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PMI Project Management Office Certified Professional Sample Questions:

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

2. A PMO professional for an engineering company was contacted by a newly hired project manager who wanted to submit an urgent change request to reset the baseline for the project schedule. The project manager did not understand the process for submitting such a request. Because this project is critical for the company, any delays might put the project at risk.
What should the PMO professional do?

A) Support the project manager in creating the change request and guide the project manager through its submission and approval.
B) Ensure that the project manager attends the required training that will provide more information about the change management process.
C) Tell the project manager to refer to the organizational process assets (OPAs) for the change request template and provide support as needed.
D) Instruct the project manager to follow the project management governance model, which has predefined processes and procedures for change requests.

3. The chief strategy officer and the PMO professional are working on the strategic plan while defining the long- term strategic vision of a rapidly growing startup. They are setting the strategic goals and developing action plans.
What should be the PMO professional's primary focus to help ensure alignment to these strategic goals?

A) Help prioritize customer projects with the biggest monetary value and the highest impact on customer satisfaction.
B) Help senior management track project and program progress with predefined key performance indicators (KPIs).
C) Help to obtain the project managers' feedback on the action plan to ensure continuous improvement and refinement of the objectives.
D) Help prioritize projects based on their contributions to overall strategy and work to ensure that high- impact projects get the needed resources.

4. Senior management at a small company is dissatisfied with project performance and has tasked the PMO with addressing the issue. An organizational project management (OPM) maturity assessment has uncovered significant gaps compared to industry standards.
What should the PMO professional do first?

A) Develop a roadmap for improving the overall project management maturity within the organization.
B) Hire experienced and highly skilled project managers to take over underperforming projects.
C) Plan training and development programs for project team members to fill the competency gaps.
D) Implement agile project management approaches and tools to improve project performance.

5. A PMO professional observes that there is a lack of alignment among project priorities and the organizational strategic goals. What should the PMO professional do first?

A) Develop a prioritization framework that considers both project objectives and their alignment with strategic goals.
B) Conduct a comprehensive review of organizational strategic goals and the project portfolio to identify alignment gaps.
C) Schedule regular meetings between project managers and executive leadership to ensure ongoing alignment with strategic goals.
D) Provide recommendations based on PMO expertise for aligning project priorities with strategic goals.

Solutions: