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

1. 一位專案經理正在領導一個銀行資訊科技現代化專案。專案經理需要確定專案利害關係人之間的溝通方式，並與專案團隊討論了各種方案。
專案經理應該做什麼來與利害關係人溝通？

A) 使用單一通訊媒介（例如視訊電話會議）來減少混亂。
B) 透過電子郵件向每個利害關係人發送頻繁更新，因為這是一個資訊科技專案。
C) 向專案發起人提供更新資訊以供審核並分發給每個利害關係人。
D) 使用尊重文化、實踐和個人偏好的多種溝通方法。

2. 一位專案經理正在負責發布一款關鍵產品的新版本。產品策略和市場部門仍在努力確定產品外觀的最終細節，但團隊已經明確了主要功能。在上次迭代評審中，專案發起人表達了對產品品質低落的擔憂。身為服務型領導者，專案經理應該如何應對這種情況？

A) 應用快速技術並行處理缺少的細節，
B) 利用下一個衝刺來補充缺少的細節。
C) 繼續逐次衝刺地迭代和監控品質方面。
D) 為風險管理計畫中的延遲建立新的風險條目。

3. 一家建築公司正在執行一份建築合同，其中包含更換某些建築組件的明確里程碑。在執行過程中，客戶抱怨新元件不符合要求。
專案經理應該做些什麼來防止這種情況發生？

A) 持續向客戶傳達工作計畫和協議的變化
B) 針對因約定要求存在差異而導致的問題提供補償
C) 在開始建造階段之前商定的品質檢查表中定義的驗收標準
D) 在開始建置階段之前批准了詳細的變更管理流程

4. 在一次界定專案範圍的會議上，一位利害關係人告訴專案經理，合約中要求的主要功能不適用，並且這已記錄在經驗教訓中。專案經理該怎麼做？

A) 與贊助商會面，尋求他們的支持
B) 與團隊確認可以採取哪些措施，並諮詢專家
C) 要求發起人關閉專案並支付合約規定的違約金。
D) 檢查此資訊是否正確記錄

5. 敏捷團隊一直在努力跟上計劃的步伐，這經常導致衝刺失敗。專案經理應該做些什麼來幫助避免將來再次出現這種情況？

A) 以更有經驗的團隊成員取代初級團隊成員，並協商專案範圍以彌補預算缺口
B) 切換到看板方法，依照先到先得的原則實施功能，促進永續發展
C) 回顧過去幾個衝刺階段的團隊速度並相應地調整計劃
D) 請專案發起人批准加班，以彌補績效不足，同時調整計劃

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