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

1. 一個混合專案團隊正在為其產品負責人開發軟體的升級版本。該團隊還負責支援現有產品和客戶。在過去的三個衝刺中，團隊不得不停止專案工作，專注於為產品負責人提供主要支援。測試人員難以應對計劃的不斷變化，這導致了一些情緒爆發。
專案經理該如何進行？

A) 請求替換那些對這種運作方式不滿意的團隊成員。
B) 安排與產品所有者的會議，解釋在未來的衝刺中不能再納入任何支持項目。
C) 安排與團隊的會議來討論問題，並與他們一起制定管理未來衝刺的計劃。
D) 要求人力資源 (HR) 派遣團隊成員參加變革管理研討會。

2. 由於對專案執行的不同想法，兩個利害關係人之間發生了衝突。專案經理應該如何解決衝突？

A) 關注利害關係人之間的個人問題。
B) 在與所有利害關係人和專案團隊成員的計劃會議中解決衝突。
C) 安排與利害關係人的小組會議以提出創造性的替代方案。
D) 根據利害關係人過去的分歧來評估衝突。

3. 一家組織正在進行敏捷轉型。高階主管團隊擔心他們會失去對專案範圍的控制。
負責該專案的專案經理應該做些什麼來降低這種風險？

A) 提出一種治理模式，賦予團隊權力，同時為執行領導團隊提供必要的監督。
B) 確保執行領導團隊批准多個敏捷團隊提出的所有範圍，以避免不一致。
C) 提出基於風險和財務支出的多層門禁系統，並根據需要讓執行領導團隊參與其中。
D) 向執行領導團隊保證，目前的治理模式不會受到敏捷方法的影響。

4. 專案經理正在與非常多樣化的團隊成員一起開始一個新專案。專案經理選擇使用共識構建，以便團隊能夠就專案的執行方式達成一致並參與其中。
專案經理應該如何進行？

A) 創造一個透過討論達成一致的環境
B) 允許團隊成員以意識流模式貢獻想法
C) 創造一個以多數決達成一致的環境
D) 建立定期的腦力激盪會議來討論專案問題

5. 一位專案經理正在領導一個混合項目，為一家旅遊業新創公司開發一款應用程式。由於一些不可預見的事件，由於新的旅行限制，許多客戶將無法使用該專案的功能和整體解決方案。
專案經理首先該做什麼？

A) 評估環境變化並為專案提出建議。
B) 向組織管理階層詢問有關專案方向的建議。
C) 釋放團隊並幫助他們在新專案中發揮潛力。
D) 如果無法達到商業價值，則暫停專案並收集經驗教訓。

Solutions: