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

1. 某大型軟體開發公司擁有多個策略業務部門，專案經理受命為一家發電廠開發維修計畫軟體。
專案經理聽說公司其他業務部門執行的一個類似專案最近都失敗了。專案經理非常擔心該專案的績效，並希望採取措施幫助專案取得成功。專案經理該怎麼做？

A) 研究並應用失敗專案中的經驗教訓，以便專案不會遵循相同的模式。
B) 評估專案風險並嘗試以組織內的另一個專案取代專案。
C) 由於所有專案都是獨一無二的，因此繼續使用專案經理的常用方法執行專案。
D) 告知專案發起人有關風險並嘗試說服他們撤回專案。

2. 一家公司決定調查一款新產品的可行性。專案經理負責驗證客戶需求。專案經理應該如何收集客戶回饋？

A) 讓產品擁有者建立產品文檔
B) 讓市場部門建立一份調查
C) 讓團隊創造最小可行產品（MVP）。
D) 讓團隊創建一個具有所有功能的原型

3. 在分析每月狀態報告的項目時，專案經理注意到進度績效指數 (SPI) 為 0.75，成本績效指數 (CPI) 為 1.25。專案經理必須盡快提供第一次專案狀態審查，並希望強調專案處於控制之中。
專案經理應如何向主要利害關係人報告專案狀態？

A) 報告項目未如預期進行，但仍處於控制之中，因為距離下一個專案里程碑還有一個多月的時間
B) 為利害關係人準備一份關於掙值的詳細演示，包括如何計算以及專案當前的掙值結果
C) 報告專案落後於計劃，但可以添加額外的經驗豐富的資源來保持計劃進度並維持預算
D) 利用帕累托圖和魚骨圖進行詳細的根本原因分析，以證明專案處於控制之中

4. 一家公司的執行長抱怨專案溝通頻率太高。執行長每週都會收到五封電子郵件，但沒有足夠的時間審查。此外，執行長收到的訊息與項目無關，無法解釋項目狀態。那麼，專案經理應該先做些什麼呢？

A) 與團隊會面並決定發送給 CEO 的報告的類型和頻率。
B) 檢討溝通管理計畫。
C) 每週向 CEO 發送一份執行摘要，而不是每週發送五份報告。
D) 審查利害關係人參與計劃。

5. 由於品質評審期間發現多個問題，項目被延期。團隊每次解決一個問題，又會遇到更多問題。這讓專案團隊和專案發起人感到沮喪，因為他們都迫切希望按時完成專案並取得組織期望的結果。
專案經理該做什麼？

A) 請團隊承諾在新的日期解決所有問題，並繼續進行變更請求以調整基準。
B) 評估成本和進度差異，以確定專案偏離軌道的程度。
C) 請團隊辨識、記錄和登記問題以找到問題的根源。
D) 請聘請高級主題專家（SME）來分析和解決問題。

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