New Year Special Limited Time Flat 70% Discount offer - Ends in 0d 00h 00m 00s - Coupon code: 70spcl

PMI PMO-CP PMO Certified Professional Exam Practice Test

Page: 1 / 9
Total 91 questions

PMO Certified Professional Questions and Answers

Question 1

The PMO VALUE RING uses as a basis to provide recommendations:

Options:

A.

The collective intelligence of the global community of PMO professionals.

B.

The opinion of a renowned expert on the topic.

C.

The best academic references available.

D.

The user's successful experiences.

Question 2

During a discussion on PMO performance, the team is debating how often the PMO should be assessed and possibly redesigned to enhance its effectiveness. Some members advocate for long-term evaluations, while others propose more frequent assessments. What would be the most effective evaluation cycle for the PMO?

Options:

A.

Every 5 years, allowing enough time for significant organizational changes and maturation

B.

There is no set evaluation cycle, as the methodology can be applied as needed

C.

Only once, during the initial setup phase of the PMO, to establish its baseline functions

D.

A 12-month cycle, starting from its setup or the first evaluation, to ensure continuous improvement and alignment

Question 3

Two PMO professionals were allocated to execute a specific function. The allocated professionals have, respectively, Personal Competency Adherence Indicators (p-CAI) of 75% and 65% for this function. It's observed that the Competency Adherence Indicator of the Function (f-CAI) is 85%. We could say that:

Options:

A.

The f-CAI is calculated according to the goal established by the PMO stakeholders.

B.

The f-CAI calculation was done incorrectly and the correct result would be 70%.

C.

The calculation was done correctly, but there is not enough information available to justify the f-CAI equal to 85%.

D.

The f-CAI is calculated considering the best performance (p-CAI) among the members of the PMO allocated in the function, justifying the f-CAI equal to 85%.

Question 4

During a performance review, a PMO team discusses whether the success of the projects it oversees is a direct indicator of the PMO's success. Does the success of projects under the PMO mandate demonstrate the success of the PMO?

Options:

A.

Sometimes, depending on the specific functions the PMO is responsible for offering

B.

No, because the correlation between project success and PMO success is not relevant for a support area

C.

Yes, as successful projects enhance the perception of the value provided by the PMO

D.

Yes, because the PMO is always established to improve project performance

Question 5

The PMO processes, when formally defined:

Options:

A.

Should compose the PMO Service Catalog, which will be used to align expectations with stakeholders.

B.

Can generate conflicts among stakeholders, by clearly establishing how the PMO should act.

C.

Should be considered as a rule, with no possibility to be adjusted or improved during the cycle.

D.

Generate unnecessary bureaucracy, which does not contribute to the success of the PMO.

Question 6

A PMO is creating action plans to guide its maturity evolution. The team is considering various frameworks to ensure the plans address all critical elements, including long-term goals and operational adjustments. What essential aspects should be addressed in the development of action plans for the evolution of PMO maturity?

Options:

A.

Short, medium, and long-term objectives for improvement

B.

Current maturity, target/desired maturity, and maximum achievable maturity

C.

Strategy, tactics, and operation across all functions

D.

Processes, people, and technology as core areas of focus to develop each PMO function

Question 7

A PMO is reviewing the progress of its functions to determine how their maturity has evolved over time. The team debates whether resource allocation, elapsed time, or evidence of sophistication improvements are the best indicators. What demonstrates the evolution of the maturity of a given function?

Options:

A.

The amount of resources allocated to support the function over time

B.

The presence of evidence improvements in how the function is performed

C.

The total time elapsed since the function was first implemented

D.

The specific business results achieved as a direct benefit of the function

Question 8

A PMO is evaluating its stakeholder base to better align its functions. While some argue that everyone impacted by the PMO qualifies as a stakeholder, others believe stakeholders should be defined more narrowly. Who qualifies as a PMO stakeholder?

Options:

A.

