PMI Project Management Office Certified Professional Sample Questions:

1. A PMO was set up in a large organization with a highly skilled PMO professional appointed to lead it. The sponsor agreed to give the PMO professional all the necessary resources from the beginning. The PMO professional and team immediately progressed with the implementation of accepted project management methodologies and internationally recognized practices and tools. At the end of the year, executive leadership raised concerns about the PMO ' s performance.
What should the PMO professional have considered during the service catalog development?

A) The PMO professional should have benchmarked against the experience of successful PMOs from other organizations.
B) The PMO professional should have surveyed the portfolio, program, and project managers because they are the ones using the methodologies and tools.
C) The PMO professional should have interviewed other members of the executive leadership team and not just the PMO sponsor.
D) The PMO professional should have identified the needs of all of the customer groups and adapted the service catalog based on their pain points and expectations.

2. The board of directors wants to oversee the company's strategic portfolio of capital projects. The PMO will support portfolio management.
What should the PMO professional do to ensure that the portfolio's alignment to strategy meets executives' expectations?

A) Develop a feedback loop so executives can provide their perceptions of service outcomes.
B) Implement portfolio management software for tracking progress.
C) Define the proper portfolio alignment to the company's strategy.
D) Establish a benefits realization process to ensure aligned business outcomes.

3. After identifying the needs and expectations of PMO customers, the PMO professional recommends introducing a new service to effectively meet these needs within the specified timeframe. However, new regulations were recently introduced, and the company must comply with them before launching the new PMO service, which will affect the timeline for its implementation.
What should the PMO professional do?

A) Delay the introduction of the service until the regulations are fully implemented.
B) Proceed with the original timeline in order to meet the PMO customer expectations.
C) Assess the impact of the new regulations on the timeline and communicate changes to PMO customers.
D) Cancel the service implementation altogether to avoid any potential compliance risks.

4. An organization is forming a PMO. The team responsible for running the PMO is being recruited; it includes a mix of people from internal departments and external resources. One of the team members hired to work on the PMO has a lack of experience in certain services of the PMO that will be included in their assignment.
What should the PMO professional do?

A) Provide a self-training plan so that the new team member can study PMO theory at their own pace.
B) Provide intensive training on the functional departments of the company and their particularities.
C) Assign a team from the PMO to train the new member to enhance their performance.
D) Assign an experienced member from the PMO to mentor the less-experienced team member.

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) Request that the sales representatives review the contracts and deadlines that the company has taken responsibility for.
B) Invite project managers to hire additional skilled resources to face the high number of simultaneously running projects.
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: