PMI PMP - Project Management Professional (2026) - PMP 模擬練習
Solution Development Case Study
A project manager was assigned to a project to deliver a corporate IT security solution within a 12-month timeline and a budget of $2.5 million USD. To help ensure project success, the project manager established a governance framework featuring a steering committee of senior executives from relevant functional areas.
The project manager conducted a detailed stakeholder analysis using a power/interest grid to prioritize engagement strategies and developed a quality management plan incorporating quality metrics, control charts, and acceptance criteria for each deliverable.
Project work required specialized security testing tools, so the project manager collaborated with the procurement team to develop vendor selection criteria and contract terms. The team used an agile approach to develop software coupled with a predictive approach to manage other aspects of the project. The project manager implemented a configuration management system to track changes and maintain version control of project information.
During execution, the project manager coordinated between various teams, including software development, cybersecurity, quality assurance, compliance, and customer experience, each with its own methodologies and tools. To address integration challenges, the project manager developed a comprehensive project management plan, with a detailed work breakdown structure (WBS), a master schedule using the critical path method, and earned value management (EVM). The team helped the project manager create and tailor a risk management plan focusing on integration points between teams, along with a communications matrix to ensure consistent cross-functional meetings with stakeholders.
During the project, challenges such as resource conflicts, scope creep, and technical integration issues arose.
The project manager addressed these challenges using a resource optimization plan, a formal change control process, and technical working groups.
The project was delivered within budget and was concluded 2 months later than the original baseline due to an approved change. Stakeholders accepted the delay due to additional security features added during execution.
The final product met all quality metrics and received positive feedback from beta customers. The project provided valuable lessons on early stakeholder alignment, integrated change control, cross-functional communication, and regular risk reassessment, which informed good practices for future projects within the organization.
What should the project manager do to facilitate and improve communications between the multiple teams within this project?
(Refer to the Solution Development Case Study exhibit.)
A project manager was assigned to a project to deliver a corporate IT security solution within a 12-month timeline and a budget of $2.5 million USD. To help ensure project success, the project manager established a governance framework featuring a steering committee of senior executives from relevant functional areas.
The project manager conducted a detailed stakeholder analysis using a power/interest grid to prioritize engagement strategies and developed a quality management plan incorporating quality metrics, control charts, and acceptance criteria for each deliverable.
Project work required specialized security testing tools, so the project manager collaborated with the procurement team to develop vendor selection criteria and contract terms. The team used an agile approach to develop software coupled with a predictive approach to manage other aspects of the project. The project manager implemented a configuration management system to track changes and maintain version control of project information.
During execution, the project manager coordinated between various teams, including software development, cybersecurity, quality assurance, compliance, and customer experience, each with its own methodologies and tools. To address integration challenges, the project manager developed a comprehensive project management plan, with a detailed work breakdown structure (WBS), a master schedule using the critical path method, and earned value management (EVM). The team helped the project manager create and tailor a risk management plan focusing on integration points between teams, along with a communications matrix to ensure consistent cross-functional meetings with stakeholders.
During the project, challenges such as resource conflicts, scope creep, and technical integration issues arose.
The project manager addressed these challenges using a resource optimization plan, a formal change control process, and technical working groups.
The project was delivered within budget and was concluded 2 months later than the original baseline due to an approved change. Stakeholders accepted the delay due to additional security features added during execution.
The final product met all quality metrics and received positive feedback from beta customers. The project provided valuable lessons on early stakeholder alignment, integrated change control, cross-functional communication, and regular risk reassessment, which informed good practices for future projects within the organization.
What should the project manager do to facilitate and improve communications between the multiple teams within this project?
(Refer to the Solution Development Case Study exhibit.)
正解: C
解説: (PassTest メンバーにのみ表示されます)
During the execution of a project, the product manager receives a new product feature request from the organization ' s highest revenue-generating client. The team estimates the work will take three days.
What should the project manager do?
What should the project manager do?
正解: D
解説: (PassTest メンバーにのみ表示されます)
A new technology has been released into the market. The project sponsor realizes that incorporating this new technology into the project will significantly improve the final deliverable. The project manager informs the project sponsor that the internal resources have no working experience with the technology and its related activities, What should the project sponsor do?
