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

1. 一位專案經理被指派負責一個備受矚目的項目，該項目根據以往類似項目的評估，被認定為中等複雜度。此專案需要以即用型產品的形式交付給客戶。
基於這種情況，專案經理在整個專案生命週期中應該關注什麼？

A) 資源管理與經驗教訓
B) 成本管理與風險管理
C) 利害關係人的參與和經驗教訓
D) 時間管理與利害關係人參與

2. 在規劃期間，一個虛擬專案團隊就專案報告結構達成了一致，並建立了適合多個時區的會議節奏。在專案執行一個月後，專案經理注意到，有些成員在專案會議上沒有參與。
專案經理該怎麼做才能解決這個問題？

A) 為團隊成員設定所有行動項目的後續會議。
B) 與團隊合作檢視商定的專案實踐的有效性。
C) 檢視專案報告結構以明確專案目標。
D) 在專案會議前一天分發會議議程和目標。

3. 一位技術專案的專案經理接到網路安全團隊的通知，政府的網路安全要求有所變更。專案經理召開團隊會議討論這些要求，並得知這些設計變更無需額外費用。
專案經理應該指揮團隊做什麼？

A) 接受網路安全團隊的請求，因為公司的安全有不合規的風險。
B) 請專案發起人增加緊急儲備資金，以降低風險。
C) 透過變更控制流程請求變更來管理新的網路安全要求。
D) 更新範圍管理計劃以追蹤新的政府要求。

4. 一位專案經理被指派負責一個牙科設備開發項目，該項目目前正處於設計階段。在審查專案原型後，發現缺少一些需求規格。
專案經理下一步該採取什麼行動？

A) 請團隊等待，直到他們能夠更新需求規格。
B) 準備變更控制委員會 (CCB) 的變更請求，以刪除缺少的需求規格。
C) 與團隊討論並制定解決方法計劃，以立即交付待處理的需求規格。
D) 與開發團隊會面，檢視並評估需求規格。

5. 下圖描述了專案在成本和進度方面的當前績效。專案經理該怎麼做才能讓專案重回正軌？

A) 審查專案範圍，因為專案在預算之內並且提前完成
B) 審查專案成本，因為專案超出預算並且提前完成
C) 審查專案進度和成本，因為專案超出預算並且落後於計劃
D) 審查專案進度，因為專案預算不足且進度落後

Solutions: