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PMI Project Management Office Certified Professional Sample Questions:

1. A PMO is ready to deploy new services that address the current, confirmed needs of the organization.
What is the first thing the PMO professional should do to ensure optimal implementation of the PMO services to meet customer expectations?

A) Educate all customers on the PMO services available.
B) Create and distribute detailed user guides and other educational information.
C) Define a step-by-step approach to deploy the new PMO services.
D) Tailor educational activities with key customers based on their requests.

2. During the last portfolio steering meeting, business representatives complained about the sudden unavailability of some critical resources for a project with very high visibility and importance. The PMO leader was not informed of this risk by the project manager.
Which action should the PMO leader take to avoid similar situations in the future?

A) Facilitate the adoption of risk management practices by project managers.
B) Schedule regular meetings with all of the project managers.
C) Review the processes identified as critical with the project managers.
D) Identify the skills the project managers need additional training in.

3. A PMO professional uses a project portfolio performance dashboard designed using PMO standard metrics.
The PMO professional discovers that the lab team is using its own metrics. The lab team ' s project manager explains that the PMO standard metrics are not meaningful to their team.
How should the PMO professional ensure that the PMO standard metrics are captured, while allowing flexibility for the lab team?

A) Understand the gaps between the PMO standard metrics and the lab team ' s metrics and adapt the data collection to ensure that all valuable metrics are reported.
B) Allow the lab team ' s project manager to continue collecting metrics that are meaningful to their team, having them report " N/A " in place of the PMO standard metrics.
C) Redesign the PMO project portfolio performance dashboard including a special section displaying the lab team ' s specific metrics.
D) Request the lab team ' s project manager to stop collecting any lab-team-specific metrics and only report the PMO standard metrics.

4. A food industry company recently acquired a new company. To ensure a quick integration, several project managers are assigned to combine the product portfolios. The PMO for the integration program was informed by the project managers that they encountered a regulatory compliance change regarding several products manufactured by the acquired company. This is having a significant impact on the ongoing product portfolio integration.
Which actions should the PMO professional take to support the quick adaptation to these changes in the future?

A) Develop a training for the project managers with the regulatory department that emphasizes the importance of complying with regulatory requirements.
B) Review the issue with the project managers and make sure they are capturing problems in the lessons learned register so that information can be leveraged for similar future projects.
C) Schedule a regular touchpoint between the project managers and the regulatory experts for the adjustment of project plans to incorporate changes in regulatory requirements or market conditions.
D) Standardize all project management processes to ensure uniformity across all product portfolio integration projects.

5. During executive meetings, the leader of a recently established PMO notices that the organization ' s leaders are worried about falling revenues during the last quarter and are beginning to look for ways to cut costs. The PMO leader is concerned that the PMO may be cut.
What should the PMO do to mitigate this risk?

A) Continue to demonstrate the value of the PMO.
B) Improve the maturity of the PMO services.
C) Demonstrate alignment with the organization by reducing the PMO headcount.
D) Increase the PMO ' s value by increasing the services provided by the PMO.

Solutions: