PMI

PMO-CP Exam
PMI PMO-CP

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Question: 1
How many performance indicators should be used for each PMO function in each evaluation cycle?

A. Only key functions should be monitored with performance Indicators, reducing bureaucracy and
excessive control.
B. One indicator per function, giving focus to what really matters.
C. From two to four indicators, allowing the benefit of controlling to be compatible with the effort to
achieve it.
D. All the indicators recommended by the methodology.
Answer: C
Explanation:

In the context of PMO (Project Management Office) functions, performance indicators serve as critical
tools to measure the effectiveness and success of the PMO's activities. The best practice is to use two to
four performance indicators per function during each evaluation cycle. This ensures that the evaluation is
comprehensive enough to provide valuable insights without creating unnecessary bureaucracy or
excessive control, which can hinder flexibility and innovation.
A balanced number of indicators allows organizations to monitor the essential aspects of each function
while maintaining efficiency and adaptability. By focusing on 2-4 indicators, PMOs can achieve a
manageable level of control without overwhelming the team with too much data or analysis, which can
be counterproductive. This approach aligns with the principle of tailoring and agility in project
management, where processes and metrics should be adapted to fit the context of the work, providing
maximum benefit with the least effort.
This recommendation is derived from the PMBOK Guide and related frameworks like Ricardo Vargas'
PMO methodologies, which emphasize focusing on value, minimizing waste, and maintaining a lean and
effective governance structure.

Question: 2

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

A. The sum of 20% of the functions capable of generating 80% cumulative contribution probability.
B. The sum of the selected functions' contribution probabilities.
C. The sum of the results of executed projects.
D. The sum of 80% of the functions capable of generating 20% cumulative contribution probability.
Answer: B
Explanation:

The PMO Expectation Adherence Indicator (PMO-EAI) measures how well the PMO adheres to its
expected contributions within an organization. The selected functions of the PMO are analyzed based on
their contribution probabilities, which reflect how much they are expected to contribute to the overall
project success.
The correct approach to calculating the PMO-EAI involves summing the probabilities of the contributions
from these selected PMO functions. This method allows a clear assessment of the effectiveness of the
PMO in meeting its objectives. It aligns with the principle of focusing on measurable outcomes in PMO
performance evaluation, as seen in the application of frameworks like the PMBOK Guide and project
evaluation models.

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Question: 3

What is the ideal type or model of PMO?

A. The Strategic PMO.

B. The Agile PMO.
C. The Center of Excellence.
D. None of the answers.
Answer: D
Explanation:

There is no one-size-fits-all ideal type of PMO (Project Management Office). The type or model of PMO
that works best for an organization depends on its specific needs, culture, and strategic goals. The
PMBOK Guide and various other methodologies emphasize that PMOs can take different forms based
on the organization's maturity, complexity, and focus areas.
A Strategic PMO may be ideal for organizations looking to align projects closely with strategic objectives.
An Agile PMO would be suitable for organizations that require flexibility and rapid responsiveness to
change.
A Center of Excellence is more focused on providing best practices, training, and support across projects
but may not directly align with the organization's strategic project execution needs.
Therefore, the best PMO model must be tailored to fit the specific requirements of the organization, and
none of the answers is universally ideal. Each organization must determine the PMO type that works for
its unique context.

Question: 4

What are the most common PMO stakeholders?

A. Upper management, project managers, and external suppliers.

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

The most common stakeholders of a PMO (Project Management Office) include upper 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 management provides strategic direction and ensures that the PMO aligns with organizational
goals.
Project managers are responsible for executing projects and rely on the PMO for governance,
methodologies, and support.
Functional managers oversee specific departments or areas and provide resources for projects. Project
team members contribute 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.

