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PMI Project Management Office Certified Professional Sample Questions:

1. An established PMO has a forecast of the expected benefits from all current and planned initiatives for the next 3 years. Due to a new regulation, the portfolio delivery plan needs to be reviewed to ensure that compliance will be realized by the given due date. The engineering department proposes to delay a strategic initiative to free up some resources for the compliance project.
What should the PMO manager do first?

A) Evaluate the portfolio and check how the benefits delivery plan can be optimized.
B) Assess the impact of the proposed change on the benefits delivery plan.
C) Propose the change to the portfolio board in order to get the new benefits delivery plan approved.
D) Give advice to the portfolio board to outsource the compliance project so the benefits delivery plan will not be affected.

2. During the execution phase of the project, the PMO professional notices that a project team is consistently falling behind schedule. Despite the best efforts of the PMO to provide additional resources and support, the team continues to struggle with meeting the deliverables. The PMO professional determines that the root cause of the delays is poor communication among team members.
Which two tasks should the PMO professional take? (Choose 2)

A) Implement project management software to facilitate real-time collaboration and communication among team members.
B) Escalate the issue to senior management and request additional budget for outsourcing certain project tasks to external vendors.
C) Provide a series of project management training sessions to improve communication skills and foster better teamwork.
D) Reallocate additional resources from other project teams to compensate for the delays and ensure timely completion.
E) Replace some resources from the project team to make collaboration among the team more efficient.

3. 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) Understand the director ' s doubts and extend an invitation to present project case studies and PMO success stories.
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) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.

4. A PMO professional must create a strategic presentation for stakeholders to provide visibility on the company
' s projects.
Which two types of information should the PMO professional present to the stakeholders? (Choose 2)

A) Organizational chart for the PMO
B) Comprehensive documentation of the program
C) Organizational roadmap of initiatives
D) Roles, responsibilities, and processes
E) Current state of projects, including issues

5. In recent months, a company was contracted to deliver several projects requiring specialist technical resources. Several clients have begun to complain about the limited availability of the specialist technical resources, which will impact their project timelines.
What should the PMO professional do to help solve the problem?

A) Invite project managers to hire additional skilled resources to face the high number of simultaneously running projects.
B) Support delivery managers and sales representatives in managing relationships with clients.
C) Suggest the centralization of project resource management and align the project plans to their availability.
D) Request that the sales representatives review the contracts and deadlines that the company has taken responsibility for.

Solutions: