最も有効な PMI-PMOCP 試験参考書

An organization delivers system implementation projects to external clients. The PMO has noticed that recent post-project reviews consistently reveal issues. Further analysis shows that these issues become apparent during end-user testing. The testing process is unstructured and usually lacks documentation.
What next steps should the PMO lead take?

• A. Mandate that all project testing issues be logged and reviewed before agreeing on how each item should be addressed.
• B. Create a test strategy to be referenced by project teams to support the system-testing process alignment.
• C. Assess the organizational project management (OPM) maturity gaps and enhance the test management process.
• D. Deploy a test management tool that should be used by all system implementation project teams.

A PMO professional is mentoring a project manager who is overseeing a project critical to the organization ' s strategic goals. The project manager has encountered resistance from a key stakeholder who believes the project ' s direction might jeopardize their department ' s interests. Despite written communication, the stakeholder remains concerned.
What should the PMO professional advise the project manager to do?

• A. Escalate the issue to senior management to override the stakeholder ' s objections.
• B. Continue with the project as planned, ignoring the stakeholder ' s concerns.
• C. Assign a team member to handle the stakeholder and mitigate their objections.
• D. Convene a meeting with the stakeholder to better understand their concerns.

A mid-sized technology company has established a PMO to improve project delivery and governance. The company ' s leadership has tasked the PMO professional with assessing the current effectiveness of the PMO and identifying areas for improvement.
How should the PMO professional proceed to fulfill this request?

• A. Evaluate the maturity and capability of the PMO in performing each service it needs to deliver the benefits required.
• B. Host quarterly team-building events to foster collaboration and camaraderie among PMO customers.
• C. Implement a project management software tool to streamline project tracking and reporting processes in real time.
• D. Conduct employee satisfaction surveys throughout the organization to gauge how happy they are with the performance of the PMO.

An established PMO has a forecast of the expected benefits from all current and planned initiatives for the next 3 years. Due to a new regulation, the portfolio delivery plan needs to be reviewed to ensure that compliance will be realized by the given due date. The engineering department proposes to delay a strategic initiative to free up some resources for the compliance project.
What should the PMO manager do first?

• A. Assess the impact of the proposed change on the benefits delivery plan.
• B. Evaluate the portfolio and check how the benefits delivery plan can be optimized.
• C. Give advice to the portfolio board to outsource the compliance project so the benefits delivery plan will not be affected.
• D. Propose the change to the portfolio board in order to get the new benefits delivery plan approved.

A pharmaceutical company operates an enterprise PMO (EPMO) that provides different types of services to several different PMO customers. The PMO leader wants to ensure that the service offerings of the EPMO are catering to the needs of its diverse PMO customers and delivering maximum value.
What should the PMO lead do?

• A. Offer a standard set of services to all customers, ensuring consistency and reliability across the board.
• B. Update all EPMO service offerings regularly to reflect the latest industry trends and technological advancements.
• C. Prioritize the needs of their largest customer group and design the EPMO services primarily around them.
• D. Segment the customers based on common characteristics and develop services adapted for the specific needs of each segment.