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PMI Project Management Office Certified Professional Sample Questions:

1. A manufacturing company is in the process of establishing its PMO, and the PMO professional leading it recognizes that securing executive sponsorship and ongoing support is crucial for the PMO's success and mandate.
How should the PMO professional effectively secure and maintain executive sponsorship for the PMO?

A) Rely on the company's leadership to naturally recognize the PMO's value over time without needing to actively seek out sponsorship or support, assuming the results will speak for themselves.
B) Emphasize that the PMO is using recommended best practices and frameworks, showcasing its operational excellence to win executive support.
C) Align the PMO's objectives and services with the company's strategic goals and focus on delivering quick wins to ensure initial attention and support.
D) Ensure the PMO follows the newest PMO models, providing a comprehensive set of strategic services that should be implemented to guarantee long-term success and gain executive sponsorship.

2. In an organization, the executives focus mainly on project operational deliverables. How should the PMO professional support the executives in fostering a business-value-driven perspective?

A) Support portfolio management by establishing connections among deliverables and expected outcomes.
B) Promote awareness of using an efficiency approach for the management of the organization's projects.
C) Implement a benefits realization management process.
D) Transition from a PMO into a value management office (VMO).

3. Last year, a PMO professional from a food processing company implemented a new portfolio management tool that is running smoothly. As a part of the portfolio management process, a resource management functionality was released for better assessment of the portfolio delivery resource needs.
What should the PMO professional do first to ensure proper implementation?

A) Identify a pilot group to test the new resource management functionality.
B) Prepare training materials and deliver the training to all affected stakeholders.
C) Put together a demo of the new resource management functionality.
D) Implement a feedback mechanism so that requirements can be adapted based on evolving needs.

4. A PMO professional has been tasked with assessing and improving the competencies of the PMO team to better support the wide range of services the PMO provides. For example, the competencies required for a portfolio management service may differ significantly from those needed for training and mentoring services.
What steps should the PMO leader take to ensure the PMO team's competencies align with the diverse services provided?

A) Focus only on developing the competencies related to the PMO's most commonly used services, ensuring efficiency in training and the reduction of costs.
B) Conduct a general competency assessment for the entire PMO team and create a single training program covering basic project management skills for all team members.
C) Meet with PMO customers to understand their expectations and develop a competency matrix that maps PMO team members' current skills to the specific needs of each PMO service.
D) Rotate PMO team members through various PMO services to gain exposure to different areas, assuming that hands-on experience alone will develop the necessary skills for each PMO service.

5. A PMO team member who joined the PMO 5 years ago as a junior PMO analyst recently received feedback from customers indicating a lack of initiative in handling daily tasks, leading to a low perception of the PMO's value.
What should the PMO professional leading the PMO do to resolve this issue?

A) Provide mentoring to the PMO team member to increase their performance.
B) Find another role for the PMO team member within the PMO.
C) Find another role for the PMO team member outside the PMO.
D) Provide training to the PMO member through a training provider.

Solutions: