PMO-CP Practice Questions

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 ot the PMO.

A.  

Implementing the same functions observed In organizations considered benchmark In the industry.

B.  

Identifying stakeholder benefits expectations and defining which functions will be able to serve them.

C.  

Selecting and following a model considered as best practice (Strategic, Center of Excellence, Agile, etc.)

D.  

Asking the stakeholders what functions the PMO should perform.

A.  

Expand the scope of projects under the PMO mandate.

B.  

Reduce PMO costs and modify selected functions for the PMO.

C.  

Allow the PMO to take a more strategic approach, focusing on the business of the organization.

D.  

To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.

A.  

It Is the level of sophistication desired for the function at the beginning of the evaluation cycle.

B.  

It is the level of competencies to perform a particular function.

C.  

It is the level of sophistication desired for the function at the end of the evaluation cycle.

D.  

It should always be less than the current maturity level.

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

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

A.  

The existence of organizational maturity Is a requirement for the existence of a PMO.

B.  

All answers are correct.

C.  

Organizational maturity and PMO maturity are different and complementary concepts.

D.  

The existence of a PMO is a sign of organizational maturity.

A.  

To meet the needs of upper management.

B.  

To meet the short, medium and long term.

C.  

Because maturity evolves independently in each of these dimensions (strategic, tactical or operational).

D.  

To ensure that all necessary functions are being performed by the PMO.

A.  

Increasing the number of PMO team members and aligning their roles to strategic objectives

B.  

Evolving the maturity of selected functions and developing PMO members' competencies

C.  

Expanding the range of projects managed under the PMO's mandate to enhance its overall impact

D.  

Reducing PMO costs and redesigning the selected mix of functions performed by the PMO

A.  

When the organization’s overall project management maturity improves

B.  

When the PMO transitions from an operational to an exclusively strategic focus

C.  

When the number of functions performed by the PMO is increased

D.  

When PMO functions become more sophisticated, whether operational, tactical, or strategic