PMI Project Management Office Certified Professional Sample Questions:

1. There have been numerous complaints about the performance of one of the project managers.
How should the PMO professional address this issue?

A) Reassign the project manager to another role and replace them with a more skilled project manager.
B) Conduct a competency gap analysis and provide respective trainings and coaching.
C) Check the project manager ' s talent development plan and identify gaps for improvement.
D) Review the PMO maturity report and make an appropriate decision based on the findings.

2. A well-established PMO in the banking sector has decided to evolve the company ' s current project management practices as an element of its mandate to drive organizational project management maturity.
However, the proposed changes were received with skepticism by the leadership team due to concerns about the impact on delivery throughput. The PMO professional was asked to address these concerns.
How should the PMO professional begin to address this issue?

A) Prepare a detailed communication with Q & A about streamlining the current project management practices.
B) Demonstrate success stories of accelerated project delivery from more mature organizations to the leadership team.
C) Develop a map of proposed changes that do not affect delivery speed and resubmit the proposal to the leadership team.
D) Deliver training sessions, which are already within the PMO mandate, and work toward achieving higher project management maturity through them.

3. After a recent organizational shift, a group of project managers has been reassigned to the PMO from their previous departments. Although familiar with the PMO, they are unaware of its services or customers. These project managers are highly skilled and well regarded by their peers.
What should the PMO professional prioritize to effectively onboard the project managers into the PMO?

A) Provide them with the PMO mandate and service documentation, allowing them to learn on their own.
B) Introduce them to PMO customers, saying that they have just joined the unit and will soon be collaborating and delivering expected results.
C) Manage them as an autonomous unit under the PMO ' s umbrella until they begin delivering results, then integrate them into the PMO.
D) Create a customized onboarding process that includes training, team-building activities, and performance review sessions.

4. A PMO professional is leading a new PMO that aims to enhance organizational PMO maturity. When the PMO professional presents the roadmap to the board of directors, one of the executives says that no resources are available to work with the PMO.
What should the PMO professional do to avoid this situation in the future?

A) Assess previous project plans to calculate the number of resources required.
B) Invite the executive to engage with the board to understand the resource requirements.
C) Engage with key stakeholders during planning to evaluate the project resources.
D) Include a management reserve in the plan to recruit resources when needed.

5. 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.

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