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Question: 5

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

A. Processes, people and technology.

B. Short, medium and long term.
C. Current maturity, target/desired maturity and maximum maturity.
D. Strategy, tactics and operation.
Answer: A
Explanation:

When developing action plans for the evolution of PMO maturity, the focus should be on processes,
people, and technology. These are the foundational pillars of PMO maturity:
Processes: Standardizing and optimizing project management processes is essential for improving PMO
efficiency and effectiveness.
People: Ensuring that the right skills, competencies, and leadership are in place to drive the PMO
forward.
Technology: Implementing tools and systems that support project management activities, such as project
tracking, reporting, and resource management.
Focusing on these aspects ensures that the PMO can grow in a structured and sustainable way,
continuously enhancing its ability to deliver value to the organization.

Question: 6

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

A. 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.
B. 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.
C. All the competencies Identified in the PMO VALUE RING methodology are important for all PMO
functions, but with different relevance for each function.
D. Each function will require technical and behavioral skills, which must be present in all
professionals working in the PMO.
Answer: B
Explanation:

The PMO Value Ring methodology recognizes that different PMO functions require specific
competencies. While the methodology provides a comprehensive list of competencies, not all of them
are equally important for every function. Depending on the function being performed by the PMO, certain
competencies may be essential, while others may be less relevant or even unnecessary. This flexible
approach ensures that PMO professionals focus on developing the skills most critical to their roles and
responsibilities within the specific context of their PMO’s functions.

Question: 7

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What is the future of the PMO?

A. They will adapt to the needs of the organization as they mature.

B. As the organization matures the PMO will start to disappear.
C. PMO’s will become Strategic as the Organizations Mature.
D. As the Organization matures, it will have its own PMO for each of its departments.
Answer: A
Explanation:

The PMO’s role evolves as the organization matures, adapting to new needs and challenges. This
ensures that the PMO remains relevant and continues to provide value in alignment with the
organization's goals and strategies.

Why Other Options Are Incorrect:

B. As the organization matures the PMO will start to disappear: This is unlikely as PMOs typically evolve
rather than disappear, continuing to provide value in more strategic ways.
C. PMOs will become Strategic as the Organizations Mature: While PMOs often become more strategic,
this is part of the adaptation process mentioned in A, not a separate future trajectory.
D. As the Organization matures, it will have its own PMO for each of its departments: This is not a
common trend. Instead, organizations generally aim for a centralized or coordinated PMO structure that
aligns with overall strategy rather than having separate PMOs for each department.

Question: 8

Who is NOT considered a PMO Stakeholder?

A. PMO Team Member

B. Executives
C. Project Manager of Business areas or departments.
D. Functional Managers.
Answer: A
Explanation:

A PMO Team Member is part of the PMO itself and is not considered an external stakeholder.
Stakeholders are typically individuals or groups outside of the PMO who are impacted by its activities
and rely on its services. These include Executives, Project Managers, and Functional Managers who
have an interest in or are affected by the PMO's performance and outputs.

Why Other Options Are Incorrect:

B. Executives
Executives are key stakeholders as they rely on the PMO for strategic information, governance, and
decision-making support.
C. Project Manager of Business areas or departments
Project Managers are stakeholders because they interact with the PMO for project support, guidance,
and resources.
D. Functional Managers
Functional Managers are stakeholders because they manage departments that contribute to projects
and coordinate with the PMO to align departmental goals and resources with project needs.

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Question: 9

Who does the PMO Serve?

A. Service Provider
B. A group of individuals serving the organization to accomplish a strategic goal.
C. A Team of Project Managers and experts to meet their Stakeholder's needs/ desires.
D. A 3rd Party Organization hired by the Organization who are expert in Implementing Project
Management Office tasks efficiently.
Answer: A
Explanation:

The PMO (Project Management Office) serves as a Service Provider within the organization. Its primary
role is to offer services that support the organization's project management activities, ensuring that
projects are managed effectively and aligned with strategic goals. The PMO provides value by delivering
governance, best practices, resource management, and strategic alignment, effectively acting as a
service provider to internal stakeholders such as project managers, executives, and functional
managers.

