[Jan-2025] Pass PMO-CP Exam in First Attempt Updated PMO-CP Exam Questions [Q22-Q38]

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[Jan-2025] Pass PMO-CP Exam in First Attempt Updated PMO-CP Exam Questions

PMO Certified Practitioner Dumps PMO-CP Exam for Full Questions – Exam Study Guide

NO.22 The balance of a PMO’s mix of functions is fundamental because:

Itallows Investments to be made in a balanced way over time.

Allows the workload to be balanced over time.

It allows stakeholders to realize and recognize the value of the PMO over time.

It allows the costs of the PMO not to be concentrated in a specific period.

NO.23 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 PMO providing strategic functions is considered mature

A mature PMO is always focused on operational tasks and responsibilities

Maturity is determined solely by the PMO’s ability to meet technical standards

PMO maturity has no connection to the effectiveness of its service delivery

NO.24 After collecting PMO stakeholders’ benefit expectations, the PMO VALUE RING provides:

A list of recommended functions prioritized, based on the stakeholders’ expected benefits.

A list of verified processes, based on the expectations of the upper management.

A list of recommended benefits from the functions.

A list of recommended functions prioritized from the processes indicated as best practices.

NO.25 A PMO is reviewing the progress of its functions to determine how their maturity has evolved over time. The team debates whether resource allocation, elapsed time, or evidence of sophistication improvements are the best indicators. What demonstrates the evolution of the maturity of a given function?

The amount of resources allocated to support the function over time

The presence of evidence improvements in how the function is performed

The total time elapsed since the function was first implemented

The specific business results achieved as a direct benefit of the function

NO.26 Are the skills of a professional in PMOs the same as those of a Project Manager?

Yes, because the focus of a PMO’s work is project management, so competencies are essentially the same.

No, in addition to the technical competencies in project management, there is also a need for behavioral competencies.

Yes, that’s why most PMO leaders have previous experience as Project Managers.

No, the competencies required for a PMO professional will depend directly on the PMO functions in which he/she is involved.

NO.27 What are PMO processes?

They are the processes established to define the functions of the PMO and resources to be allocated.

They are the processes established for project planning and control.

They are the established processes to manage projects, programs and portfolio

They are the processes established for each function performed by the PMO.

NO.28 What demonstrates the evolution ofthe maturity of a given function?

The amount of resources allocated to the function.

The existence of evidences (drivers) that demonstrate the evolution in the sophistication of the way the function is performed.

Business results obtained.

The time elapsed since it was implemented.

NO.29 When collecting the stakeholder’s benefits expectations, we must:

Make it clear that the PMO’s commitment is to the organization, not to the interests of the stakeholders.

Ask the stakeholders to identify which functions are most appropriate to meet their own benefits expectations.

Classify stakeholders into groups, with different levels of relevance.

Ensure that everyone has the same benefits expectations.

NO.30 The performance of the PMO should be evaluated:

Annually, to ensure the alignment of the PMO with the needs of the organization.

In a different and specific way for each function.

With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.

By an independent audit, to ensure an exempt evaluation.

NO.31 What does the target/desired maturity level for a function mean?

It Is the level of sophistication desired for the function at the beginning of the evaluation cycle.

It is the level of competencies to perform a particular function.

It is the level of sophistication desired for the function at the end of the evaluation cycle.

It should always be less than the current maturity level.

NO.32 Does the success of projects under the PMO mandate demonstrate the success of the PMO?

Yes, because the PMO Is always created to Improve project performance.

No, using the correlation between project success and PMO success does not make sense for a support area.

Sometimes, depending on what functions the PMO will be offering.

Yes, because successful projects increase the perception of the value of PMO’s work

NO.33 Two PMO professionals were allocated to execute a specific function. The allocated professionals have, respectively, Personal Competency Adherence Indicators (p-CAI) of 75% and 65% for this function. It’s observed that the Competency Adherence Indicator of the Function (f-CAI) is 85%. We could say that:

The f-CAI is calculated considering the best performance (p-CAI) among the members of the PMO allocated in the function, justifying the f-CAI equal to 85%.

The f-CAI calculation was done incorrectly and the correct result would be 70%.

The calculation was done correctly, but there is not enough information available to justify the f-CAI equal to 85%.

The f-CAI is calculated according to the goal established by the PMO stakeholders.

NO.34 During a strategic planning session, the PMO leadership team is evaluating the best approach to define the PMO’s functions. The team considers whether it should follow a universally recognized model or type of PMO or adopt industry best practices. How should the functions of a PMO be established to best serve the organization and its stakeholders?

By identifying the specific benefit expectations of stakeholders and defining the PMO functions that will best fulfill those needs, ensuring alignment with organizational goals

By selecting and following a model considered to be a best practice, such as a Strategic PMO, Center of Excellence, or Agile, which may have worked well in other organizations

By implementing the same functions that are used in organizations recognized as industry benchmarks, assuming that they will be equally effective in this context

By directly asking stakeholders what functions they believe the PMO should perform, even if this does not necessarily align with strategic objectives or operational needs

NO.35 A company is evaluating its PMO to understand its contribution to organizational success. Some team members suggest that a mature organization naturally leads to a mature PMO, while others argue that they are separate concepts that need to evolve together. How should the relationship between organizational project management maturity and PMO maturity be understood?

The existence of a PMO itself indicates a certain level of organizational maturity, showing that the organization is ready to implement formal project management practices

All of the above, as each perspective offers a different but valid understanding of how organizational maturity and PMO maturity are connected

Organizational maturity and PMO maturity are distinct yet interrelated, evolving independently while complementing and, at times, limiting each other to drive project management success

Organizational maturity is essential for the establishment of a PMO, as only a mature organization can effectively support a structured and impactful PMO

NO.36 During a PMO performance review, the team discusses the common reasons why some PMOs struggle or fail. Some argue that the lack of sponsorship is the primary issue, while others believe it’s a symptom of deeper problems. Many PMOs fail due to a lack of sponsorship. This is a:

Myth, because the lack of sponsorship is not the cause of failure, but rather a symptom of misalignment with stakeholder expectations

Fact, because without the support of upper management, a PMO cannot survive or succeed

Myth, since PMOs don’t technically fail, they just generate results below expectations

Fact, as the failure of many PMOs is due to the lack of necessary investments and resources

NO.37 The performance of the PMO should be evaluated:

Annually, to ensure the alignment of the PMO with the needs of the organization.

In a different and specific way for each function.

With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.

By an independent audit, to ensure an exempt evaluation.

NO.38 What is the relationship between organizational maturity in project management and PMO maturity?

The existence of organizational maturity Is a requirement for the existence of a PMO.

All answers are correct.

Organizational maturity and PMO maturity are different and complementary concepts.

The existence of a PMO is a sign of organizational maturity.

PMI PMO-CP Exam Syllabus Topics:

Topic	Details
Topic 1	Defining and Balancing the PMO Mix of Functions: This module focuses on helping PMO managers and project management professionals define the appropriate mix of functions for the PMO. It covers how to balance strategic, governance, and support functions within the PMO to ensure it delivers maximum value to the organization.
Topic 2	Collecting Stakeholders’ Expectations: In this module, PMO managers, project management professionals, and business analysts will learn how to effectively gather and understand the expectations of various stakeholders. This includes identifying key stakeholders, capturing their needs and expectations, and aligning those with the goals of the Project Management Office (PMO).
Topic 3	Establishing the PMO Balanced Scorecard: This module helps PMO managers and performance measurement professionals develop and implement a balanced scorecard for the PMO.
Topic 4	Establishing the PMO Processes: In this module, PMO managers and process improvement specialists will learn how to set up the essential processes for the PMO. It involves designing and implementing standardized processes that enhance project management effectiveness across projects.
Topic 5	Defining PMO Key Indicators and Measuring Performance: This module teaches PMO managers and performance analysts how to define key performance indicators (KPIs) for the PMO.
Topic 6	Calculating the PMO ROI (Return On Investment): In this module, PMO managers and financial analysts will learn how to calculate the return on investment (ROI) for the PMO. This involves assessing the financial benefits delivered by the PMO relative to its costs and effectively communicating this value to stakeholders and senior management.