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ハイパスレートのPMI-PMOCP受験資格一回合格-認定するPMI-PMOCP試験問題集
痛みも利益もないことは世界中でよく知られている真実です。別のことわざには、耕すほど得るものが増えるというものがあります。あらゆる分野で広く認められているPMI-PMOCP試験に合格し、PMI-PMOCP証明書を取得すると、新しいキャリアの扉が開かれ、未来は明るく希望に満ちたものになります。当社のPMI-PMOCPガイド急流は、証明書を取得するのに役立つ最高のアシスタントになります。 PMI-PMOCPガイド急流を学習したいときはいつでも障害に遭遇しないと信じています。
試験準備のための学習資料を見つけている場合、当社の資料は検索を終了します。私たちのPMI-PMOCP試験トレントは、あなたが期待できない高品質を持っています。 PMI-PMOCPトレントは時間を大幅に節約するのに役立ち、あなたがやりたいことをする自由時間が増えると思います。私たちのPMI-PMOCPテスト問題集の使用について後悔がないことを保証できます。アクションの時間が来たら、思考を止めて、入って、私たちのPMI-PMOCP試験トレントを試してください。 PMI-PMOCP試験に合格し、短時間で証明書を取得する必要があります。
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PMIのPMI-PMOCP認定試験は業界で広く認証されたIT認定です。世界各地の人々はPMIのPMI-PMOCP認定試験が好きです。この認証は自分のキャリアを強化することができ、自分が成功に近づかせますから。PMIのPMI-PMOCP試験と言ったら、Xhs1991 のPMIのPMI-PMOCP試験トレーニング資料はずっとほかのサイトを先んじているのは、Xhs1991 にはIT領域のエリートが組み立てられた強い団体がありますから。その団体はいつでも最新のPMI PMI-PMOCP試験トレーニング資料を追跡していて、彼らのプロな心を持って、ずっと試験トレーニング資料の研究に力を尽くしています。
PMI Project Management Office Certified Professional 認定 PMI-PMOCP 試験問題 (Q84-Q89):
質問 # 84
A PMO professional is establishing a new PMO and needs to determine the optimal team composition to effectively deliver the planned PMO services. The PMO professional needs to consider both the number of team members required and the necessary skills and competencies to ensure successful PMO operation.
What should the PMO professional focus on to achieve this goal?
- A. Implement a phased approach, starting with a small core team and gradually expanding as the PMO's responsibilities and workload increase.
- B. Adopt a competency model that addresses the capabilities needed and then assess the number of potential team members against that model.
- C. Perform a workload analysis to estimate the effort required for each PMO function and determine the corresponding headcount needs.
- D. Conduct a benchmarking study to analyze the team structures and competency profiles of successful PMOs in other organizations.
正解：B
解説：
To ensure the PMO team is optimally composed, the PMO professional shouldadopt a competency model that defines the skills and capabilities required for each PMO function, then assess and recruit team members against this model. PMI-PMOCP stresses competency-based staffing to align capabilities with service delivery requirements effectively.
Workload analysis (option B) supports headcount determination but does not ensure the right skills. Phased approaches (option A) and benchmarking (option D) are useful but secondary to establishing required competencies upfront.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Human Capital and PMO Establishment.
質問 # 85
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. 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.
- B. Consider all customers, categorize them, and decide on how to retrieve information from the different groups of customers.
- C. Interview executive leadership, understand their expectations, and generalize the findings as they are the main decision makers.
- D. Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.
正解：B
解説：
When facing a large and diverse customer base that exceeds capacity, the PMO professional shouldcategorize customers based on power, interest, and other characteristics. This segmentation allows for tailored communication and service strategies for each group, making customer engagement scalable and efficient.
Interviewing only executives (Option A) or certain management levels (Option C) ignores the broader stakeholder landscape. Developing a catalog solely based on portfolio or project managers' needs (Option D) may miss wider customer expectations.
PMI-PMOCP Strategic Alignment stresses segmentation as key to effective service development and stakeholder engagement.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Stakeholder Management PMI PMO Value Ring, Service Catalog Development
質問 # 86
The executive team is concerned with the performance of a PMO. Some customers have complained that service delivery is inconsistent.
What should the PMO professional do first to address these concerns?
- A. Review the service quality metrics for customers regularly to drive consistency.
- B. Meet with customers and check if a reassessment of expectations is needed.
- C. Present the PMO's benefits realized to the executive team and customers.
- D. Increase the number of PMO services offered to its customers.
正解：B
解説：
To address concerns about inconsistency, the first step is toengage customers to verify their expectations and determine if misalignment exists. This dialogue clarifies service gaps and identifies improvement opportunities.
Presenting benefits (Option B) or reviewing metrics (Option C) are useful but may miss the root cause if expectations differ. Increasing services (Option D) can worsen inconsistency.
PMI-PMOCP Governance emphasizes stakeholder engagement as a first response to service quality concerns.
References:
PMI-PMOCPExam Content Outline, Governance Domain
PMI Practice Standard for Project Management Offices (2013), Customer Engagement PMI PMO Value Ring, Service Quality
質問 # 87
A PMO professional joins an existing PMO that displays warning signs that the organization's perception of the PMO's value is deteriorating.
Which step should the PMO professional recommend?
- A. Highlight the benefits of the PMO effectively, using qualitative and quantitative measures for PMO customers.
- B. Move the PMO to report to a popular manager within the company and communicate the change to PMO customers.
- C. Switch out some PMO resources to ones with a wider range of core PMO skills and inform PMO customers of the additional skills.
- D. Review and reduce the operating costs of the PMO, highlighting enhanced value for PMO customers.
正解：A
解説：
To reverse a deteriorating value perception, the PMO professional shouldeffectively communicate the PMO' s benefits using both qualitative stories and quantitative metrics. Demonstrating value in measurable and relatable terms reinforces stakeholder confidence.
Reducing costs (Option A) or changing personnel (Option C) are less direct and may not impact perception quickly. Changing reporting lines (Option D) is a structural change that may not address value communication.
PMI-PMOCP Strategic Alignment emphasizes benefits communication as a core step in value restoration.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Value Communication PMI PMO Value Ring, Stakeholder Engagement
質問 # 88
Historically, an organization's PMO has been considered as a department that employs project managers, with its role linked to managing only internal projects. With a change in PMO leadership, the new PMO manager decides to elevate the role of the PMO and make it a strategic partner.
Which actions should the PMO manager take to achieve this goal?
- A. Organize knowledge-sharing sessions to showcase the PMO's strategic value.
- B. Review current PMO services and introduce strategic offerings to gain greater access to executive leadership.
- C. Rebrand the department as a strategic PMO to enhance its importance and prestige.
- D. Align PMO initiatives with organizational objectives to support strategic decision-making.
正解：B
解説：
Elevating a PMO to a strategic partner requiresreviewing existing services and expanding offerings that deliver strategic value, thereby gaining the attention and support of executive leadership. This action builds credibility and influence.
Rebranding (Option B) without substantive change is superficial. Knowledge sharing (Option C) and alignment with objectives (Option D) are valuable but more effective once strategic services are established.
PMI-PMOCP Strategic Alignment highlights evolving PMO services as foundational for increased strategic influence.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Strategic Services PMI PMO Value Ring, Strategic Role Development
質問 # 89
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PMI-PMOCP試験ガイドは、ビジネスマンであろうと学生であろうと、すべての人に適しています。試験に参加するには、20〜30時間で練習できます。あなたが素晴らしい成績をとれることは間違いありません。私たちの学習ペースに従えば、予想外の驚きがあります。当社のPMI-PMOCPガイドトレントを選択した場合にのみ、この重要な試験に合格し、PMI-PMOCP試験の準備に関するまったく新しい経験を得ることが容易になります。
PMI-PMOCP試験問題集: https://www.xhs1991.com/PMI-PMOCP.html
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そして何かのかたちでかかわりあいそうな気がするんだ まるでディッケンズの小説みたいな話ですねと言っPMI-PMOCPて僕は笑った、この家に鶏（とり）の声は聞こえないで、現世利益（りやく）の御岳教（みたけきょう）の信心なのか、老人らしい声で、起（た）ったりすわったりして、とても忙しく苦しそうにして祈る声が聞かれた。
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