PMI PMO-CP Practice Exams
Last updated on Apr 07,2025- Exam Code: PMO-CP
- Exam Name: PMO Certified Practitioner
- Certification Provider: PMI
- Latest update: Apr 07,2025
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:
- A . Myth, because the lack of sponsorship is not the cause of failure, but rather a symptom of misalignment with stakeholder expectations
- B . Fact, because without the support of upper management, a PMO cannot survive or succeed
- C . Myth, since PMOs don’t technically fail, they just generate results below expectations
- D . Fact, as the failure of many PMOs is due to the lack of necessary investments and resources
Why is it necessary to understand who the PMO stakeholders are?
- A . Because It Is up to them to support the work of the PMO.
- B . Because they are the ones who pay the cost of the PMO.
- C . Because their expectations of benefits should guide the PMO set up.
- D . Because they will be influenced by the work of the PMO.
A skilled project manager is transitioning into a PMO role and feels unsure about the differences in responsibilities. She wonders if the competencies required for her new position would be the same as those needed for managing individual projects.
Are the competencies of a PMO professional the same as those of a Project Manager?
- A . No, in addition to technical competencies in project management, PMO professionals require behavioral competencies as well
- B . No, the competencies needed for a PMO professional depend directly on the specific PMO functions they are involved in
- C . Yes, which is why most PMO leaders have prior experience as Project Managers
- D . Yes, because the focus of a PMO’s work is project management, making the competencies essentially identical
A PMO is evaluating its Return On Investment (ROI) to justify its value to stakeholders. The team
debates which factors have the most direct impact on this calculation.
What factors may directly influence the calculation of the PMO ROI?
- A . The level of satisfaction within the PMO team, the duration of each project phase, and resource utilization rates
- B . The number of completed projects, their total budget, and how much each project contributed to the organization’s goals
- C . The maturity of the PMO functions and the level of competencies of the PMO resources allocated to them
- D . The size of the PMO team, the number of project management tools used, and the alignment with business objectives
The PMO processes, when formally defined:
- A . Should compose the PMO Service Catalog, which will be used to align expectations with stakeholders.
- B . Can generate conflicts among stakeholders, by clearly establishing how the PMO should act.
- C . Should be considered as a rule, with no possibility to be adjusted or improved during the cycle.
- D . Generate unnecessary bureaucracy, which does not contribute to the success of the PMO.
What is the ideal type or model of PMO?
- A . The Strategic PMO.
- B . The Agile PMO.
- C . The Center of Excellence.
- D . None of the answers.
Essentially, to be successful and recognized, a PMO should be able to:
- A . Complete projects on agreed cost and time.
- B . Reduce the waste of resources on projects.
- C . Improve the business results of the organization.
- D . Generate perceived value for its stakeholders.
Does the success of projects under the PMO mandate demonstrate the success of the PMO?
- A . Yes, because the PMO Is always created to Improve project performance.
- B . No, using the correlation between project success and PMO success does not make sense for a support area.
- C . Sometimes, depending on what functions the PMO will be offering.
- D . Yes, because successful projects increase the perception of the value of PMO’s work
In order to select the PMO functions. It is necessary to evaluate a set of important indicators.
Which of the following Indicators is not necessary for this analysis?
- A . The Competency Adherence Indicator (PMO-CAI) of the PMO.
- B . The Expectation Adherence Indicator of the stakeholder groups, and of each stakeholder.
- C . The Perceived Value Equilibrium/Balance Indicator of the PMO.
- D . The Expectation Adherence Indicator (PMO-EAI) of the PMO.
The evolution of PMO maturity occurs:
- A . When we Increase the amount of functions performed.
- B . When PMO functions become more sophisticated, whether operational, tactical or strategic.
- C . When the PMO ceases to be operational and becomes increasingly strategic.
- D . When organizational maturity in project management evolves.