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PMI Project Management Office Certified Professional Sample Questions (Q110-Q115):
NEW QUESTION # 110
A PMO professional is tasked with ensuring the organization's competency framework stays relevant to evolving industry trends and internal strategic needs. Which approach should the PMO professional take to achieve this?
- A. Rely primarily on feedback from internal stakeholders to update the competency framework according to current organizational challenges.
- B. Engage external consultants to periodically review and recommend updates to the competency framework when major industry changes occur.
- C. Regularly assess and update the competency framework to align with evolving industry trends and organizational requirements, ensuring its relevancy.
- D. Conduct a one-time assessment of the competency framework and plan to update it every 5 years based on industry trends.
Answer: C
Explanation:
The Lifecycle Management domain emphasizescontinuous assessment and adaptationof organizational frameworks to maintain alignment with evolving internal and external contexts. Regularly reviewing and updating the competency framework (Option B) ensures it remains relevant to industry changes and strategic shifts.
Relying only on internal feedback (Option A) may miss external market or technological trends. A one-time or infrequent update (Option C) risks the framework becoming obsolete. Relying solely on external consultants (Option D) may lack continuous engagement and ownership.
PMI guidance promotes aniterative, proactive approachto competency management, integrating multiple data sources for ongoing relevance.
References:
PMI-PMOCPExam Content Outline, Lifecycle Management Domain
PMI Practice Standard for Project Management Offices (2013), Capability Development Sections PMI PMO Value Ring, Talent and Competency Management
NEW QUESTION # 111
A PMO was set up in a large organization with a highly skilled PMO professional appointed to lead it. The sponsor agreed to give the PMO professional all the necessary resources from the beginning. The PMO professional and team immediately progressed with the implementation of accepted project management methodologies and internationally recognized practices and tools. At the end of the year, executive leadership raised concerns about the PMO's performance.
What should the PMO professional have considered during the service catalog development?
- A. The PMO professional should have identified the needs of all of the customer groups and adapted the service catalog based on their pain points and expectations.
- B. The PMO professional should have surveyed the portfolio, program, and project managers because they are the ones using the methodologies and tools.
- C. The PMO professional should have interviewed other members of the executive leadership team and not just the PMO sponsor.
- D. The PMO professional should have benchmarked against the experience of successful PMOs from other organizations.
Answer: A
Explanation:
Effective service catalog development requires acomprehensive understanding of all PMO customer groups and their unique needs. PMI-PMOCP highlights that adapting services to customer pain points and expectations ensures relevance, adoption, and value delivery. This broad stakeholder engagement avoids disconnect between PMO offerings and organizational requirements.
Interviewing only executives (option A), benchmarking (option B), or surveying just project managers (option C) are insufficient alone. Identifying diverse customer needs holistically is critical to service effectiveness.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Service Delivery and Customer Engagement.
NEW QUESTION # 112
A PMO professional received feedback from the project managers indicating that the project management software is not user friendly and fails to support their work. Which action should the PMO professional take to address this concern?
- A. Escalate the issue to the project sponsor to reinforce compliance.
- B. Identify appropriate software training for the project managers.
- C. Schedule feedback meetings with the project managers to discuss the complaints.
- D. Meet with the software developers to address the software complaints.
Answer: C
Explanation:
Within the Governance domain of PMI-PMOCP, addressing tool-related issues requiresactive stakeholder engagement and open communication. Scheduling feedback meetings with project managers (Option C) allows the PMO professional to gather detailed, actionable information about specific usability challenges, prioritize them, and then coordinate solutions.
Jumping directly to training (Option A) might miss underlying issues with the software itself. Meeting with developers (Option B) without clear user input can lead to unfocused fixes. Escalating (Option D) prematurely risks damaging trust and does not solve the root problem.
PMI guidance highlights the importance offacilitating two-way communication and incorporating user feedbackas a foundation of effective governance and continuous improvement.
References:
PMI-PMOCPExam Content Outline, Governance Domain
PMI Practice Standard for Project Management Offices (2013), Governance and Stakeholder Engagement Sections PMI PMO Value Ring, Feedback and Continuous Improvement
NEW QUESTION # 113
The project sponsor and the manufacturing director of a PMO-managed project have different opinions about the development of a new order-tracking system.
What should the PMO professional do to avoid this situation in the future?
- A. Involve key stakeholders to ensure that requirements are not overlooked.
- B. Develop an effective project scope and change control process during project planning.
- C. Ensure that the project sponsor has approved the requirements.
- D. Advise executives to complete a roles and responsibility matrix in the project planning.
Answer: A
Explanation:
Conflicting opinions among key stakeholders typically arise whenstakeholders are not effectively engaged during requirements gathering and project planning. Involving all key stakeholders early (Option B) helps ensure comprehensive requirements, reduces misunderstandings, and fosters alignment.
While scope and change control processes (Option A) are necessary, they do not replace stakeholder engagement. Roles matrices (Option C) and approvals (Option D) support governance but do not proactively prevent requirements misalignment.
PMI-PMOCP Governance practices highlight early stakeholder involvement as a key success factor.
References:
PMI-PMOCPExam Content Outline, Governance Domain
PMI Practice Standard for Project Management Offices (2013), Stakeholder Management PMI PMO Value Ring, Stakeholder Engagement
NEW QUESTION # 114
A software company hired a PMO professional to establish a new PMO to oversee the performance of its projects and create the required processes. The new PMO professional immediately conducted project management training sessions for all project managers, developed project templates, and regularly conducted project audits. After the PMO had been in service for a year, senior management decided to shut down the PMO due to lack of value generation.
What should the PMO professional have done differently to ensure that the PMO generated the desired value?
- A. Conduct the required training on a smaller scale first before delivering the training to all project managers.
- B. Validate and align with senior management's expectations at the beginning of the PMO setup.
- C. Change the frequency of project audits in order to reduce the PMO operating costs.
- D. Reduce the costs of the PMO in the first year and increase it gradually year over year.
Answer: B
Explanation:
A critical early step in establishing a PMO is tovalidate and align the PMO's purpose, objectives, and services with senior management expectations.PMI-PMOCP emphasizes stakeholder engagement and alignment as foundations for PMO success. Without this alignment, PMO efforts may miss organizational priorities, resulting in perceived lack of value.
While training and audits are important, their scale and scope should reflect the organization's needs and priorities. Costs and frequency changes (options A and C) are secondary to strategic alignment. Smaller scale training (option B) may help adoption but does not replace the need for clear expectation-setting.
Alignment ensures the PMO delivers relevant services and is recognized as a value driver.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Strategic Alignment and PMO Establishment.
NEW QUESTION # 115
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