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PMI Project Management Office Certified Professional Sample Questions:

1. A PMO professional is leading a new PMO that aims to enhance organizational PMO maturity. When the PMO professional presents the roadmap to the board of directors, one of the executives says that no resources are available to work with the PMO.
What should the PMO professional do to avoid this situation in the future?

A) Include a management reserve in the plan to recruit resources when needed.
B) Invite the executive to engage with the board to understand the resource requirements.
C) Engage with key stakeholders during planning to evaluate the project resources.
D) Assess previous project plans to calculate the number of resources required.

2. A PMO professional has been tasked with architecting a long-term PMO strategy to ensure value delivery to its customers over time. Some PMO services will generate immediately perceptible outcomes, while others may only show tangible benefits in the medium or long term. Additionally, PMO customer perceptions of value are expected to evolve as organizational priorities shift.
Which approach should the PMO professional take to establish a value-driven PMO strategy that remains relevant over time?

A) Establish a value journey by prioritizing services that can generate short-term wins while planning for mid- and long-term outcomes, and regularly reassess PMO customer perceptions of value.
B) Focus only on services that deliver immediate, short-term outcomes to quickly demonstrate the PMO ' s value to PMO customers.
C) Develop a fixed portfolio of services, ensuring that all services are delivered consistently without adjustments, regardless of changes in PMO customer needs over time.
D) Concentrate on long-term services that deliver significant value after several years, ignoring immediate outcomes to avoid distractions from larger goals.

3. 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.

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

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

Solutions: