PMI PMP-CN

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

1. 客戶發起了一項小範圍變更，並期望該變更能夠在不延誤或不增加額外成本的情況下完成。專案經理認為自己有足夠的授權自行做出決定，但又不太確定。
專案經理下一步該做什麼？

A) 利用這次變更機會，計算成本、風險和時間，然後加上合理的利潤並提交給客戶。
B) 利用專案應急資金並實施變更而不向客戶收費，因為客戶的滿意度是重中之重。
C) 使用執行綜合變更控制流程並將其提交給變更控制委員會 (CCB) 批准。
D) 保持變更待定並決定將其作為專案結束時的最終結算的一部分。

2. 最近啟動了一個軟體開發專案。專案團隊中的一位成員經常質疑專案的風險因應策略。這位成員在每日站會上提出自己的疑慮，分享他對專案應如何處理風險的擔憂。
專案經理首先該做什麼？

A) 利用每日例會回應各方關切。
B) 將團隊​​成員的擔憂上報給專案發起人。
C) 將每個問題分配給對應的團隊成員。
D) 與當事人會面，了解他們的顧慮。

3. 一位專案經理領導著一個專注於啟動產品商業化的專案中的三個專案。一旦這三個專案完成，專案經理就不再參加定期的團隊會議。專案經理要求專案經理繼續參加這些會議，以維護團隊的聯絡點。
這個請求不符合專案經理的期望，因為專案經理正在監督剩餘的工作，專案經理應該如何處理這種情況？

A) 僅參加正在監控市場發布的專案會議
B) 安排會議討論不同的觀點並達成一致決定。
C) 透過電子郵件提供答复，建議在兩個角色之間進行任務分工。
D) 禮貌地告知專案經理不再需要參加這些會議。

4. 專案經理與外部利害關係人會面，解釋新專案的目標並概述對新專案的期望。一個主要利益相關者似乎支持該項目，條件是其他不相關的項目也將獲得財務支持。由於文化敏感性，專案經理不願意就此事與主要利害關係人直接溝通。如果沒有該利害關係人的支持，該專案就無法進行。
專案經理該做什麼？

A) 因涉眾的請求超出範圍而取消項目
B) 繼續項目，不允許範圍蔓延
C) 通知發起人並將請求記錄在利害關係人參與計畫中
D) 使用應急資金為所要求的項目提供支持

5. 一個項目的進度績效指數(SPI)為0.75，成本績效指數(CPI)為1.1。因此，專案經理正在考慮加快專案進度或壓縮專案週期，以使專案重回正軌。這些措施可能帶來的次要後果是什麼？

A) 專案風險增加
B) 其他資源
C) 附加項目範圍
D) 專案成本降低

Solutions: