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PMI PMI-PMOCP Exam Syllabus Topics:

PMI Project Management Office Certified Professional Sample Questions:

1. Due to a recent organizational transformation, the PMO has been excluded from strategic meetings and discussions. Although still responsible for program and project performance reporting, business representatives are now bypassing the PMO and directly approaching project managers for specific performance updates.
What actions should the PMO professional take to ensure the PMO remains valued by the organization?

A) Redesign the PMO reports based on the type of information the project managers are providing to the business representatives.
B) Consult with the business representatives to determine what they would like to change in the reports they are receiving from the PMO.
C) Meet with business representatives individually to understand their current needs and adjust the PMO services accordingly.
D) Request project managers to continue following the established process of reporting to the PMO.

2. A PMO was set up in a large organization with a highly skilled PMO professional appointed to lead it. The sponsor agreed to give the PMO professional all the necessary resources from the beginning. The PMO professional and team immediately progressed with the implementation of accepted project management methodologies and internationally recognized practices and tools. At the end of the year, executive leadership raised concerns about the PMO ' s performance.
What should the PMO professional have considered during the service catalog development?

A) The PMO professional should have benchmarked against the experience of successful PMOs from other organizations.
B) The PMO professional should have surveyed the portfolio, program, and project managers because they are the ones using the methodologies and tools.
C) The PMO professional should have interviewed other members of the executive leadership team and not just the PMO sponsor.
D) The PMO professional should have identified the needs of all of the customer groups and adapted the service catalog based on their pain points and expectations.

3. A PMO professional is acting as the PMO leader temporarily in a well-established and mature PMO unit. In this role, a PMO professional receives an escalation from the portfolio manager that a new business stakeholder ' s activity is overlapping with key portfolio management functions.
What should the PMO professional do to resolve this issue?

A) Train the new business stakeholder on the organization ' s key values.
B) Review the adopted PMO charter with the portfolio manager and the new stakeholder.
C) Assess the conflict resolution portion of the compliance code of conduct.
D) Refer the portfolio manager to the approved project charter.

4. A company has a history of struggling to deliver projects on time and within budget. The PMO professional has been tasked with assessing the maturity and capability of the PMO in order to develop a plan for improvement.
What should the PMO professional do?

A) Interview PMO team members and stakeholders and record their suggestions.
B) Conduct a self-assessment using a PMO maturity model.
C) Review the PMO documentation for information on PMO maturity models.
D) Hire a consultant to conduct a PMO maturity assessment.

5. A PMO Professional works for a large retail corporation undergoing a significant organizational restructuring.
As part of the restructuring, a new enterprise resource planning (ERP) system is being implemented to streamline operations and improve efficiency across all departments. However, midway through the implementation, resistance to change emerges among department heads, leading to delays and decreased employee morale.
Which action should the PMO Professional take to address this issue?

A) Proceed with the ERP implementation as planned, disregarding resistance, and enforce compliance through disciplinary actions if necessary.
B) Revert to the old system to appease resistant department heads and postpone the ERP implementation indefinitely.
C) Convene a meeting with department heads to understand their concerns and actively involve them in the change management process, emphasizing benefits and addressing misconceptions or fears.
D) Delegate responsibility for managing the resistance to the project manager overseeing the ERP implementation and focus on other PMO responsibilities.

Solutions: