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PMI PMO Certified Professional Sample Questions (Q32-Q37):

NEW QUESTION # 32
What is the minimum recommended value for the Expectation Adnerence Indicator?

A. Between 70% and 80%.
B. At least 80%.
C. There is no recommended value, but the lower the Indicator, the greater the risk of not reaching the expected financial return for the PMO.
D. There is no recommended value, but the lower the indicator, the greater the risk of not reaching the set of stakeholder expectations.

Answer: B

Explanation:
The Expectation Adherence Indicator is a measure used to track how well a PMO is meeting the expectations set by its stakeholders. A minimum recommended value of at least 80% ensures that the PMO is aligned with its objectives, reducing the risk of not meeting stakeholder expectations. Falling below this threshold increases the risk of failing to meet these expectations, which could lead to dissatisfaction and a diminished perception of the PMO's effectiveness.

NEW QUESTION # 33
To calculate the ROI of the PMO. the following assumptions are used:

A. 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.
B. 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.
C. 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.
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 # 34
What is the PMO VALUE RING?

A. A community of PMO professionals.
B. A methodology for creating, evaluating, and operating PMOs.
C. A type of PMO.
D. Software for the management of PMOs.

Answer: B

Explanation:
The PMO VALUE RING is a comprehensivemethodologydesigned to help organizations create, evaluate, and operate Project Management Offices (PMOs). It is not a software, community, or a type of PMO, but rather a structured approach that provides tools and techniques for optimizing the value that a PMO delivers to its stakeholders.
* Methodology Overview: The PMO VALUE RING methodology was developed by the PMO Global Alliance and is used worldwide to ensure that PMOs are aligned with the strategic objectives of their organizations. It guides PMOs through various stages, from inception to maturity, focusing on value generation.
* Key Components: The methodology includes tools for assessing stakeholder expectations, defining PMO functions, evaluating performance, and ensuring continuous improvement. It is highly adaptable to different organizational contexts and PMO types.
* PMI References: The principles of the PMO VALUE RING align with PMI's emphasis on value delivery, stakeholder alignment, and continuous improvement in project management. PMI encourages methodologies that support these goals, such as the PMO VALUE RING.
PMI and PMO VALUE RING References:
* ThePMO VALUE RINGmethodology is widely recognized and used by PMO professionals to ensure that their PMOs deliver the expected benefits and align with organizational strategy.

NEW QUESTION # 35
What defines PMO maturity?

A. The hierarchical positioning of the PMO In the organizational structure.
B. The level of sophistication with which each PMO function is performed
C. The more strategic the PMO, the more mature it will be.
D. The level of strategic competence in the PMO team.

Answer: B

Explanation:
PMO maturity is defined by how well each function of the PMO is carried out, rather than the hierarchical position or strategic influence alone. A more mature PMO will execute its functions, whether they are operational, tactical, or strategic, with a high level of sophistication and efficiency. This sophistication often comes from well-developed processes, tools, and competencies in managing projects and resources. It also indicates how well the PMO adapts to the organization's changing needs.

NEW QUESTION # 36
How many performance indicators should be used for each PMO function in each evaluation cycle?

A. All the indicators recommended by the methodology.
B. Only key functions should be monitored with performance Indicators, reducing bureaucracy and excessive control.
C. From two to four indicators, allowing the benefit of controlling to be compatible with the effort to achieve it.
D. One indicator per function, giving focus to what really matters.

Answer: C

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 # 37
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PMO-CP Exam Free Sample Questions- Perfect PMO-CP Latest Dumps Files Pass Success

PMO-CP Latest Torrent Pdf & PMO-CP Valid Study Vce & PMO-CP Updated Torrent

PMI PMO Certified Professional Sample Questions (Q32-Q37):

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