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PMI Project Management Office Certified Professional Sample Questions:

1. A PMO was just established in a large organization. The PMO team identified all potential PMO customers and analyzed them based on their power and interest. The list of customers was much too long and the PMO ' s capacity to nurture them all is not sufficient.
What should the PMO professional do to move toward developing the service catalog?

A) Focus on the middle and top levels of management and incorporate resource expectations for when the PMO will have sufficient resources to serve all of the customers.
B) Interview executive leadership, understand their expectations, and generalize the findings as they are the main decision makers.
C) Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.
D) Consider all customers, categorize them, and decide on how to retrieve information from the different groups of customers.

2. A new portfolio management tool was introduced as the organization took on more projects. A few months later, the PMO professional observes that the organization is paying for more functionality than the project teams are using.
What should the PMO professional do first?

A) Schedule weekly reviews of tool usage and remove unnecessary functionalities.
B) Review the tool specification to ensure it fits the initial user requirements.
C) Arrange additional training sessions to ensure the adoption of all features.
D) Survey end users to understand the tool ' s usage patterns.

3. The project sponsor and the manufacturing director of a PMO-managed project have different opinions about the development of a new order-tracking system.
What should the PMO professional do to avoid this situation in the future?

A) Ensure that the project sponsor has approved the requirements.
B) Advise executives to complete a roles and responsibility matrix in the project planning.
C) Develop an effective project scope and change control process during project planning.
D) Involve key stakeholders to ensure that requirements are not overlooked.

4. During the planning phase for establishing a PMO, the PMO team encounters resistance from project managers who are concerned about potential bureaucracy and additional workload. The PMO professional recognizes the importance of stakeholder buy-in for successful PMO implementation.
What should the PMO professional do to address these concerns?

A) Implement a communications management plan to address potential resistance and facilitate the adoption of the PMO within the organization.
B) Develop a detailed cost-benefit analysis to demonstrate the potential return on investment (ROI) of the PMO to project managers.
C) Diagnose the needs and challenges within the organization and tailor the PMO ' s services and support functions to address those needs.
D) Conduct a benchmarking study to identify best practices from successful PMOs in similar organizations.

5. A PMO professional for an engineering company conducted an assessment to collect the benefits expectations of PMO stakeholders. With their input, several services have been defined.
What should the PMO professional do to maximize the chances of success in rolling out these services to PMO customers?

A) Engage with PMO stakeholders to collect further input and get a deeper understanding of their requirements.
B) Prioritize quick wins in the initial phases of the implementation to demonstrate early success.
C) Develop detailed contingency plans for potential risks identified in later phases of the implementation.
D) Apply a phased approach for rolling out the PMO service offerings with metrics to monitor the progress.

Solutions: