PMI PMO-CP Übungsprüfungen
Zuletzt aktualisiert am 24.04.2025- Prüfungscode: PMO-CP
- Prüfungsname: PMO Certified Practitioner
- Zertifizierungsanbieter: PMI
- Zuletzt aktualisiert am: 24.04.2025
During a session on stakeholder engagement, the PMO team is discussing how to collect and prioritize stakeholder benefit expectations to guide their strategy. The team debates the best approach to ensure that stakeholder needs are effectively addressed without compromising the PMO’s alignment with organizational goals.
When collecting stakeholders’ benefits expectations, what should the PMO do?
- A . Classify stakeholders into groups based on their level of relevance and influence, prioritizing those whose expectations are most critical to the PMO’s success
- B . Ask stakeholders to identify which functions they believe the PMO should perform, based on their personal or departmental benefit expectations
- C . Make it clear that the PMO’s primary commitment is to the organization as a whole, not just to individual stakeholder interests, ensuring alignment with broader objectives
- D . Ensure that all stakeholders have the same benefits expectations, so that there is alignment across the organization
A PMO is reviewing its service strategy and considering whether to focus on tools and processes or on the benefits desired by its stakeholders.
Why is it important for PMOs to understand stakeholder expectations in terms of benefits?
- A . It ensures that PMOs can deliver solutions that align with real, value-driven stakeholder needs
- B . It simplifies the PMO’s internal processes, making them more efficient to manage
- C . It reduces the need for ongoing improvements in PMO functions and approaches
- D . It allows the PMO to choose and implement tools that they find most suitable
Are the skills of a professional in PMOs the same as those of a Project Manager?
- A . Yes, because the focus of a PMO’s work is project management, so competencies are essentially the same.
- B . No, in addition to the technical competencies in project management, there is also a need for behavioral competencies.
- C . Yes, that’s why most PMO leaders have previous experience as Project Managers.
- D . No, the competencies required for a PMO professional will depend directly on the PMO functions in which he/she is involved.
To calculate the ROI of the PMO. the following assumptions are used:
- A . The PMO exists to reduce the losses observed In the organization’s portfolio. Each function has a probability of contributing to the recovery of portfolio losses. In each organization, different reasons can cause losses in the portfolio.
- B . The PMO should have a strategic orientation. The functions established for the PMO are In accordance with the type previously defined. It Is not necessary to establish scenarios.
- C . The PMO exists to generate revenue for the organization. Each type of PMO has a different potential for generating results. Only corporate PMOs can have their ROI calculated.
- D . The PMO is a dynamic organizational entity. To evaluate the return it is necessary to establish optimistic, probable and pessimistic scenarios. The return is always negative, due to the costs necessary to sustain the existence of the PMO.
During a strategic planning session, a PMO team discusses how to balance its mix of functions to maximize its impact on the organization. They consider whether financial results, cost reduction, or perceived value should be the guiding principle.
What does it mean for the PMO mix of functions to be balanced?
- A . The selected functions must focus on generating improvements across various areas consistently over time
- B . The selected functions must be capable of generating financial results consistently over time
- C . The selected functions must be capable of generating perceived value for stakeholders over time
- D . The selected functions should aim to reduce costs for the organization in a balanced manner
What are the most common PMO stakeholders?
- A . Upper management, project managers, and external suppliers.
- B . Upper management, project managers, functional managers, and project team members.
- C . Upper management, functional managers, and external clients of the organization
- D . Upper management, project managers, functional managers, and all other employees of the
organization.
What is the relationship between the competencies required (or a PMO professional, and the PMO functions?
- A . All competencies identified in the PMO VALUE RING methodology are Important for all PMO functions, and all PMO professionals must develop them in a balanced way.
- B . Each PMO function will require different competencies, among those Identified In the PMO VALUE RING methodology. Some of them may or may not be necessary.
- C . All the competencies Identified in the PMO VALUE RING methodology are important for all PMO functions, but with different relevance for each function.
- D . Each function will require technical and behavioral skills, which must be present in all professionals working in the PMO.
During a workshop on improving PMO effectiveness, participants debate how value is perceived by stakeholders. Some argue that it depends solely on financial benefits, while others emphasize the importance of aligning with stakeholder expectations and needs.
What does the concept of "perception of value" primarily involve?
- A . A fixed set of technical indicators determined by the PMO itself
- B . Only financial benefits that can be measured by the organization
- C . A subjective evaluation based on stakeholder needs and expectations
- D . Objective metrics that are unrelated to stakeholder experience
A PMO is looking for ways to improve its Return On Investment (ROI) and is considering several potential actions. The team discusses strategies like enhancing maturity, focusing on strategic contributions, and optimizing project scopes.
Which of the following actions would NOT be recommended to improve the result of the PMO ROI?
- A . Increasing the number of PMO team members and aligning their roles to strategic objectives
- B . Evolving the maturity of selected functions and developing PMO members‘ competencies
- C . Expanding the range of projects managed under the PMO’s mandate to enhance its overall impact
- D . Reducing PMO costs and redesigning the selected mix of functions performed by the PMO