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PMI PMI-PMOCP Exam Syllabus Topics:

PMI Project Management Office Certified Professional Sample Questions:

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

2. An organization delivers system implementation projects to external clients. The PMO has noticed that recent post-project reviews consistently reveal issues. Further analysis shows that these issues become apparent during end-user testing. The testing process is unstructured and usually lacks documentation.
What next steps should the PMO lead take?

A) Mandate that all project testing issues be logged and reviewed before agreeing on how each item should be addressed.
B) Create a test strategy to be referenced by project teams to support the system-testing process alignment.
C) Deploy a test management tool that should be used by all system implementation project teams.
D) Assess the organizational project management (OPM) maturity gaps and enhance the test management process.

3. A bank ' s PMO is responsible for project management governance and for supporting project managers across the organization. The bank is revising its strategic plan to respond to competitors ' changes. The revised plan will affect the PMO governance structure and most of the bank ' s projects. The PMO professional has been tasked with preparing the organization for the strategic changes.
What should the PMO professional do?

A) Ensure that any changes from the strategic levels remain confidential for as long as possible to avoid creating panic in the organization.
B) Call an urgent meeting with all the bank ' s project managers and sponsors and update the project charters before the strategic plan is revised.
C) Recommend which projects should be canceled, based solely on the projects ' budgets, before the strategic plan revision is complete.
D) Transmit changes from the strategic levels and identify projects that might need to reconsider budget, schedule, risks, and other factors.

4. A food industry company recently acquired a new company. To ensure a quick integration, several project managers are assigned to combine the product portfolios. The PMO for the integration program was informed by the project managers that they encountered a regulatory compliance change regarding several products manufactured by the acquired company. This is having a significant impact on the ongoing product portfolio integration.
Which actions should the PMO professional take to support the quick adaptation to these changes in the future?

A) Review the issue with the project managers and make sure they are capturing problems in the lessons learned register so that information can be leveraged for similar future projects.
B) Standardize all project management processes to ensure uniformity across all product portfolio integration projects.
C) Develop a training for the project managers with the regulatory department that emphasizes the importance of complying with regulatory requirements.
D) Schedule a regular touchpoint between the project managers and the regulatory experts for the adjustment of project plans to incorporate changes in regulatory requirements or market conditions.

5. 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) Involve the PMO sponsor in the next budgeting session to reinforce the PMO ' s position.
B) Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.
C) Understand the director ' s doubts and extend an invitation to present project case studies and PMO success stories.
D) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.

Solutions: