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PMI Project Management Office Certified Professional Sample Questions:

1. During the planning phase for establishing a PMO, the PMO team encounters resistance from project managers who are concerned about potential bureaucracy and additional workload. The PMO professional recognizes the importance of stakeholder buy-in for successful PMO implementation.
What should the PMO professional do to address these concerns?

A) Develop a detailed cost-benefit analysis to demonstrate the potential return on investment (ROI) of the PMO to project managers.
B) Implement a communications management plan to address potential resistance and facilitate the adoption of the PMO within the organization.
C) Diagnose the needs and challenges within the organization and tailor the PMO's services and support functions to address those needs.
D) Conduct a benchmarking study to identify best practices from successful PMOs in similar organizations.

2. A software company hired a PMO professional to establish a new PMO to oversee the performance of its projects and create the required processes. The new PMO professional immediately conducted project management training sessions for all project managers, developed project templates, and regularly conducted project audits. After the PMO had been in service for a year, senior management decided to shut down the PMO due to lack of value generation.
What should the PMO professional have done differently to ensure that the PMO generated the desired value?

A) Conduct the required training on a smaller scale first before delivering the training to all project managers.
B) Reduce the costs of the PMO in the first year and increase it gradually year over year.
C) Validate and align with senior management's expectations at the beginning of the PMO setup.
D) Change the frequency of project audits in order to reduce the PMO operating costs.

3. Historically, an organization's PMO has been considered as a department that employs project managers, with its role linked to managing only internal projects. With a change in PMO leadership, the new PMO manager decides to elevate the role of the PMO and make it a strategic partner.
Which actions should the PMO manager take to achieve this goal?

A) Rebrand the department as a strategic PMO to enhance its importance and prestige.
B) Organize knowledge-sharing sessions to showcase the PMO's strategic value.
C) Review current PMO services and introduce strategic offerings to gain greater access to executive leadership.
D) Align PMO initiatives with organizational objectives to support strategic decision-making.

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

5. A newly appointed PMO professional received a mandate for setting up a PMO in an organization operating in the energy sector, with a main objective of improving project delivery.
What should the PMO professional do first?

A) Create policies and procedures that oversee organizational project management processes.
B) Assess the current state of organizational project management maturity and identify gaps.
C) Create a plan for the PMO that aligns with the organizational goals.
D) Develop a PMO charter that includes its purpose, objectives, and key services.

Solutions: