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1 / 50

What is the ideal type or model of PMO?

The Agile PMO

The Strategic PMO

The Center of Excellence

None of the answers

2 / 50

Are the skills of a professional in PMOs the same as those of a Project Manager?

Yes, that's why most PMO leaders have previous experience as Project Managers

Yes, because the focus of a PMO's work is project management, so competencies are essentially the same

No, in addition to the technical competencies in project management, there is also a need for behavioral competencies

No, the competencies required for a PMO professional will depend directly on the PMO functions in which he/she is involved

3 / 50

What is the relationship between the competencies required (or a PMO professional, and the PMO functions?

Each function will require technical and behavioral skills, which must be present in all professionals working in the PMO

All the competencies Identified in the PMO VALUE RING methodology are important for all PMO functions, but with different relevance for each function

Each PMO function will require different competencies, among those Identified In the PMO VALUE RING methodology. Some of them may or may not be necessary

All competencies identified in the PMO VALUE RING methodology are Important for all PMO functions, and all PMO professionals must develop them in a balanced way

4 / 50

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:

The f-CAI calculation was done incorrectly and the correct result would be 70%

The calculation was done correctly, but there is not enough information available to justify the f-CAI equal to 85%

The f-CAI is calculated according to the goal established by the PMO stakeholders

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%

5 / 50

To calculate the ROI of the PMO. the following assumptions are used:

The PMO exists to generate revenue for the organization. Each type of PMO has a different potential for generating results. Only corporate PMOs can have their ROI calculated

The PMO should have a strategic orientation. The functions established for the PMO are In accordance with the type previously defined. It Is not necessary to establish scenarios

The PMO exists to reduce the losses observed In the organization's portfolio. Each function has a probability of contributing to the recovery of portfolio losses. In each organization, different reasons can cause losses in the portfolio

The PMO is a dynamic organizational entity. To evaluate the return it is necessary to establish optimistic, probable and pessimistic scenarios. The return is always negative, due to the costs necessary to sustain the existence of the PMO

6 / 50

The PMO processes, when formally defined:

Generate unnecessary bureaucracy, which does not contribute to the success of the PMO

Can generate conflicts among stakeholders, by clearly establishing how the PMO should act

Should be considered as a rule, with no possibility to be adjusted or improved during the cycle

Should compose the PMO Service Catalog, which will be used to align expectations with stakeholders

7 / 50

The PMO Expectation Adherence indicator (pmo-EAl) is:

The sum of the results of executed projects

The sum of the selected functions' contribution probabilities

The sum of 20% of the functions capable of generating 80% cumulative contribution probability

The sum of 80% of the functions capable of generating 20% cumulative contribution probability

8 / 50

How should the functions of a PMO be established?

Asking the stakeholders what functions the PMO should perform

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

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

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

9 / 50

Why should we set up different groups of evaluators to carry out the competency assessment of the PMO members?

Because there must be three groups of evaluators

Because stakeholders have different expectations regarding the work of the PMO

Because different groups may have different relevancies In the assessment of the professional

Because of a system limitation, it does not support a large number of evaluators per professional

10 / 50

When collecting the stakeholder's benefits expectations, we must:

Ensure that everyone has the same benefits expectations

Classify stakeholders into groups, with different levels of relevance

Make it clear that the PMO's commitment is to the organization, not to the interests of the stakeholders

Ask the stakeholders to identify which functions are most appropriate to meet their own benefits expectations

11 / 50

What is the relationship between organizational maturity in project management and PMO maturity?

The existence of a PMO is a sign of organizational maturity

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

Organizational maturity and PMO maturity are different and complementary concepts

All answers are correct

12 / 50

During a PMO value assessment meeting, you notice that some PMO stakeholders focus heavily on operational details, such as meeting deadlines, while others appreciate the PMO's strategic contributions. However, some stakeholders seem unable to recognize the PMO's broader value. How does stakeholder maturity influence the perception of PMO value?

Less mature stakeholders prefer technical metrics over benefits

A lack of maturity prevents recognition of PMO value and benefits

Mature stakeholders recognize both strategic and tactical contributions

All stakeholders, regardless of maturity, perceive PMO value equally

13 / 50

A PMO is looking for ways to improve its Return On Investment (ROI) and is considering several potential actions. The team discusses strategies like enhancing maturity, focusing on strategic contributions, and optimizing project scopes. Which of the following actions would NOT be recommended to improve the result of the PMO ROI?

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

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

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

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

14 / 50

A PMO is in the process of categorizing its functions to identify which ones should be classified as strategic. What is the primary defining characteristic of a strategic PMO function?

Being executed exclusively by members of upper management

Being directly connected to the organization's core business processes

Contributing to the organization's strategic planning and goal setting

Being directly related to organizational strategy or upper management objectives

15 / 50

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?

Because the relevance of indicators is influenced by the overall maturity of the PMO

Because each indicator has varying potential to contribute to the PMO's financial returns

Because the relevance of indicators is determined by the importance of each specific function

Because each indicator plays a unique role in measuring the value perception generated for stakeholders

16 / 50

A PMO is working to refine its function offerings to better meet organizational needs. While some suggest providing a predefined list of functions for PMO stakeholders to choose from, others recommend focusing on stakeholder goals and benefits. What is the recommended method for PMOs to identify critical functions to offer?

Concentrating solely on providing administrative processes and oversight

Asking stakeholders to identify and prioritize the benefits they want to achieve

Providing a list of technical function options for stakeholders to select from

Offering a fixed set of predefined functions without allowing for customization

17 / 50

A PMO is formalizing its processes to improve consistency and stakeholder alignment. While some team members are concerned about potential bureaucracy, others highlight the importance of transparency and expectations management. When formally defined, what role should PMO processes play?

They help define the strategy of the PMO, ensuring its functions are aligned with the organization's goals and overall business needs

They streamline decision-making processes, reducing the workload for PMO staff and simplifying project management tasks for improved efficiency

They form an integral part of the PMO Service Catalog, facilitating alignment between the work performed and the expectations of key stakeholders

They enable the PMO to meet external regulations and ensure sustainable practices, promoting compliance and mitigating risks in project management

18 / 50

A PMO is reviewing its service strategy and considering whether to focus on tools and processes or on the benefits desired by its stakeholders. Why is it important for PMOs to understand stakeholder expectations in terms of benefits?

It allows the PMO to choose and implement tools that they find most suitable

It simplifies the PMO's internal processes, making them more efficient to manage

It reduces the need for ongoing improvements in PMO functions and approaches

It ensures that PMOs can deliver solutions that align with real, value-driven stakeholder needs

19 / 50

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?

Ensure that all stakeholders have the same benefits expectations, so that there is alignment across the organization

Ask stakeholders to identify which functions they believe the PMO should perform, based on their personal or departmental benefit expectations

Classify stakeholders into groups based on their level of relevance and influence, prioritizing those whose expectations are most critical to the PMO's success

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

20 / 50

During a strategic planning session, the PMO leadership team is evaluating the best approach to define the PMO's functions. The team considers whether it should follow a universally recognized model or type of PMO or adopt industry best practices. How should the functions of a PMO be established to best serve the organization and its stakeholders?

By implementing the same functions that are used in organizations recognized as industry benchmarks, assuming that they will be equally effective in this context

By directly asking stakeholders what functions they believe the PMO should perform, even if this does not necessarily align with strategic objectives or operational needs

By identifying the specific benefit expectations of stakeholders and defining the PMO functions that will best fulfill those needs, ensuring alignment with organizational goals

By selecting and following a model considered to be a best practice, such as a Strategic PMO, Center of Excellence, or Agile, which may have worked well in other organizations

21 / 50

What is the difference between the internal goals and the external goals of the PMO?

Internal goals do not suffer direct influence from stakeholders

External goals involve external stakeholders in the organization

Internal goals are used to measure the performance of the PMO team

Internal goals are agreed upon with the PMO team and external goals are agreed upon with PMO stakeholders

22 / 50

What does the target/desired maturity level for a function mean?

It should always be less than the current maturity level

It is the level of competencies to perform a particular function

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

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

23 / 50

Many PMOs fail due to a lack of sponsorship. This is a

Fact, as the failure of many PMOs is due to lack of necessary investments

Myth, since the PMOs do not fail, they only generate below-expected results

Fact, because without the support of upper management a PMO can not survive

Myth, because the lack of sponsorship is not the cause of failure, but a consequence – or evidence – of a lack of alignment with the stakeholders’ expectations

24 / 50

The balance of a PMO’s mix of functions is fundamental because

Allows the workload to be balanced over time

It allows stakeholders to realize and recognize the value of the PMO over time

It allows investments to be made in a balanced way over time

It allows the costs of the PMO not to be concentrated in a specific period

25 / 50

The Benefit Adherence Indicator (BAI) demonstrates

What are the most important expected benefits for PMOs

What are the benefits that the PMO is generating for the organization

The probability of each benefit being served by the selected set of functions

The probability of each function generating value for the organization

26 / 50

What is the PMO VALUE RING?

A methodology for creating, evaluating and operating PMOs

A community of PMO professionals

A type of PMO

Software for the management of PMOs

27 / 50

Essentially, to be successful and recognized, a PMO should be able to

Reduce the waste of resources on projects

Complete projects on agreed cost and time

Generate perceived value for its stakeholders

Improve the business results of the organization

28 / 50

What defines a PMO function as strategic?

Contribute to strategic planning

Be directly related to business processes

Be performed by the upper management

Be directly related to organizational strategy or upper management

29 / 50

The PMO VALUE RING uses as a basis to provide recommendations:

The user’s successful experiences

The best academic references available

The opinion of a renowned expert on the topic

The collective intelligence of the global community of PMO professionals

30 / 50

Why is it necessary to understand who the PMO stakeholders are?

Because they are the ones who pay the cost of the PMO

Because they will be influenced by the work of the PMO

Because it is up to them to support the work of the PMO

Because their expectations of benefits should guide the PMO set up

31 / 50

Which of the following actions would not be recommended to improve the result of the PMO ROI?

Expand the scope of projects under the PMO mandate

Reduce PMO costs and modify selected functions for the PMO

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

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

32 / 50

What does the Personal Competency Adherence Indicator (p-CAI) mean?

The indicator shows the need for resources for the PMO, both quantitatively and qualitatively

The indicator demonstrates how the PMO team is prepared to generate perceived value for its stakeholders

It demonstrates how much a professional is prepared to work in the PMO, regardless of the functions to which he is allocated

It demonstrates how much a PMO professional is prepared to perform a particular function, and therefore can vary from function to function

33 / 50

Why can the performance indicators of each function have different relevance?

Because the relevancies are influenced by the maturity of the PMO

Because the relevancies are influenced by the importance of each function

Because each indicator has a different potential to generate financial returns

Because each indicator may have different importance in measuring the generation of value perception in stakeholders

34 / 50

After collecting PMO stakeholders benefit expectations, the PMO VALUE RING provides:

A list of recommended benefits from the functions

A list of verified processes, based on the expectations of the upper management

A list of recommended functions prioritized, based on the stakeholders’ expected benefits

A list of recommended functions prioritized from the processes indicated as best practices

35 / 50

Which factors should be considered during the selection of the PMO mix of functions?

The potential of the function in generating value over time

If the function is appropriate for the strategy of the PMO and its organization

The probability of contribution of the function to meet the expectations of the stakeholders

All answers are correct

36 / 50

How many performance indicators should be used for each PMO function in each evaluation cycle?

All the indicators recommended by the methodology

One indicator per function, giving focus to what really matters

From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it

Only key functions should be monitored with performance indicators, reducing bureaucracy and excessive control

37 / 50

What is the recommended PMO VALUE RING evaluation cycle?

Every 5 years

There is no recommended cycle

Only once, when the PMO is being set up

12-month cycles, starting on its set up or first evaluation

38 / 50

What is the minimum recommended value for the Expectation Adherence Indicator?

At least 80%.

Between 70% and 80%

There is no recommended value, but the lower the indicator, the greater the risk of not reaching the set of stakeholder expectations

There is no recommended value, but the lower the indicator, the greater the risk of not reaching the expected financial return for the PMO

39 / 50

What defines PMO maturity?

The level of strategic competence in the PMO team

The more strategic the PMO, the more mature it will be

The hierarchical positioning of the PMO in the organization structure

The level of sophistication with which each PMO function is performed

40 / 50

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?

The Expectation Adherence Indicator (PMO-EAI) of the PMO

The Competency Adherence Indicator (PMO-CAI) of the PMO

The Perceived Value Equilibrium/Balance Indicator of the PMO

The Expectation Adherence indicator of the stakeholder groups, and of each stakeholder

41 / 50

How has the PMO VALUE RING been created?

From the work of a renowned expert

With the investment of a global software company

With the participation and encouragement of a renowned global institution

In collaborative research work, with the participation of dozens of PMO professionals from different countries

42 / 50

What essential aspects should be addressed in the development of action plans for the evolution of the PMO maturity?

Short, medium and long term

Strategy, tactics and operation

Processes, people and technology

Current maturity, target/desired maturity and maximum maturity

43 / 50

What factors directly influence the calculation of the PMO ROI?

The performance and maturity level of each function

The maturity level and the Competency Adherence Indicator of each function

The maturity level of each function, and the Stakeholders Expectation Adherence Indicator

The Stakeholders Expectation Adherence Indicator of the stakeholders, and Competency Adherence Indicator of each function

44 / 50

When defining the processes of a PMO, we must consider:

That processes are standardized for any and every organization

That the formalization and alignment of PMO processes is an outdated approach

That each function of the PMO should have its own process adapted to the needs of the organization

That itis not possible to aggregate methodologies and specific approaches to processes, such as agile methods

45 / 50

What are the most common PMO stakeholders?

Upper management, project managers, and external suppliers

Upper management, functional managers, and external clients of the organization

Upper management, project managers, functional managers, and project team members

Upper management, project managers, functional managers, and all other employees of the organization

46 / 50

The greater the maturity of a PMO:

The greater the PMO cost

The greater is the PMO team

The greater the value generated for the PMO stakeholders

The greater the number of functions performed by the PMO

47 / 50

How many steps does the PMO VALUE RING have?

48 / 50

What are PMO processes?

They are the processes established for project planning and control

They are the processes established for each function performed by the PMO

They are the established processes to manage projects, programs and portfolio

They are the processes established to define the functions of the PMO and resources to be allocated

49 / 50

The performance of the PMO should be evaluated:

In a different and specific way for each function

By an independent audit, to ensure an exempt evaluation

Annually, to ensure the alignment of the PMO with the needs of the organization

With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business

50 / 50

What is the main necessary factor for a PMO to be recognized in its organization?

Have a low cost

Manage the strategic portfolio of projects

Implement best practices in project management

Meet the benefits expectations of its stakeholders

Your score is

The average score is 69%

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Free PMI-PMOCP Exam Questions – 2025 Updated

Study Smarter for the PMI-PMOCP Exam with Our Free and Accurate PMI-PMOCP Exam Questions – Updated for 2025.

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