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PMI Project Management Office Certified Professional Sample Questions:

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

2. A PMO was just established in a large organization. The PMO team identified all potential PMO customers and analyzed them based on their power and interest. The list of customers was much too long and the PMO's capacity to nurture them all is not sufficient.
What should the PMO professional do to move toward developing the service catalog?

A) Consider all customers, categorize them, and decide on how to retrieve information from the different groups of customers.
B) Focus on the middle and top levels of management and incorporate resource expectations for when the PMO will have sufficient resources to serve all of the customers.
C) Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.
D) Interview executive leadership, understand their expectations, and generalize the findings as they are the main decision makers.

3. In a low-project-maturity organization, the new CEO cannot realize the effective value the PMO brings to the organization.
How should the PMO professional respond to this issue?

A) Survey PMO customers to identify what benefits they expect to receive from the PMO.
B) Present the CEO with the PMO charter that was previously endorsed by the executive team.
C) Facilitate workshops with key PMO customers to showcase the value delivered and educate them by clarifying potential benefits.
D) Turn the PMO into a value management office (VMO) to ensure it will generate value for the organization.

4. A PMO professional for an engineering company was contacted by a newly hired project manager who wanted to submit an urgent change request to reset the baseline for the project schedule. The project manager did not understand the process for submitting such a request. Because this project is critical for the company, any delays might put the project at risk.
What should the PMO professional do?

A) Tell the project manager to refer to the organizational process assets (OPAs) for the change request template and provide support as needed.
B) Instruct the project manager to follow the project management governance model, which has predefined processes and procedures for change requests.
C) Support the project manager in creating the change request and guide the project manager through its submission and approval.
D) Ensure that the project manager attends the required training that will provide more information about the change management process.

5. The project sponsor and the manufacturing director of a PMO-managed project have different opinions about the development of a new order-tracking system.
What should the PMO professional do to avoid this situation in the future?

A) Involve key stakeholders to ensure that requirements are not overlooked.
B) Develop an effective project scope and change control process during project planning.
C) Ensure that the project sponsor has approved the requirements.
D) Advise executives to complete a roles and responsibility matrix in the project planning.

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