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PMI Project Management Office Certified Professional Sample Questions:

1. The executive management team for a healthcare company is discussing the second quarter ' s low result in the customer satisfaction score, which is a key performance indicator (KPI). One of the executives shares concerns about wasting efforts on projects and initiatives without being able to keep up with competitors and increase the customer satisfaction score.
Which action should the PMO professional take to avoid such a situation?

A) Avoid the customer satisfaction metric analysis when assessing projects.
B) Support the reevaluation of the strategic plan by the executives.
C) Establish a customer experience department.
D) Ask to review the customer satisfaction metrics.

2. 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) Facilitate collaboration across stakeholders, including executives, team members, other PMOs, and external partners.
C) Identify project management risks if the project managers do not receive additional training.
D) Provide training to project managers, PMO team members, and other stakeholders.

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 a plan for the PMO that aligns with the organizational goals.
C) Create policies and procedures that oversee organizational project management processes.
D) Develop a PMO charter that includes its purpose, objectives, and key services.

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

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

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

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