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PMO-CP難易度受験料 & PMO-CP試験時間
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PMI PMO-CP 認定試験の出題範囲：
| トピック |
出題範囲 |
| トピック 1 |
- 利害関係者の期待の収集: このモジュールでは、PMO マネージャー、プロジェクト管理の専門家、ビジネス アナリストが、さまざまな利害関係者の期待を効果的に収集して理解する方法を学びます。これには、主要な利害関係者を特定し、そのニーズと期待を把握し、それらをプロジェクト管理オフィス (PMO) の目標と一致させることが含まれます。
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| トピック 2 |
- PMO バランスト スコアカードの確立: このモジュールは、PMO マネージャーとパフォーマンス測定の専門家が PMO のバランスト スコアカードを開発および実装するのに役立ちます。
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| トピック 3 |
- PMO 主要指標の定義とパフォーマンスの測定: このモジュールでは、PMO マネージャーとパフォーマンス アナリストに、PMO の主要業績評価指標 (KPI) を定義する方法を教えます。
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| トピック 4 |
- PMO 機能の組み合わせの定義とバランス調整: このモジュールでは、PMO マネージャーとプロジェクト管理の専門家が PMO の適切な機能の組み合わせを定義できるように支援することに重点を置いています。組織に最大の価値をもたらすために、PMO 内の戦略、ガバナンス、およびサポート機能のバランスをとる方法について説明します。
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| トピック 5 |
- PMO プロセスの確立: このモジュールでは、PMO マネージャーとプロセス改善スペシャリストが、PMO に不可欠なプロセスを設定する方法を学習します。これには、プロジェクト全体にわたってプロジェクト管理の有効性を高める標準化されたプロセスの設計と実装が含まれます。
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>> PMO-CP難易度受験料 <<
試験の準備方法-実際的なPMO-CP難易度受験料試験-100％合格率のPMO-CP試験時間
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PMI PMO Certified Professional 認定 PMO-CP 試験問題 (Q42-Q47):
質問 # 42
The PMO Expectation Adherence indicator (pmo-EAl) is:
- A. The sum of 80% of the functions capable of generating 20% cumulative contribution probability.
- B. The sum of the selected functions' contribution probabilities.
- C. The sum of the results of executed projects.
- D. The sum of 20% of the functions capable of generating 80% cumulative contribution probability.
正解：B
解説：
ThePMO Expectation Adherence Indicator (PMO-EAI)measures how well the PMO adheres to its expected contributions within an organization. The selected functions of the PMO are analyzed based on their contribution probabilities, which reflect how much they are expected to contribute to the overall project success.
The correct approach to calculating the PMO-EAI involvessumming the probabilitiesof the contributions from these selected PMO functions. This method allows a clear assessment of the effectiveness of the PMO in meeting its objectives. It aligns with the principle of focusing on measurable outcomes in PMO performance evaluation, as seen in the application of frameworks like thePMBOK Guideand project evaluation models.
質問 # 43
Does the success of projects under the PMO mandate demonstrate the success of the PMO?
- A. Yes, because successful projects increase the perception of the value of PMO's work
- B. Yes, because the PMO Is always created to Improve project performance.
- C. Sometimes, depending on what functions the PMO will be offering.
- D. No, using the correlation between project success and PMO success does not make sense for a support area.
正解：C
解説：
The success of projects under the PMO (Project Management Office) mandate is not always a direct reflection of the PMO's success. This relationship depends heavily on the specific roles and responsibilities of the PMO.
The PMO can play several roles, ranging from support and guidance to actual project management execution, and each role influences how project outcomes correlate to PMO performance.
If the PMO's main function is limited to providing tools, templates, or basic oversight, then it operates more as a support function. In this case, the success of individual projects may not directly translate into a measure of PMO success because the projects' performance relies primarily on the project managers and teams rather than the PMO itself. Using a correlation between project outcomes and PMO performance would not make sense in this context.
However, if the PMO is more involved in critical project decisions, such as prioritization, resource allocation, and governance, then project success could be more directly linked to the PMO's effectiveness. In this case, successful projects could reflect the PMO's ability to support or steer the organization towards achieving strategic goals.
A nuanced understanding of the PMO's role is necessary to assess its performance fairly. Therefore, while the success of projects might increase the perception of the value of the PMO, it is only a partial indicator, depending on what specific functions the PMO is executing.
質問 # 44
What demonstrates the evolution ofthe maturity of a given function?
- A. The existence of evidences (drivers) that demonstrate the evolution in the sophistication of the way the function is performed.
- B. The amount of resources allocated to the function.
- C. Business results obtained.
- D. The time elapsed since it was implemented.
正解：A
解説：
The evolution of the maturity of a given function is demonstrated by the presence ofevidenceor drivers that show improvements in how the function is performed. This includes enhancements in processes, tools, techniques, and practices that increase the sophistication and effectiveness of the function. These drivers are tangible indicators that maturity is progressing beyond just the allocation of resources or time elapsed.
質問 # 45
What are PMO processes?
- A. They are the processes established for each function performed by the PMO.
- B. They are the processes established to define the functions of the PMO and resources to be allocated.
- C. They are the established processes to manage projects, programs and portfolio
- D. They are the processes established for project planning and control.
正解：A
解説：
PMO processesrefer to the specific processes established for each function that the PMO performs. These processes include governance, reporting, resource management, risk management, and supporting project, program, and portfolio management functions. They are designed to ensure that the PMO operates efficiently and consistently while supporting project delivery and aligning with organizational objectives.
By establishing clear processes for each PMO function, the organization ensures that there is consistency in how projects are managed and delivered, which leads to better oversight and control.
質問 # 46
Is it possible for a mature PMO to not generate value?
- A. Yes, because it may be too costly.
- B. No. Mature PMOs fully meet the needs and expectations of their stakeholders.
- C. No. Maturity is a guarantee of effective value generation for the organization.
- D. Yes, because the PMO can provide functions with high maturity, but misaligned with the needs and expectations of its stakeholders.
正解：D
解説：
A mature PMO, despite its high maturity in executing functions and processes, can still fail to generate value if it is misaligned with the needs and expectations of its stakeholders. Maturity in this context refers to the PMO's ability to execute processes effectively, but this does not guarantee that the PMO's activities are aligned with what stakeholders require or value.
Maturity vs. Value: Maturity in a PMO indicates that it has well-defined processes, strong governance, and effective execution capabilities. However, if these processes and capabilities do not address the actual needs or expectations of stakeholders, the PMO may not deliver the intended value.
Stakeholder Alignment: Value generation is highly dependent on the PMO's alignment with stakeholder expectations. A PMO can be technically mature but may focus on areas that are not priorities for the organization, thereby failing to contribute meaningfully to organizational success.
PMI Reference: PMI's standards, including the PMBOK Guide and OPM3, emphasize that maturity alone does not ensure value delivery. Alignment with organizational strategy and stakeholder needs is essential for a PMO to generate real value.
PMI and PMO VALUE RING Reference:
The PMO VALUE RING methodology stresses the importance of aligning PMO functions with stakeholder expectations to ensure value generation. A misalignment, even in a mature PMO, can result in underperformance in terms of value delivery.
質問 # 47
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PMO-CP試験時間: https://www.jpexam.com/PMO-CP_exam.html
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