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PMI Project Management Office Certified Professional Sample Questions:

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

2. Last year, a company established a new PMO to enhance the management of its customer projects. After 1 year, the CFO is dissatisfied with the perceived lack of value in the PMO ' s periodic reports, and the CIO has raised concerns about the PMO staff ' s insufficient IT competencies.
What should a PMO professional recommend to the company ' s CEO to address these concerns?

A) Ask the PMO manager to assess the needs and expectations of senior executives and remodel the PMO processes and competencies consequently.
B) Suggest organizing a meeting with the PMO manager to discuss the feedback from senior executives and determine the next steps.
C) Ask the PMO manager to meet with the CFO and rework the content of the periodical reports.
D) Suggest that the PMO manager train the PMO resources on cloud platforms and master new software development practices.

3. In a large energy company, a PMO was recently established to help organize the numerous projects that are completed every year. Executives have passionate discussions in meetings to select and prioritize projects to enter the portfolio. These discussions cause frequent delays and result in decisions being questioned by some of the executive board members.
What should the PMO professional do to improve this situation?

A) Ask the executives to discuss issues based on the projects ' proposed business cases so that discussions are more objective.
B) Implement a portfolio management service that includes established criteria for project selection and prioritization.
C) Facilitate the selection and prioritization process based on their own project management experience.
D) Suggest informal activities to build interpersonal relationships among the company executives.

4. The PMO has decided to expand its services by including project prioritization and status reporting to better visualize project execution.
Which action should the PMO professional take next?

A) Employ new PMO team members to help provide the requested services.
B) Identify the PMO customers ' needs and determine the most effective approach to meet expectations.
C) Conduct regular project audits and reviews to ensure compliance and high quality.
D) Develop new services and frameworks to ensure they are appropriately planned for implementation.

5. The board of directors wants to oversee the company ' s strategic portfolio of capital projects. The PMO will support the portfolio management.
What should the PMO professional do to ensure that the portfolio ' s alignment to strategy meets the executives ' expectations?

A) Define the proper portfolio alignment to the company ' s strategy.
B) Establish a benefits realization process to ensure aligned business outcomes.
C) Implement a portfolio management software for tracking progress.
D) Develop a feedback loop so executives can provide their perceptions of service outcomes.

Solutions: