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PMI Project Management Office Certified Professional Sample Questions:

1. Three years ago, a large manufacturing company established a PMO to enhance project outcomes across departments. An experienced PMO professional has now been hired as a consultant to assess the PMO's maturity.
What should the PMO professional recommend to help improve the PMO's maturity?

A) Introduce more strategic services that align with business goals to improve the PMO's maturity.
B) Conduct a PMO service maturity assessment and develop a comprehensive maturity improvement plan that includes continuous service evaluations.
C) Transition the PMO to a value management office (VMO) to increase service maturity and maximize the benefits delivered to PMO customers.
D) Transform the PMO into a project management center of excellence (PMCoE) to ensure the organization consistently applies the most mature practices.

2. A PMO professional is overseeing multiple customer care projects within a mid-sized company. The project sponsors, the chief of operations and the chief of customer success, have demanding schedules and are often occupied with other responsibilities.
How should the PMO professional ensure effective communication with these key stakeholders?

A) Collaborate with them during early planning to establish a clear communications management plan, including defined reporting and escalation procedures.
B) Engage with them primarily at the project's key phase gate reviews, ensuring their presence during all critical life cycle transitions.
C) Reach out to them only when critical issues arise in order to avoid adding to their workload unnecessarily.
D) Include them in the project's weekly team meetings to ensure they are continuously updated on the project's progress and aware of any emerging challenges.

3. 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) Create a benefits map for the company's initiatives and products.
C) Develop a dashboard to show the product portfolio's progress.
D) Advise the board to move to a hybrid approach for its product development.

4. A newly appointed PMO professional received a mandate for setting up a PMO in an organization operating in the energy sector, with a main objective of improving project delivery.
What should the PMO professional do first?

A) Develop a PMO charter that includes its purpose, objectives, and key services.
B) Create policies and procedures that oversee organizational project management processes.
C) Create a plan for the PMO that aligns with the organizational goals.
D) Assess the current state of organizational project management maturity and identify gaps.

5. A mature enterprise PMO unit in a large, diversified holding is now supporting a new business unit as a result of an organizational transformation. The director of this unit expresses doubts on the value and benefits of PMO support during the annual budgeting process.
How should the PMO professional articulate the PMO's value and get buy-in from this stakeholder for the PMO services?

A) Involve the PMO sponsor in the next budgeting session to reinforce the PMO's position.
B) Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.
C) Understand the director's doubts and extend an invitation to present project case studies and PMO success stories.
D) Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.

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