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PMI Project Management Office Certified Professional Sample Questions:

1. A well-established PMO in the banking sector has decided to evolve the company ' s current project management practices as an element of its mandate to drive organizational project management maturity.
However, the proposed changes were received with skepticism by the leadership team due to concerns about the impact on delivery throughput. The PMO professional was asked to address these concerns.
How should the PMO professional begin to address this issue?

A) Demonstrate success stories of accelerated project delivery from more mature organizations to the leadership team.
B) Deliver training sessions, which are already within the PMO mandate, and work toward achieving higher project management maturity through them.
C) Prepare a detailed communication with Q & A about streamlining the current project management practices.
D) Develop a map of proposed changes that do not affect delivery speed and resubmit the proposal to the leadership team.

2. An enterprise PMO (EPMO) in a large telecommunications company is overwhelmed with service requests from various departments. With limited resources, the EPMO cannot serve all customers and meet their expectations in the short term.
Which action should the PMO professional take to ensure efficient delivery?

A) Allocate PMO resources to incoming requests based on their experience.
B) Educate customers on service-level agreements (SLAs) for each service.
C) Escalate the issue to the executive team and request additional resources.
D) Prioritize and assign service requests based on their strategic impact.

3. A PMO professional is providing strategic guidance to executives and has been tasked with advising the executives on various aspects of the organization ' s projects to drive success.
Which two tasks are within the scope of the advisory role for a PMO professional? (Choose 2)

A) Company data and security policy.
B) Project management methodologies.
C) Project manager job descriptions.
D) Project manager salary benchmarking data.

4. 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.

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

Solutions: