PMI Project Management Professional PMP-CN

PMI Project Management Professional PMP-CN Project Management Professional (2025 Version) (PMP中文版) Exams

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

1. 一家為公司提供建築服務的承包商正在運用敏捷原則管理專案任務。由於新法規出台，工程師頻繁修改設計。承包商可能會因為資源等待設計變更或重工而蒙受損失。
專案經理應該做什麼來最大程度地降低成本？

A) 取消專案釋放資源，然後在所有定義準備好後重新啟動。
B) 在每日會議上取得工程師的回饋並將其傳達給產品所有者。
C) 與產品所有者一起審查積壓工作，並確定最不可能受到立法變更影響的任務的優先順序。
D) 暫停項目，直到所有定義都準備好，以避免返工。

2. 一位指導委員會成員正在抱怨每週報告。他們表示，報告篇幅過長，包含不必要的細節。這導致他們無法獲取主要資訊並採取行動。
專案經理該怎麼做才能避免類似的投訴？

A) 在與指導委員會的每週會議上介紹現況。
B) 驗證指導委員會成員所需的資訊。
C) 向該指導委員會成員發送較短的每日報告。
D) 在簡報中向指導委員會成員展示每週報告。

3. 核電廠建設項目將減少該地區對外部電力供應的依賴。專案經理已獲得該地區多位領導人的支持。然而，一些政府人士希望停止該項目，轉而專注於開發再生能源。
專案經理應將哪些利害關係人納入利害關係人參與計畫？

A) 已確定的、有需求且對專案有潛在影響的利害關係人。
B) 為了獲得額外資源而支持專案的利害關係人。
C) 對專案持不同意見的利害關係人，以便主動管理他們的期望。
D) 專案發起人選出的對專案有潛在影響的利害關係人。

4. 一位專案經理正在規劃一個包含多個工作包的專案。每個工作包都有各自明確的範圍，但資金將按專案等級分配。
專案經理應如何決定分配的資源預算是否足以涵蓋專案的資源成本？

A) 將分配的預算除以工作包的數量，並驗證每個工作包是否可以在分配的預算內完成。
B) 建立預算燃盡圖和範圍燃盡圖，然後驗證專案範圍在分配的預算耗盡之前完成。
C) 按照重要性順序為每個工作包提供資金，並將任何剩餘範圍從未資助的工作包轉移到已資助的工作包。
D) 估算工作包層級的成本，並將這些成本相加以計算專案的總成本，並將其與分配的預算進行比較。

5. 一家公司正在進行一項有嚴格期限的數位轉型專案。
行銷團隊希望將此實施與新產品結合起來，而新任命的專案經理並不了解所有的依賴關係。
使用混合方法，專案經理應該做什麼來確保依賴關係被考慮？

A) 促進溝通，推動 Scrum of Scrums，讓不同的團隊了解依賴關係和進度。
B) 確保每個單獨的專案進度都與共同的截止日期保持一致。
C) 將所有小項目合併為一個大項目，以便團隊可以像一個大團隊一樣更好地協作。
D) 實施專案通訊，以便不同的團隊成員可以了解每個專案的進度。

Solutions: