PMI PMI-PMOCP 試験概要:
| 認定ベンダー: | PMI |
| 試験名: | PMI Project Management Office Certified Professional |
| 試験番号: | PMI-PMOCP |
| 試験時間: | 165 minutes |
| 出題数: | 120 |
| 試験形式: | 多肢選択式, シナリオベース |
| 受験料: | USD 555 |
| 対応言語: | 英語, ブラジルポルトガル語, 中国語（簡体字）, スペイン語 |
| 関連資格: | PMP (Project Management Professional) PMO-CP (PMO Certified Practitioner) |
| 合格点: | 心理測定分析に基づく合否判定 |
| 認定の有効期間: | 3年間 |
| サンプル問題: | PMI PMI-PMOCP サンプル問題 |
| 受験方法: | オンライン監視型試験 |
| 前提条件: | 中等教育学位（高校卒業資格、GED、またはグローバルな同等資格）および（過去8年以内の3年間のプロジェクト関連経験、または有効なPMP資格）および10時間の公式なPMO教育。 |
| 公式シラバスのURL: | https://www.pmi.org/certifications/pmo-certified-professional-pmocp |
PMI PMI-PMOCP 試験シラバストピック:
| セクション | 比重 | 目標 |
|---|---|---|
| PMOの強化と有効性 | 18% | - KPIおよびパフォーマンス指標の開発 - 組織の成熟度の向上 - PMOサービスパフォーマンスの最適化 |
| PMOの運営とデリバリー | 22% | - キャパシティプランニングの実施 - サービスデリバリーとエスカレーションの監督 - PMOリソースの管理 |
| PMOの基礎とガバナンス | 20% | - PMOのタイプと構造の理解 - PMOと組織戦略の整合 - ガバナンスフレームワークの構築 - 役割、責任、および権限の定義 |
| PMOの戦略的要素 | 18% | - ビジョン、ミッション、および戦略目標の定義 - PMO戦略の構築 - PMOの能力とビジネス目標の整合 |
| PMOの機能とサービス | 22% | - PMOサービスの定義と管理 - プロセスとメソドロジーの標準化 - サポートとトレーニングの提供 |
PMI Project Management Office Certified Professional 認定 PMI-PMOCP 試験問題：
1. A mature enterprise PMO unit in a large, diversified holding is now supporting a new business unit as a result of an organizational transformation. The director of this unit expresses doubts on the value and benefits of PMO support during the annual budgeting process.
How should the PMO professional articulate the PMO ' s value and get buy-in from this stakeholder for the PMO services?
A) Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.
B) Involve the PMO sponsor in the next budgeting session to reinforce the PMO ' s position.
C) Understand the director ' s doubts and extend an invitation to present project case studies and PMO success stories.
D) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.
2. A newly hired PMO professional works within the PMO and supports a large enterprise program. This professional is expected to guide junior PMO team members but faces difficulties with team management and collaboration.
How should the PMO leader best support the PMO professional in overcoming these challenges?
A) Arrange regular knowledge-sharing sessions in the PMO community.
B) Mentor the team member to help build their confidence.
C) Organize an all-hands meeting for the PMO team to discuss their challenges.
D) Offer personalized coaching with a focus on leadership skills.
3. During the last portfolio steering meeting, business representatives complained about the sudden unavailability of some critical resources for a project with very high visibility and importance. The PMO leader was not informed of this risk by the project manager.
Which action should the PMO leader take to avoid similar situations in the future?
A) Identify the skills the project managers need additional training in.
B) Facilitate the adoption of risk management practices by project managers.
C) Schedule regular meetings with all of the project managers.
D) Review the processes identified as critical with the project managers.
4. Which primary strategy should the PMO professional adopt to effectively oversee an organization ' s portfolio to drive value creation, innovation, and competitive advantage?
A) Conduct annual audits to assess project performance and compliance.
B) Check that all projects adhere to strict timelines and budgets.
C) Ensure that the projects align with organizational strategic objectives.
D) Suggest that senior leadership modify the strategic objectives and key performance indicators (KPIs).
5. A PMO was just established in a large organization. The PMO team identified all potential PMO customers and analyzed them based on their power and interest. The list of customers was much too long and the PMO ' s capacity to nurture them all is not sufficient.
What should the PMO professional do to move toward developing the service catalog?
A) Consider all customers, categorize them, and decide on how to retrieve information from the different groups of customers.
B) Focus on the middle and top levels of management and incorporate resource expectations for when the PMO will have sufficient resources to serve all of the customers.
C) Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.
D) Interview executive leadership, understand their expectations, and generalize the findings as they are the main decision makers.
質問と回答：
| 質問 # 1 正解： C | 質問 # 2 正解： D | 質問 # 3 正解： D | 質問 # 4 正解： C | 質問 # 5 正解： A |
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