PMI PMI Certification PMI-PMOCP

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PMI Project Management Office Certified Professional Sample Questions:

1. 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) Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.
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) 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.

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

3. 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) Benchmark the current services with their previous experience and adjust the services as needed.
C) Establish the same services based on their experience in the previous organization to guarantee success.
D) Analyze the customer expectations and apply their experience from the previous organization as needed.

4. 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) Increase the number of PMO services offered to its customers.
B) Present the PMO ' s benefits realized to the executive team and customers.
C) Meet with customers and check if a reassessment of expectations is needed.
D) Review the service quality metrics for customers regularly to drive consistency.

5. In a pharmaceutical company, several scope changes were requested on major strategic initiatives. After analysis, it seems that several project managers did not apply a proper stakeholder assessment during the preparation of the projects.
What should the PMO professional do first to address this issue?

A) Investigate why the project managers have not conducted proper stakeholder assessments.
B) Provide specific training to project managers on stakeholder engagement and ensure they apply it in future projects.
C) Review the selection of project managers for strategic initiatives to ensure they are sufficiently trained.
D) Send a reminder to the PMO community to clarify the importance of stakeholder engagement.

Solutions: