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

1. 一個建築項目在實施階段，關鍵供應商破產，無法供應合約規定的材料。這可能會影響專案進度。專案經理首先該做什麼？

A) 將風險和延遲新增至風險登記冊
B) 上報至管理團隊以獲得延期批准
C) 更新時間表以包含延遲
D) 更新問題日誌並採取行動以盡量減少影響

2. 一家零售連鎖店正在評估一個項目，以更換其在多個地點的所有商店的支付系統。該專案沒有達到財務門檻，但預計也會增加市場份額、改善客戶服務並留住更多客戶。此專案計劃分階段實施，以每個階段回顧的經驗為基礎。企業應如何增加專案的價值？

A) 要求福利所有人重新評估影響財務福利結果的已識別風險。
B) 量化每個階段的收益管理計畫中預期的有形和無形收益
C) 諮詢專家如何降低成本並提高專案的財務價值
D) 使用魚骨圖與福利所有者一起找出財務福利較低的根本原因

3. 一位專案經理接到了一個項目，負責建造一個新的太陽能發電場，為一個新建的住宅區提供清潔能源。政府決定從1月1日起降低再生能源產品的稅收。供應商聯繫了我們，表示原定於12月20日交付的太陽能板訂單可能會延遲到1月初。另一方面，由於12月假期的影響，該計畫也將面臨類似的限制。
專案經理應該如何應對這種風險？

A) 堅持要求供應商依照約定日期交貨。
B) 查看供應商的合約以了解銷售條款。
C) 接受風險並更新風險登記冊。
D) 更新風險登記冊並利用機會。

4. 一個專案因未交付的組件而延遲，而這又是由於採購主管和合約經理之間的衝突造成的。專案經理安排與這兩個利害關係人開會來解決這個問題。
在這種情況下專案經理扮演什麼角色？

A) 調解員
B) 仲裁員
C) 調解員
D) 調解員

5. 一位技術主管向專案經理抱怨了一位團隊成員的表現。這位團隊成員屢次錯過衝刺承諾的任務。專案經理該怎麼辦？

A) 請技術主管為團隊成員提供更多培訓
B) 與團隊成員會面以了解情況並提供回饋。
C) 請技術主管直接與團隊成員討論績效
D) 從團隊中移除學習成員並替換為更熟練的成員

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