PMI PMI-PMOCP : PMI Project Management Office Certified Professional

The board of directors wants to oversee the company ' s strategic portfolio of capital projects. The PMO will support the portfolio management.
What should the PMO professional do to ensure that the portfolio ' s alignment to strategy meets the executives ' expectations?

• A. Establish a benefits realization process to ensure aligned business outcomes.
• B. Develop a feedback loop so executives can provide their perceptions of service outcomes.
• C. Define the proper portfolio alignment to the company ' s strategy.
• D. Implement a portfolio management software for tracking progress.

In recent months, a company was contracted to deliver several projects requiring specialist technical resources. Several clients have begun to complain about the limited availability of the specialist technical resources, which will impact their project timelines.
What should the PMO professional do to help solve the problem?

• A. Request that the sales representatives review the contracts and deadlines that the company has taken responsibility for.
• B. Suggest the centralization of project resource management and align the project plans to their availability.
• C. Support delivery managers and sales representatives in managing relationships with clients.
• D. Invite project managers to hire additional skilled resources to face the high number of simultaneously running projects.

An enterprise PMO (EPMO) in a large telecommunications company is overwhelmed with service requests from various departments. With limited resources, the EPMO cannot serve all customers and meet their expectations in the short term.
Which action should the PMO professional take to ensure efficient delivery?

• A. Prioritize and assign service requests based on their strategic impact.
• B. Escalate the issue to the executive team and request additional resources.
• C. Allocate PMO resources to incoming requests based on their experience.
• D. Educate customers on service-level agreements (SLAs) for each service.

An organization is going through a transformation process that will impact its processes and employee job descriptions. The PMO professional needs to ensure continuous improvement of the organization ' s PMO in these turbulent times.
What should the PMO professional do in this situation?

• A. Regularly review the internal project management methodologies, processes, and tools.
• B. Continuously reassess which PMO functions are in scope according to the new organizational changes.
• C. Ask senior management to be involved in defining job descriptions for the project managers.
• D. Survey senior management and other PMO stakeholders to evaluate their satisfaction with PMO.

A PMO professional is acting as the PMO leader temporarily in a well-established and mature PMO unit. In this role, a PMO professional receives an escalation from the portfolio manager that a new business stakeholder ' s activity is overlapping with key portfolio management functions.
What should the PMO professional do to resolve this issue?

• A. Train the new business stakeholder on the organization ' s key values.
• B. Assess the conflict resolution portion of the compliance code of conduct.
• C. Refer the portfolio manager to the approved project charter.
• D. Review the adopted PMO charter with the portfolio manager and the new stakeholder.