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

1. 一位專案經理收到客戶的一封電子郵件，表示他們不想繼續與專案團隊的一名成員合作。客戶沒有提供任何理由。專案經理感到擔憂，因為這位成員技術精湛、經驗豐富，並且是專案主要交付成果之一的關鍵人物。
專案經理應該做什麼來緩解這種情況？

A) 分別與客戶和專案團隊成員交談，以評估問題並決定下一步措施。
B) 告訴客戶他們沒有權限刪除專案團隊成員。
C) 請專案團隊成員致電客戶，為其行為道歉。
D) 立即刪除該專案團隊成員並將待處理的活動指派給其他團隊成員。

2. 在製定專案團隊基本規則時，專案經理發現只有兩名團隊成員參與了討論。因此，團隊基本規則傾向於這兩名團隊成員。
專案經理應該做些什麼來避免這種情況？

A) 帶著建議的基本規則來參加會議
B) 在會議前設定貢獻預期
C) 延長會議時間，讓每個人都能發言
D) 請所有團隊成員在會議前發送新想法

3. 一個項目需要在另一個部門的測試設施上對最終產品進行測試，而該設施以可用性低而聞名。這種情況可能會影響專案進度。
專案經理下一步該做什麼？

A) 更新問題日誌。
B) 更新經驗教訓登記冊。
C) 更新專案進度表。
D) 更新風險登記冊。

4. 在一個基於迭代的行銷專案中，產品計劃在第六次迭代中推出。在第三次迭代演示中，行銷團隊表示他們需要五次迭代才能推出產品，但他們還沒有開始。專案團隊應該做些什麼來避免這個問題？

A) 新增到待辦事項時確認的行銷要求和限制
B) 在第一個原因期間安排了產品的演示
C) 請行銷團隊立即開始產品研發
D) 在演示之前與行銷部門進行了接觸，討論任何障礙

5. 專案經理正在準備專案結案報告。專案發起人對專案的成功充滿信心，但客戶不確定專案成果能否滿足其業務需求。
專案經理應在結束報告中強調哪些方面來消除利害關係人的擔憂？

A) 如何管理範圍
B) 如何管理利害關係人
C) 如何滿足驗收標準
D) 如何管理質量

Solutions: