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

2. A mature enterprise PMO unit in a large, diversified holding is now supporting a new business unit as a result of an organizational transformation. The director of this unit expresses doubts on the value and benefits of PMO support during the annual budgeting process.
How should the PMO professional articulate the PMO ' s value and get buy-in from this stakeholder for the PMO services?

A) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.
B) Involve the PMO sponsor in the next budgeting session to reinforce the PMO ' s position.
C) Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.
D) Understand the director ' s doubts and extend an invitation to present project case studies and PMO success stories.

3. A PMO professional is providing strategic guidance to executives and has been tasked with advising the executives on various aspects of the organization ' s projects to drive success.
Which two tasks are within the scope of the advisory role for a PMO professional? (Choose 2)

A) Project manager job descriptions.
B) Project manager salary benchmarking data.
C) Company data and security policy.
D) Project management methodologies.

4. An organization delivers system implementation projects to external clients. The PMO has noticed that recent post-project reviews consistently reveal issues. Further analysis shows that these issues become apparent during end-user testing. The testing process is unstructured and usually lacks documentation.
What next steps should the PMO lead take?

A) Assess the organizational project management (OPM) maturity gaps and enhance the test management process.
B) Deploy a test management tool that should be used by all system implementation project teams.
C) Create a test strategy to be referenced by project teams to support the system-testing process alignment.
D) Mandate that all project testing issues be logged and reviewed before agreeing on how each item should be addressed.

5. A PMO professional uses a project portfolio performance dashboard designed using PMO standard metrics.
The PMO professional discovers that the lab team is using its own metrics. The lab team ' s project manager explains that the PMO standard metrics are not meaningful to their team.
How should the PMO professional ensure that the PMO standard metrics are captured, while allowing flexibility for the lab team?

A) Allow the lab team ' s project manager to continue collecting metrics that are meaningful to their team, having them report " N/A " in place of the PMO standard metrics.
B) Redesign the PMO project portfolio performance dashboard including a special section displaying the lab team ' s specific metrics.
C) Understand the gaps between the PMO standard metrics and the lab team ' s metrics and adapt the data collection to ensure that all valuable metrics are reported.
D) Request the lab team ' s project manager to stop collecting any lab-team-specific metrics and only report the PMO standard metrics.

Solutions: