2024 PMI PMO-CP Exam Dumps Questions

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September 13, 2024

PMI certification is a highly valuable and sought-after certification for IT professionals seeking to enhance their knowledge and expertise. PMO-CP exam is specifically designed to validate the skills required to configure and maintain the PMI Certification platform, which is widely used by businesses around the world. These PMO-CP exam dumps questions are specifically designed to help you prepare for the exam by testing your knowledge and providing you with valuable insights into the types of questions that you will encounter. Test free PMI PMO-CP exam questions below.

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1. During a session on stakeholder engagement, the PMO team is discussing how to collect and prioritize stakeholder benefit expectations to guide their strategy. The team debates the best approach to ensure that stakeholder needs are effectively addressed without compromising the PMO's alignment with organizational goals.

When collecting stakeholders’ benefits expectations, what should the PMO do?

Classify stakeholders into groups based on their level of relevance and influence, prioritizing those whose expectations are most critical to the PMO's success

Ask stakeholders to identify which functions they believe the PMO should perform, based on their personal or departmental benefit expectations

Make it clear that the PMO's primary commitment is to the organization as a whole, not just to individual stakeholder interests, ensuring alignment with broader objectives

Ensure that all stakeholders have the same benefits expectations, so that there is alignment across the organization

2. Essentially, to be successful and recognized, a PMO should be able to:

Complete projects on agreed cost and time.

Reduce the waste of resources on projects.

Improve the business results of the organization.

Generate perceived value for its stakeholders.

3. A skilled project manager is transitioning into a PMO role and feels unsure about the differences in responsibilities. She wonders if the competencies required for her new position would be the same as those needed for managing individual projects.

Are the competencies of a PMO professional the same as those of a Project Manager?

No, in addition to technical competencies in project management, PMO professionals require behavioral competencies as well

No, the competencies needed for a PMO professional depend directly on the specific PMO functions they are involved in

Yes, which is why most PMO leaders have prior experience as Project Managers

Yes, because the focus of a PMO’s work is project management, making the competencies essentially identical

4. Which of the following actions would not be recommended to Improve the result of the PMO ROI?

Expand the scope of projects under the PMO mandate.

Reduce PMO costs and modify selected functions for the PM

Allow the PMO to take a more strategic approach, focusing on the business of the organization.

To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.

5. When collecting the stakeholder's benefits expectations, we must:

Make it clear that the PMO's commitment is to the organization, not to the interests of the stakeholders.

Ask the stakeholders to identify which functions are most appropriate to meet their own benefits expectations.

Classify stakeholders into groups, with different levels of relevance.

Ensure that everyone has the same benefits expectations.

6. Are the skills of a professional in PMOs the same as those of a Project Manager?

Yes, because the focus of a PMO's work is project management, so competencies are essentially the same.

No, in addition to the technical competencies in project management, there is also a need for behavioral competencies.

Yes, that’s why most PMO leaders have previous experience as Project Managers.

No, the competencies required for a PMO professional will depend directly on the PMO functions in which he/she is involved.

7. During a PMO strategy meeting, the leadership team discusses the best model for their organization, debating between the Center of Excellence, a Strategic PMO, and an Agile PMO.

What is the ideal type or model of PMO for an organization looking to maximize efficiency and alignment with its strategic goals?

The Project Management Center of Excellence (PMCoE), focused on establishing best practices and continuous improvement across the organization

The Agile PMO, designed to support flexibility, collaboration, and rapid adaptation in project delivery

The Value Management Office (VMO), aimed at aligning projects with the organization’s overall strategy and long-term goals

None of the answers, as the optimal PMO for each organization is determined entirely by its unique needs and context

8. During a PMO value assessment meeting, you notice that some PMO stakeholders focus heavily on operational details, such as meeting deadlines, while others appreciate the PMO’s strategic contributions. However, some stakeholders seem unable to recognize the PMO’s broader value.

How does stakeholder maturity influence the perception of PMO value?

A lack of maturity prevents recognition of PMO value and benefits

Mature stakeholders recognize both strategic and tactical contributions

Less mature stakeholders prefer technical metrics over benefits

All stakeholders, regardless of maturity, perceive PMO value equally

9. Is it possible for a mature PMO to not generate value?

No. Maturity is a guarantee of effective value generation for the organization.

Yes, because the PMO can provide functions with high maturity, but misaligned with the needs and expectations of its stakeholders.

Yes, because it may be too costly.

No. Mature PMOs fully meet the needs and expectations of their stakeholders.

10. During a strategic planning session, the PMO leadership team is evaluating the criteria that define the maturity of their PMO. They discuss whether maturity should be based on the PMO's positioning within the organization, the sophistication of the functions it performs, or the strategic competence of its team members. As they continue their discussion, they seek clarity on the key factor that best defines PMO maturity.

What defines PMO maturity?

The hierarchical positioning of the PMO within the organizational structure, as it reflects the influence and authority the PMO holds

The level of strategic competence within the PMO team, focusing on their ability to make high-level, value-driven decisions aligned with business goals

The level of sophistication with which each PMO function is performed, including how effectively the PMO manages projects, programs, and portfolios

The more strategic the PMO, the more mature it will be, assuming that strategic focus alone determines overall maturity

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11. A PMO is transitioning to a more stakeholder-focused model. Some PMO team members suggest emphasizing technical deliverables like templates and tools, while others propose prioritizing stakeholder satisfaction and value.

