Download PMO-CP Exam Dumps for Best Preparation
Exam
: PMO-CP
Title
: PMO Certified Practitioner
https://www.passcert.com/PMO-CP.html
1/5
Download PMO-CP Exam Dumps for Best Preparation
1.How many performance indicators should be used for each PMO function in each evaluation cycle?
A. Only key functions should be monitored with performance Indicators, reducing bureaucracy and
excessive control.
B. One indicator per function, giving focus to what really matters.
C. From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve
it.
D. All the indicators recommended by the methodology.
Answer: 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.
2.The PMO Expectation Adherence indicator (pmo-EAl) is:
A. The sum of 20% of the functions capable of generating 80% cumulative contribution probability.
B. The sum of the selected functions' contribution probabilities.
C. The sum of the results of executed projects.
D. The sum of 80% of the functions capable of generating 20% cumulative contribution probability.
Answer: 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.
3.What is the ideal type or model of PMO?
A. The Strategic PMO.
B. The Agile PMO.
2/5
Download PMO-CP Exam Dumps for Best Preparation
C. The Center of Excellence.
D. None of the answers.
Answer: 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.
4.What are the most common PMO stakeholders?
A. Upper management, project managers, and external suppliers.
B. Upper management, project managers, functional managers, and project team members.
C. Upper management, functional managers, and external clients of the organization
D. Upper management, project managers, functional managers, and all other employees of the
organization.
Answer: 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.
5.What essential aspects should be addressed in the development of action plans for the evolution of the
PMO maturity?
A. Processes, people and technology.
B. Short, medium and long term.
C. Current maturity, target/desired maturity and maximum maturity.
D. Strategy, tactics and operation.
Answer: A
Explanation:
3/5
Download PMO-CP Exam Dumps for Best Preparation
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​ .
6.Why can the performance indicators of each function have different relevance?
A. Because each Indicator may have different importance In measuring the generation of value
perception in stakeholders.
B. Because the relevancies are influenced by the importance of each function.
C. Because the relevancies are influenced by the maturity of the PMO.
D. Because each indicator has a different potential to generate financial returns.
Answer: A
Explanation:
Performance indicators can have different relevance depending on how critical they are in measuring the
value perception among stakeholders. Each function of a PMO contributes differently to the overall
success of the project portfolio, and stakeholders may perceive the value generated by each function in
various ways.
For example, some indicators may be more focused on financial returns, while others may measure
customer satisfaction or project efficiency. The significance of each indicator is influenced by the specific
goals of the organization and its stakeholders, as well as the role each function plays in delivering
value​ .
7.What does the Personal Competency Adherence indicator (p-CAl) mean?
A. The indicator shows the need for resources for the PMO. both quantitatively and qualitatively.
B. It demonstrates how much a PMO professional is prepared to perform a particular function, and
therefore can vary from function to function.
C. The indicator demonstrates how the PMO team is prepared to generate perceived value for its
stakeholders.
D. It demonstrates how much a professional is prepared to work in the PMO, regardless of the functions
to which he is allocated.
Answer: B
Explanation:
The Personal Competency Adherence Indicator (p-CAl) measures the degree to which a PMO
professional is equipped with the skills, knowledge, and readiness to perform specific functions within the
PMO. Since different PMO functions may require varying levels of expertise and competencies, this
indicator can vary depending on the function assigned. It focuses on how prepared the individual is to
execute particular roles within the PMO framework.
4/5
Download PMO-CP Exam Dumps for Best Preparation
This metric ensures that the right people are allocated to the right tasks, optimizing PMO performance
and alignment with the overall project goals.
8.What is the difference between the internal goals and the external goals of the PMO?
A. Internal goals are agreed upon with the PMO team and external goals are agreed upon with PMO
stakeholders.
B. Internal goals do not suffer direct influence from stakeholders.
C. Internal goals are used to measure the performance of the PMO team.
D. External goals involve external stakeholders in the organization.
Answer: A
Explanation:
The distinction between internal and external goals of the PMO lies in who sets and agrees on them:
Internal goals are established within the PMO team and are related to internal performance, processes,
and team-based metrics. They focus on optimizing internal operations and improving efficiency.
External goals, on the other hand, are agreed upon with PMO stakeholders. These goals focus on
delivering value to external parties, ensuring that the PMO meets the expectations of stakeholders such
as upper management, clients, and external partners.
This alignment of internal and external goals is critical for ensuring that the PMO adds value both
internally and externally, maintaining a balanced approach to performance.
9.What are PMO processes?
A. They are the processes established to define the functions of the PMO and resources to be allocated.
B. They are the processes established for project planning and control.
C. They are the established processes to manage projects, programs and portfolio
D. They are the processes established for each function performed by the PMO.
Answer: D
Explanation:
PMO processes refer to the specific processes established for each function that the PMO performs.
These processes include governance, reporting, resource management, risk management, and
supporting project, program, and portfolio management functions. They are designed to ensure that the
PMO operates efficiently and consistently while supporting project delivery and aligning with
organizational objectives.
By establishing clear processes for each PMO function, the organization ensures that there is consistency
in how projects are managed and delivered, which leads to better oversight and control.
5/5