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

1. 一位專案經理在專案執行階段遇到了一個治理問題。一位團隊成員抱怨同時接到多人的任務，無法有效地進行工作。
專案經理應該在專案治理結構中先建立什麼？

A) 風險管理與問題解決計劃
B) 清晰的專案工作分解結構（WBS）和時間表
C) 資源管理與衝突解決計劃
D) 清晰的責任、問責、諮詢和通知 (RACI) 矩陣

2. 由於新的政府限制措施，一家IT公司的辦公室突然關閉。所有員工現在都在遠距辦公。專案團隊A有一個重要的項目，兩週後就要交付。專案經理對這一突然變化感到擔憂，立即給客戶發送電子郵件，解釋專案交付將會延遲。客戶對此感到不滿，並已將問題上報給高階管理層。
專案經理應該採取哪些不同的做法？

A) 向高階管理層秘密揭露，然後向客戶傳達延遲狀況
B) 向客戶傳達了新的交貨日期以及有關延遲的訊息
C) 透過電話與客戶溝通並解釋延遲的原因，而不是寫電子郵件
D) 首先與專案利害關係人評估情況，並將影響力傳達給客戶

3. 規劃會議後，一個新項目已啟動。該專案受到組織中高階主管的直接監督。審查會議結束後，專案經理無意中聽到一名高階主管要求一名團隊成員提供儀表板以顯示整體專案狀態。
專案經理該做什麼？

A) 告訴團隊成員透過專案經理發送請求
B) 更新利害關係人參與度評估矩陣
C) 請團隊成員開發儀表板來滿足請求
D) 更新溝通管理計畫以包含非正式請求

4. 一家大型跨國公司正在重新評估其專案管理方法政策。團隊成員抱怨他們負責的每個專案都有不同的流程。目前，他們正在使用預測式、敏捷式和混合式方法。一位專案經理現在正在參與制定新專案方法選擇標準標準的團隊。
專案經理應該推薦什麼？

A) 決定啟動標準自訂的專案類型、限制和資源。
B) 透過為所有項目量身定制，融合結構和靈活性。
C) 確定目前最常用的方法並將其應用於所有未來的項目。
D) 簡化使用單一敏捷或單一預測方法的方法。

5. 任命一名專案經理同時向位於不同國家的分支機構部署新的解決方案每個國家的部署團隊將整合並部署該解決方案專案經理發現每個部署團隊都遇到類似的問題但是每個團隊分別解決這些問題專案經理應該做些什麼來幫助確保團隊之間有更多的協作？

A) 請每個部署團隊提供非常詳細的時間表和行動計劃
B) 建議部分團隊延後在其國家部署
C) 與所有部署團隊組織定期會議，分享問題和解決方案
D) 請專案發起人為部署團隊任命新的經理

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