PMI-PMOCP試験の準備方法｜真実的なPMI-PMOCP無料サンプル試験｜ユニークなPMI Project Management Office Certified Professional資格問題対応我々はあなたが我々のPMI-PMOCP問題集を通して試験に合格できるのを保証しています。もし不幸であなたが試験に失敗しましたら、あなたの成績書のスキャンをもらって、我々は全額であなたにPMI-PMOCP問題集の金額を返金して、あなたの失敗するための経済損失を減少します。 PMI Project Management Office Certified Professional 認定 PMI-PMOCP 試験問題 (Q63-Q68):質問 # 63
The senior management of an organization is unable to cope with an increasing number of projects. The chief operations officer heard of a very successful PMO in another organization and decided to recruit their PMO leader. The expectations are high for the new PMO leader, and the organization demands they set up a PMO that is as successful as their previous organization's PMO.
What is the first thing the PMO leader should do to deliver on this expectation?
A. Define the appropriate type of PMO for the current organizational context and develop services accordingly.
B. Analyze the customer expectations and apply their experience from the previous organization as needed.
C. Benchmark the current services with their previous experience and adjust the services as needed.
D. Establish the same services based on their experience in the previous organization to guarantee success.
正解：A
解説：
Success depends on tailoring the PMO to thespecific organizational context, culture, and needs. Defining the type of PMO suitable for the current environment ensures services and governance structures are relevant and effective.
Simply replicating prior services (Option A), benchmarking (Option B), or applying past experience without contextual analysis (Option C) risks misalignment and failure.
PMI-PMOCP Strategic Alignment underscores assessing organizational context as a foundational step for PMO success.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), PMO Establishment PMI PMO Value Ring, Organizational Fit
質問 # 64
The executive management team for a healthcare company is discussing the second quarter's low result in the customer satisfaction score, which is a key performance indicator (KPI). One of the executives shares concerns about wasting efforts on projects and initiatives without being able to keep up with competitors and increase the customer satisfaction score.
Which action should the PMO professional take to avoid such a situation?
A. Avoid the customer satisfaction metric analysis when assessing projects.
B. Establish a customer experience department.
C. Ask to review the customer satisfaction metrics.
D. Support the reevaluation of the strategic plan by the executives.
正解：D
解説：
To prevent misalignment of projects with strategic goals, the PMO professional shouldsupport the executive team in reevaluating the strategic planto ensure projects directly contribute to critical KPIs like customer satisfaction.
Avoiding metric analysis (Option A) neglects insight. Reviewing metrics (Option C) is necessary but insufficient alone. Establishing new departments (Option D) may help but is a longer-term solution.
PMI-PMOCP Strategic Alignment focuses on aligning strategy and execution to optimize business outcomes.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Benefits Realization Management (2019)
PMI PMO Value Ring, Strategic Alignment
質問 # 65
Last year, a company established a new PMO to enhance the management of its customer projects. After 1 year, the CFO is dissatisfied with the perceived lack of value in the PMO's periodic reports, and the CIO has raised concerns about the PMO staff's insufficient IT competencies.
What should a PMO professional recommend to the company's CEO to address these concerns?
A. Ask the PMO manager to assess the needs and expectations of senior executives and remodel the PMO processes and competencies consequently.
B. Suggest organizing a meeting with the PMO manager to discuss the feedback from senior executives and determine the next steps.
C. Ask the PMO manager to meet with the CFO and rework the content of the periodical reports.
D. Suggest that the PMO manager train the PMO resources on cloud platforms and master new software development practices.
正解：A
解説：
According to the PMI-PMOCP Strategic Alignment domain, PMOs mustcontinuously align their services, processes, and competencies with organizational needs and senior executive expectations. Dissatisfaction from the CFO and CIO reflects a misalignment between the PMO's outputs and stakeholder needs.
The best approach is for the PMO manager toconduct a thorough assessment of senior executive expectations and needs, then adjust the PMO's processes and staff competencies accordingly to deliver measurable value. This may include reworking reporting content, improving technical skills, and adapting PMO functions to better support strategic objectives.
Options A and B are more reactive and limited to communication or reporting improvements without addressing underlying process and competency gaps. Option D, while related to IT skills, is too narrow and tactical without considering broader strategic realignment.
PMI standards emphasizeongoing stakeholder engagement and adaptive PMO capability buildingto maintain relevance and value delivery.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Strategic Alignment and Capability Sections PMI PMO Value Ring, Continuous Improvement and Stakeholder Alignment
質問 # 66
A PMO has been working for the past 3 years and generates moderate perceived value for senior management. The company's senior management is concerned with the lack of direction and the reactive working style that the PMO follows.
How should the PMO professional work with senior management to increase the PMO's perceived value?
A. Create regular touch points with senior management to review and evolve the PMO's strategic roadmap.
B. Provide training and project competency development to project managers.
C. Ask the project managers to provide a performance report to senior management.
D. Collect senior management's concerns regularly and address them with the project managers.
正解：A
解説：
Increasing the PMO's perceived value requiresactive collaboration with senior management to co-create and evolve a strategic roadmapfor the PMO. Creating regular touch points (Option B) ensures ongoing alignment of PMO activities with executive priorities, enables proactive adjustment to changing needs, and fosters trust and engagement.
Simply collecting concerns without structured strategic reviews (Option A) is reactive and less effective.
Training project managers (Option C) and requesting performance reports (Option D) contribute to execution but do not address the strategic direction or perception issue at the senior level.
PMI-PMOCP highlights the importance ofstrategic engagement and transparent communicationto enhance the PMO's role and value.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Strategic Roadmapping and Stakeholder Engagement PMI PMO Value Ring, Strategic Communication
質問 # 67
A PMO professional has been hired to establish a PMO within an organization. However, upon starting, they discovered that a PMO had already been implemented a few years ago but was shut down due to its failure to generate perceived value at the executive level.
What approach should the PMO professional take when beginning this task?
A. Prioritize selecting industry-recognized tools and methodologies to demonstrate the value of the PMO quickly.
B. Investigate the root causes of the previous PMO's failure and identify any residual resistance that might affect the new initiative.
C. Adopt a well-known PMO framework from a leading publication to ensure a structured approach and avoid past mistakes.
D. Concentrate on delivering short-term wins and minimize the time spent analyzing the reasons for the previous PMO's failure.
正解：B
解説：
Before designing or implementing a new PMO, it is essential toinvestigate the root causes of the previous PMO's failureand understand any cultural or organizational resistance. This ensures that the new PMO addresses fundamental issues rather than repeating past mistakes.
Focusing solely on quick wins (Option A) without diagnosis risks superficial fixes. Adopting frameworks (Option C) or tools (Option D) without contextual understanding may miss critical factors that contributed to failure.
PMI-PMOCP stresses the importance oforganizational diagnosis and stakeholder analysisas foundational steps for sustainable PMO success.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), PMO Establishment and Change Management PMI PMO Value Ring, Organizational Readiness and Change