PMI Project Management Office Certified Professional Sample Questions:

1. A PMO professional created a formal PMO charter including the PMO ' s roles and responsibilities.
What should the PMO professional do to ensure that the charter remains relevant in the organization?

A) Seek feedback from PMO customers about the PMO charter to ensure it fulfills their expectations.
B) Have the PMO charter approved by key PMO customers so that they are engaged in the process.
C) Create a framework to regularly review and update the PMO mandate and its relevance.
D) Review the PMO ' s services regularly as defined in the PMO charter.

2. A PMO Professional conducted an annual review of PMO performance and found that the PMO's return on investment (ROI) is lower than last year. The chief executive officer asked the PMO Professional to justify the lower ROI and propose a corrective action plan to improve PMO ROI.
What should the PMO Professional propose?

A) Lower recovered cost value, higher cost of PMO, higher ROI.
B) Lower PMO maturity, lower PMO competency, higher ROI.
C) Lower PMO portfolio value, higher cost of PMO, higher ROI.
D) Higher PMO portfolio value, lower cost of PMO, higher ROI.

3. A multinational company seeks to establish and maintain strong governance for its PMO to ensure efficient service delivery, accountability, and alignment with organizational goals.
What is the most critical action the PMO professional should take when establishing PMO governance to ensure the PMO operates effectively?

A) Develop a flexible PMO governance framework tailored to the PMO ' s unique functions and services, ensuring it can adapt to changing organizational needs while maintaining control and oversight.
B) Rely on the existing successful project governance processes within the organization so that the PMO services will align naturally with them.
C) Implement standardized governance processes that apply equally to all departments, ensuring that every aspect of PMO operations is controlled and monitored with strict procedures.
D) Focus on increasing the number of governance meetings and reporting cycles to ensure PMO activities are constantly monitored and adjusted as necessary.

4. A PMO professional is overseeing multiple customer care projects within a mid-sized company. The project sponsors, the chief of operations and the chief of customer success, have demanding schedules and are often occupied with other responsibilities.
How should the PMO professional ensure effective communication with these key stakeholders?

A) Engage with them primarily at the project ' s key phase gate reviews, ensuring their presence during all critical life cycle transitions.
B) Reach out to them only when critical issues arise in order to avoid adding to their workload unnecessarily.
C) Include them in the project ' s weekly team meetings to ensure they are continuously updated on the project ' s progress and aware of any emerging challenges.
D) Collaborate with them during early planning to establish a clear communications management plan, including defined reporting and escalation procedures.

5. During executive meetings, the leader of a recently established PMO notices that the organization ' s leaders are worried about falling revenues during the last quarter and are beginning to look for ways to cut costs. The PMO leader is concerned that the PMO may be cut.
What should the PMO do to mitigate this risk?

A) Continue to demonstrate the value of the PMO.
B) Increase the PMO ' s value by increasing the services provided by the PMO.
C) Improve the maturity of the PMO services.
D) Demonstrate alignment with the organization by reducing the PMO headcount.

Solutions: