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

The sum of the selected functions' contribution probabilities.

The sum of 20% of the functions capable of generating 80% cumulative contribution probability.

The sum of the selected functions' contribution probabilities.

The sum of the results of executed projects.

The sum of 80% of the functions capable of generating 20% cumulative contribution probability.

What are the most common PMO stakeholders?

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

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.

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

Processes, people and technology.

Current maturity, target/desired maturity and maximum maturity.

Strategy, tactics and operation.

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 PMO.

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

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

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

The indicator shows the need for resources for the PMO. 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.

What is the difference between the internal goals and the external goals of the PMO?

Internal goals are agreed upon with the PMO team and external goals are agreed upon with PMO stakeholders.

Internal goals do not suffer direct influence from stakeholders.

Internal goals are used to measure the performance of the PMO team.

External goals involve external stakeholders in the organization.

What are PMO processes?

They are the processes established for each function performed by the PMO.

They are the processes established to define the functions of the PMO and resources to be allocated.

They are the processes established for project planning and control.

They are the established processes to manage projects, programs and portfolio

They are the processes established for each function performed by the PMO.

What is the relationship between organizational maturity in project management and PMO maturity?

Organizational maturity and PMO maturity are different and complementary concepts.

The existence of organizational maturity Is a requirement for the existence of a PMO.

Organizational maturity and PMO maturity are different and complementary concepts.

The existence of a PMO is a sign of organizational maturity.

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

It is the level of sophistication desired for the function at the end of the evaluation cycle.

It Is the level of sophistication desired for the function at the beginning of the evaluation cycle.

It is the level of competencies to perform a particular function.

It is the level of sophistication desired for the function at the end of the evaluation cycle.

It should always be less than the current maturity level.

What is the relationship between organizational maturity in project management and PMO maturity?

Organizational maturity and PMO maturity are different and complementary concepts.

The existence of organizational maturity Is a requirement for the existence of a PMO.

Organizational maturity and PMO maturity are different and complementary concepts.

The existence of a PMO is a sign of organizational maturity.

The balance of a PMO's mix of functions is fundamental because:

It allows stakeholders to realize and recognize the value of the PMO over time.

It allows Investments to be made in a balanced way over time.

Allows the workload to be balanced over time.

It allows stakeholders to realize and recognize the value of the PMO over time.

It allows the costs of the PMO not to be concentrated in a specific period.

What is the main necessary factor for a PMO to be recognized in its organization?

Meet the benefits expectations of its stakeholders.

Implement best practices in project management.

Meet the benefits expectations of its stakeholders.

Manage the strategic portfolio of projects

The PMO processes, when formally defined:

Should compose the PMO Service Catalog, which will be used to align expectations with stakeholders.

Can generate conflicts among stakeholders, by clearly establishing how the PMO should act.

Should be considered as a rule, with no possibility to be adjusted or improved during the cycle.

Generate unnecessary bureaucracy, which does not contribute to the success of the PMO.

Why should the outcome of the PMO maturity assessment always be presented in three dimensions?

Because maturity evolves independently in each of these dimensions (strategic, tactical or operational).

To meet the needs of upper management.

To meet the short, medium and long term.

Because maturity evolves independently in each of these dimensions (strategic, tactical or operational).

To ensure that all necessary functions are being performed by the PMO.

What demonstrates the evolution of the maturity of a given function?

The existence of evidences (drivers) that demonstrate the evolution in the sophistication of the way the function is performed.

The amount of resources allocated to the function.

The existence of evidences (drivers) that demonstrate the evolution in the sophistication of the way the function is performed.

The time elapsed since it was implemented.

In order to select the PMO functions. It is necessary to evaluate a set of important indicators. Which of the following Indicators is not necessary for this analysis?

The Perceived Value Equilibrium/Balance Indicator of the PMO.

The Competency Adherence Indicator (PMO-CAI) of the PMO.

The Expectation Adherence Indicator of the stakeholder groups, and of each stakeholder.

The Perceived Value Equilibrium/Balance Indicator of the PMO.

The Expectation Adherence Indicator (PMO-EAI) of the PMO.

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

Generate perceived value for its stakeholders.

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.

When defining the processes of a PMO, we must consider:

That each function of the PMO should have its own process adapted to the needs of the organization.

That processes are standardized for any and every organization.

That the formalization and alignment of PMO processes is an outdated approach.

That it is not possible to aggregate methodologies and specific approaches to processes, such as agile methods.

That each function of the PMO should have its own process adapted to the needs of the organization.

What factors directly influence the calculation of the PMO ROI?

The performance and maturity level of each function.

The maturity level of each function, and the Stakeholders Expectation Adherence Indicator.

The performance and maturity level of each function.

The Stakeholders Expectation Adherence Indicator of the stakeholders, and Competency Adherence Indicator of each function.

The maturity level and the Competency Adherence Indicator of each function.

Does the success of projects under the PMO mandate demonstrate the success of the PMO?

Sometimes, depending on what functions the PMO will be offering.

Yes, because the PMO Is always created to Improve project performance.

No, using the correlation between project success and PMO success does not make sense for a support area.

Sometimes, depending on what functions the PMO will be offering.

Yes, because successful projects increase the perception of the value of PMO's work

The PMO VALUE RING has in its database:

30 potential benefits and 26 potential functions for a PMO.

50 potential benefits and 40 potential functions for a PMO.

26 potential benefits and 30 potential functions for a PMO.

30 potential benefits and 26 potential functions for a PMO.

15 potential benefits and 26 potential functions for a PMO.

How many maturity levels do each of the PMO functions have?

Different levels, depending on the function.

The greater the maturity of a PMO:

The greater the value generated for the PMO stakeholders.

The greater the number of functions performed by the PMO.

The greater the value generated for the PMO stakeholders.

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

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

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.

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 PMO.

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

The evolution of PMO maturity occurs:

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

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.

What defines PMO maturity?

The level of sophistication with which each PMO function is performed

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.

The performance of the PMO should be evaluated:

In a different and specific way for each function.

Annually, to ensure the alignment of the PMO with the needs of the organization.

In a different and specific way for each function.

With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.

By an independent audit, to ensure an exempt evaluation.

How has the PMO VALUE RING been created?

In collaborative research work, with the participation of dozens of PMO professionals from different countries.

With the participation and encouragement of a renowned global institution.

From the work of a renowned expert.

With the investment of a global software company.

Why is it necessary to understand who the PMO stakeholders are?

Because their expectations of benefits should guide the PMO set up.

Because It Is up to them to support the work of the PMO.

Because they are the ones who pay the cost of the PMO.

Because their expectations of benefits should guide the PMO set up.

Because they will be influenced by the work ot the PMO.

How should the functions of a PMO be established?

Identifying stakeholder benefits expectations and defining which functions will be able to serve them.

Implementing the same functions observed In organizations considered benchmark In the industry.

Identifying stakeholder benefits expectations and defining which functions will be able to serve them.

Selecting and following a model considered as best practice (Strategic, Center of Excellence, Agile, etc.)

Asking the stakeholders what functions the PMO should perform.

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 PMO.

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.

Why should we set up different groups of evaluators to carry out the competency assessment of the PMO members?

Because different groups may have different relevancies In the assessment of the professional.

Because stakeholders have different expectations regarding the work of the PMO.

Because of a system limitation, it does not support a large number of evaluators per professional.

Because there must be three groups of evaluators.

To calculate the ROI of the PMO. the following assumptions are used:

The PMO exists to reduce the losses observed In the organization's portfolio. Each function has a probability of contributing to the recovery of portfolio losses. In each organization, different reasons can cause losses in the portfolio.

The PMO should have a strategic orientation. The functions established for the PMO are In accordance with the type previously defined. It Is not necessary to establish scenarios.

The PMO exists to generate revenue for the organization. Each type of PMO has a different potential for generating results. Only corporate PMOs can have their ROI calculated.

The PMO is a dynamic organizational entity. To evaluate the return it is necessary to establish optimistic, probable and pessimistic scenarios. The return is always negative, due to the costs necessary to sustain the existence of the PMO.

Which factors should be considered during the selection of the PMO mix of functions?

The potential of the function in generating value over time.

The probability of contribution of the function to meet the expectations of the stakeholders.

If the function is appropriate for the strategy of the PMO and its organization.

What defines a PMO function as strategic?

Be directly related to organizational strategy or upper management.

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.

What is the relationship between the competencies required (or a PMO professional, and the PMO functions?

Each PMO function will require different competencies, among those Identified In the PMO VALUE RING methodology. Some of them may or may not be necessary.

All competencies identified in the PMO VALUE RING methodology are Important for all PMO functions, and all PMO professionals must develop them in a balanced way.

Each PMO function will require different competencies, among those Identified In the PMO VALUE RING methodology. Some of them may or may not be necessary.

All the competencies Identified in the PMO VALUE RING methodology are important for all PMO functions, but with different relevance for each function.

Each function will require technical and behavioral skills, which must be present in all professionals working in the PMO.

PMI PMO-CP Practice Test 1 - Free Online Exam Prep & Questions

Question 1 / 40

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

Only key functions should be monitored with performance Indicators, reducing bureaucracy and excessive control.

One indicator per function, giving focus to what really matters.

From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.

All the indicators recommended by the methodology.

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