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

1. 一個專案團隊正在努力獲取複雜專案所需的數據，以便進入下一階段。專案經理該怎麼做？

A) 由於延誤影響了時間表，因此向發起人提出修改後的專案時間表。
B) 安排與贊助商的會議來表達團隊對數據的不滿。
C) 與資料供應商會面，解釋專案的關鍵時間需求。
D) 與團隊安排會議，討論並確定專案的挑戰。

2. 一個團隊開發並測試了用於在飛行過程中控制飛機的新軟體。需要滿足一些監管要求。專案經理該怎麼做才能滿足這些要求？

A) 確定與遵守法規有關的潛在威脅。
B) 驗證軟體是否符合標準和法規。
C) 衡量專案符合法規的程度。
D) 請人力資源 (HR) 為團隊指派一位合規專家。

3. 在規劃撲克中確定使用者故事的規模時，有一位團隊成員認為使用者故事應該是 8 分。
另一位認為故事應該有2點。
Scrum Master 該做什麼？

A) 決定兩個估計值的平均值並分配該金額。
B) 選擇初級成員的估計，因為他們最有可能做這項工作。
C) 參考經驗教訓，深入了解正確的估計。
D) 請產品所有者重寫故事，以便就最終估算達成協議。

4. 去年，一家公司為一個正在進行的專案向外部分承包商支付了 6 萬美元。
專案經理被要求評估今年是否可以透過使用內部勞動力更有效地交付專案。專案經理使用了 4 個月的樂觀期限、6 個月的悲觀期限和 5 個月的最預期期限，並得出結論，可以使用以下資源來交付服務：
- 兩位工程師（每人月薪700美元）
- 專案經理一名（月薪1,600美元）
- 預計每月額外費用 2,000 美元
專案經理使用專案評估和審查技術 (PERT) 來計算專案使用內部資源交付時所節省的成本。
專案經理估計公司可以省多少錢？

A) 40,000 美元
B) 30,000 美元
C) 20,000 美元
D) 35,000 美元

5. 一個國家的專案經理正在向另一個國家的新軟體開發專案的首席專案經理報告。首席專案經理不斷向專案經理詢問最新情況，如果專案經理在幾分鐘內沒有回复，他通常會透過多種溝通管道要求提供資訊。他們兩人資歷相同，而且都向同一位職能經理報告。
專案經理該如何進行？

A) 更新溝通管理計畫和利害關係人參與計畫。
B) 協商雙方都同意的回饋週期和可接受的時間表。
C) 將問題上報給職能經理並向他們解釋情況。
D) 請首席專案經理參閱溝通管理計畫。

Solutions: