專案經理應該做什麼來確保專案正確完成？

A) 建立利害關係人評估計畫來管理利害關係人的參與並獲得利害關係人的批准。
B) 檢視使用者定義以了解利害關係人的興趣，並在必要時進行更新。
C) 查看利害關係人評估矩陣以了解利害關係人的利益，並在必要時進行更新。
D) 邀請最感興趣的利害關係人參加風險評估會議，並確保不太感興趣的利害關係人同意這些要求。

5. 專案 A 對公司至關重要，必須在九個月內完成。專案章程已簽署，但專案範圍說明書尚未準備。管理階層要求專案經理在沒有批准的專案範圍說明書的情況下推進專案。
專案經理接下來該做什麼？

A) 與管理階層會面，解釋在沒有專案範圍說明書的情況下執行專案的潛在問題
B) 拒絕參與該項目，因為管理層未遵循標準專案管理實踐
C) 將問題回報給專案發起人並加入風險登記冊中
D) 使用專案章程中的輸入啟動專案以節省時間

Solutions: