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Latest PMI-PMOCP Test Cram | PMI-PMOCP Exam Dumps.zip

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PMI Project Management Office Certified Professional Sample Questions (Q36-Q41):

NEW QUESTION # 36
There have been numerous complaints about the performance of one of the project managers.
How should the PMO professional address this issue?

A. Review the PMO maturity report and make an appropriate decision based on the findings.
B. Conduct a competency gap analysis and provide respective trainings and coaching.
C. Check the project manager's talent development plan and identify gaps for improvement.
D. Reassign the project manager to another role and replace them with a more skilled project manager.

Answer: B

Explanation:
The most effective way to address performance issues is through acompetency gap analysis followed by targeted training and coachingto develop the project manager's skills. This approach fosters growth, improves capability, and addresses root causes rather than just symptoms.
Reassignment or replacement (Option B) is a last resort. Reviewing maturity reports (Option A) or checking development plans (Option C) are preliminary steps but don't directly address the immediate performance issues.
PMI-PMOCP Lifecycle Management emphasizes structured talent development and coaching for improving project manager performance.
References:
PMI-PMOCPExam Content Outline, Lifecycle Management Domain
PMI Practice Standard for Project Management Offices (2013), Talent Development PMI PMO Value Ring, Capability Development

NEW QUESTION # 37
A PMO professional has been tasked with assessing and improving the competencies of the PMO team to better support the wide range of services the PMO provides. For example, the competencies required for a portfolio management service may differ significantly from those needed for training and mentoring services.
What steps should the PMO leader take to ensure the PMO team's competencies align with the diverse services provided?

A. Meet with PMO customers to understand their expectations and develop a competency matrix that maps PMO team members' current skills to the specific needs of each PMO service.
B. Focus only on developing the competencies related to the PMO's most commonly used services, ensuring efficiency in training and the reduction of costs.
C. Rotate PMO team members through various PMO services to gain exposure to different areas, assuming that hands-on experience alone will develop the necessary skills for each PMO service.
D. Conduct a general competency assessment for the entire PMO team and create a single training program covering basic project management skills for all team members.

Answer: A

Explanation:
The best practice is toengage PMO customers to understand their expectationsand then develop a competency matrix that aligns team members' skills with the specific demands of each PMO service (Option C). This targeted approach ensures that competency development is relevant and service-focused.
Rotations (Option A) and general assessments (Option B) are less strategic and may dilute focus. Limiting development to common services (Option D) risks neglecting emerging or specialized needs.
PMI-PMOCP Lifecycle Management recommendssystematic competency mapping tied to customer needs and service requirementsto optimize PMO effectiveness.
References:
PMI-PMOCPExam Content Outline, Lifecycle Management Domain
PMI Practice Standard for Project Management Offices (2013), Competency Management PMI PMO Value Ring, Talent and Capability Alignment

NEW QUESTION # 38
A bank's PMO is responsible for project management governance and for supporting project managers across the organization. The bank is revising its strategic plan to respond to competitors' changes. The revised plan will affect the PMO governance structure and most of the bank's projects. The PMO professional has been tasked with preparing the organization for the strategic changes.
What should the PMO professional do?

A. Ensure that any changes from the strategic levels remain confidential for as long as possible to avoid creating panic in the organization.
B. Recommend which projects should be canceled, based solely on the projects' budgets, before the strategic plan revision is complete.
C. Transmit changes from the strategic levels and identify projects that might need to reconsider budget, schedule, risks, and other factors.
D. Call an urgent meeting with all the bank's project managers and sponsors and update the project charters before the strategic plan is revised.

Answer: C

Explanation:
During strategic plan revisions, the PMO professional acts as a critical bridge between strategy and execution.
PMI-PMOCP highlights that the PMO mustcommunicate strategic changes promptly and thoroughly to affected projectsand identify adjustments required in budgets, schedules, risks, and other factors. This proactive approach enables the organization to realign projects with updated strategic priorities.
Recommending project cancellations prematurely (option A) or updating charters before the plan is finalized (option B) can cause confusion. Keeping changes confidential (option C) risks misinformation and mistrust.
Transparent communication ensures smooth transitions and stakeholder confidence.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on Strategic Alignment and Change Management.

NEW QUESTION # 39
Historically, an organization's PMO has been considered as a department that employs project managers, with its role linked to managing only internal projects. With a change in PMO leadership, the new PMO manager decides to elevate the role of the PMO and make it a strategic partner.
Which actions should the PMO manager take to achieve this goal?

A. Review current PMO services and introduce strategic offerings to gain greater access to executive leadership.
B. Organize knowledge-sharing sessions to showcase the PMO's strategic value.
C. Align PMO initiatives with organizational objectives to support strategic decision-making.
D. Rebrand the department as a strategic PMO to enhance its importance and prestige.

Answer: A

Explanation:
Elevating a PMO to a strategic partner requiresreviewing existing services and expanding offerings that deliver strategic value, thereby gaining the attention and support of executive leadership. This action builds credibility and influence.
Rebranding (Option B) without substantive change is superficial. Knowledge sharing (Option C) and alignment with objectives (Option D) are valuable but more effective once strategic services are established.
PMI-PMOCP Strategic Alignment highlights evolving PMO services as foundational for increased strategic influence.
References:
PMI-PMOCPExam Content Outline, Strategic Alignment Domain
PMI Practice Standard for Project Management Offices (2013), Strategic Services PMI PMO Value Ring, Strategic Role Development

NEW QUESTION # 40
A company aims to build a series of nuclear power plants and wants to establish a PMO to support its large- scale and high-risk strategy. The PMO professional has already developed the PMO vision, mission, and high- level strategy.
What should the PMO professional do next?

A. Determine the most common risks and pain points in the energy sector.
B. Identify critical factors that shape PMOs across the energy industry.
C. Define the PMO scope, authority, roles, and responsibilities.
D. Outline the expected benefits of the program's strategy.

Answer: C

Explanation:
After establishing vision and strategy, the PMO professional mustdefine the PMO scope, authority, roles, and responsibilities. PMI-PMOCP stresses that clear definition of the PMO's mandate enables effective governance, service delivery, and stakeholder alignment, especially in complex, high-risk industries like nuclear energy.
Understanding risks (option A), benefits (option C), or industry factors (option D) are important but follow the foundational establishment of PMO scope and structure.
Reference:PMI Project Management Office Certified Professional (PMI-PMOCP)Examination Content Outline, PMI 2021.PMI-PMOCP Study Guide, Chapter on PMO Establishment and Strategic Alignment.

NEW QUESTION # 41
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