Why Other Options Are Incorrect:

B. A group of individuals serving the organization to accomplish a strategic goal.

This describes the broader role of an organizational team, but it does not specifically define the PMO's
function as a service provider to its internal stakeholders.
C. A Team of Project Managers and experts to meet their Stakeholder's needs/desires.
While PMOs may consist of project managers and experts, their role as a service provider extends
beyond just meeting stakeholder needs; it encompasses governance, strategy, and overall project
management excellence.
D. A 3rd Party Organization hired by the Organization who are expert in Implementing Project
Management Office tasks efficiently.
This describes an external consultancy or outsourced service, not the internal role of a PMO within an
organization. PMOs are typically internal entities, not third-party organizations.

Question: 10

The PMO's measurement system should comprise of?

A. Qualitative Measurements: Comprising of Soft Skills which are difficult to quantify. Example
Empathy.
B. Quantitative Measurements: These can be quantified into numerical measures to measure the
performance of the PMO. Example Satisfaction scores.
C. Both Qualitative and Quantitative Measurements
D. It depends on the PMO Model type.
Answer: C
Explanation:

Both Qualitative and Quantitative Measurements should be included in the PMO's measurement system.
This comprehensive approach ensures that performance is assessed from multiple dimensions:

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Quantitative Measurements: These provide numerical data and metrics that can be used to objectively
measure performance. Examples include satisfaction scores, project completion rates, and adherence to
budget and timelines.
Qualitative Measurements: These assess aspects that are more subjective and related to the quality of
performance, such as team morale, stakeholder satisfaction, and leadership skills. Examples include
empathy and communication effectiveness.
Combining both types of measurements provides a well-rounded view of the PMO's performance,
allowing for a more accurate assessment and more effective management.

Question: 11

The best indicator of the Project Management Organization's performance is a successful Project.

A. Absolutely correct.
B. ONLY when the PM Metrics are all green i.e. have met/ exceeded their targets.
C. Not always true. It depends on what functions of the PMO are used to measure their Performance in
a Project Success.
D. None of the above.
Answer: C
Explanation:

The statement that a successful project is the best indicator of a PMO’s performance is not always true.
A project's success is one measure, but it does not capture the full scope of PMO performance. The
effectiveness of the PMO should be evaluated based on how well it meets its defined objectives and
metrics, which may include various functions beyond just the outcome of individual projects. For a
comprehensive assessment, you need to consider how well the PMO’s functions and processes
contribute to overall project success and organizational goals.

Why the other options are incorrect:

A. While project success is important, it is not the sole indicator of PMO performance. Other factors and
metrics must also be considered.
B. Even if all PM metrics are green, it doesn’t necessarily reflect the overall effectiveness of the PMO, as
it does not account for the quality or strategic impact of the PMO's contributions.
D. Option C provides a more nuanced view that acknowledges the complexity of measuring PMO
performance, making it the most accurate choice.

Question: 12

Amber wants her team to build expertise on Project or Program performance reporting functions to the
Upper Management. What does she need to do?

A. Identify the best Project or Program Performance reporting training online on Udemy and enroll her
team.
B. Identify for the function, the competencies and relevance/ weightage required and invest in the
development of those competencies for her team.
C. There is no need to do anything. Reporting is a tactical task and not part of the PMO's
responsibilities.
D. Ask the upper management what type of skills they will require and work with Humar resources to
hire the resources.
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Answer: B
Explanation:

For example:
To build expertise in Project or Program performance reporting functions, Amber should first identify the
specific competencies needed for effective reporting. This involves understanding the skills, knowledge,
and experience required for the reporting function and determining their relevance and weightage. Once
the competencies are defined, Amber can invest in targeted development programs, training, or
resources to develop these competencies within her team. This approach ensures that her team not only
gains the necessary skills but also aligns their development with the actual requirements of the reporting
function.

