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

1. 一家專注於使用預測方法交付專案的公司任命了一位使用混合方法的新專案經理該專案的範圍包含許多不明確的要求。
專案經理應該如何規劃專案的交付？

A) 分解需求並將需求優先化為迭代工作包
B) 等待要求更加明確，然後再對專案採取任何進一步行動
C) 將要求不明確的問題上報給管理團隊並等待最終授權
D) 忽略不明確的需求，專注於專案的交付計劃

2. 一家保險公司正計劃對其核心應用程式進行重大更改。專案經理意識到銷售代理對變革有阻力，因為他們習慣手動接受訂單並在一天結束時輸入系統。隨著新的變化，他們將使用銷售點設備在線接受訂單。
專案經理應該怎麼做才能得到銷售代理的承諾？

A) 向銷售代理經理解釋變革的好處以獲得他們的支持。
B) 向專案發起人請求協助，以獲得銷售代理的支援。
C) 將問題上報給高階管理層以獲得團隊的支持
D) 使用商業案例來模擬銷售宣傳並獲得贊助商的共識。

3. 專案經理正在領導一個快速進展的項目，有嚴格的期限和最短的時間來交付每個里程碑。專案經理發現，一位為交付專案付出了大量努力的遠端團隊成員向一位現場團隊成員吐露了心聲。遠距團隊成員認為他們的工作沒有得到足夠的獎勵和認可。
專案經理該做什麼？

A) 將參與合約的副本發送給遠端團隊成員，並表明該團隊成員有權獲得合約中包含的內容。
B) 與資源的職能經理人做出安排，將團隊成員調動到另一個現有專案。
C) 將此情況告知人力資源 (HR) 經理，並確保此訊息不會傳播。
D) 與遠端團隊成員互動，同情他們，讓他們知道無論他們的遠距工作狀態如何，他們的貢獻都會受到讚賞。

4. 頒布了一項關於電信塔分區許可證的新法律。這可能會導致新網路部署的成本和進度超支。
專案經理該做什麼？

A) 最小化範圍以捕捉成本和進度基準。
B) 評估新法對專案計畫的影響並決定優先順序。
C) 更新專案計劃，因為法律是專案的義務。
D) 與贊助商會面，請求額外的時間和增加預算。

5. 在一個重要產品發布期間，不同產品線的副總裁向專案團隊提出了有效的關注點，該關注點必須在發布前完成。副總裁到目前為止還沒有參與其他產品討論。這項額外的工作導致了產品發布的延遲。
專案經理在專案早期應該如何處理這種情況？

A) 將副總裁的關切記錄在風險登記冊中
B) 將副總裁指定為利害關係人
C) 共享專案邊界，以便每個人都了解範圍
D) 立即將任何異議上報至最高管理層

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