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

1. 專案進度會議透過虛擬電話會議進行。每次專案進度會議，都會有一位團隊成員不斷打斷其他成員的討論。其他團隊成員經常沒有機會發言或完成他們的解釋。
專案經理該做什麼？

A) 與總是擾亂對話的團隊成員單獨交談。
B) 會議開始時，先回顧基本規則、會議目標和議程。
C) 與不參與對話的團隊成員單獨交談。
D) 使用議程有效地管理時間並要求每位參與者做出貢獻。

2. 客戶的專案經理在專案的最後階段發生變化。
專案經理如何避免專案關閉延遲？

A) 將個案回報給客戶的管理團隊
B) 查看最新的專案狀態報告並向利害關係人通報最新情況
C) 提前向客戶開立工程付款發票
D) 更新利害關係人參與計劃

3. 一位專案經理注意到，一位外向的專案團隊成員似乎越來越掌控著整個團隊的方向。其他團隊成員雖然沒有抱怨，但似乎變得更被動。
專案經理該做什麼？

A) 在團隊會議上討論該情況並要求每個人都更加積極主動。
B) 與每個團隊成員會面以更好地了解情況。
C) 密切觀察團隊動態，如果團隊成員抱怨，則介入。
D) 與外向的團隊成員會面並要求他們對他人更加敏感。

4. 一位贊助商和專案經理發現，位於不同時區的一家供應商推遲了其產品的交付，需要密切監督，直到專案重回正軌。唯一的選擇是把專案團隊的三名主要成員調到國外待六個月。專案經理接下來該做什麼？

A) 在下一次專案狀態會議上向整個團隊傳達將團隊成員調往國外的決定以及這樣做的影響
B) 將決定傳達給人力資源 (HR) 部門，以便他們指導專案團隊成員派往國外
C) 與受影響的團隊成員的經理溝通並安排會議來討論此任務的詳細信息
D) 與受影響的團隊成員單獨溝通，協商決定並確認他們搬遷的意願

5. 在敏捷產品開發環境中，工作被分配到地理位置分散的A、B、C三個城市。這些小團隊齊心協力，共同完成衝刺任務。
* A市的團隊專注於資料擷取的功能。
* B市的團隊專注於使用者體驗和開發部分。
* C 市的團隊協調測試。
專案經理該做什麼來確保衝刺成功推出？

A) 維持在地化團隊以避免延遲或任何其他可能阻礙進展的不可預見的風險。
B) 確保所有三個團隊獨立交付且不進行交互，以便他們保持專注並滿足客戶要求。
C) 使用魚骨分析來解決問題並消除團隊之間的溝通問題。
D) 實施溝通技巧並確保團隊遵循從一個團隊向另一個團隊交接工作的接力模式。

Solutions: