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A PMO team member who joined the PMO 5 years ago as a junior PMO analyst recently received feedback from customers indicating a lack of initiative in handling daily tasks, leading to a low perception of the PMO's value.

What should the PMO professional leading the PMO do to resolve this issue?

A.

Provide mentoring to the PMO team member to increase their performance.

B.

Find another role for the PMO team member within the PMO.

C.

Provide training to the PMO member through a training provider.

D.

Find another role for the PMO team member outside the PMO.

A financial services company is working to optimize its PMO service performance by defining clear service-level agreements (SLAs) with its customers. However, the PMO faces resource limitations, making meeting all customer expectations on time challenging.

What is the most effective approach for the PMO professional to take when defining SLAs and adjusting them according to the PMO's resource constraints?

A.

Set ambitious SLAs to demonstrate the PMO's commitment to delivering high-quality services, even if resources are limited, and adjust delivery expectations only when delays occur.

B.

Establish uniform SLAs for all PMO customers, ensuring consistency across the organization, regardless of the PMO's resource limitations or specific customer needs.

C.

Develop SLAs that set achievable service levels based on the PMO's current resource capacity and adjust them regularly as resources fluctuate or customer demand increases.

D.

Avoid setting SLAs until the PMO has enough resources to guarantee consistent service delivery across all customers and projects, preventing the risk of unmet expectations.

The chief strategy officer and the PMO professional are working on the strategic plan while defining the long-term strategic vision of a rapidly growing startup. They are setting the strategic goals and developing action plans.

What should be the PMO professional's primary focus to help ensure alignment to these strategic goals?

A.

Help prioritize projects based on their contributions to overall strategy and work to ensure that high-impact projects get the needed resources.

B.

Help senior management track project and program progress with predefined key performance indicators (KPIs).

C.

Help prioritize customer projects with the biggest monetary value and the highest impact on customer satisfaction.

D.

Help to obtain the project managers' feedback on the action plan to ensure continuous improvement and refinement of the objectives.

A PMO professional is acting as the PMO leader temporarily in a well-established and mature PMO unit. In this role, a PMO professional receives an escalation from the portfolio manager that a new business stakeholder's activity is overlapping with key portfolio management functions.

What should the PMO professional do to resolve this issue?

A.

Train the new business stakeholder on the organization's key values.

B.

Review the adopted PMO charter with the portfolio manager and the new stakeholder.

C.

Assess the conflict resolution portion of the compliance code of conduct.

D.

Refer the portfolio manager to the approved project charter.

A PMO offers a service for managing projects. One of the PMO customers always demands that a specific project manager is assigned to their projects. However, it is not always possible to accommodate such requests, which causes dissatisfaction.

What should the PMO professional do to improve the delivery of this service?

A.

Identify the least-in-demand project managers, assess their individual performance, identify the skills gaps, and tailor training according to their specific needs.

B.

Adjust the service-level agreement (SLA) with customers according to the existing capacity in order to realign their expectations.

C.

Embrace feedback and raise awareness about the consistency of the service delivery with the quality requirements, which is independent of the project manager assigned.

D.

Analyze the reasons behind the customer dissatisfaction and hire more project managers with the required skill sets.

A manufacturing company is in the process of establishing its PMO, and the PMO professional leading it recognizes that securing executive sponsorship and ongoing support is crucial for the PMO's success and mandate.

How should the PMO professional effectively secure and maintain executive sponsorship for the PMO?

A.

Rely on the company's leadership to naturally recognize the PMO's value over time without needing to actively seek out sponsorship or support, assuming the results will speak for themselves.

B.

Emphasize that the PMO is using recommended best practices and frameworks, showcasing its operational excellence to win executive support.

C.

Align the PMO's objectives and services with the company's strategic goals and focus on delivering quick wins to ensure initial attention and support.

D.

Ensure the PMO follows the newest PMO models, providing a comprehensive set of strategic services that should be implemented to guarantee long-term success and gain executive sponsorship.