PMI-PMOCP Exam Dumps - PMI Project Management Office Certified Professional

Go to page:

Question # 25

A mid-sized technology company has established a PMO to improve project delivery and governance. The company's leadership has tasked the PMO professional with assessing the current effectiveness of the PMO and identifying areas for improvement.

How should the PMO professional proceed to fulfill this request?

Implement a project management software tool to streamline project tracking and reporting processes in real time.

Conduct employee satisfaction surveys throughout the organization to gauge how happy they are with the performance of the PMO.

Evaluate the maturity and capability of the PMO in performing each service it needs to deliver the benefits required.

Host quarterly team-building events to foster collaboration and camaraderie among PMO customers.

Full Access

Question # 26

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?

Invite the executive to engage with the board to understand the resource requirements.

Engage with key stakeholders during planning to evaluate the project resources.

Include a management reserve in the plan to recruit resources when needed.

Assess previous project plans to calculate the number of resources required.

Full Access

Question # 27

A PMO software tool was introduced 6 months ago to give PMO customers a comprehensive portfolio overview. The PMO professional recently received feedback indicating that customers are having difficulty navigating the tool and locating the necessary dashboards.

What should the PMO professional have done to prevent this issue?

Presented the benefits of the software to PMO customers across multiple communication channels.

Surveyed PMO customers regarding the most valuable functions to implement in the software.

Organized specific training sessions for PMO customers on how to use the software.

Interviewed PMO customers regarding the dashboards they would use regularly.

Full Access

Question # 28

A PMO professional is supporting project managers who are implementing a new organization-wide user support system. The PMO professional needs to help the project managers enable change management effectively within the organization. In recent years, similar initiatives have failed because employees were too focused on the negative effects of change. The changes were enforced by sending memos to employees who did not adopt the new processes. The instructions to adopt the new processes did not offer any flexibility.

Which approach should the PMO professional recommend to enable change this time?

Build trust and collaboration and communicate a shared vision and goals early in the project.

Allow users to use social networks to express their negative feelings about the change.

Enforce the adoption of the new processes with zero tolerance for variations or room for user feedback.

Ensure that all users know exactly what to do in every situation during the change process.

Full Access

Question # 29

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?

Present the CEO with the PMO charter that was previously endorsed by the executive team.

Turn the PMO into a value management office (VMO) to ensure it will generate value for the organization.

Facilitate workshops with key PMO customers to showcase the value delivered and educate them by clarifying potential benefits.

Survey PMO customers to identify what benefits they expect to receive from the PMO.

Full Access

Question # 30

There have been numerous complaints about the performance of one of the project managers.

How should the PMO professional address this issue?

Review the PMO maturity report and make an appropriate decision based on the findings.

Reassign the project manager to another role and replace them with a more skilled project manager.

Check the project manager's talent development plan and identify gaps for improvement.

Conduct a competency gap analysis and provide respective trainings and coaching.

Full Access

Question # 31

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?

Build the relationship from the bottom up by inviting middle management of the new business to an internal PMO event.

Understand the director's doubts and extend an invitation to present project case studies and PMO success stories.

Ask existing PMO accounts to provide the director with short video testimonials highlighting how they like the PMO.

Involve the PMO sponsor in the next budgeting session to reinforce the PMO's position.

Full Access

Question # 32

An enterprise PMO (EPMO) is working with different countries to staff project managers across the organization. Customers are providing feedback stating that the staffing is taking more time than expected when compared to the deadlines agreed upon with the customer.

Which two key performance indicators (KPIs) should the PMO professional monitor for this PMO service? (Choose 2)

The Net Promoter Score (NPS) related to general customer satisfaction.

The average time needed to recruit project managers for the customer.

The number of days taken on average to formally finalize customer requests.

The retention of project managers in their roles on the assigned projects.

The percentage of project manager roles filled within the deadline.

Full Access