Why Other Options are Incorrect:

A. Identify the best Project or Program Performance reporting training online on Udemy and enroll her
team.
While online training can be beneficial, it should be part of a broader strategy that includes identifying
specific competencies and their relevance to the reporting function. Simply enrolling in online courses
without a clear understanding of needed competencies might not effectively address all skill gaps.
C. There is no need to do anything. Reporting is a tactical task and not part of the PMO's responsibilities.
This is incorrect because reporting is a crucial function within the PMO and contributes to effective
communication with upper management. Developing expertise in this area is essential for the PMO’s
success.
D. Ask upper management what type of skills they will require and work with Human Resources to hire
the resources.
While understanding upper management’s needs is important, it’s not always feasible to hire new
resources for every requirement. Developing existing team members' skills is often a more practical and
effective approach.

Question: 13

A PMO Maturity model can be classified as:

A. Strategic Function
B. Tactical Function
C. Operational Function
D. All of the above.
Answer: D
Explanation:

A PMO Maturity Model can be classified across various levels, reflecting its impact and relevance at
different functional levels within an organization:
Strategic Function: The model helps align the PMO’s capabilities and maturity with the strategic
objectives of the organization, ensuring that the PMO supports long-term goals and delivers strategic
value.
Tactical Function: It assesses the PMO’s ability to implement and manage projects and programs
effectively to achieve medium-term objectives and support tactical plans.
Operational Function: The model evaluates the PMO’s day-to-day operations, including process
efficiency, resource management, and execution effectiveness.
Each level of the PMO Maturity Model contributes to enhancing the PMO’s overall effectiveness and its

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alignment with the organization’s needs.

Question: 14

Peter and Rolland are PMO team members.

1. Peter manages resource allocation between projects, provides training and project competency
development and PM methodology across projects while
2. Rolland provides Project planning, interfaces with clients, and manages people in a Project. what is
the maturity function type for Peter and Rolland?

A. Operational and Strategic

B. Tactical and Operational.
C. Tactical and Strategic
D. None
Answer: B
Explanation:

Peter manages resource allocation, provides training, and ensures competency development across
projects. These activities are focused on improving processes and capabilities within the organization,
which aligns with Tactical functions. Tactical functions involve optimizing and managing the execution of
projects to achieve medium-term objectives and enhance overall project management practices.
Rolland provides project planning, interfaces with clients, and manages people within a project. These
responsibilities are more focused on the day-to-day management and execution of individual projects,
which corresponds to Operational functions. Operational functions are concerned with the execution and
delivery of projects and ensuring that day-to-day activities are effectively managed.
Thus, Peter's activities align with tactical functions, while Rolland's activities align with operational
functions.

Question: 15

What is not a good way to improve the ROI of the PMO?

A. Improve competence and maturity.

B. Expand projects under the PMO.
C. Reduce the costs of the PMO.
D. Evolve the PMO to be strategic and deal with organizational business.
Answer: D
Explanation:

While evolving the PMO to be strategic and handle broader organizational business is generally
beneficial for aligning the PMO with the overall business strategy, it is not necessarily a direct or
immediate way to improve the Return on Investment (ROI) of the PMO. Strategic evolution can involve
significant time, resources, and changes that may not immediately lead to cost savings or increased
efficiency, which are key components of improving ROI.

Why Other Options Are Incorrect:

A. Improve competence and maturity.

Improving the competence and maturity of the PMO can lead to better project outcomes, increased

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efficiency, and more effective use of resources, directly enhancing ROI.

B. Expand projects under the PMO.
Expanding projects under the PMO can increase its influence and the value it brings to the organization,
potentially leading to higher ROI as more projects benefit from structured oversight.
C. Reduce the costs of the PMO.
Reducing costs is a straightforward approach to improving ROI, as it directly decreases the amount of
investment needed to achieve the same or better outcomes.

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