PMI PMI-PMOCP

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PMI Project Management Office Certified Professional Sample Questions:

1. A PMO professional is supporting project managers who are implementing a new organization-wide user support system. The PMO professional needs to help the project managers enable change management effectively within the organization. In recent years, similar initiatives have failed because employees were too focused on the negative effects of change. The changes were enforced by sending memos to employees who did not adopt the new processes. The instructions to adopt the new processes did not offer any flexibility.
Which approach should the PMO professional recommend to enable change this time?

A) Build trust and collaboration and communicate a shared vision and goals early in the project.
B) Ensure that all users know exactly what to do in every situation during the change process.
C) Allow users to use social networks to express their negative feelings about the change.
D) Enforce the adoption of the new processes with zero tolerance for variations or room for user feedback.

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

3. An organization is going through a transformation process that will impact its processes and employee job descriptions. The PMO professional needs to ensure continuous improvement of the organization ' s PMO in these turbulent times.
What should the PMO professional do in this situation?

A) Ask senior management to be involved in defining job descriptions for the project managers.
B) Regularly review the internal project management methodologies, processes, and tools.
C) Continuously reassess which PMO functions are in scope according to the new organizational changes.
D) Survey senior management and other PMO stakeholders to evaluate their satisfaction with PMO.

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

5. In recent months, a company was contracted to deliver several projects requiring specialist technical resources. Several clients have begun to complain about the limited availability of the specialist technical resources, which will impact their project timelines.
What should the PMO professional do to help solve the problem?

A) Invite project managers to hire additional skilled resources to face the high number of simultaneously running projects.
B) Request that the sales representatives review the contracts and deadlines that the company has taken responsibility for.
C) Support delivery managers and sales representatives in managing relationships with clients.
D) Suggest the centralization of project resource management and align the project plans to their availability.

Solutions: