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PMI PMO Certified Professional Sample Questions (Q17-Q22):

NEW QUESTION # 17
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:

A. The calculation was done correctly, but there is not enough information available to justify the f-CAI equal to 85%.
B. The f-CAI calculation was done incorrectly and the correct result would be 70%.
C. The f-CAI is calculated according to the goal established by the PMO stakeholders.
D. 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%.

Answer: A

NEW QUESTION # 18
During a session on stakeholder engagement, the PMO team is discussing how to collect and prioritize stakeholder benefit expectations to guide their strategy. The team debates the best approach to ensure that stakeholder needs are effectively addressed without compromising the PMO's alignment with organizational goals. When collecting stakeholders' benefits expectations, what should the PMO do?

A. Ensure that all stakeholders have the same benefits expectations, so that there is alignment across the organization
B. Make it clear that the PMO's primary commitment is to the organization as a whole, not just to individual stakeholder interests, ensuring alignment with broader objectives
C. Classify stakeholders into groups based on their level of relevance and influence, prioritizing those whose expectations are most critical to the PMO's success
D. Ask stakeholders to identify which functions they believe the PMO should perform, based on their personal or departmental benefit expectations

Answer: C

Explanation:
Classifying stakeholders by relevance and influence allows the PMO to prioritize critical expectations without spreading resources too thin. This approach balances individual needs with organizational alignment, ensuring that the most impactful benefits guide the PMO's strategy.
References:
* PMI's Stakeholder Management Principles.
* PMBOK Guide, 7th Edition - Techniques for stakeholder prioritization.

NEW QUESTION # 19
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

Answer: B

Explanation:
The competencies of a PMO professional are function-specific. While technical project management skills are often relevant, PMO roles may also require strategic thinking, stakeholder engagement, and process improvement expertise, which may differ significantly from traditional project management.
References:
* PMI's Talent Triangle - Emphasis on strategic and business management skills for PMO roles.
* Competency Development Frameworks for PMO Professionals.

NEW QUESTION # 20
What are the most common PMO stakeholders?

A. Upper management, project managers, functional managers, and project team members.
B. Upper management, functional managers, and external clients of the organization
C. Upper management, project managers, and external suppliers.
D. Upper management, project managers, functional managers, and all other employees of the organization.

Answer: A

Explanation:
The most common stakeholders of a PMO (Project Management Office) includeupper management, project managers, functional managers, and project team members. These stakeholders are directly involved in or affected by the PMO's activities and performance.
* Upper managementprovides strategic direction and ensures that the PMO aligns with organizational goals.
* Project managersare responsible for executing projects and rely on the PMO for governance, methodologies, and support.
* Functional managersoversee specific departments or areas and provide resources for projects.
* Project team memberscontribute to the project deliverables and rely on the PMO for guidance and structure.
The involvement of these key stakeholders is crucial for ensuring that the PMO operates effectively and meets the organization's expectations.

NEW QUESTION # 21
During a PMO planning session, the team discusses setting target maturity levels for its functions to align with organizational goals. What does the target/desired maturity level for a function represent?

A. The level of sophistication expected for the function at the beginning of the cycle
B. A maturity level that should always be lower than the current level
C. The level of sophistication planned for the function by the end of the evaluation cycle
D. The competencies required to effectively perform the specific function

Answer: C

Explanation:
The target maturity level represents the planned sophistication and effectiveness for a function by the end of a defined cycle. It provides a roadmap for continuous improvement and alignment with organizational goals, helping to measure progress and guide resource allocation.
References:
* PMI's Organizational Project Management (OPM) framework - Establishing maturity benchmarks.
* PMO Evolution Models - Best practices for defining maturity targets.

NEW QUESTION # 22
......

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