PMI PMP日本語 : Project Management Professional (PMP日本語版)

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Skills Verified by PMP

The PMP certificate validates one's proficiency in all the areas and aspects of managing projects. Therefore, the range of skills proved by the PMP test is extensive. They include the following:

• Close-out procedures.
• Human resource planning;
• Knowledge of processes for continuous improvement;
• Risk identification and response;
• Cost management and budgeting techniques and tools;
• Skills in analytics and strategic management;
• Quality management;

What's more, the PMP program improves one's cross-cutting skills such as decision-making, emotional intelligence, brainstorming, leadership tools, and team-building techniques among the rest.

PMI PMP Exam Certification Path

A PMP certification is a great way to demonstrate that you have the sufficient skills and comprehensive knowledge needed to be an effective manager. To get this certification, individuals need to take the exam offered by PMI in order for them to be allocated a certificate. PMI offers two types of certifications: The PMP and CAPM exam. These exams are taken on-site or online, and they both require passing a 50% or higher score in order for the exam taker to be certified. While the PMP certification is the more difficult of the two, it also has many perks that make it worthwhile for those who want to pursue management positions. There are several requirements needed to take this exam, including a minimum of two years of management project experience, either with an organization in the private or public sector, and a minimum of three years post-graduation in management project. There are some roles of PMI which are also described in PMP Dumps that, the PMP test can only be taken once every five years; if an individual does not meet this requirement within this timeframe, they are required to re-take the test again.

Reference: https://www.pmi.org/certifications/project-management-pmp

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What are the common mistakes done by the PMI PMP certification exam candidate?

• Getting stuck on one project because they are not able to skip one project
• Putting off tasks until the last minute because they know they won't do it later
• Feeling frustrated because they have been working on the same task and are not making any progress
• Not being able to recognize when they are being impatient by expecting too much from others
• Failing to set a good example for their team members or others, causing them to not follow through with their own goals
• Failing to effectively intimation of their plans and expectations with their superiors, co-workers, or team members
• Not understanding that a 5-7 minute break is not the same as lunch
• Failing to set effective goals for themselves or their team members
• Not allowing themselves to feel any negative emotions because they think it shows weakness
• Focusing on perfection, which can guide procrastination
• Comparing themselves to others and feeling anxious that they are not progressing or progressing as much
• Having negative feelings towards themselves or others, which leads them to feel blameful and guilty
• Being too concerned with what others are thinking about them, which can lead to procrastination
• Having unrealistic expectations of themselves or others, expecting others to do tasks that they should be doing
• Being afraid that they will lose control of the team or their job if they step outside of their comfort zone

PMI PMP日本語 Exam Syllabus Topics:

PMI Project Management Professional (PMP日本語版) Sample Questions:

Question #1
プロジェクトマネージャーは、ハードウェアは予測的に動作し、ソフトウェアは適応的に動作するという、2つの異なる作業ストリームを持つハイブリッドプロジェクトを監督している。しかし、ソフトウェアベンダーとの調達契約は、予測的な作業方法に基づいた条項で締結されている。一方、多くのソフトウェア作業項目は、カンバンボード上で異なる優先順位付けが行われている。
プロジェクトマネージャーは何をすべきでしょうか？

A. リスク影響評価を実施する。
B. ソフトウェアを社内で開発する選択肢を評価する。
C. ベンダーとの契約構造を変更する。
D. 正式な変更管理プロセスを経る。

Question #2
進行中のアジャイルプロジェクトで、多数のブロック項目が発生しており、プロジェクトマネージャーは根本的な問題を把握できていません。プロジェクトマネージャーは、透明性を確保し、ブロック項目を解消するために、どのような対策を講じるべきでしょうか？

A. 何が起こっているのかを把握するために、振り返り会議を実施する。
B. 関係者を集めて対策会議を開き、障害に対処する。
C. チーム全員がアイテムの状況を把握できるように、共有のカンバンボードを作成します。
D. プロジェクトのステータスを「保留」に変更して、スポンサーに障害について通知します。

Question #3
遠隔地の山間部にある高圧送電線、鉄塔、変電所を改修するプロジェクトは
4月末時点で50％完了。

リスクマネージャーはリスク対応策を実施し、プロジェクトの残りの期間における発生確率と影響を予測しています。リスクマネージャーは、月例のリスク会議で上記の図表を提示します。
このグラフからどのような2つの結論を導き出せますか？(2つ選択してください)

A. プロジェクトの進行に伴い、環境リスクは非現実的に低く見積もられています。
B. 不確実性の低下により、全体的なリスクは低下傾向にある。
C. 発生確率が低下するにつれて、リスクは時間とともに減少します。
D. 部品コストに関連する変動性に対処しました。
E. 劣悪な道路状況が最大の脅威であり続けると予想されます。

Question #4
先日、同社の経営陣は経営会議に出席し、プロジェクト管理手法について議論しました。経営陣は、ソフトウェアプロジェクトチームに対し、現在のプロジェクトにおいて適応型アプローチを採用するよう指示しました。プロジェクトマネージャーは、チームが今後3ヶ月間、このアプローチへの適応に苦労するだろうと予想しています。
プロジェクトマネージャーは次に何をすべきでしょうか？

A. チームの準備状況と成熟度を評価する。
B. 新しい方針についてチームからのフィードバックを集める。
C. チームにアジャイル開発手法の研修を受けるよう勧める。
D. チームとの毎日の調整会議をスケジュールする。

Question #5
プロジェクトマネージャーは、適応型アプローチを用いて証券取引会社の報告システムの開発を監督している。開発プロセス中に要件変更が判明し、規制当局への報告書の電子版提出が必要となった。チームは、さらなる遅延を避けるため、報告書を手動で提出することを提案した。
プロジェクトマネージャーはまず何をすべきでしょうか？

A. プロダクトオーナーに、一部の作業を外部委託するための追加予算について確認してください。
B. 両方の要件を期日までに満たせるよう、プロジェクトチームに残業を依頼する。
C. 上級管理職と作業項目の優先順位と順序について話し合う。
D. コンプライアンスチームに規制をレビューしてもらい、要件を分類してもらいます。

Solutions: