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最新的 PMI Certification PMI-PMOCP 免費考試真題:

1. An organization has recruited several new project managers and plans to launch multiple projects in the new fiscal year. The organization's executives aim to enhance the project management skills and capabilities of project managers. After these new project managers are on board, they enter the PMO-managed project manager resource pool for centralized resource allocation.
What should the PMO Professional do to meet the organization's goals?

A) Provide training to project managers, PMO team members, and other stakeholders.
B) Facilitate collaboration across stakeholders, including executives, team members, other PMOs, and external partners.
C) Identify project management risks if the project managers do not receive additional training.
D) Update the project management process to include extra time for training.

2. A PMO professional has been hired to establish a PMO within an organization. However, upon starting, they discovered that a PMO had already been implemented a few years ago but was shut down due to its failure to generate perceived value at the executive level.
What approach should the PMO professional take when beginning this task?

A) Adopt a well-known PMO framework from a leading publication to ensure a structured approach and avoid past mistakes.
B) Prioritize selecting industry-recognized tools and methodologies to demonstrate the value of the PMO quickly.
C) Concentrate on delivering short-term wins and minimize the time spent analyzing the reasons for the previous PMO's failure.
D) Investigate the root causes of the previous PMO's failure and identify any residual resistance that might affect the new initiative.

3. An enterprise PMO (EPMO) in a large telecommunications company is overwhelmed with service requests from various departments. With limited resources, the EPMO cannot serve all customers and meet their expectations in the short term.
Which action should the PMO professional take to ensure efficient delivery?

A) Educate customers on service-level agreements (SLAs) for each service.
B) Prioritize and assign service requests based on their strategic impact.
C) Escalate the issue to the executive team and request additional resources.
D) Allocate PMO resources to incoming requests based on their experience.

4. A bank's PMO is responsible for project management governance and for supporting project managers across the organization. The bank is revising its strategic plan to respond to competitors' changes. The revised plan will affect the PMO governance structure and most of the bank's projects. The PMO professional has been tasked with preparing the organization for the strategic changes.
What should the PMO professional do?

A) Recommend which projects should be canceled, based solely on the projects' budgets, before the strategic plan revision is complete.
B) Call an urgent meeting with all the bank's project managers and sponsors and update the project charters before the strategic plan is revised.
C) Ensure that any changes from the strategic levels remain confidential for as long as possible to avoid creating panic in the organization.
D) Transmit changes from the strategic levels and identify projects that might need to reconsider budget, schedule, risks, and other factors.

5. As part of a merger between two companies, a PMO professional consultant is hired to conduct an organizational project management (OPM) maturity assessment. The consultant must evaluate how well each organization manages portfolios, programs, and projects, and how their processes align with organizational objectives.
What should the PMO professional consultant do first?

A) Conduct a comprehensive assessment using an established OPM maturity model to identify gaps and opportunities for improvement.
B) Interview the PMO team members to understand their challenges when adopting new tools and methodologies.
C) Evaluate how well each organization tracks project performance data to measure maturity across the portfolios.
D) Meet with the executive team to determine how project success is measured and reported at the strategic level.

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