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[General] Relevant PMI-PMOCP Questions - PMI-PMOCP Practice Exam

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【General】 Relevant PMI-PMOCP Questions - PMI-PMOCP Practice Exam

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PMI Project Management Office Certified Professional Sample Questions (Q87-Q92):NEW QUESTION # 87
A PMO professional is mentoring a project manager who is overseeing a project critical to the organization's strategic goals. The project manager has encountered resistance from a key stakeholder who believes the project's direction might jeopardize their department's interests. Despite written communication, the stakeholder remains concerned.
What should the PMO professional advise the project manager to do?
  • A. Convene a meeting with the stakeholder to better understand their concerns.
  • B. Escalate the issue to senior management to override the stakeholder's objections.
  • C. Continue with the project as planned, ignoring the stakeholder's concerns.
  • D. Assign a team member to handle the stakeholder and mitigate their objections.
Answer: A
Explanation:
Direct engagement through ameeting to understand stakeholder concernsis the recommended approach.
PMI-PMOCP stresses active listening and open dialogue as key techniques for resolving resistance, building trust, and finding collaborative solutions that align project and stakeholder interests.
Escalating prematurely (option A) or ignoring concerns (option D) risks damaging relationships and project success. Delegating the issue (option C) may fragment accountability.
ReferenceMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Stakeholder Engagement and Conflict Resolution.

NEW QUESTION # 88
A PMO professional for an engineering company was contacted by a newly hired project manager who wanted to submit an urgent change request to reset the baseline for the project schedule. The project manager did not understand the process for submitting such a request. Because this project is critical for the company, any delays might put the project at risk.
What should the PMO professional do?
  • A. Tell the project manager to refer to the organizational process assets (OPAs) for the change request template and provide support as needed.
  • B. Instruct the project manager to follow the project management governance model, which has predefined processes and procedures for change requests.
  • C. Support the project manager in creating the change request and guide the project manager through its submission and approval.
  • D. Ensure that the project manager attends the required training that will provide more information about the change management process.
Answer: C
Explanation:
In the context of the PMI-PMOCPGovernance domain, one of the critical functions of the PMO professional is toprovide proactive support and guidanceto project managers, especially when urgent changes are needed in critical projects. Although organizational process assets (OPAs) and governance models provide important frameworks and tools, the PMO's role extends beyond simply pointing to these resources. The PMO professional should actively assist the project manager in preparing the change request to ensure it is correctly documented and aligned with organizational standards, reducing risk and delays.
According to PMI's PMO practice guides and the PMI-PMOCPexam content outline, the Governance domain emphasizesoversight, adherence to processes, and facilitation. Helping the project manager navigate the change management process embodies good governance and improves project outcomes. This approach supports organizational strategy by enabling timely decision-making and maintaining project control.
Furthermore, while training is important, it is not an immediate solution for urgent requests. Telling the project manager to self-serve through OPAs (Option A) or simply directing them to follow governance models (Option B) without hands-on assistance risks delays and misunderstandings, particularly for new PMs.
References:
PMI-PMOCPExam Content Outline, Governance Domain
PMI Practice Standard for Project Management Offices (2013), Chapter on Change Management PMI PMO Value Ring and Practice Guides, Governance and Support Processes

NEW QUESTION # 89
A company is undergoing transformation due to a set of recent mergers and acquisitions (M&A) transactions.
A PMO professional is responsible for the processes and methodology and is asked to suggest ways to support the transformation by integrating organizational change management practices.
Which change management strategy should the PMO professional consider first to reinforce transformation activities?
  • A. Establish training on the key factors for M&A success to the PMO team.
  • B. Assess the cultural impact of the M&A transactions and develop an integration plan to bridge the gap and facilitate a new cultural shift.
  • C. Provide organizational change management training for the project managers.
  • D. Plan a timely organizational announcement and related communications to accompany all major organizational transformations.
Answer: B
Explanation:
Mergers and acquisitions significantly impact organizational culture. PMI-PMOCP Lifecycle Management recognizesassessing cultural impacts and creating integration plansas a critical early step to support successful transformation.
While training (Options A and D) and communication (Option B) are important, they should follow a thorough cultural assessment to tailor strategies effectively.
PMI emphasizes that culture is a key factor in change success, and addressing it early reduces resistance and facilitates smooth transitions.
References:
PMI-PMOCPExam Content Outline, Lifecycle Management Domain
PMI Practice Standard for Change Management (2013)
PMI PMO Value Ring, Organizational Change Management

NEW QUESTION # 90
An enterprise PMO (EPMO) is working with different countries to staff project managers across the organization. Customers are providing feedback stating that the staffing is taking more time than expected when compared to the deadlines agreed upon with the customer.
Which two key performance indicators (KPIs) should the PMO professional monitor for this PMO service?
(Choose 2)
  • A. The Net Promoter Score (NPS) related to general customer satisfaction.
  • B. The percentage of project manager roles filled within the deadline.
  • C. The average time needed to recruit project managers for the customer.
  • D. The number of days taken on average to formally finalize customer requests.
  • E. The retention of project managers in their roles on the assigned projects.
Answer: B,C
Explanation:
To address staffing timeliness, the PMO should monitor theaverage recruitment time(B) andthe percentage of roles filled within the agreed deadlines(E). PMI-PMOCP stresses these metrics as direct indicators of staffing service performance and customer satisfaction related to timeliness.
Other KPIs like NPS (A) or retention (D) provide additional insight but are less relevant to staffing cycle time issues.
ReferenceMI-PMOCP Study Guide, Chapter on PMO Service Performance Measurement.

NEW QUESTION # 91
A PMO has been working for the past 3 years and generates moderate perceived value for senior management. The company's senior management is concerned with the lack of direction and the reactive working style that the PMO follows.
How should the PMO professional work with senior management to increase the PMO's perceived value?
  • A. Provide training and project competency development to project managers.
  • B. Create regular touch points with senior management to review and evolve the PMO's strategic roadmap.
  • C. Ask the project managers to provide a performance report to senior management.
  • D. Collect senior management's concerns regularly and address them with the project managers.
Answer: B
Explanation:
Increasing the PMO's perceived value requiresactive collaboration with senior management to co-create and evolve a strategic roadmapfor the PMO. Creating regular touch points (Option B) ensures ongoing alignment of PMO activities with executive priorities, enables proactive adjustment to changing needs, and fosters trust and engagement.
Simply collecting concerns without structured strategic reviews (Option A) is reactive and less effective.
Training project managers (Option C) and requesting performance reports (Option D) contribute to execution but do not address the strategic direction or perception issue at the senior level.
PMI-PMOCP highlights the importance ofstrategic engagement and transparent communicationto enhance the PMO's role and value.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Strategic Roadmapping and Stakeholder Engagement PMI PMO Value Ring, Strategic Communication

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