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PMI PMO Certified Professional Sample Questions (Q75-Q80):

NEW QUESTION # 75
Many PMOs fail due to a lack of sponsorship. This is a:

A. Fact, because without the support of upper management a PMO cannot survive.
B. Fact, as the failure of many PMOs is due to lack of necessary investments.
C. Myth, since the PMOs do not fail, they only generate below-expected results.
D. Myth, because the lack of sponsorship is not the cause of failure, but a consequence - or evidence - of a lack of alignment with the stakeholders' expectations.

Answer: A

Explanation:
Sponsorship, particularly from upper management, is critical to the success of a PMO. A PMO without strong executive sponsorship often struggles to secure the resources, authority, and strategic alignment necessary to be effective. Therefore, the lack of sponsorship is a well-recognized cause of PMO failure.
* Sponsorship Importance: Executive sponsorship provides the PMO with the necessary authority, visibility, and resources. It also helps align the PMO's goals with the organization's strategic objectives, ensuring that the PMO can deliver value.
* Consequences of Poor Sponsorship: Without strong sponsorship, a PMO may lack the influence needed to enforce governance, gain stakeholder buy-in, or secure adequate funding. This often leads to a failure in meeting organizational expectations, resulting in the eventual dissolution or restructuring of the PMO.
* PMI References: ThePMI's Organizational Project Management Maturity Model (OPM3)and other PMI resources highlight the importance of executive sponsorship for PMO success. It emphasizes that sponsorship is a key driver of project success and sustainability.
PMI and PMO VALUE RING References:
* PMI's Standardsemphasize the critical role of sponsorship in project and portfolio management, noting that effective sponsorship ensures alignment with organizational goals, provides necessary resources, and helps navigate political challenges within the organization.
* ThePMO VALUE RINGalso stresses the importance of stakeholder engagement and sponsorship as a core component of a successful PMO, directly linking sponsorship to the PMO's ability to deliver value.

NEW QUESTION # 76
The performance of the PMO should be evaluated:

A. Annually, to ensure the alignment of the PMO with the needs of the organization.
B. By an independent audit, to ensure an exempt evaluation.
C. With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.
D. In a different and specific way for each function.

Answer: D

NEW QUESTION # 77
The PMO mix of functions must be balanced, which means:

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

Answer: A

Explanation:
The concept of balancing PMO functions refers to ensuring that the selected functions of a PMO are not only focused on immediate financial or operational benefits but are also capable of generating long-term value.
This balance must take into account stakeholder needs and expectations, ensuring that value is perceived consistently over time. The PMO should not just reduce costs or improve efficiencies in the short term but also foster sustainable improvements and perceived value across various dimensions.

NEW QUESTION # 78
During a performance review, a PMO team discusses whether the success of the projects it oversees is a direct indicator of the PMO's success. Does the success of projects under the PMO mandate demonstrate the success of the PMO?

A. Yes, because the PMO is always established to improve project performance
B. Sometimes, depending on the specific functions the PMO is responsible for offering
C. No, because the correlation between project success and PMO success is not relevant for a support area
D. Yes, as successful projects enhance the perception of the value provided by the PMO

Answer: B

Explanation:
The success of projects under the PMO's mandate can indicate PMO success if the PMO is directly responsible for delivering those functions. However, a PMO's value is broader and may also include strategic alignment, governance, and portfolio management, which may not always be directly tied to project-level outcomes.
References:
* PMI's The Standard for Project Portfolio Management.
* PMO Performance Metrics - Assessing success beyond project outcomes.

NEW QUESTION # 79
How many performance indicators should be used for each PMO function in each evaluation cycle?

A. From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.
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. All the indicators recommended by the methodology.

Answer: A

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 usetwo to four performance indicators per functionduring 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 oftailoring and agilityin 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 thePMBOK Guideand related frameworks likeRicardo Vargas' PMO methodologies, which emphasize focusing on value, minimizing waste, and maintaining a lean and effective governance structure.

NEW QUESTION # 80
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PMO-CP Guaranteed Questions Answers - Reliable PMO-CP Exam Simulator

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PMI PMO Certified Professional Sample Questions (Q75-Q80):

100% Pass 2025 PMO-CP: PMO Certified Professional Newest Guaranteed Questions Answers

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