Anyone who is directly or indirectly affected by PMO activities

B.

All employees working within the organization’s departments

C.

Stakeholders who directly use and benefit from PMO functions

D.

Only senior executives who oversee project and portfolio decisions

Question 9

The PMO VALUE RING has in its database:

Options:

A.

50 potential benefits and 40 potential functions for a PMO.

B.

26 potential benefits and 30 potential functions for a PMO.

C.

30 potential benefits and 26 potential functions for a PMO.

D.

15 potential benefits and 26 potential functions for a PMO.

Question 10

Why should the outcome of the PMO maturity assessment always be presented in three dimensions?

Options:

A.

To meet the needs of upper management.

B.

To meet the short, medium and long term.

C.

Because maturity evolves independently in each of these dimensions (strategic, tactical or operational).

D.

To ensure that all necessary functions are being performed by the PMO.

Question 11

What does the target/desired maturity level for a function mean?

Options:

A.

It Is the level of sophistication desired for the function at the beginning of the evaluation cycle.

B.

It is the level of competencies to perform a particular function.

C.

It is the level of sophistication desired for the function at the end of the evaluation cycle.

D.

It should always be less than the current maturity level.

Question 12

A company’s PMO is focusing on operational-level functions to address immediate challenges within ongoing projects. Which of the following is typically the focus of operational PMO functions?

Options:

A.

Providing support for individual projects and solving day-to-day problems

B.

Supporting executive decisions on organizational strategy and priorities

C.

Establishing and enforcing industry-wide project management standards

D.

Managing and aligning entire organizational portfolios across departments

Question 13

The PMO mix of functions must be balanced, which means:

Options:

A.

The selected functions must be potentially capable of generating financial results In a balanced way over time.

B.

The selected functions should be potentially able to reduce costs in a balanced way over time.

C.

The selected functions must be potentially capable of generating improvements in a balanced way over time.

D.

The selected functions must be potentially capable of generating perceived value in a balanced way over time.

Question 14

A PMO is designing a performance evaluation framework to measure its contribution to organizational success. The team is debating whether to tailor evaluations for each function or rely on comprehensive indicators. How should the performance of the PMO be evaluated?

Options:

A.

Using a distinct and specific approach tailored to each function performed by the PMO

B.

By relying on independent audits to ensure an unbiased and exempt evaluation process

C.

With a single, indispensable performance indicator that reflects its overall business impact

D.

By implementing a generic, one-size-fits-all evaluation model without customization for functions

Question 15

What factors directly influence the calculation of the PMO ROI?

Options:

A.

The maturity level of each function, and the Stakeholders Expectation Adherence Indicator.

B.

The performance and maturity level of each function.

C.

The Stakeholders Expectation Adherence Indicator of the stakeholders, and Competency Adherence Indicator of each function.

D.

The maturity level and the Competency Adherence Indicator of each function.

Question 16

A company is evaluating its PMO to understand its contribution to organizational success. Some team members suggest that a mature organization naturally leads to a mature PMO, while others argue that they are separate concepts that need to evolve together. How should the relationship between organizational project management maturity and PMO maturity be understood?

Options:

A.

The existence of a PMO itself indicates a certain level of organizational maturity, showing that the organization is ready to implement formal project management practices

B.

All of the above, as each perspective offers a different but valid understanding of how organizational maturity and PMO maturity are connected

C.

Organizational maturity and PMO maturity are distinct yet interrelated, evolving independently while complementing and, at times, limiting each other to drive project management success

D.

Organizational maturity is essential for the establishment of a PMO, as only a mature organization can effectively support a structured and impactful PMO

Question 17

Does the success of projects under the PMO mandate demonstrate the success of the PMO?

Options:

A.

Yes, because the PMO Is always created to Improve project performance.

B.

No, using the correlation between project success and PMO success does not make sense for a support area.

C.

Sometimes, depending on what functions the PMO will be offering.

D.

