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

1. 一家製造企業啟動了一項新計劃，旨在整合專案管理並提升產品創新能力。專案經理應採取的第一步是什麼，以提高利害關係人之間的透明度？

A) 邀請關鍵利害關係人參加回顧和審查會議，以便盡可能多地獲得回饋。
B) 邀請高階主管參加流程研討會，討論目前專案狀態。
C) 制定計劃，說明在整個專案過程中，利害關係人之間將如何處理溝通事宜。
D) 設定專案儀表板，顯示公司內每日專案狀態。

2. 一位保護經理正在努力爭取通常不參加專案會議的關鍵利益相關者的參與，專案經理應該做什麼？

A) 將問題上報給高階管理層
B) 透過事先分享議程來明確會議期望
C) 重新安排會議以符合利害關係人的可用性
D) 分發溝通管理計劃

3. 一位利害關係人向專案經理報告了一些與合規性相關的差距和問題。隨後，利害關係人向專案經理提出了幾個解決這些問題的建議。
專案經理該做什麼？

A) 與負責合規問題的工作人員討論建議。
B) 利用合規性問題來確定輔導和指導機會。
C) 與專案發起人一起檢視此事，以避免合規性差距和問題。
D) 將合規差距的回饋記錄在經驗教訓登記冊中。

4. 一位專案經理接手了一個項目，該專案已經幾週沒有專案經理了。團隊感到迷茫，有些團隊成員對專案的下一步和最終結果感到困惑。
新專案經理該做什麼？

A) 請專案發起人向團隊成員提供有關成果的專案方向。
B) 將情況上報給指導委員會並請求為該項目分配更多時間。
C) 避免衝突，讓團隊自行組織如何完成專案任務。
D) 設定短期目標以在內部創造成功的文化，並讚揚團隊成員實現這些目標。

5. 全球供應鏈正受到運輸問題的影響，該項目的主要供應商已表示，項目後期訂購的某些設備可能會出現供貨延遲。專案經理應該如何處理這些資訊？

A) 請記下此信息，但不要將其記錄為問題，因為該項目尚未下單。
B) 更新風險，並透過與供應商保持聯繫繼續監控事態發展。
C) 要求供應商在採取任何行動之前提供有關交貨延遲的具體資訊。
D) 請採購團隊尋找另一家有此設備現貨的供應商。

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