PMO-CP EXAM SIMULATOR FEE - PMO-CP VALID EXAM BRAINDUMPS

PMO-CP Exam Simulator Fee - PMO-CP Valid Exam Braindumps

PMO-CP Exam Simulator Fee - PMO-CP Valid Exam Braindumps

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Tags: PMO-CP Exam Simulator Fee, PMO-CP Valid Exam Braindumps, New PMO-CP Test Materials, Reliable PMO-CP Test Objectives, PMO-CP Pass4sure

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PMI PMO Certified Professional Sample Questions (Q60-Q65):

NEW QUESTION # 60
What does the Personal Competency Adherence indicator (p-CAl) mean?

  • A. The indicator shows the need for resources for the PMO. both quantitatively and qualitatively.
  • B. It demonstrates how much a PMO professional is prepared to perform a particular function, and therefore can vary from function to function.
  • C. The indicator demonstrates how the PMO team is prepared to generate perceived value for its stakeholders.
  • D. It demonstrates how much a professional is prepared to work in the PMO, regardless of the functions to which he is allocated.

Answer: B

Explanation:
ThePersonal Competency Adherence Indicator (p-CAl)measures the degree to which a PMO professional is equipped with the skills, knowledge, and readiness to perform specific functions within the PMO. Since different PMO functions may require varying levels of expertise and competencies, this indicator can vary depending on the function assigned. It focuses on how prepared the individual is to execute particular roles within the PMO framework.
This metric ensures that the right people are allocated to the right tasks, optimizing PMO performance and alignment with the overall project goals.


NEW QUESTION # 61
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. Allow the PMO to take a more strategic approach, focusing on the business of the organization.
  • C. To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.
  • D. Reduce PMO costs and modify selected functions for the PMO.

Answer: A

Explanation:
Expanding the scope of projects under the PMO mandate is generally not recommended to improve PMO ROI unless there is clear alignment with organizational strategy. Increasing the scope without careful planning and additional resources may lead to overextension, resource strain, and potentially negative impacts on overall project outcomes. Instead, focusing on reducing costs, improving functions, and increasing the maturity of the PMO are more effective actions to enhance ROI.


NEW QUESTION # 62
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. From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.
  • C. All the indicators recommended by the methodology.
  • D. One indicator per function, giving focus to what really matters.

Answer: B

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 # 63
To calculate the ROI of the PMO. the following assumptions are used:

  • A. The PMO should have a strategic orientation. The functions established for the PMO are In accordance with the type previously defined. It Is notnecessary to establish scenarios.
  • B. The PMO is a dynamic organizational entity. To evaluate the return it is necessary to establish optimistic, probable and pessimistic scenarios. The return is always negative, due to the costs necessary to sustain the existence of the PMO.
  • C. The PMO exists to generate revenue for the organization. Each type of PMO has a different potential for generating results. Only corporate PMOs can have their ROI calculated.
  • D. The PMO exists to reduce the losses observed In the organization's portfolio. Each function has a probability of contributing to the recovery of portfolio losses. In each organization, different reasons can cause losses in the portfolio.

Answer: D

Explanation:
The ROI calculation for a PMO is based on its role in reducing portfolio losses and managing risks in the organization's projects. The PMO functions are evaluated based on their potential contribution to recovering these losses. Each organization may experience different causes for these losses, including inefficiencies, delays, and resource mismanagement. By reducing these factors, the PMO helps recover lost value, which is factored into the ROI calculation. This model emphasizes the alignment of the PMO's functions with the organization's strategic recovery objectives.


NEW QUESTION # 64
A PMO is creating action plans to guide its maturity evolution. The team is considering various frameworks to ensure the plans address all critical elements, including long-term goals and operational adjustments. What essential aspects should be addressed in the development of action plans for the evolution of PMO maturity?

  • A. Processes, people, and technology as core areas of focus to develop each PMO function
  • B. Short, medium, and long-term objectives for improvement
  • C. Strategy, tactics, and operation across all functions
  • D. Current maturity, target/desired maturity, and maximum achievable maturity

Answer: A

Explanation:
PMO action plans for maturity evolution must address processes, people, and technology. These are the foundational areas that drive functional improvement and alignment with organizational goals. Addressing these elements ensures that the PMO evolves holistically and sustainably over time.
References:
* PMI's Organizational Project Management Maturity Model (OPM3).
* PMO Maturity Development Frameworks - Guidelines on addressing critical areas.


NEW QUESTION # 65
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