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

2. A PMO professional receives feedback from project managers indicating that they are not able to secure the necessary project delivery teams in a timely manner.
How should the PMO professional address this issue to improve resource management across projects?

A) Implement a strict resource allocation policy to ensure equitable distribution of resources among projects.
B) Develop a centralized resource management system that provides visibility into resource availability and allocation.
C) Delegate resource management responsibilities to individual project managers to maintain autonomy.
D) Hire additional project managers to meet the demands of all projects simultaneously.

3. After which event should a PMO professional expect the PMO mandate to be reviewed?

A) When the PMO expands its scope to include new services
B) When the PMO maturity score increases
C) When new qualifications are gained by PMO team members
D) When the PMO delivers value that exceeds customer expectations

4. A PMO professional has been assigned to create a skills matrix to ensure effective PMO resource allocation.
What action should the PMO professional take to complete this task?

A) Discuss with talent recruiters and industry experts to shape the skills matrix through their recommendations.
B) Map PMO team members ' skills and abilities against the established competency framework.
C) Consult the latest industry practices and benchmarking reports to guide the skills matrix development.
D) Collaborate with the PMO team to gather input to develop the skills matrix based on their insights.

5. 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) 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.
B) 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.
C) 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.
D) Emphasize that the PMO is using recommended best practices and frameworks, showcasing its operational excellence to win executive support.

Solutions: