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PMI Project Management Office Certified Professional Sample Questions:

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

2. An enterprise PMO (EPMO) in a large telecommunications company is overwhelmed with service requests from various departments. With limited resources, the EPMO cannot serve all customers and meet their expectations in the short term.
Which action should the PMO professional take to ensure efficient delivery?

A) Escalate the issue to the executive team and request additional resources.
B) Allocate PMO resources to incoming requests based on their experience.
C) Educate customers on service-level agreements (SLAs) for each service.
D) Prioritize and assign service requests based on their strategic impact.

3. A PMO professional overseeing multiple projects notices that project managers have varying levels of adherence to the project governance processes.
What should the PMO professional do first to ensure consistent governance across projects?

A) Implement stricter enforcement of the governance processes by imposing fines and other penalties for noncompliance.
B) Schedule individual meetings with project managers to understand their challenges with governance processes and provide support.
C) Develop a comprehensive governance training program and mandate all project managers to complete it within a specified timeframe.
D) Escalate governance oversight responsibilities to project sponsors to ensure project managers adhere to processes.

4. An organization is going through a transformation process that will impact its processes and employee job descriptions. The PMO professional needs to ensure continuous improvement of the organization's PMO in these turbulent times.
What should the PMO professional do in this situation?

A) Continuously reassess which PMO functions are in scope according to the new organizational changes.
B) Survey senior management and other PMO stakeholders to evaluate their satisfaction with PMO.
C) Regularly review the internal project management methodologies, processes, and tools.
D) Ask senior management to be involved in defining job descriptions for the project managers.

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

Solutions: