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

2. A PMO professional observes that there is a lack of alignment among project priorities and the organizational strategic goals. What should the PMO professional do first?

A) Provide recommendations based on PMO expertise for aligning project priorities with strategic goals.
B) Develop a prioritization framework that considers both project objectives and their alignment with strategic goals.
C) Conduct a comprehensive review of organizational strategic goals and the project portfolio to identify alignment gaps.
D) Schedule regular meetings between project managers and executive leadership to ensure ongoing alignment with strategic goals.

3. A PMO professional identified that the strategic project's stakeholders are dissatisfied with the visibility of project progress, citing a lack of visibility into key performance indicators (KPIs) and communication. The project manager ensured that the current PMO reporting process and requirements are being followed.
Which action should the PMO professional take?

A) Reassure the stakeholders about the reporting system's effectiveness.
B) Conduct an internal audit of the reporting process to identify inefficiencies and recommend improvements.
C) Collaborate with stakeholders to confirm their reporting needs and propose enhancements.
D) Implement stricter reporting requirements to ensure compliance with project standards.

4. Two years ago, a software company implemented an agile culture and adopted Scrum as a framework for product development. During those 2 years, the company's senior management struggled with the link between the product value generated and the business objectives.
What should the PMO professional do to bridge this gap?

A) Provide a report with agile team metrics, including velocity and burn charts.
B) Advise the board to move to a hybrid approach for its product development.
C) Create a benefits map for the company's initiatives and products.
D) Develop a dashboard to show the product portfolio's progress.

5. An organization is going through a transformation process that will impact its processes and employee job descriptions. The PMO professional needs to ensure continuous improvement of the organization's PMO in these turbulent times.
What should the PMO professional do in this situation?

A) Ask senior management to be involved in defining job descriptions for the project managers.
B) Continuously reassess which PMO functions are in scope according to the new organizational changes.
C) Regularly review the internal project management methodologies, processes, and tools.
D) Survey senior management and other PMO stakeholders to evaluate their satisfaction with PMO.

Solutions: