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

1. 一位專案經理正在管理一個內部軟體開發項目，計劃在1個月內完成。該專案應該在系統上線後就開始顯現價值，但一些利害關係人並不了解它將如何為組織帶來價值。
專案經理下一步該做什麼？

A) 指導團隊在專案結束前實施收益管理計畫並追蹤成果。
B) 要求發起人確定新專案的要求，以監控和報告收益的實現。
C) 與利害關係人協調，確保收益管理計畫與目標一致。
D) 使用任務和資源更新工作分解結構 (WBS) 和專案計劃，以追蹤收益實現。

2. 一位敏捷專案的新專案經理正在與現有團隊一起審查一些角色，以避免對預期內容產生混淆。將左側的描述拖曳到右側的角色上

3. 一個國家的專案經理正在向另一個國家的新軟體開發專案的首席專案經理報告。首席專案經理不斷向專案經理詢問最新情況，如果專案經理在幾分鐘內沒有回复，他通常會透過多種溝通管道要求提供資訊。他們兩人資歷相同，而且都向同一位職能經理報告。
專案經理該如何進行？

A) 請首席專案經理參閱溝通管理計畫。
B) 將問題上報給職能經理並向他們解釋情況。
C) 更新溝通管理計畫和利害關係人參與計畫。
D) 協商雙方都同意的回饋週期和可接受的時間表。

4. 一位專案經理被指派負責一個預算非常緊張的專案。承擔額外費用是不可能的。
專案經理應該做什麼來處理這種情況？

A) 要求專案資源在比原計劃更短的時間內完成其任務。
B) 提交變更要求，讓客戶承擔專案產生的所有額外費用。
C) 持續監控專案預算並盡可能預測任何問題。
D) 請會計部門將所有專案費用轉寄到專案經理的電子郵件信箱。

5. 一位專案經理接到了一個項目，負責建造一個新的太陽能發電場，為一個新建的住宅區提供清潔能源。政府決定從1月1日起降低再生能源產品的稅收。供應商聯繫了我們，表示原定於12月20日交付的太陽能板訂單可能會延遲到1月初。另一方面，由於12月假期的影響，該計畫也將面臨類似的限制。
專案經理應該如何應對這種風險？

A) 堅持要求供應商依照約定日期交貨。
B) 接受風險並更新風險登記冊。
C) 查看供應商的合約以了解銷售條款。
D) 更新風險登記冊並利用機會。

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