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PMI PMO-CP Exam (page: 1)
PMI PMO Certified Professional
Updated on: 25-Sep-2025

Viewing Page 1 of 19
PMO-CP PDF 120 Questions

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

  1. Only key functions should be monitored with performance Indicators, reducing bureaucracy and excessive control.
  2. One indicator per function, giving focus to what really matters.
  3. From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.
  4. All the indicators recommended by the methodology.

Answer(s): 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.



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

  1. The sum of 20% of the functions capable of generating 80% cumulative contribution probability.
  2. The sum of the selected functions' contribution probabilities.
  3. The sum of the results of executed projects.
  4. The sum of 80% of the functions capable of generating 20% cumulative contribution probability.

Answer(s): 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.



What is the ideal type or model of PMO?

  1. The Strategic PMO.
  2. The Agile PMO.
  3. The Center of Excellence.
  4. None of the answers.

Answer(s): 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.



What are the most common PMO stakeholders?

  1. Upper management, project managers, and external suppliers.
  2. Upper management, project managers, functional managers, and project team members.
  3. Upper management, functional managers, and external clients of the organization
  4. Upper management, project managers, functional managers, and all other employees of the organization.

Answer(s): 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.



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

  1. Processes, people and technology.
  2. Short, medium and long term.
  3. Current maturity, target/desired maturity and maximum maturity.
  4. Strategy, tactics and operation.

Answer(s): 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.



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