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PMI PMI-PMOCP Exam Syllabus Topics:

PMI Project Management Office Certified Professional Sample Questions:

1. 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) Arrange additional training sessions to ensure the adoption of all features.
C) Survey end users to understand the tool ' s usage patterns.
D) Review the tool specification to ensure it fits the initial user requirements.

2. A PMO professional is responsible for a team of project managers who lead projects for the business departments. A business manager has mentioned to the PMO professional that one of the project managers assigned to them is very set in their ways, which is causing friction among the project team members.
How should the PMO professional respond to this feedback?

A) Talk with the respective project team members about specific examples of situations that caused issues within the project team.
B) Assign a different project manager to this project, as keeping the business department happy is paramount to PMO success.
C) Ask the project manager to explain the challenges of working with the other project team members.
D) Instruct the PMO team members to be more sensitive to how the other project team members work.

3. 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) Consider all customers, categorize them, and decide on how to retrieve information from the different groups of customers.
B) Interview executive leadership, understand their expectations, and generalize the findings as they are the main decision makers.
C) 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.
D) Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.

4. A manufacturing company is in the process of establishing its PMO, and the PMO professional leading it recognizes that securing executive sponsorship and ongoing support is crucial for the PMO ' s success and mandate.
How should the PMO professional effectively secure and maintain executive sponsorship for the PMO?

A) Emphasize that the PMO is using recommended best practices and frameworks, showcasing its operational excellence to win executive support.
B) Ensure the PMO follows the newest PMO models, providing a comprehensive set of strategic services that should be implemented to guarantee long-term success and gain executive sponsorship.
C) Align the PMO ' s objectives and services with the company ' s strategic goals and focus on delivering quick wins to ensure initial attention and support.
D) Rely on the company ' s leadership to naturally recognize the PMO ' s value over time without needing to actively seek out sponsorship or support, assuming the results will speak for themselves.

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) Proceed with the ERP implementation as planned, disregarding resistance, and enforce compliance through disciplinary actions if necessary.
C) Revert to the old system to appease resistant department heads and postpone the ERP implementation indefinitely.
D) Delegate responsibility for managing the resistance to the project manager overseeing the ERP implementation and focus on other PMO responsibilities.

Solutions: