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

1. 專案 A 對公司至關重要，必須在九個月內完成。專案章程已簽署，但專案範圍說明書尚未準備。管理階層要求專案經理在沒有批准的專案範圍說明書的情況下推進專案。
專案經理接下來該做什麼？

A) 與管理階層會面，解釋在沒有專案範圍說明書的情況下執行專案的潛在問題
B) 使用專案章程中的輸入啟動專案以節省時間
C) 拒絕參與該項目，因為管理層未遵循標準專案管理實踐
D) 將問題回報給專案發起人並加入風險登記冊中

2. 政府組織的專案經理經常處理利害關係人的參與問題，將專案經理應該使用的人際關係技巧拖到右側的正確情況

3. 新財務系統的推出正處於執行階段。上個月出現的一些問題導致專案進度放緩。該公司最近開始了一位新的專案發起人，但還沒有時間與專案經理會面。該專案正處於問題嚴重影響專案交付的階段。
專案經理應如何提醒新專案發起人注意這些問題？

A) 繼續透過電子郵件發送更新的專案狀態報告，突出顯示關鍵風險和問題，並等待專案發起人請求召開會議
B) 完成風險分析，概述延遲和影響，並透過電子郵件發送風險登記冊副本，敦促專案發起人回應
C) 向專案發起人發送電子郵件，總結專案狀態和主要問題，並要求立即召開面對面會議進行討論
D) 向專案發起人發送電子郵件邀請參加專案團隊的所有每週會議，並希望發起人抽出時間參加

4. 一個專案即將完成，但一名關鍵資源卻無法繼續運作。專案方從外部公司調來一名臨時替代人員接替其工作；然而，其他團隊成員很快就抱怨該人員的不專業行為。
專案經理首先該做什麼？

A) 與新團隊成員和其他團隊成員舉行一對一會議，以協調團隊章程。
B) 與新團隊成員討論團隊章程，以使他們遵守團隊內商定的行為準則。
C) 向人力資源部 (HR) 舉報該新團隊成員，以採取紀律處分。
D) 請承包機構更換臨時團隊成員。

5. 專案範圍說明書已獲得批准，專案經理和核心團隊已指派給該專案。突然，專案經理因醫療緊急狀況暫時休假。當專案經理休假時，團隊制定專案進度表。當專案經理回來時，詳細的進度表已經差不多完成了。
專案經理該做什麼？

A) 確保時間表與願景和目標保持一致。
B) 將合規問題回報給專案管理辦公室 (PMO)。
C) 與團隊和專案發起人一起制定新的詳細時間表。
D) 祝賀團隊並進入執行階段。

Solutions: