Free PMI PMI-PMOCP Exam Dumps Questions & Answers

Due to a recent organizational transformation, the PMO has been excluded from strategic meetings and discussions. Although still responsible for program and project performance reporting, business representatives are now bypassing the PMO and directly approaching project managers for specific performance updates.
What actions should the PMO professional take to ensure the PMO remains valued by the organization?

• A.  Redesign the PMO reports based on the type of information the project managers are providing to the business representatives.
• B.  Meet with business representatives individually to understand their current needs and adjust the PMO services accordingly.
• C.  Request project managers to continue following the established process of reporting to the PMO.
• D.  Consult with the business representatives to determine what they would like to change in the reports they are receiving from the PMO.

A PMO professional is responsible for a team of project managers who lead projects for the business departments. A business manager has mentioned to the PMO professional that one of the project managers assigned to them is very set in their ways, which is causing friction among the project team members.
How should the PMO professional respond to this feedback?

• A.  Talk with the respective project team members about specific examples of situations that caused issues within the project team.
• B.  Instruct the PMO team members to be more sensitive to how the other project team members work.
• C.  Ask the project manager to explain the challenges of working with the other project team members.
• D.  Assign a different project manager to this project, as keeping the business department happy is paramount to PMO success.

The senior management of an organization is unable to cope with an increasing number of projects. The chief operations officer heard of a very successful PMO in another organization and decided to recruit their PMO leader. The expectations are high for the new PMO leader, and the organization demands they set up a PMO that is as successful as their previous organization's PMO.
What is the first thing the PMO leader should do to deliver on this expectation?

• A.  Benchmark the current services with their previous experience and adjust the services as needed.
• B.  Establish the same services based on their experience in the previous organization to guarantee success.
• C.  Define the appropriate type of PMO for the current organizational context and develop services accordingly.
• D.  Analyze the customer expectations and apply their experience from the previous organization as needed.

A PMO offers a service for managing projects. One of the PMO customers always demands that a specific project manager is assigned to their projects. However, it is not always possible to accommodate such requests, which causes dissatisfaction.
What should the PMO professional do to improve the delivery of this service?

• A.  Embrace feedback and raise awareness about the consistency of the service delivery with the quality requirements, which is independent of the project manager assigned.
• B.  Identify the least-in-demand project managers, assess their individual performance, identify the skills gaps, and tailor training according to their specific needs.
• C.  Analyze the reasons behind the customer dissatisfaction and hire more project managers with the required skill sets.
• D.  Adjust the service-level agreement (SLA) with customers according to the existing capacity in order to realign their expectations.

A PMO software tool was introduced 6 months ago to give PMO customers a comprehensive portfolio overview. The PMO professional recently received feedback indicating that customers are having difficulty navigating the tool and locating the necessary dashboards.
What should the PMO professional have done to prevent this issue?

• A.  Presented the benefits of the software to PMO customers across multiple communication channels.
• B.  Surveyed PMO customers regarding the most valuable functions to implement in the software.
• C.  Organized specific training sessions for PMO customers on how to use the software.
• D.  Interviewed PMO customers regarding the dashboards they would use regularly.