PMI PMO-CP Practice Exams
Last updated on Apr 01,2025- Exam Code: PMO-CP
- Exam Name: PMO Certified Practitioner
- Certification Provider: PMI
- Latest update: Apr 01,2025
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
What are the most common PMO stakeholders?
- A . Upper management, project managers, and external suppliers.
- B . Upper management, project managers, functional managers, and project team members.
- C . Upper management, functional managers, and external clients of the organization
- D . Upper management, project managers, functional managers, and all other employees of the
organization.
The PMO Expectation Adherence indicator (pmo-EAl) is:
- A . The sum of 20% of the functions capable of generating 80% cumulative contribution probability.
- B . The sum of the selected functions’ contribution probabilities.
- C . The sum of the results of executed projects.
- D . The sum of 80% of the functions capable of generating 20% cumulative contribution probability.
Many PMOs fail due to a lack of sponsorship.
This is a:
- A . Myth, because the lack of sponsorship is not the cause of failure, but a consequence C or evidence C of a lack of alignment with the stakeholders’ expectations.
- B . Fact, because without the support of upper management a PMO cannot survive.
- C . Myth, since the PMOs do not fail, they only generate below-expected results.
- D . Fact, as the failure of many PMOs is due to lack of necessary investments.
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?
- A . 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
- B . All of the above, as each perspective offers a different but valid understanding of how organizational maturity and PMO maturity are connected
- C . Organizational maturity and PMO maturity are distinct yet interrelated, evolving independently while complementing and, at times, limiting each other to drive project management success
- D . Organizational maturity is essential for the establishment of a PMO, as only a mature organization can effectively support a structured and impactful PMO
What are PMO processes?
- A . They are the processes established to define the functions of the PMO and resources to be allocated.
- B . They are the processes established for project planning and control.
- C . They are the established processes to manage projects, programs and portfolio
- D . They are the processes established for each function performed by the PMO.
The performance of the PMO should be evaluated:
- A . Annually, to ensure the alignment of the PMO with the needs of the organization.
- B . In a different and specific way for each function.
- C . With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.
- D . By an independent audit, to ensure an exempt evaluation.
A PMO is selecting performance indicators for its functions and discussing why certain indicators might carry more weight than others.
Why can the performance indicators of each function have different relevance?
- A . Because the relevance of indicators is determined by the importance of each specific function
- B . Because each indicator plays a unique role in measuring the value perception generated for stakeholders
- C . Because each indicator has varying potential to contribute to the PMO’s financial returns
- D . Because the relevance of indicators is influenced by the overall maturity of the PMO
The greater the maturity of a PMO:
- A . The greater the number of functions performed by the PMO.
- B . The greater is the PMO team.
- C . The greater the PMO cost.
- D . The greater the value generated for the PMO stakeholders.
During a discussion on PMO performance, the team is debating how often the PMO should be assessed and possibly redesigned to enhance its effectiveness. Some members advocate for long-term evaluations, while others propose more frequent assessments.
What would be the most effective evaluation cycle for the PMO?
- A . Every 5 years, allowing enough time for significant organizational changes and maturation
- B . There is no set evaluation cycle, as the methodology can be applied as needed
- C . Only once, during the initial setup phase of the PMO, to establish its baseline functions
- D . A 12-month cycle, starting from its setup or the first evaluation, to ensure continuous improvement and alignment