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

1. 一位專案經理負責一項監管計劃，該計劃的時間表非常緊迫，不容商議。在一次狀態會議上，一位關鍵利害關係人詢問，是否可以將與報告功能相關的一個關鍵里程碑提前4週。
專案經理首先該做什麼？

A) 更新主計畫以反映重新決定優先順序的可交付成果。
B) 請團隊與產品所有者合作重新確定待辦事項的優先順序。
C) 收集更多資訊並要求團隊進行根本原因分析。
D) 請要求更多資訊並與團隊討論可行性選項和影響。

2. 一個專案的程式設計活動計劃每個模組持續 35 天，但第一個模組的程式設計卻花了 45 天。專案經理該怎麼做？

A) 檢查範圍以驗證是否有範圍蔓延並確保專案按計劃進行
B) 評估情況並確定在不影響基線的情況下壓縮時間表的方法
C) 向專案發起人提交變更請求以更改時間表
D) 請團隊加班以準時完成交付

3. 一名專案經理被指派負責一個教育項目，目標是培訓一批應用程式開發人員。交付成果之一是為客戶現有專案中的優秀學生提供實習機會。然而，客戶目前正在建造的項目不足。專案經理決定創建多個內部項目，以確保實習機會。為了在不增加客戶成本的情況下完成此場景，專案經理應採取哪三項措施？ （選三項）

A) 使用內部專案建立新範圍的工作分解結構 (WBS)
B) 建立具有新內部專案範圍的變更要求。
C) 使用專案的緊急預算
D) 影響客戶啟動新專案。
E) 管理交付質量

4. 在實施提高兩個團隊的多元化和包容性的政策變革一年後，公司內部的衝突日益加劇，應該做些什麼來防止這種衝突？

A) 應該提供員工組織範圍內的多元化培訓
B) 領導團隊應該與行銷團隊密切合作，深入了解多元化
C) 組織中的關鍵部門應該參與此次演習
D) 該組織應該廣泛引入多樣性的概念

5. 專案經理在啟動新的虛擬團隊時應考慮哪兩項行動？
（選兩個。）

A) 從一開始就決定如何監控進度以及溝通進度的最佳方式
B) 評估專案經理作為虛擬團隊領導者的自身優勢和劣勢，以確定可避免的陷阱
C) 招募組織內最優秀的資源成為虛擬團隊的一部分
D) 驗證團隊成員是否屬於多個團隊且無法為該團隊投入足夠的時間
E) 決定每個工作包或活動所需資源的類型和數量

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