PMO Certified Practitioner (PMO-CP) certification is highly suitable for professionals actively involved with Project Management Offices (PMOs) who aspire to achieve full mastery of the essential concepts of the Value Ring methodology. To aid in this endeavor, PassQuestion offers the latest and most comprehensive PMO Certified Practitioner (PMO-CP) Exam Questions which are meticulously designed to cover all the essential topics, ensuring that you are well-prepared to tackle the exam confidently and pass it with ease. Investing time in these PMO Certified Practitioner (PMO-CP) Exam Questions will undoubtedly increase your chances of achieving certification and advancing your career in the field of project management.

PMO-CP Certification - PMO Certified Practitioner

The PMO Certified Practitioner (PMO-CP) certification is tailored for professionals working within Project Management Offices (PMOs) or aspiring to PMO roles. PMO-CP is the PMOGA certification aimed at PMO PROFESSIONALS with different levels of experience or NEWCOMERS who want to rethink and refresh their beliefs about PMOs, and expand their knowledge with innovative and advanced practices to set up, assess, manage and improve value-oriented PMOs.

Becoming a PMO-CP credential holder means being part of a select group of high-qualified professionals from over 80 countries who believe in and share a powerful PMO mindset grounded on the PMO Value Ring methodology.

Why Choose PMO-CP:

PMO-CP certification validates your expertise in PMO management, showcasing your ability to drive project and portfolio success through effective PMO practices. By earning PMO-CP certification, you demonstrate your proficiency in establishing governance frameworks, implementing standardized processes, and providing strategic support to project teams and stakeholders. This certification enhances your credibility and career opportunities in PMO management and project management.

Exam Outlines

PMO Fundamentals

• Introduction to Project Management Offices (PMOs)
• PMO Functions and Structures
• PMO Standards and Frameworks

PMO Governance and Oversight

• Establishing PMO Governance Frameworks
• PMO Policies, Procedures, and Guidelines
• Performance Measurement and Reporting

PMO Portfolio Management

• Portfolio Governance and Prioritization
• Resource Allocation and Optimization
• Benefits Realization Management

PMO Project Management Support

• Project Initiation and Planning Support
• Project Execution and Control Support
• Project Closure and Transition Support

PMO Stakeholder Management and Communication

• Stakeholder Engagement Strategies
• Managing Stakeholder Expectations
• PMO Maturity Assessment and Enhancement
• Change Management in PMOs

Legal and Regulatory Compliance

• PMO-related Laws and Regulations
• Compliance Requirements
• Contractual Obligations and Agreements

View Online PMO Certified Practitioner (PMO-CP) Free Questions

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

2. 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

3. When defining the processes of a PMO, we must consider:
A.That processes are standardized for any and every organization.
B.That the formalization and alignment of PMO processes is an outdated approach.
C.That it is not possible to aggregate methodologies and specific approaches to processes, such as agile methods.
D.That each function of the PMO should have its own process adapted to the needs of the organization.
Answer: D

4. How has the PMO VALUE RING been created?
A.In collaborative research work, with the participation of dozens of PMO professionals from different countries.
B.With the participation and encouragement of a renowned global institution.
C.From the work of a renowned expert.
D.With the investment of a global software company.
Answer: A

5. The balance of a PMO's mix of functions is fundamental because:
A.Itallows Investments to be made in a balanced way over time.
B.Allows the workload to be balanced over time.
C.It allows stakeholders to realize and recognize the value of the PMO over time.
D.It allows the costs of the PMO not to be concentrated in a specific period.
Answer: C

6. The PMO mix of functions must be balanced, which means:
A.The selected functions must be potentially capable of generating financial results In a balanced way over time.
B.The selected functions should be potentially able to reduce costs in a balanced way over time.
C.The selected functions must be potentially capable of generating improvements in a balanced way over time.
D.The selected functions must be potentially capable of generating perceived value in a balanced way over time.
Answer: D

7. What does the target/desired maturity level for a function mean?
A.It Is the level of sophistication desired for the function at the beginning of the evaluation cycle.
B.It is the level of competencies to perform a particular function.
C.It is the level of sophistication desired for the function at the end of the evaluation cycle.
D.It should always be less than the current maturity level.
Answer: C

8. 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

9. The greater the maturity of a PMO:
A.The greater the number of functions performed by the PMO.
B.The greater is the PMO team.
C.The greater the PMO cost.
D.The greater the value generated for the PMO stakeholders.
Answer: D

10. Which of the following actions would not be recommended to Improve the result of the PMO ROI?
A.Expand the scope of projects under the PMO mandate.
B.Reduce PMO costs and modify selected functions for the PMO.
C.Allow the PMO to take a more strategic approach, focusing on the business of the organization.
D.To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.
Answer: A