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PMI PMI-PMOCP Exam Syllabus Topics:

PMI Project Management Office Certified Professional Sample Questions:

1. A PMO professional is acting as the PMO leader temporarily in a well-established and mature PMO unit. In this role, a PMO professional receives an escalation from the portfolio manager that a new business stakeholder ' s activity is overlapping with key portfolio management functions.
What should the PMO professional do to resolve this issue?

A) Train the new business stakeholder on the organization ' s key values.
B) Assess the conflict resolution portion of the compliance code of conduct.
C) Review the adopted PMO charter with the portfolio manager and the new stakeholder.
D) Refer the portfolio manager to the approved project charter.

2. A software company hired a PMO professional to establish a new PMO to oversee the performance of its projects and create the required processes. The new PMO professional immediately conducted project management training sessions for all project managers, developed project templates, and regularly conducted project audits. After the PMO had been in service for a year, senior management decided to shut down the PMO due to lack of value generation.
What should the PMO professional have done differently to ensure that the PMO generated the desired value?

A) Conduct the required training on a smaller scale first before delivering the training to all project managers.
B) Validate and align with senior management ' s expectations at the beginning of the PMO setup.
C) Change the frequency of project audits in order to reduce the PMO operating costs.
D) Reduce the costs of the PMO in the first year and increase it gradually year over year.

3. A newly appointed PMO professional received a mandate for setting up a PMO in an organization operating in the energy sector, with a main objective of improving project delivery.
What should the PMO professional do first?

A) Assess the current state of organizational project management maturity and identify gaps.
B) Create policies and procedures that oversee organizational project management processes.
C) Create a plan for the PMO that aligns with the organizational goals.
D) Develop a PMO charter that includes its purpose, objectives, and key services.

4. An organization has recruited several new project managers and plans to launch multiple projects in the new fiscal year. The organization ' s executives aim to enhance the project management skills and capabilities of project managers. After these new project managers are on board, they enter the PMO-managed project manager resource pool for centralized resource allocation.
What should the PMO Professional do to meet the organization ' s goals?

A) Update the project management process to include extra time for training.
B) Identify project management risks if the project managers do not receive additional training.
C) Provide training to project managers, PMO team members, and other stakeholders.
D) Facilitate collaboration across stakeholders, including executives, team members, other PMOs, and external partners.

5. 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) Collaborate with them during early planning to establish a clear communications management plan, including defined reporting and escalation procedures.
C) Reach out to them only when critical issues arise in order to avoid adding to their workload unnecessarily.
D) 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.

Solutions: