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PMI Project Management Office Certified Professional Sample Questions:

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) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.
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) Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.

2. A newly established PMO has been given an opportunity to give a presentation to the executive committee of a natural flavors company. The new PMO is striving to shape its service offerings to support the research and development (R & D) department of the company.
What should the PMO leader do to gain executive support?

A) Showcase the ability of the PMO to standardize processes and increase efficiency across projects in the R & D portfolio.
B) Present detailed reports on R & D project performance metrics and key performance indicators (KPIs) managed by the PMO.
C) Demonstrate how the PMO aligns projects with the strategic goals of the organization, using R & D as an example.
D) Leverage benchmarks and case studies that highlight how the PMO can improve the success rate of delivering projects on time and within budget.

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) Facilitate the adoption of risk management practices by project managers.
B) Identify the skills the project managers need additional training in.
C) Schedule regular meetings with all of the project managers.
D) Review the processes identified as critical with the project managers.

4. During the execution phase of the project, the PMO professional notices that a project team is consistently falling behind schedule. Despite the best efforts of the PMO to provide additional resources and support, the team continues to struggle with meeting the deliverables. The PMO professional determines that the root cause of the delays is poor communication among team members.
Which two tasks should the PMO professional take? (Choose 2)

A) Replace some resources from the project team to make collaboration among the team more efficient.
B) Reallocate additional resources from other project teams to compensate for the delays and ensure timely completion.
C) Provide a series of project management training sessions to improve communication skills and foster better teamwork.
D) Escalate the issue to senior management and request additional budget for outsourcing certain project tasks to external vendors.
E) Implement project management software to facilitate real-time collaboration and communication among team members.

5. A PMO professional received a request from a PMO leader to implement a process for collecting feedback and gathering insights from PMO customers about recent PMO service delivery improvements.
Which action should the PMO professional pursue?

A) Collect feedback and compare it with metrics provided by established practices and benchmarks.
B) Develop a roadmap of critical improvements based on feedback received from managers and executives.
C) Interview key customers to ensure that the most relevant feedback is provided.
D) Identify the required metrics and establish a process to collect, analyze, and respond to customer feedback.

Solutions: