PMO Certified Professional (PMI-PMOCP)
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66 questions in this view
A PMO Professional at a software development services company has set up a meeting to make a go/no-go decision on a mega project that will bring the company high visibility in the market. Senior management expects clear advice from the PMO Professional, who is a key presenter in this meeting.
What information should the PMO Professional prepare to present at this meeting? (Choose 2)
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Two years ago, a software company implemented an agile culture and adopted Scrum as a framework for product development. During those 2 years, the company's senior management struggled with the link between the product value generated and the business objectives.
What should the PMO professional do to bridge this gap?
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Senior management at a small company is dissatisfied with project performance and has tasked the PMO with addressing the issue. An organizational project management (OPM) maturity assessment has uncovered significant gaps compared to industry standards.
What should the PMO professional do first?
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A chemical company is undergoing a transformation and has defined five strategic pillars, each with a list of strategic initiatives. The PMO is responsible for supporting the transformation process, and the executive team has proposed many initiatives for the upcoming year. However, the PMO professional realizes that the initiatives do not sufficiently address all of the strategic pillars.
What should the PMO professional do first?
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A PMO professional is aware that a company is restructuring the entire organization and might close projects that are not adding any value. The chief executive officer (CEO) asked the PMO professional to prepare a high-level summary of the organization's projects to enable the steering committee to select the projects to be terminated. The company previously strategized the ongoing projects using a strategic rank from 1 to 5, with 1 being the least strategic and 5 being the most strategic.
Which projects should the PMO Professional choose for termination?
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After a recent organizational shift, a group of project managers has been reassigned to the PMO from their previous departments. Although familiar with the PMO, they are unaware of its services or customers. These project managers are highly skilled and well regarded by their peers.
What should the PMO professional prioritize to effectively onboard the project managers into the PMO?
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