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PMI Project Management Office Certified Professional Sample Questions (Q79-Q84):

NEW QUESTION # 79
A newly appointed PMO professional has been tasked with developing an organizational project management (OPM) competency framework to improve project management across the organization. The goal is to ensure alignment with both industry standards and specific organizational needs.
What should the PMO professional do first?

A. Create a list of competencies based on the organization's past project successes.
B. Focus the competency framework on senior project managers, as they will have the most impact on the organization's success.
C. Analyze the project management skills of the current team and develop a framework around their existing competencies.
D. Research industry standards and good practices, then adapt them to address the organization's unique challenges.

Answer: D

Explanation:
The best starting point is toresearch recognized industry standards and best practicesto ensure the competency framework is grounded in proven models. From there, the PMO professional shouldcustomize the frameworkto meet the organization's unique challenges and strategic objectives.
Building the framework solely on current team skills (Option A) or past successes (Option B) risks limiting growth and failing to address emerging needs. Focusing only on senior project managers (Option D) excludes broader organizational impact.
PMI-PMOCP Lifecycle Management emphasizes benchmarking external standards as a foundational step in competency framework development.
References:
PMI-PMOCPExam Content Outline, Lifecycle Management Domain
PMI Talent Triangle and Competency Frameworks
PMI PMO Value Ring, Talent Development

NEW QUESTION # 80
As part of a merger between two companies, a PMO professional consultant is hired to conduct an organizational project management (OPM) maturity assessment. The consultant must evaluate how well each organization manages portfolios, programs, and projects, and how their processes align with organizational objectives.
What should the PMO professional consultant do first?

A. Conduct a comprehensive assessment using an established OPM maturity model to identify gaps and opportunities for improvement.
B. Evaluate how well each organization tracks project performance data to measure maturity across the portfolios.
C. Interview the PMO team members to understand their challenges when adopting new tools and methodologies.
D. Meet with the executive team to determine how project success is measured and reported at the strategic level.

Answer: A

Explanation:
The consultant shouldbegin with a comprehensive maturity assessment using a recognized OPM maturity model. This holistic assessment identifies gaps, strengths, and opportunities across portfolios, programs, and projects, forming a basis for improvement planning.
Data tracking (Option B), interviewing team members (Option C), and meeting executives (Option D) are important but follow a formal assessment framework.
PMI-PMOCP Strategic Alignment stresses structured maturity assessments as foundational in organizational change.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Organizational Project Management (2014)
PMI PMO Value Ring, Maturity Assessment

NEW QUESTION # 81
An organization is forming a PMO. The team responsible for running the PMO is being recruited; it includes a mix of people from internal departments and external resources. One of the team members hired to work on the PMO has a lack of experience in certain services of the PMO that will be included in their assignment.
What should the PMO professional do?

A. Assign a team from the PMO to train the new member to enhance their performance.
B. Provide intensive training on the functional departments of the company and their particularities.
C. Provide a self-training plan so that the new team member can study PMO theory at their own pace.
D. Assign an experienced member from the PMO to mentor the less-experienced team member.

Answer: D

Explanation:
Assigning amentorfrom the PMO to the less-experienced team member accelerates learning, provides ongoing guidance, and enhances integration. PMI-PMOCP highlights mentoring as a best practice for knowledge transfer and skill development, especially in complex, service-oriented PMOs.
Intensive training (option A) and team-based training (option D) are valuable but mentoring provides continuous, personalized support. Self-study (option C) lacks real-time feedback and interaction.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Human Capital and Knowledge Management.

NEW QUESTION # 82
A PMO professional is asked to propose a way to optimize project resource utilization in a newly acquired business unit.
Which action should the PMO professional take to accomplish this task?

A. Review the project utilization targets for the individual contributor roles.
B. Provide training on avoiding multitasking and other productivity enhancements to optimize throughput.
C. Perform quarterly capacity planning sessions to balance the resource allocation in a timely manner.
D. Request additional resource allocations from the PMO so it can handle the new business unit.

Answer: C

Explanation:
Quarterly capacity planning (Option C) enables timely balancing of resource allocation across projects and business units, preventing bottlenecks and ensuring optimal utilization.
Requesting additional resources (Option A) may not be feasible immediately. Training (Option B) and reviewing utilization targets (Option D) support optimization but lack the planning structure to proactively balance demand and capacity.
PMI-PMOCP Lifecycle Management promotes structured capacity planning for effective resource management.
References:
PMI-PMOCPExam Content Outline, Lifecycle Management Domain
PMI Practice Standard for Project Management Offices (2013), Resource Planning PMI PMO Value Ring, Resource Optimization

NEW QUESTION # 83
A PMO professional uses a project portfolio performance dashboard designed using PMO standard metrics.
The PMO professional discovers that the lab team is using its own metrics. The lab team's project manager explains that the PMO standard metrics are not meaningful to their team.
How should the PMO professional ensure that the PMO standard metrics are captured, while allowing flexibility for the lab team?

A. Understand the gaps between the PMO standard metrics and the lab team's metrics and adapt the data collection to ensure that all valuable metrics are reported.
B. Redesign the PMO project portfolio performance dashboard including a special section displaying the lab team's specific metrics.
C. Request the lab team's project manager to stop collecting any lab-team-specific metrics and only report the PMO standard metrics.
D. Allow the lab team's project manager to continue collecting metrics that are meaningful to their team, having them report "N/A" in place of the PMO standard metrics.

Answer: A

Explanation:
In governance and performance reporting, the PMO must maintain standard metrics to ensure consistency, comparability, and alignment across the portfolio. However, a successful PMO also recognizes the unique needs of individual teams and projects, balancing standardization with flexibility. The PMI-PMOCP framework emphasizes that PMOs should work collaboratively with project teams to understand their specific requirements and challenges.
By understanding the gaps between the PMO standard metrics and the lab team's metrics, the PMO professional can adapt data collection methods to include both standard and team-specific metrics. This approach ensures that key portfolio-wide data remains consistent for leadership while allowing the lab team to track and report on metrics that directly support their work and add meaningful insight. Such an adaptive approach increases stakeholder engagement, improves data quality, and promotes transparency.
Simply enforcing rigid standards (option B) or ignoring PMO metrics (option C) risks losing valuable oversight or data consistency. Meanwhile, redesigning the entire dashboard (option D) without a needs analysis may lead to unnecessary complexity. PMI-PMOCP guidelines advocate for a collaborative, value- driven approach in metric standardization and customization.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Performance Measurement and Governance.

NEW QUESTION # 84
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PMI-PMOCP Study Tool Has a High Probability to Help You Pass the Exam - 2Pass4sure

Why Do You Need to Trust PMI PMI-PMOCP Exam Questions?

PMI Project Management Office Certified Professional Sample Questions (Q79-Q84):

PMI PMI-PMOCP Practice Exam (Desktop & Web-Based)

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