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A well-established PMO in the banking sector has decided to evolve the company's current project management practices as an element of its mandate to drive organizational project management maturity. However, the proposed changes were received with skepticism by the leadership team due to concerns about the impact on delivery throughput. The PMO professional was asked to address these concerns.

How should the PMO professional begin to address this issue?

A.

Develop a map of proposed changes that do not affect delivery speed and resubmit the proposal to the leadership team.

B.

Demonstrate success stories of accelerated project delivery from more mature organizations to the leadership team.

C.

Deliver training sessions, which are already within the PMO mandate, and work toward achieving higher project management maturity through them.

D.

Prepare a detailed communication with Q&A about streamlining the current project management practices.

A new PMO has been started in a medium-sized retail company that has several concurrently running strategic projects. A team of project managers with no PMO experience has been assigned to the new PMO.

Which two actions should the PMO professional take to help the project managers prepare for their roles? (Choose 2)

A.

Explain how they should understand the PMO's customers' needs first so they know what to focus on.

B.

Coach and mentor the project managers in managing the company's strategic projects.

C.

Explain that being part of a PMO requires extensive experience in the company's business sector.

D.

Conduct orientation sessions to raise the project managers' awareness about the organization of a PMO.

E.

Explain that being a part of a PMO requires high-level project management competencies.

A PMO professional receives feedback from project managers indicating that they are not able to secure the necessary project delivery teams in a timely manner.

How should the PMO professional address this issue to improve resource management across projects?

A.

Develop a centralized resource management system that provides visibility into resource availability and allocation.

B.

Delegate resource management responsibilities to individual project managers to maintain autonomy.

C.

Implement a strict resource allocation policy to ensure equitable distribution of resources among projects.

D.

Hire additional project managers to meet the demands of all projects simultaneously.

A PMO was just established in a large organization. The PMO team identified all potential PMO customers and analyzed them based on their power and interest. The list of customers was much too long and the PMO's capacity to nurture them all is not sufficient.

What should the PMO professional do to move toward developing the service catalog?

A.

Interview executive leadership, understand their expectations, and generalize the findings as they are the main decision makers.

B.

Consider all customers, categorize them, and decide on how to retrieve information from the different groups of customers.

C.

Focus on the middle and top levels of management and incorporate resource expectations for when the PMO will have sufficient resources to serve all of the customers.

D.

Interview the portfolio, program and project managers; understand their needs; and develop a service catalog based on their interests as they are the experts.

An enterprise PMO (EPMO) in a large telecommunications company is overwhelmed with service requests from various departments. With limited resources, the EPMO cannot serve all customers and meet their expectations in the short term.

Which action should the PMO professional take to ensure efficient delivery?

A.

Escalate the issue to the executive team and request additional resources.

B.

Allocate PMO resources to incoming requests based on their experience.

C.

Prioritize and assign service requests based on their strategic impact.

D.

Educate customers on service-level agreements (SLAs) for each service.

A newly appointed PMO professional for a startup specializing in mobile analytics has been tasked with establishing a PMO to streamline project management processes and ensure successful delivery.

Which step should the PMO professional prioritize to gain approval from the CEO to sponsor the initiative?

A.

Draft a project charter to outline the benefits and objectives of the PMO and have it approved by the sponsor.

B.

Analyze potential risks and mitigation strategies associated with the PMO functions and services.

C.

Implement PMO processes immediately to demonstrate the potential benefits and get buy-in.

D.

Work with the CEO to identify and understand the needs and goals of the company's potential PMO customers.

A PMO professional is overseeing multiple customer care projects within a mid-sized company. The project sponsors, the chief of operations and the chief of customer success, have demanding schedules and are often occupied with other responsibilities.

How should the PMO professional ensure effective communication with these key stakeholders?

A.

Engage with them primarily at the project's key phase gate reviews, ensuring their presence during all critical life cycle transitions.

B.

Collaborate with them during early planning to establish a clear communications management plan, including defined reporting and escalation procedures.

C.

Include them in the project's weekly team meetings to ensure they are continuously updated on the project's progress and aware of any emerging challenges.

D.

Reach out to them only when critical issues arise in order to avoid adding to their workload unnecessarily.

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.

Reassign the project manager to another role and replace them with a more skilled project manager.

C.

Check the project manager's talent development plan and identify gaps for improvement.

D.

Conduct a competency gap analysis and provide respective trainings and coaching.

A PMO professional received feedback from the project managers indicating that the project management software is not user friendly and fails to support their work. Which action should the PMO professional take to address this concern?

A.

Identify appropriate software training for the project managers.

B.

Meet with the software developers to address the software complaints.

C.

Schedule feedback meetings with the project managers to discuss the complaints.

D.

Escalate the issue to the project sponsor to reinforce compliance.

Senior management at a small company is dissatisfied with project performance and has tasked the PMO with addressing the issue. An organizational project management (OPM) maturity assessment has uncovered significant gaps compared to industry standards.

What should the PMO professional do first?

A.

Plan training and development programs for project team members to fill the competency gaps.

B.

Develop a roadmap for improving the overall project management maturity within the organization.

C.

Implement agile project management approaches and tools to improve project performance.

D.

Hire experienced and highly skilled project managers to take over underperforming projects.