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

1. 在審查了經驗教訓資料庫後，專案經理意識到當前團隊可能對組織流程的了解不足以滿足新專案的需求。專案經理該怎麼做？

A) 請投資組合經理人將專案重新分配給另一個團隊。
B) 請職能經理提供合適的團隊成員。
C) 培養團隊成員以跨職能團隊的形式進行工作。
D) 檢視專案章程，了解範圍是否可以修改。

2. 營運總監向執行長抱怨專案第一次衝刺的結果 由於績效指標不佳，營運部門將無法支援新產品 專案團隊協調員向專案團隊徵求回饋意見，並被告知績效資訊可在應用伺服器日誌中取得 應如何處理此申訴？

A) 邀請營運團隊成員參加驗證和衝刺會議
B) 將投訴加入產品待辦事項中，以便在下一個衝刺中解決
C) 請營運主管定義驗收標準，以明確交付是否正確
D) 要求在下次董事會會議上討論該問題，以解釋所有需求

3. 一個團隊正在進行一個包含三個迭代的專案。專案經理正在查看燃盡圖。圖表顯示團隊的執行情況低於計畫的點在哪裡？

4. 在專案的規劃階段，專案經理意識到標準的利害關係人參與方法是不夠的。一位客戶代表不是關鍵決策者，但他的觀點非常固執。由於在會議期間被認為具有權威級別，該客戶代表可能會成為進展的障礙。
專案經理應該如何處理這項進展？

A) 更新專案進度表以滿足該特定利害關係人的需求。
B) 更新風險登記冊以考慮可能的項目影響。
C) 要求只有關鍵決策者參加專案會議。
D) 在關鍵決策會議之前分配時間以獲得利害關係人的支持。

5. 一個研發團隊正在完成為期兩年的計劃，專案經理專注於該專案的結束活動。
哪項活動應被視為優先事項？

A) 召開指導委員會會議，告知他們專案完成狀況
B) 確保知識轉移活動按計畫執行
C) 標記產品待辦事項完成狀態並更新溝通管理計畫。
D) 釋放資源並規劃專案完成慶祝活動。

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