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

1. 一家公司的專案管理辦公室 (PMO) 已開始實施迭代工具。專案經理正在啟動一個新項目，並確定了使用迭代工具的機會。一位高階主管對這項修改後的框架感到擔憂，因為它對公司來說相當新。
專案經理首先該做什麼？

A) 向高級經理發送有關新框架優勢的文檔
B) 尋求有關新框架的外部培訓，以消除利害關係人參與度低的風險
C) 與利害關係人組織單獨會議，以建立對新框架的認識和信任
D) 將高階經理的關注上報給專案發起人並將狀態分發給團隊

2. 一個專案啟動於12個月前，目前處於第12次迭代（共14次）。團隊表現良好，按時完成了所有交付成果。然而，一些團隊成員開始抱怨專案週期過長，這可能導致在這個關鍵階段出現績效不佳的風險。
身為僕人式領導者，專案經理應該做些什麼來降低這種風險？

A) 與專案發起人安排團隊活動，以強調專案的重要性並認可團隊的工作。
B) 聯繫職能經理，確保團隊積極性在專案結束前保持高水準。
C) 對專案可交付成果套用額外控制，以確保所有里程碑都準時實現。
D) 與團隊會面，強調他們的責任以及如果專案交付成果未能按時完成的後果。

3. 在專案執行過程中，一位重要的利害關係人威脅要撤回對專案的支持，理由是專案執行方式缺乏透明度和問責制。專案經理應該如何處理這種情況？

A) 將問題上報至專案管理辦公室 (PMO)。
B) 查閱風險管理計畫。
C) 聯絡利害關係人來解決問題。
D) 將利害關係人介紹給專案發起人。

4. 一位客戶定期與敏捷團隊會面，並不斷更改團隊成員的優先順序。專案經理該怎麼做才能消除這個障礙？

A) 將情況回報給客戶管理團隊。
B) 請客戶與產品所有者討論這些變化。
C) 要求客戶僅在每週會議上與團隊會面。
D) 請客戶與管理團隊討論這些變化。

5. 專案經理正在管理一個向 200 個最終用戶部署新軟體的專案。在實施過程中，有一個過程被遺漏，導致部分使用者遺失了電腦資料。
專案經理首先該做什麼？

A) 記錄此案例，直到最後的經驗教訓會議完成，以防止在實施過程中影響團隊的士氣。
B) 與團隊成員會面，並要求他們透過提供回饋作為經驗教訓來檢視個案。
C) 邀請顧問檢視流程，以免重複相同的問題，並與團隊分享結果。
D) 與團隊會面討論根本原因並鼓勵團隊注意這一問題並繼續專注於部署。

Solutions: