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PMI Project Management Office Certified Professional Sample Questions:

1. A company is undergoing transformation due to a set of recent mergers and acquisitions (M&A) transactions.
A PMO professional is responsible for the processes and methodology and is asked to suggest ways to support the transformation by integrating organizational change management practices.
Which change management strategy should the PMO professional consider first to reinforce transformation activities?

A) Assess the cultural impact of the M&A transactions and develop an integration plan to bridge the gap and facilitate a new cultural shift.
B) Establish training on the key factors for M&A success to the PMO team.
C) Plan a timely organizational announcement and related communications to accompany all major organizational transformations.
D) Provide organizational change management training for the project managers.

2. 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) Meet with the software developers to address the software complaints.
B) Escalate the issue to the project sponsor to reinforce compliance.
C) Identify appropriate software training for the project managers.
D) Schedule feedback meetings with the project managers to discuss the complaints.

3. A PMO professional identified that the strategic project's stakeholders are dissatisfied with the visibility of project progress, citing a lack of visibility into key performance indicators (KPIs) and communication. The project manager ensured that the current PMO reporting process and requirements are being followed.
Which action should the PMO professional take?

A) Conduct an internal audit of the reporting process to identify inefficiencies and recommend improvements.
B) Implement stricter reporting requirements to ensure compliance with project standards.
C) Collaborate with stakeholders to confirm their reporting needs and propose enhancements.
D) Reassure the stakeholders about the reporting system's effectiveness.

4. During the planning phase for establishing a PMO, the PMO team encounters resistance from project managers who are concerned about potential bureaucracy and additional workload. The PMO professional recognizes the importance of stakeholder buy-in for successful PMO implementation.
What should the PMO professional do to address these concerns?

A) Develop a detailed cost-benefit analysis to demonstrate the potential return on investment (ROI) of the PMO to project managers.
B) Implement a communications management plan to address potential resistance and facilitate the adoption of the PMO within the organization.
C) Diagnose the needs and challenges within the organization and tailor the PMO's services and support functions to address those needs.
D) Conduct a benchmarking study to identify best practices from successful PMOs in similar organizations.

5. 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?

A) Provide them with the PMO mandate and service documentation, allowing them to learn on their own.
B) Create a customized onboarding process that includes training, team-building activities, and performance review sessions.
C) Introduce them to PMO customers, saying that they have just joined the unit and will soon be collaborating and delivering expected results.
D) Manage them as an autonomous unit under the PMO's umbrella until they begin delivering results, then integrate them into the PMO.

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