正解: B
解説: (PassTest メンバーにのみ表示されます)
A project manager is developing a project schedule in which only the high-level scope is defined; the detailed work breakdown structure (WBS) is to be developed at the beginning of each project phase. Project teams are focusing on short-term objectives and can only detail the scope for work they are currently performing. Despite this, the project sponsor asks for a master project schedule.
What two actions should the project manager take in this situation? (Choose 2)
What two actions should the project manager take in this situation? (Choose 2)
正解: A,B
解説: (PassTest メンバーにのみ表示されます)
A project manager is leading a hybrid manufacturing project. The company is in crisis mode, and the project sponsor has high expectations for the project team, expecting them to deliver the project outcome even if they must struggle to do it. However, the project team is demotivated about the company ' s situation and are not performing as expected.
What should the project manager do?
What should the project manager do?
正解: A
解説: (PassTest メンバーにのみ表示されます)
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
In the Health Records Modernization project, stakeholder engagement and management is critical to the successful adoption of the project outcomes. How should the project manager approach management of the various stakeholder communication channels in the complex healthcare project? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
In the Health Records Modernization project, stakeholder engagement and management is critical to the successful adoption of the project outcomes. How should the project manager approach management of the various stakeholder communication channels in the complex healthcare project? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)
正解: C
解説: (PassTest メンバーにのみ表示されます)
A project manager is overseeing a hybrid project with two distinct workstreams: hardware operating predictively and software operating adaptively. However, the procurement contract for the software vendor has been finalized with clauses based on a predictive way of working. Meanwhile, many software work items are undergoing different prioritizations on the Kanban board.
What should the project manager do?
What should the project manager do?
正解: A
解説: (PassTest メンバーにのみ表示されます)
A project manager is leading a global project involving third-party contractors, internal stakeholders, and regulators. During a project board meeting, stakeholders are informed of a regional compliance issue that could delay a critical milestone. One stakeholder demands immediate resolution, while another stakeholder thinks it is not a priority.
What should the project manager do?
What should the project manager do?
正解: B
解説: (PassTest メンバーにのみ表示されます)
A project to upgrade high-voltage transmission lines, towers, and substations in a remote mountainous area is
50% complete at the end of April.
The risk manager has implemented risk responses and is projecting the probability and impact for the remainder of the project. At a monthly risk meeting, the risk manager presents the chart shown above.
What two conclusions can be determined from this chart? (Choose 2)
50% complete at the end of April.
The risk manager has implemented risk responses and is projecting the probability and impact for the remainder of the project. At a monthly risk meeting, the risk manager presents the chart shown above.
What two conclusions can be determined from this chart? (Choose 2)
正解: A,B
解説: (PassTest メンバーにのみ表示されます)
A project to launch a new financial product is on its fifth out of eight iterations. During the iteration review, a financial stakeholder announces a competitor is launching a similar product soon. As a result, the stakeholder asks the team to increase velocity.
What should the project manager do?
What should the project manager do?
正解: D
解説: (PassTest メンバーにのみ表示されます)
A project manager is assigned to a project in which the business and the technology to be used are well- known. What should the project manager do to learn about the customer ' s needs, the complexity, and the resulting impact of the project?
正解: B
解説: (PassTest メンバーにのみ表示されます)
A project in a fast-changing, demanding business environment has been initiated. An agile approach has been chosen to maximize collaboration and transparency.
What should the agile project manager do to support these goals?
What should the agile project manager do to support these goals?
正解: A
解説: (PassTest メンバーにのみ表示されます)
'An organization undergoes a major budget revisal. The project manager gathers the stakeholders to discuss the situation as some projects are stil in-progress and may be impacted.
What two actions should the project manager take? (Choose 2)
What two actions should the project manager take? (Choose 2)
正解: B,E
解説: (PassTest メンバーにのみ表示されます)
A project manager is leading an ongoing project for a highly reputable international client. A few hours before the final review meeting, during which the client is expected to accept the project and authorize a substantial payment, the project manager's company suffers a cyberattack. The client is very strict and maintains that any missed deadlines will result in a considerable penalty.
What should the project manager do?
What should the project manager do?
正解: A
解説: (PassTest メンバーにのみ表示されます)
In the development phase of a large-scale Scrum project, the team is unsure what the acceptance criteria to close a task should be. How should the project manager help in answering this question?
正解: B
解説: (PassTest メンバーにのみ表示されます)