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PMI Project Management Office Certified Professional Sample Questions:

1. A mature enterprise PMO unit in a large, diversified holding is now supporting a new business unit as a result of an organizational transformation. The director of this unit expresses doubts on the value and benefits of PMO support during the annual budgeting process.
How should the PMO professional articulate the PMO's value and get buy-in from this stakeholder for the PMO services?

A) Involve the PMO sponsor in the next budgeting session to reinforce the PMO's position.
B) Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.
C) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.
D) Understand the director's doubts and extend an invitation to present project case studies and PMO success stories.

2. The organization's PMO intends to transform its role into an agility-driven PMO.
Which option should the PMO leader take to help the PMO become more agile?

A) Introduce a collaborative software platform to streamline team communication.
B) Collaborate with PMO customers to develop and prioritize a comprehensive product backlog.
C) Implement the Scrum framework within the agile teams to enhance collaboration.
D) Establish a process for collecting new ideas to improve PMO services for customers.

3. A PMO professional for an engineering company was contacted by a newly hired project manager who wanted to submit an urgent change request to reset the baseline for the project schedule. The project manager did not understand the process for submitting such a request. Because this project is critical for the company, any delays might put the project at risk.
What should the PMO professional do?

A) Support the project manager in creating the change request and guide the project manager through its submission and approval.
B) Ensure that the project manager attends the required training that will provide more information about the change management process.
C) Instruct the project manager to follow the project management governance model, which has predefined processes and procedures for change requests.
D) Tell the project manager to refer to the organizational process assets (OPAs) for the change request template and provide support as needed.

4. The PMO at a large company operating in a highly regulated industry is responsible for defining the project management processes for the company.
Which action should the PMO Professional take to ensure that the processes are adhered to?

A) Execute regular audits to evaluate adherence to the processes.
B) Occasionally follow up the process deliverables of the most important projects.
C) Schedule random meetings to follow up the process deliverables.
D) Trust the project teams to follow the processes and comply with the systems.

5. A PMO has been working for the past 3 years and generates moderate perceived value for senior management. The company's senior management is concerned with the lack of direction and the reactive working style that the PMO follows.
How should the PMO professional work with senior management to increase the PMO's perceived value?

A) Create regular touch points with senior management to review and evolve the PMO's strategic roadmap.
B) Provide training and project competency development to project managers.
C) Collect senior management's concerns regularly and address them with the project managers.
D) Ask the project managers to provide a performance report to senior management.

Solutions: