PMI PMO Certified Professional - PMO-CP 模擬練習

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

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

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

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

A. Formalizing and aligning PMO processes is an outdated practice that no longer adds value

B. Methodologies and specific approaches, such as agile methods, should not be integrated into PMO processes

C. Processes should be standardized and applied uniformly across all departments within the organization

D. Each PMO function should have processes tailored to meet the specific needs of the organization and its stakeholders

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

B. Because there must be three groups of evaluators.

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

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

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

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

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

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

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

B. Ensure that everyone has the same benefits expectations.

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

D. Classify stakeholders into groups, with different levels of relevance.

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

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

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

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

A. All the indicators recommended by the methodology.

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

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

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

A. The opinion of a renowned expert on the topic.

B. The best academic references available.

C. The user's successful experiences.

D. The collective intelligence of the global community of PMO professionals.

A. The PMO's compliance with predefined and standardized operational models

B. The sophistication and effectiveness with which the PMO delivers its functions

C. The organization's overall capabilities in project management and execution

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

A. Being directly connected to the organization's core business processes

B. Being executed exclusively by members of upper management

C. Contributing to the organization's strategic planning and goal setting

D. Being directly related to organizational strategy or upper management objectives