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PMI Project Management Office Certified Professional Sample Questions:

1. During executive meetings, the leader of a recently established PMO notices that the organization ' s leaders are worried about falling revenues during the last quarter and are beginning to look for ways to cut costs. The PMO leader is concerned that the PMO may be cut.
What should the PMO do to mitigate this risk?

A) Increase the PMO ' s value by increasing the services provided by the PMO.
B) Continue to demonstrate the value of the PMO.
C) Demonstrate alignment with the organization by reducing the PMO headcount.
D) Improve the maturity of the PMO services.

2. In a large energy company, a PMO was recently established to help organize the numerous projects that are completed every year. Executives have passionate discussions in meetings to select and prioritize projects to enter the portfolio. These discussions cause frequent delays and result in decisions being questioned by some of the executive board members.
What should the PMO professional do to improve this situation?

A) Facilitate the selection and prioritization process based on their own project management experience.
B) Suggest informal activities to build interpersonal relationships among the company executives.
C) Implement a portfolio management service that includes established criteria for project selection and prioritization.
D) Ask the executives to discuss issues based on the projects ' proposed business cases so that discussions are more objective.

3. 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) Ask to review the customer satisfaction metrics.
C) Establish a customer experience department.
D) Support the reevaluation of the strategic plan by the executives.

4. A company aims to build a series of nuclear power plants and wants to establish a PMO to support its large- scale and high-risk strategy. The PMO professional has already developed the PMO vision, mission, and high- level strategy.
What should the PMO professional do next?

A) Define the PMO scope, authority, roles, and responsibilities.
B) Outline the expected benefits of the program ' s strategy.
C) Identify critical factors that shape PMOs across the energy industry.
D) Determine the most common risks and pain points in the energy sector.

5. A PMO professional is responsible for a team of project managers who lead projects for the business departments. A business manager has mentioned to the PMO professional that one of the project managers assigned to them is very set in their ways, which is causing friction among the project team members.
How should the PMO professional respond to this feedback?

A) Assign a different project manager to this project, as keeping the business department happy is paramount to PMO success.
B) Instruct the PMO team members to be more sensitive to how the other project team members work.
C) Ask the project manager to explain the challenges of working with the other project team members.
D) Talk with the respective project team members about specific examples of situations that caused issues within the project team.

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