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

1. 一個大型建設項目正按照專案目標順利進行。專案經理希望向專案發起人報告專案價值，並尋求下一階段的資金結算。
專案經理該做什麼？

A) 安排現場參觀，親自向專案發起人展示施工進度。
B) 為專案發起人建立一份關於成功和挑戰的詳細專案報告。
C) 提交一份關於成本預算與實際成本的詳細報告，因為專案發起人希望了解更多有關財務的資訊。
D) 確保建立測量系統（如掙值分析 (EVA)）來追蹤專案發起人的專案價值。

2. 一位專案利害關係人離開了公司。新來的利害關係人是團隊成員的家人。這位利害關係人不參加會議。專案經理發現，這位利害關係人一直在向這位家庭成員詢問專案的最新進展。
專案經理該做什麼？

A) 請求與利害關係人會面。
B) 轉送項目狀態報告。
C) 將此問題回報給專案發起人。
D) 設計更新的狀態報告。

3. 一個新委託的專案因人員流動率高，在招募團隊成員方面遇到了困難。
人力資源（HR）經理
進行了多次離職面談。許多團隊成員表示，專案經理缺乏足夠的關係管理能力。專案經理解釋說，離職團隊成員很懶惰。
專案經理應該做些什麼來防止這種高流失率持續下去？

A) 培養作為領導者的人際關係技能，並培養團隊的情緒智商技能。
B) 向招募經理解釋專案本質上是暫時的，這與營運環境不同。
C) 避免對團隊進行微觀管理，執行更嚴格的規則並監督員工。
D) 更參與團隊成員招募流程，以確保選出合格的團隊成員。

4. 專案發起人表示需要縮短專案工期。專案網路圖無法修改，但公司有多餘的資源可用。
專案經理應該採取什麼行動？

A) 快速追蹤項目。
B) 進行掙值管理 (EVM) 分析。
C) 執行蒙特卡羅分析。
D) 打亂專案進度。

5. 一家公司的專案管理辦公室 (PMO) 正在採用更多自適應技術，並聘請了一位具有混合專案管理經驗的新專案經理。團隊在採用新方法方面進展緩慢，且沒有及時更新專案成果。
專案經理應該採取什麼行動來提升團隊的績效？

A) 發送電子郵件，要求所有專案團隊成員在一天結束時完成更新
B) 與每個專案團隊成員單獨討論如何進行必要的更新
C) 為所有專案團隊成員設定訓練課程
D) 聯絡職能經理尋求支持

Solutions: