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PMI Project Management Office Certified Professional Sample Questions:

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

2. A newly hired PMO professional is lacking information about the performance of one of the portfolios. The PMO professional has been tasked with ensuring effective performance monitoring and reporting processes.
What strategy should the PMO professional employ to achieve this goal?

A) Avoid implementing any changes to the current performance monitoring and reporting processes to maintain consistency and prevent disruptions to ongoing projects.
B) Implement key performance indicators (KPIs) aligned with project objectives to measure progress and performance and conduct regular performance reviews.
C) Delegate the responsibility of performance monitoring and reporting to project managers, allowing them to develop their own monitoring systems and report directly to stakeholders.
D) Reduce the frequency of performance reporting to stakeholders to minimize distractions and focus on project execution, relying on periodic updates to convey project status.

3. A PMO professional joins an existing PMO that displays warning signs that the organization ' s perception of the PMO ' s value is deteriorating.
Which step should the PMO professional recommend?

A) Review and reduce the operating costs of the PMO, highlighting enhanced value for PMO customers.
B) Move the PMO to report to a popular manager within the company and communicate the change to PMO customers.
C) Highlight the benefits of the PMO effectively, using qualitative and quantitative measures for PMO customers.
D) Switch out some PMO resources to ones with a wider range of core PMO skills and inform PMO customers of the additional skills.

4. An organization is implementing a new project management methodology. The PMO professional is responsible for establishing governance structures to support the implementation of the new methodology.
What should the PMO professional do to ensure that the new project management methodology will be used within the organization?

A) Implement a project governance software solution that will automate many governance tasks.
B) Create a project governance board that will be responsible for setting project standards and policies.
C) Establish a centralized PMO that will be responsible for all aspects of project governance.
D) Develop a framework that will define the organization ' s approach to project governance.

5. Three years ago, a large manufacturing company established a PMO to enhance project outcomes across departments. An experienced PMO professional has now been hired as a consultant to assess the PMO ' s maturity.
What should the PMO professional recommend to help improve the PMO ' s maturity?

A) Conduct a PMO service maturity assessment and develop a comprehensive maturity improvement plan that includes continuous service evaluations.
B) Transform the PMO into a project management center of excellence (PMCoE) to ensure the organization consistently applies the most mature practices.
C) Introduce more strategic services that align with business goals to improve the PMO ' s maturity.
D) Transition the PMO to a value management office (VMO) to increase service maturity and maximize the benefits delivered to PMO customers.

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