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PMI PMI-PMOCP Exam Syllabus Topics:

PMI Project Management Office Certified Professional Sample Questions:

1. In a global financial services company, the PMO recently implemented the " Provide Methodologies and Tools " service to ensure project teams use standardized approaches and tools for project management.
What key performance indicators (KPIs) should the PMO professional create to measure the performance of this specific service? (Choose 2)

A) Strategic outcomes delivery rate; Measure the percentage of strategic goals achieved through completed projects, considering that the service will directly ensure that the organization meets its broader strategic outcomes.
B) Governance compliance rate; Measure the percentage of projects fully compliant with corporate governance policies, considering the service will directly ensure compliance.
C) Training hours per employee; Measure the number of hours spent training project teams to use the methodologies and tools, as well as the frequency of workshops or refresher courses provided by the PMO.
D) Tool adoption rate; Measure the percentage of project teams using the standardized methodologies and tools and assess how frequently they access the provided templates, frameworks, and guidelines.

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

3. A PMO professional is leading a new PMO that aims to enhance organizational PMO maturity. When the PMO professional presents the roadmap to the board of directors, one of the executives says that no resources are available to work with the PMO.
What should the PMO professional do to avoid this situation in the future?

A) Invite the executive to engage with the board to understand the resource requirements.
B) Engage with key stakeholders during planning to evaluate the project resources.
C) Assess previous project plans to calculate the number of resources required.
D) Include a management reserve in the plan to recruit resources when needed.

4. A PMO professional is overseeing multiple customer care projects within a mid-sized company. The project sponsors, the chief of operations and the chief of customer success, have demanding schedules and are often occupied with other responsibilities.
How should the PMO professional ensure effective communication with these key stakeholders?

A) Reach out to them only when critical issues arise in order to avoid adding to their workload unnecessarily.
B) Engage with them primarily at the project ' s key phase gate reviews, ensuring their presence during all critical life cycle transitions.
C) Collaborate with them during early planning to establish a clear communications management plan, including defined reporting and escalation procedures.
D) Include them in the project ' s weekly team meetings to ensure they are continuously updated on the project ' s progress and aware of any emerging challenges.

5. A PMO Professional works for a large retail corporation undergoing a significant organizational restructuring.
As part of the restructuring, a new enterprise resource planning (ERP) system is being implemented to streamline operations and improve efficiency across all departments. However, midway through the implementation, resistance to change emerges among department heads, leading to delays and decreased employee morale.
Which action should the PMO Professional take to address this issue?

A) Convene a meeting with department heads to understand their concerns and actively involve them in the change management process, emphasizing benefits and addressing misconceptions or fears.
B) Delegate responsibility for managing the resistance to the project manager overseeing the ERP implementation and focus on other PMO responsibilities.
C) Proceed with the ERP implementation as planned, disregarding resistance, and enforce compliance through disciplinary actions if necessary.
D) Revert to the old system to appease resistant department heads and postpone the ERP implementation indefinitely.

Solutions: