PMO-CP Exam Questions | Reliable PMO-CP Exam Simulations

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PMI PMO Certified Professional Sample Questions (Q10-Q15):

NEW QUESTION # 10
Essentially, to be successful and recognized, a PMO should be able to:

A. Improve the business results of the organization.
B. Generate perceived value for its stakeholders.
C. Complete projects on agreed cost and time.
D. Reduce the waste of resources on projects.

Answer: B

Explanation:
For a PMO to be successful and recognized, it mustgenerate perceived value for its stakeholders. This goes beyond just completing projects on time and within budget. Stakeholders need to see the tangible and intangible benefits the PMO delivers, such as alignment with strategic goals, improved governance, and enhanced project delivery efficiency. The PMO's ability to demonstrate its value and relevance to stakeholders is what leads to its recognition and success within the organization.

NEW QUESTION # 11
What defines PMO maturity?

A. The hierarchical positioning of the PMO In the organizational structure.
B. The level of sophistication with which each PMO function is performed
C. The more strategic the PMO, the more mature it will be.
D. The level of strategic competence in the PMO team.

Answer: B

Explanation:
PMO maturity is defined by how well each function of the PMO is carried out, rather than the hierarchical position or strategic influence alone. A more mature PMO will execute its functions, whether they are operational, tactical, or strategic, with a high level of sophistication and efficiency. This sophistication often comes from well-developed processes, tools, and competencies in managing projects and resources. It also indicates how well the PMO adapts to the organization's changing needs.

NEW QUESTION # 12
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 Perceived Value Equilibrium/Balance Indicator of the PMO.
B. The Expectation Adherence Indicator of the stakeholder groups, and of each stakeholder.
C. The Expectation Adherence Indicator (PMO-EAI) of the PMO.
D. The Competency Adherence Indicator (PMO-CAI) of the PMO.

Answer: A

Explanation:
When selecting PMO functions, indicators like theCompetency Adherence Indicator (PMO-CAI)and the Expectation Adherence Indicator (PMO-EAI)are crucial for evaluating the PMO's alignment with stakeholder needs and its ability to meet expectations. However, thePerceived Value Equilibrium/Balance Indicatoris not typically used in this analysis, as it focuses more on how stakeholders perceive value rather than on selecting functions based on competency and adherence to expectations.

NEW QUESTION # 13
The PMO mix of functions must be balanced, which means:

A. The selected functions must be potentially capable of generating perceived value in a balanced way over time.
B. The selected functions should be potentially able to reduce costs in a balanced way over time.
C. The selected functions must be potentially capable of generating financial results In a balanced way over time.
D. The selected functions must be potentially capable of generating improvements in a balanced way over time.

Answer: A

Explanation:
The concept of balancing PMO functions refers to ensuring that the selected functions of a PMO are not only focused on immediate financial or operational benefits but are also capable of generating long-term value. This balance must take into account stakeholder needs and expectations, ensuring that value is perceived consistently over time. The PMO should not just reduce costs or improve efficiencies in the short term but also foster sustainable improvements and perceived value across various dimensions.

NEW QUESTION # 14
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 a consequence - or evidence - of a lack of alignment with the stakeholders' expectations.
B. Fact, as the failure of many PMOs is due to lack of necessary investments.
C. Myth, since the PMOs do not fail, they only generate below-expected results.
D. Fact, because without the support of upper management a PMO cannot survive.

Answer: D

Explanation:
Sponsorship, particularly from upper management, is critical to the success of a PMO. A PMO without strong executive sponsorship often struggles to secure the resources, authority, and strategic alignment necessary to be effective. Therefore, the lack of sponsorship is a well-recognized cause of PMO failure.
* Sponsorship Importance: Executive sponsorship provides the PMO with the necessary authority, visibility, and resources. It also helps align the PMO's goals with the organization's strategic objectives, ensuring that the PMO can deliver value.
* Consequences of Poor Sponsorship: Without strong sponsorship, a PMO may lack the influence needed to enforce governance, gain stakeholder buy-in, or secure adequate funding. This often leads to a failure in meeting organizational expectations, resulting in the eventual dissolution or restructuring of the PMO.
* PMI References: ThePMI's Organizational Project Management Maturity Model (OPM3)and other PMI resources highlight the importance of executive sponsorship for PMO success. It emphasizes that sponsorship is a key driver of project success and sustainability.
PMI and PMO VALUE RING References:
* PMI's Standardsemphasize the critical role of sponsorship in project and portfolio management, noting that effective sponsorship ensures alignment with organizational goals, provides necessary resources, and helps navigate political challenges within the organization.
* ThePMO VALUE RINGalso stresses the importance of stakeholder engagement and sponsorship as a core component of a successful PMO, directly linking sponsorship to the PMO's ability to deliver value.

NEW QUESTION # 15
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PMO-CP Exam Questions | Reliable PMO-CP Exam Simulations

Reliable PMO-CP Exam Simulations & Latest PMO-CP Mock Exam

PMI PMO Certified Professional Sample Questions (Q10-Q15):

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