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PMI Project Management Office Certified Professional Sample Questions:

1. A PMO professional is supporting project managers who are engaged in launching a new advertising campaign for a marketing agency. One of the project managers seeks guidance on effectively managing the stakeholders to ensure project success and client satisfaction.
What should the PMO professional do?

A) Prioritize communication efficiency by limiting communication to weekly stakeholder surveys focused on stakeholders' concerns.
B) Maintain multiple lines of communication with all stakeholders to gather feedback, address concerns, and develop solutions.
C) Tailor communications to the stakeholders who are directly impacted by the project outcomes.
D) Keep communication with stakeholders at a high level to avoid overwhelming them with too many project details.

2. Historically, an organization's PMO has been considered as a department that employs project managers, with its role linked to managing only internal projects. With a change in PMO leadership, the new PMO manager decides to elevate the role of the PMO and make it a strategic partner.
Which actions should the PMO manager take to achieve this goal?

A) Review current PMO services and introduce strategic offerings to gain greater access to executive leadership.
B) Align PMO initiatives with organizational objectives to support strategic decision-making.
C) Organize knowledge-sharing sessions to showcase the PMO's strategic value.
D) Rebrand the department as a strategic PMO to enhance its importance and prestige.

3. 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) Conduct a comprehensive review of organizational strategic goals and the project portfolio to identify alignment gaps.
C) Develop a prioritization framework that considers both project objectives and their alignment with strategic goals.
D) Schedule regular meetings between project managers and executive leadership to ensure ongoing alignment with strategic goals.

4. A newly hired PMO professional works within the PMO and supports a large enterprise program. This professional is expected to guide junior PMO team members but faces difficulties with team management and collaboration.
How should the PMO leader best support the PMO professional in overcoming these challenges?

A) Arrange regular knowledge-sharing sessions in the PMO community.
B) Offer personalized coaching with a focus on leadership skills.
C) Organize an all-hands meeting for the PMO team to discuss their challenges.
D) Mentor the team member to help build their confidence.

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

Solutions: