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PMI Project Management Professional (2024 Version) (PMP中文版) Sample Questions:

1. 一家公司要在年底前向市場推出新產品，需要建造儲存和配送設施。在每月的利害關係人會議上，發現實施地點是政府擁有的區域，專案經理首先該做什麼？

A) 更新問題日誌
B) 發出變更要求
C) 更新風險登記冊。
D) 確定替代站點。

2. 專案經理正在管理一些具有高度不確定性的創新專案。由於專案的性質，專案經理面臨發出大量變更請求的挑戰。
專案經理該做什麼？

A) 減少實施變更要求所需的審核者數量。
B) 請求發起人批准所有變更請求，以減少變更數量。
C) 啟動迭代次數以減少變更要求的數量。
D) 在專案基準上新增客戶允許的固定數量的變更請求。

3. 一個專案的交付時間非常緊迫。專案臨近交付日期，專案發起人經常向專案經理發送警報，以避免任何進度延誤。專案團隊在新團隊成立之前一直處於可接受的水平，但專案經理希望確保團隊的績效水準保持到最後。
專案經理應該採取什麼行動來激勵專案團隊的績效？

A) 告知團隊來自專案發起人的交付壓力
B) 向團隊成員發送正式通知，指示他們保持績效
C) 頒發感謝狀以鼓勵團隊
D) 僱用一些臨時團隊成員來幫助完成額外的工作。

4. 實施新流程的專案仍在開發中。實施後，公司將受益於公用事業成本的降低。專案財務評估顯示投資回收期為3年。
專案經理應該怎麼做才能加快專案交付？

A) 增加技術設計的資源，以便做出決定，因為這是一個快速回報項目。
B) 停止任何進一步的專案開發並開始實施，因為無需尋求進一步批准。
C) 與工廠營運商進行利害關係人調查，以確定該專案降低公用事業成本的可能性。
D) 增加專案開發所花費的時間，以提高驗證財務評估的信心水準。

5. 專案經理剛完成一個固定價格項目，利害關係人對結果不滿意，專案經理該做什麼？

A) 向利害關係人解釋任何修改都需要額外的預算
B) 與團隊經理聯繫，從團隊獲得額外的工作時間
C) 與專案團隊一起檢視錯過的專案交付成果
D) 查看專案章程中的專案核准標準

Solutions: