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
A PMO is considering presenting its stakeholders with a "menu" of available functions to streamline the process of aligning expectations. However, some PMO team members raise concerns that this approach might not address stakeholders‘ actual needs effectively.
Why is presenting a “menu” of PMO functions to stakeholders considered flawed?
- A . It demands significant effort from the PMO staff to manage the selection process
- B . Stakeholders may lack the expertise to identify the most suitable PMO service
- C . It simplifies the PMO’s responsibilities, limiting its potential contributions
- D . Stakeholders typically prefer choosing specific project managers for their teams
The evolution of PMO maturity occurs:
- A . When we Increase the amount of functions performed.
- B . When PMO functions become more sophisticated, whether operational, tactical or strategic.
- C . When the PMO ceases to be operational and becomes increasingly strategic.
- D . When organizational maturity in project management evolves.
During a discussion about PMO maturity, a team member argues that focusing on strategic functions automatically makes a PMO mature, while others debate the role of service effectiveness and alignment with organizational needs.
What is a common misconception about PMO maturity?
- A . A PMO providing strategic functions is considered mature
- B . A mature PMO is always focused on operational tasks and responsibilities
- C . Maturity is determined solely by the PMO’s ability to meet technical standards
- D . PMO maturity has no connection to the effectiveness of its service delivery
What is the relationship between organizational maturity in project management and PMO maturity?
- A . The existence of organizational maturity Is a requirement for the existence of a PMO.
- B . All answers are correct.
- C . Organizational maturity and PMO maturity are different and complementary concepts.
- D . The existence of a PMO is a sign of organizational maturity.
A company’s PMO is focusing on operational-level functions to address immediate challenges within ongoing projects.
Which of the following is typically the focus of operational PMO functions?
- A . Providing support for individual projects and solving day-to-day problems
- B . Supporting executive decisions on organizational strategy and priorities
- C . Establishing and enforcing industry-wide project management standards
- D . Managing and aligning entire organizational portfolios across departments
What demonstrates the evolution of the maturity of a given function?
- A . The amount of resources allocated to the function.
- B . The existence of evidences (drivers) that demonstrate the evolution in the sophistication of the
way the function is performed. - C . Business results obtained.
- D . The time elapsed since it was implemented.
When defining the processes of a PMO, we must consider:
- A . That processes are standardized for any and every organization.
- B . That the formalization and alignment of PMO processes is an outdated approach.
- C . That it is not possible to aggregate methodologies and specific approaches to processes, such as agile methods.
- D . That each function of the PMO should have its own process adapted to the needs of the organization.
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
How many performance indicators should be used for each PMO function in each evaluation cycle?
- A . Only key functions should be monitored with performance Indicators, reducing bureaucracy and excessive control.
- B . One indicator per function, giving focus to what really matters.
- C . From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.
- D . All the indicators recommended by the methodology.
How should the functions of a PMO be established?
- A . Implementing the same functions observed In organizations considered benchmark In the industry.
- B . Identifying stakeholder benefits expectations and defining which functions will be able to serve them.
- C . Selecting and following a model considered as best practice (Strategic, Center of Excellence, Agile, etc.)
- D . Asking the stakeholders what functions the PMO should perform.