What does it mean to adopt a ‘stakeholder-centric’ approach in a PMO?

Creating experiences that prioritize both stakeholder satisfaction and value

Ensuring that only project managers directly interact with the PMO team

Restricting the PMO’s responsibilities to tactical, process-based tasks

Focusing exclusively on providing technical outputs like tools and templates

12. After collecting PMO stakeholders' benefit expectations, the PMO VALUE RING provides:

A list of recommended functions prioritized, based on the stakeholders' expected benefits.

A list of verified processes, based on the expectations of the upper management.

A list of recommended benefits from the functions.

A list of recommended functions prioritized from the processes indicated as best practices.

13. What are the most common PMO stakeholders?

Upper management, project managers, and external suppliers.

Upper management, project managers, functional managers, and project team members.

Upper management, functional managers, and external clients of the organization

Upper management, project managers, functional managers, and all other employees of the organization.

14. The PMO mix of functions must be balanced, which means:

The selected functions must be potentially capable of generating financial results In a balanced way over time.

The selected functions should be potentially able to reduce costs in a balanced way over time.

The selected functions must be potentially capable of generating improvements in a balanced way over time.

The selected functions must be potentially capable of generating perceived value in a balanced way over time.

15. During a PMO planning session, the team discusses setting target maturity levels for its functions to align with organizational goals.

What does the target/desired maturity level for a function represent?

A maturity level that should always be lower than the current level

The level of sophistication planned for the function by the end of the evaluation cycle

The level of sophistication expected for the function at the beginning of the cycle

The competencies required to effectively perform the specific function

16. The greater the maturity of a PMO:

The greater the number of functions performed by the PM

The greater is the PMO team.

The greater the PMO cost.

The greater the value generated for the PMO stakeholders.

17. A company is evaluating its PMO to understand its contribution to organizational success. The assessment focuses on how well the PMO delivers its functions rather than the number of projects it handles.

What does PMO maturity primarily assess?

The PMO’s compliance with predefined and standardized operational models

The sophistication and effectiveness with which the PMO delivers its functions

The total number of projects currently being managed by the PMO team

The organization's overall capabilities in project management and execution

18. A PMO team is working to formalize its operations and ensure consistency in how it delivers value.

They are discussing the role of processes in defining and supporting the PMO's functions.

What are PMO processes?

The processes established to execute each function performed by the PMO

The processes defined to outline project needs and allocate necessary PMO resources

The established processes used to manage projects, programs, and the organizational portfolio

The processes developed for project planning, tracking, and controlling project activities

19. Why can the performance indicators of each function have different relevance?

Because each Indicator may have different importance In measuring the generation of value perception in stakeholders.

Because the relevancies are influenced by the importance of each function.

Because the relevancies are influenced by the maturity of the PM

Because each indicator has a different potential to generate financial returns.

20. What defines PMO maturity?

The hierarchical positioning of the PMO In the organizational structure.

The level of strategic competence in the PMO team.

The level of sophistication with which each PMO function is performed

The more strategic the PMO, the more mature it will be.

Page 3 of 3

21. How many steps does the PMO VALUE RING have?

22. The evolution of PMO maturity occurs:

When we Increase the amount of functions performed.

When PMO functions become more sophisticated, whether operational, tactical or strategic.

When the PMO ceases to be operational and becomes increasingly strategic.

When organizational maturity in project management evolves.

23. What does the Personal Competency Adherence indicator (p-CAl) mean?

The indicator shows the need for resources for the PM

both quantitatively and qualitatively.

It demonstrates how much a PMO professional is prepared to perform a particular function, and therefore can vary from function to function.

The indicator demonstrates how the PMO team is prepared to generate perceived value for its stakeholders.

It demonstrates how much a professional is prepared to work in the PMO, regardless of the functions to which he is allocated.

24. What is the minimum recommended value for the Expectation Adnerence Indicator?

There is no recommended value, but the lower the Indicator, the greater the risk of not reaching the expected financial return for the PM

There is no recommended value, but the lower the indicator, the greater the risk of not reaching the set of stakeholder expectations.

At least 80%.

Between 70% and 80%.

25. During a PMO competency development planning session, the team discusses how the competencies required for each PMO function may vary in importance. Some competencies may be critical for a strategic function, while others are more relevant for operational or tactical functions.

What is the correct approach regarding the relevance of competencies in different PMO functions?

All competencies required for the PMO are equally important, regardless of the function the professional is performing

The relevance of competencies does not depend on the PMO function, as technical competencies are always more important than behavioral competencies

Strategic competencies are more important for all PMO functions, while operational and tactical competencies are of little relevance

The same competency can have different levels of relevance depending on the PMO function, whether strategic, tactical, or operational

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

Processes, people and technology.

Short, medium and long term.

Current maturity, target/desired maturity and maximum maturity.

Strategy, tactics and operation.

27. What is the recommended PMO VALUE RING evaluation cycle?

There is no recommended cycle.

Only once, when the PMO is being set up.

12-month cycles, starting on its set up or first evaluation.

Every 5 years.

28. What defines a PMO function as strategic?

Be directly related to business processes.

Contribute to strategic planning.

Be performed by the upper management.

Be directly related to organizational strategy or upper management.

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2024 PMI PMO-CP Exam Dumps Questions

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