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PMI PMI-PMOCP日本語 Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| People | 15% | - Develop and lead PMO teams and talent - Apply leadership and emotional intelligence - Build competencies and professional development - Foster collaboration and effective communication |
| PMO Design and Structuring | 18% | - Select appropriate PMO model and structure - Design processes, standards, and methodologies - Define roles, responsibilities, and resource requirements - Determine PMO scope, functions, and service portfolio |
| Organizational Development and Alignment | 16% | - Foster a value-driven organizational culture - Align PMO with organizational strategy and goals - Elevate organizational project management maturity - Develop organizational capability frameworks |
| PMO Operations and Performance | 15% | - Ensure compliance and consistency across projects - Manage tools, technology, and knowledge management systems - Implement and manage PMO services and processes - Monitor, measure, and report PMO performance and value |
| PMO Enhancement and Effectiveness | 18% | - Drive innovation and adoption of best practices - Continuously assess and improve PMO performance - Manage change and organizational transformation - Optimize PMO value and strategic contribution |
| PMO Strategic Elements | 18% | - Develop PMO strategy and implementation roadmap - Establish governance and stakeholder engagement models - Define value measurement and communication strategies - Define PMO vision, mission, and strategic objectives |
PMI Project Management Office Certified Professional (PMI-PMOCP日本語版) Sample Questions:
1. ある製薬会社では、主要な戦略的取り組みにおいて、複数のスコープ変更が要請されました。分析の結果、複数のプロジェクトマネージャーがプロジェクト準備段階で適切なステークホルダー評価を実施していなかったことが判明しました。
この問題に対処するために、PMO プロフェッショナルはまず何をすべきでしょうか?
A) プロジェクト マネージャーが適切な利害関係者評価を実施していない理由を調査します。
B) ステークホルダーの関与の重要性を明確にするために、PMO コミュニティにリマインダーを送信します。
C) プロジェクト マネージャーにステークホルダーのエンゲージメントに関する具体的なトレーニングを提供し、将来のプロジェクトに確実に適用できるようにします。
D) 戦略的イニシアチブのプロジェクト マネージャーの選択を見直し、十分なトレーニングを受けていることを確認します。
2. 大規模 IT 企業の PMO プロフェッショナルは、PMO の成熟度を評価する必要があります。
PMO プロフェッショナルは何をレビューすべきでしょうか?
A) 組織の文化との整合性を評価します。
B) 各 PMO 機能の成熟度を個別に評価します。
C) 組織のさまざまな成熟度モデルを評価します。
D) 組織のプロジェクト管理の成熟度を評価します。
3. PMOプロフェッショナルが、組織のPMO成熟度向上を目指す新しいPMOを率いています。PMOプロフェッショナルが取締役会にロードマップを提示したところ、幹部の一人がPMOと連携できるリソースがないと発言しました。
今後このような状況を回避するために、PMO プロフェッショナルは何をすべきでしょうか?
A) 必要に応じてリソースを募集するための管理予備を計画に含めます。
B) 以前のプロジェクト計画を評価して、必要なリソースの数を計算します。
C) 計画段階で主要な関係者と連携し、プロジェクト リソースを評価します。
D) 経営幹部を招き、取締役会と協議してリソース要件を理解してもらいます。
4. ある大規模組織にPMOが設立され、高度なスキルを持つPMOプロフェッショナルがリーダーに任命されました。スポンサーは、PMOプロフェッショナルに必要なリソースを最初からすべて提供することを合意しました。PMOプロフェッショナルとチームは、直ちに、広く認められたプロジェクトマネジメント手法、国際的に認められたプラクティスやツールの導入を進めました。しかし、年末に経営幹部からPMOのパフォーマンスに関する懸念が表明されました。
PMO プロフェッショナルは、サービス カタログの開発中に何を考慮すべきでしょうか?
A) PMO プロフェッショナルは、方法論とツールを使用するポートフォリオ、プログラム、およびプロジェクト マネージャーを調査する必要があります。
B) PMO プロフェッショナルは、他の組織の成功した PMO の経験をベンチマークする必要があります。
C) PMO プロフェッショナルは、PMO スポンサーだけでなく、経営幹部チームの他のメンバーにもインタビューする必要があります。
D) PMO プロフェッショナルは、すべての顧客グループのニーズを特定し、顧客の問題点と期待に基づいてサービス カタログを調整する必要があります。
5. ソフトウェア会社の PMO プロフェッショナルは、方法論の効果的な使用とプロジェクト間の統合の確保、進捗状況の監視、定義された目標からの逸脱の特定を担当します。
このシナリオでは、どの責任がPMO プロフェッショナルの役割を説明しますか?
A) 期待される結果を達成するためにプロジェクトの実装に必要なリソースを特定します。
B) プロジェクトの成果に影響を及ぼすさまざまなプロジェクトの問題と相互依存性を特定し、対処します。
C) ポートフォリオ内のプロジェクトのタイムラインに影響を及ぼす可能性があるユーザー受け入れテストの期間を分析します。
D) 承認されたスコープ変更に合わせてプロジェクト管理計画を更新し、さまざまな関係者に伝達します。
Solutions:
| Question # 1 Answer: A | Question # 2 Answer: D | Question # 3 Answer: C | Question # 4 Answer: D | Question # 5 Answer: B |
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