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PMI Project Management Professional (2025 Version) (PMP中文版) Sample Questions (Q1700-Q1705):

NEW QUESTION # 1700
一家零售連鎖店正在評估一個在其多個地點的所有商店中更換支付系統的項目。該專案雖然沒有達到財務門檻，但預計也能增加市場份額、改善客戶服務並留住更多客戶。該專案計劃分階段實施，並在每個階段的回顧基礎上學習。
企業應如何增加專案的價值？

Answer: A


NEW QUESTION # 1701
一個專案被分配給兩個不同的專案團隊來開發產品功能。一個團隊使用預測方法，另一個團隊使用敏捷方法來完成工作。高階管理層關心該專案的成功。
專案經理該做什麼？

Answer: C

Explanation:
In a project where different teams are using different approaches (predictive and agile), it's important to respect the methodologies that each team is comfortable with. Forcing a single approach could disrupt the workflow and productivity of the teams. Instead, allowing the teams to continue with their chosen approaches while gradually adapting to a hybrid model can provide a balance. This approach respects the existing workflows while moving towards a more unified project management approach. The hybrid model combines the strengths of both predictive and agile approaches, providing flexibility and adaptability while maintaining a level of predictability. References: PMBOKGuide - Sixth Edition and Agile Practice Guide (Page 27,
3.1.3 Tailoring Considerations for Knowledge Areas)


NEW QUESTION # 1702
IT 團隊已聯繫專案經理，尋求指導，當系統停機會影響專案資源時應使用哪種溝通方法。
專案經理應該推薦哪兩種溝通方法？ （選擇2）

Answer: C,D


NEW QUESTION # 1703
專案經理正在領導一個項目，該項目顯示出超出成本基線的趨勢。
專案經理首先應該做什麼來管理預算？

Answer: A

Explanation:
The project manager should do first to manage the budget is to meet with the project team to analyze the actual cost to determine deviations. This is the first step in the control cost process, which involves monitoring the status of the project to update the project costs and manage changes to the cost baseline2. By analyzing the actual cost, the project manager can identify the causes and sources of the cost variance, and evaluate the impact and implications on the project performance and objectives. The project manager can also use various tools and techniques, such as earned value analysis, forecasting, and variance analysis, to measure and report the cost performance and status2. Based on the analysis, the project manager can then decide on the appropriate actions and responses to bring the project back on track, such as requesting additional funds, reducing scope, adjusting resources, or implementing corrective or preventive actions2.
Option A is not a good choice, because it is premature and passive. The project manager should not ask the project sponsor for assistance in getting the budget back on track before analyzing the actual cost and determining the deviations. The project manager should first understand the nature and extent of the cost variance, and then present the facts and data to the project sponsor, along with possible solutions and recommendations. The project manager should also demonstrate their own initiative and responsibility in managing the budget, rather than relying on the project sponsor to solve the problem.
Option C is not a good choice, because it is pessimistic and irresponsible. The project manager should not inform the stakeholders that the project will be finished over budget before analyzing the actual cost and determining the deviations. The project manager should first assess the situation and explore the options to improve the cost performance and meet the budget expectations. The project manager should also communicate the cost status and issues to the stakeholders in a timely and transparent manner, and seek their feedback and support, rather than delivering bad news without any justification or action plan.
Option D is not a good choice, because it is hasty and presumptuous. The project manager should not issue a change request including the analysis to increase the budget before analyzing the actual cost and determining the deviations. The project manager should first verify the accuracy and validity of the cost data, and evaluate the feasibility and necessity of increasing the budget. The project manager should also consider the impact of the change request on the project scope, schedule, quality, and stakeholder satisfaction, and obtain the approval of the change control board before implementing the change2.
: 1: Project Management Professional (PMP) Certification 2: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Seventh Edition


NEW QUESTION # 1704
由於時間緊迫，專案團隊成員建議跳過次要可交付成果的品質檢查。
專案經理該做什麼？

Answer: A

Explanation:
Quality is a crucial aspect of project management and should not be compromised, even for minor deliverables12. If a team member suggests skipping the quality check of a deliverable due to a tight schedule, the project manager should first evaluate the impact of this action1. This involves assessing the potential risks and consequences associated with delivering a product that has not undergone a quality check. It's important to consider factors such as the potential for defects, customer satisfaction, and the overall integrity of the project2. Based on this evaluation, the project manager can make an informed decision about the best course of action12. References: Project Manager, Project Manager Blog.


NEW QUESTION # 1705
......

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