Free PMO Certified Professional Exam PMO-CP Exam Practice Test

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• That the formalization and alignment of PMO processes is an outdated approach.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 it is not possible to aggregate methodologies and specific approaches to processes, such as agile methods.
• That each function of the PMO should have its own process adapted to the needs of the organization.

What are the most common PMO stakeholders?

• Upper management, project managers, and external suppliers.
• Upper management, project managers, functional managers, and project team members.
• Upper management, functional managers, and external clients of the organization
• Upper management, project managers, functional managers, and all other employees of the
• organization.

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

• The existence of organizational maturity Is a requirement for the existence of a PMO.
• All answers are correct.
• Organizational maturity and PMO maturity are different and complementary concepts.
• The existence of a PMO is a sign of organizational maturity.

What is the ideal type or model of PMO?

• The Strategic PMO.
• The Agile PMO.
• The Center of Excellence.
• None of the answers.

The evolution of PMO maturity occurs:

• When we Increase the amount of functions performed.
• When PMO functions become more sophisticated, whether operational, tactical or strategic.
• When the PMO ceases to be operational and becomes increasingly strategic.
• When organizational maturity in project management evolves.

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

• The sum of 20% of the functions capable of generating 80% cumulative contribution probability.
• The sum of the selected functions' contribution probabilities.
• The sum of the results of executed projects.
• The sum of 80% of the functions capable of generating 20% cumulative contribution probability.

The PMO VALUE RING has in its database:

• 50 potential benefits and 40 potential functions for a PMO.
• 26 potential benefits and 30 potential functions for a PMO.
• 30 potential benefits and 26 potential functions for a PMO.
• 15 potential benefits and 26 potential functions for a PMO.

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

• There is no recommended value, but the lower the Indicator, the greater the risk of not reaching the expected financial return for the PMO.
• There is no recommended value, but the lower the indicator, the greater the risk of not reaching the set of stakeholder expectations.
• At least 80%.
• Between 70% and 80%.

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

• Because different groups may have different relevancies In the assessment of the professional.
• Because stakeholders have different expectations regarding the work of the PMO.
• Because of a system limitation, it does not support a large number of evaluators per professional.
• Because there must be three groups of evaluators.

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

• 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 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 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 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.