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PMI Project Management Professional (2025 Version) (PMP中文版) Sample Questions (Q1968-Q1973):

NEW QUESTION # 1968
在為發起人準備掙值分析（EVA）時，專案經理在最新的專案報告中提供了以下資訊：
* 核准工作包成本估算：9,500 美元
* 緊急儲備：500%
* 管理儲備：緊急儲備的10%
* 項目完成百分比：50%
* 專案計畫百分比：40%
* 專案實際成本：4,500 美元
關於專案狀態的準確資訊是什麼？

Answer: D

Explanation:
To answer this question, we need to calculate the earned value (EV), the planned value (PV), and the actual cost (AC) of the project based on the given information. Then, we can compare them to determine the project status in terms of schedule and cost performance.
The earned value (EV) is the monetary value of the work completed so far. It can be calculated by multiplying the percent complete of the project by the budget at completion (BAC), which is the total approved budget for the project. The BAC can be obtained by adding the approved work package cost estimates, the contingency reserves, and the management reserves. In this case, the BAC is:
BAC=9500+500+(10%×500)=10550
The EV is then:
EV=50%×10550=5275
The planned value (PV) is the monetary value of the work that was planned to be completed by a certain date.
It can be calculated by multiplying the planned percent of the project by the BAC. In this case, the PV is:
PV=40%×10550=4220
The actual cost (AC) is the monetary value of the work actually performed. It is given as:
AC=4500
To determine the project status, we can use the cost variance (CV) and the schedule variance (SV) formulas.
The CV is the difference between the EV and the AC, and it indicates whether the project is under budget or over budget. A positive CV means the project is under budget, while a negative CV means the project is over budget. The CV is:
CV=EV#AC=5275#4500=775
The SV is the difference between the EV and the PV, and it indicates whether the project is ahead of schedule or behind schedule. A positive SV means the project is ahead of schedule, while a negative SV means the project is behind schedule. The SV is:
SV=EV#PV=5275#4220=1055
From the CV and SV values, we can conclude that the project is under budget and ahead of schedule. To find the percentage of deviation from the planned cost and schedule, we can use the cost performance index (CPI) and the schedule performance index (SPI) formulas. The CPI is the ratio of the EV to the AC, and it measures the cost efficiency of the project. A CPI greater than 1 means the project is under budget, while a CPI less than 1 means the project is over budget. The CPI is:
CPI=ACEV=45005275=1.17
The SPI is the ratio of the EV to the PV, and it measures the schedule efficiency of the project. A SPI greater than 1 means the project is ahead of schedule, while a SPI less than 1 means the project is behind schedule.
The SPI is:
SPI=PVEV=42205275=1.25
From the CPI and SPI values, we can calculate the percentage of deviation from the planned cost and schedule by subtracting 1 and multiplying by 100. The percentage of deviation from the planned cost is:
(CPI#1)×100=(1.17#1)×100=17%
The percentage of deviation from the planned schedule is:
(SPI#1)×100=(1.25#1)×100=25%
Therefore, the project cost is 17% lower than planned, and the project schedule is 25% ahead of planned.
Among the given options, the closest one is B. The project cost is 10% lower than planned.
:
PMBOK Guide, 6th edition, part 1, ch. 7.4.2.1, pp. 267-268.
PBA Guide, 1st edition, part 2, ch. 6.3.2.1, pp. 140-141.


NEW QUESTION # 1969
一位專案經理正在領導一個小型項目，預算低、時間緊迫且緊張。組織內有許多利害關係人，他們的興趣程度各有不同。
專案經理應該與利害關係人採用哪種方法？

Answer: D


NEW QUESTION # 1970
項目團隊正在與供應商一起實施企業通知工具。項目經理注意到該供應商的開發人員已連續幾週報告相同的狀態。幾天后，供應商表示，由於公司內部資源有限，交付成果將無法按時完成。
項目經理接下來應該做什麼？

Answer: B


NEW QUESTION # 1971
在專案執行期間，專案經理觀察到測試佇列中的速度較低且任務量較大。該項目採用混合方法，僅剩下幾個衝刺。
專案經理該做什麼？

Answer: D


NEW QUESTION # 1972
敏捷專案剛啟動，積壓的工作正在優先處理。客戶希望優先考慮業務價值而不是已識別的風險。
應該如何管理客戶的請求？

Answer: B

Explanation:
The customer's request should be managed by assessing risks together with business value during prioritization because this is the best way to balance the customer's expectations and the project's feasibility.
Agile projects are characterized by frequent delivery of value to the customer, but also by uncertainty and change. Therefore, risks should not be ignored or deferred, but rather integrated into the decision-making process. By assessing risks together with business value, the customer and the project team can identify the most valuable and viable features to deliver in each iteration, and also plan for risk responses and contingencies. The other options are not the best choices because they do not consider the impact of risks on the project's success. Accepting risks as they decrease over a period of time (option A) may expose the project to unnecessary threats or missed opportunities, and may also violate the agile principle of responding to change. Creating a risk value profile to track the relative importance of risks (option B) may help to quantify and prioritize risks, but it does not address the customer's request or the project's value proposition. Logging and tracking risks separately as only business value is important (option C) may create a false sense of security and satisfaction, and may also neglect the agile principle of delivering working software. References: PMBOK Guide, 6th edition, pages 18-19, 686-687. PMP Questions page 437. PMP Practice Exam 1.


NEW QUESTION # 1973
......

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