Yes, because successful projects increase the perception of the value of PMO's work

Question 18

What is the PMO VALUE RING?

Options:

A.

Software for the management of PMOs.

B.

A community of PMO professionals.

C.

A type of PMO.

D.

A methodology for creating, evaluating, and operating PMOs.

Question 19

How many performance indicators should be used for each PMO function in each evaluation cycle?

Options:

A.

Only key functions should be monitored with performance Indicators, reducing bureaucracy and excessive control.

B.

One indicator per function, giving focus to what really matters.

C.

From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.

D.

All the indicators recommended by the methodology.

Question 20

Why should we set up different groups of evaluators to carry out the competency assessment of the PMO members?

Options:

A.

Because different groups may have different relevancies In the assessment of the professional.

B.

Because stakeholders have different expectations regarding the work of the PMO.

C.

Because of a system limitation, it does not support a large number of evaluators per professional.

D.

Because there must be three groups of evaluators.

Question 21

What are PMO processes?

Options:

A.

They are the processes established to define the functions of the PMO and resources to be allocated.

B.

They are the processes established for project planning and control.

C.

They are the established processes to manage projects, programs and portfolio

D.

They are the processes established for each function performed by the PMO.

Question 22

The performance of the PMO should be evaluated:

Options:

A.

Annually, to ensure the alignment of the PMO with the needs of the organization.

B.

In a different and specific way for each function.

C.

With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.

D.

By an independent audit, to ensure an exempt evaluation.

Question 23

During a PMO planning session, the team discusses setting target maturity levels for its functions to align with organizational goals. What does the target/desired maturity level for a function represent?

Options:

A.

A maturity level that should always be lower than the current level

B.

The level of sophistication planned for the function by the end of the evaluation cycle

C.

The level of sophistication expected for the function at the beginning of the cycle

D.

The competencies required to effectively perform the specific function

Question 24

During a strategic planning session, the PMO leadership team is evaluating the best approach to define the PMO’s functions. The team considers whether it should follow a universally recognized model or type of PMO or adopt industry best practices. How should the functions of a PMO be established to best serve the organization and its stakeholders?

Options:

A.

By identifying the specific benefit expectations of stakeholders and defining the PMO functions that will best fulfill those needs, ensuring alignment with organizational goals

B.

By selecting and following a model considered to be a best practice, such as a Strategic PMO, Center of Excellence, or Agile, which may have worked well in other organizations

C.

By implementing the same functions that are used in organizations recognized as industry benchmarks, assuming that they will be equally effective in this context

D.

By directly asking stakeholders what functions they believe the PMO should perform, even if this does not necessarily align with strategic objectives or operational needs

Question 25

During a PMO performance review, the team discusses the common reasons why some PMOs struggle or fail. Some argue that the lack of sponsorship is the primary issue, while others believe it's a symptom of deeper problems. Many PMOs fail due to a lack of sponsorship. This is a:

Options:

A.

Myth, because the lack of sponsorship is not the cause of failure, but rather a symptom of misalignment with stakeholder expectations

B.

Fact, because without the support of upper management, a PMO cannot survive or succeed

C.

Myth, since PMOs don’t technically fail, they just generate results below expectations

D.

Fact, as the failure of many PMOs is due to the lack of necessary investments and resources

Question 26

Which of the following actions would not be recommended to Improve the result of the PMO ROI?

Options:

A.

Expand the scope of projects under the PMO mandate.

B.

Reduce PMO costs and modify selected functions for the PMO.

C.

Allow the PMO to take a more strategic approach, focusing on the business of the organization.

D.

To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.

Question 27

Which factors should be considered during the selection of the PMO mix of functions?

Options:

A.

All answers are correct.

B.

The potential of the function in generating value over time.

C.

The probability of contribution of the function to meet the expectations of the stakeholders.

D.

If the function is appropriate for the strategy of the PMO and its organization.

Page: 1 / 9
Total 91 questions