DUMPS
BASE
EXAM DUMPS
PMI
PMI-PMOCP
28% OFF Automatically For You
PMI Project Management Office Certified
Professional (PMI-PMOCP)
,1.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. One indicator per function, giving focus to what really matters.
C. From two to four indicators, allowing the benefit of controlling to be compatible with
the effort to achieve it.
D. All the indicators recommended by the methodology.
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 use two to four performance indicators per function
ly
th
during each evaluation cycle. This ensures that the evaluation is comprehensive
oo
m
enough to provide valuable insights without creating unnecessary bureaucracy or
S
m
excessive control, which can hinder flexibility and innovation.
xa
E
A balanced number of indicators allows organizations to monitor the essential aspects
P
C
of each function while maintaining efficiency and adaptability. By focusing on 2-4
O
M
P
indicators, PMOs can achieve a manageable level of control without overwhelming
I-
M
the team with too much data or analysis, which can be counterproductive. This
P
e
th
approach aligns with the principle of tailoring and agility in project management,
s
as
where processes and metrics should be adapted to fit the context of the work,
P
ou
providing maximum benefit with the least effort.
Y
p
This recommendation is derived from the PMBOK Guide and related frameworks like
el
-H
Ricardo Vargas' PMO methodologies, which emphasize focusing on value, minimizing
)
02
waste, and maintaining a lean and effective governance structure.
8.
(V
ps
um
D
2.The PMO Expectation Adherence indicator (pmo-EAl) is:
P
C
A. The sum of 20% of the functions capable of generating 80% cumulative
O
M
P
contribution probability.
I-
M
P
B. The sum of the selected functions' contribution probabilities.
I
M
C. The sum of the results of executed projects.
P
D. The sum of 80% of the functions capable of generating 20% cumulative
contribution probability.
Answer: B
Explanation:
The PMO Expectation Adherence Indicator (PMO-EAI) measures how well the PMO
adheres to its expected contributions within an organization. The selected functions of
the PMO are analyzed based on their contribution probabilities, which reflect how
much they are expected to contribute to the overall project success.
The correct approach to calculating the PMO-EAI involves summing the probabilities
of the contributions from these selected PMO functions. This method allows a clear
,assessment of the effectiveness of the PMO in meeting its objectives. It aligns with
the principle of focusing on measurable outcomes in PMO performance evaluation, as
seen in the application of frameworks like the PMBOK Guide and project evaluation
models.
3.What is the ideal type or model of PMO?
A. The Strategic PMO.
B. The Agile PMO.
C. The Center of Excellence.
D. None of the answers.
Answer: D
Explanation:
ly
th
There is no one-size-fits-all ideal type of PMO (Project Management Office). The type
oo
m
or model of PMO that works best for an organization depends on its specific needs,
S
m
culture, and strategic goals. The PMBOK Guide and various other methodologies
xa
E
emphasize that PMOs can take different forms based on the organization's maturity,
P
C
complexity, and focus areas.
O
M
P
A Strategic PMO may be ideal for organizations looking to align projects closely with
I-
M
strategic objectives.
P
e
th
An Agile PMO would be suitable for organizations that require flexibility and rapid
s
as
responsiveness to change.
P
ou
A Center of Excellence is more focused on providing best practices, training, and
Y
p
support across projects but may not directly align with the organization's strategic
el
-H
project execution needs.
)
02
Therefore, the best PMO model must be tailored to fit the specific requirements of the
8.
(V
organization, and none of the answers is universally ideal. Each organization must
ps
determine the PMO type that works for its unique context.
um
D
P
C
O
M
P
4.What are the most common PMO stakeholders?
I-
M
P
A. Upper management, project managers, and external suppliers.
I
M
B. Upper management, project managers, functional managers, and project team
P
members.
C. Upper management, functional managers, and external clients of the organization
D. Upper management, project managers, functional managers, and all other
employees of the organization.
Answer: B
Explanation:
The most common stakeholders of a PMO (Project Management Office) include
upper management, project managers, functional managers, and project team
members. These stakeholders are directly involved in or affected by the PMO’s
activities and performance.
, Upper management provides strategic direction and ensures that the PMO aligns with
organizational goals.
Project managers are responsible for executing projects and rely on the PMO for
governance, methodologies, and support.
Functional managers oversee specific departments or areas and provide resources
for projects. Project team members contribute to the project deliverables and rely on
the PMO for guidance and structure.
The involvement of these key stakeholders is crucial for ensuring that the PMO
operates effectively and meets the organization’s expectations.
5.What essential aspects should be addressed in the development of action plans for
the evolution of the PMO maturity?
ly
th
A. Processes, people and technology.
oo
m
B. Short, medium and long term.
S
m
C. Current maturity, target/desired maturity and maximum maturity.
xa
E
D. Strategy, tactics and operation.
P
C
Answer: A
O
M
P
Explanation:
I-
M
When developing action plans for the evolution of PMO maturity, the focus should be
P
e
th
on processes, people, and technology.
s
as
These are the foundational pillars of PMO maturity:
P
ou
Processes: Standardizing and optimizing project management processes is essential
Y
p
for improving PMO efficiency and effectiveness.
el
-H
People: Ensuring that the right skills, competencies, and leadership are in place to
)
02
drive the PMO forward.
8.
(V
Technology: Implementing tools and systems that support project management
ps
activities, such as project tracking, reporting, and resource management.
um
D
Focusing on these aspects ensures that the PMO can grow in a structured and
P
C
sustainable way, continuously enhancing its ability to deliver value to the organization.
O
M
P
I-
M
P
I
M
6.Why can the performance indicators of each function have different relevance?
P
A. Because each Indicator may have different importance In measuring the
generation of value perception in stakeholders.
B. Because the relevancies are influenced by the importance of each function.
C. Because the relevancies are influenced by the maturity of the PMO.
D. Because each indicator has a different potential to generate financial returns.
Answer: A
Explanation:
Performance indicators can have different relevance depending on how critical they
are in measuring the value perception among stakeholders. Each function of a PMO
contributes differently to the overall success of the project portfolio, and stakeholders
BASE
EXAM DUMPS
PMI
PMI-PMOCP
28% OFF Automatically For You
PMI Project Management Office Certified
Professional (PMI-PMOCP)
,1.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. One indicator per function, giving focus to what really matters.
C. From two to four indicators, allowing the benefit of controlling to be compatible with
the effort to achieve it.
D. All the indicators recommended by the methodology.
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 use two to four performance indicators per function
ly
th
during each evaluation cycle. This ensures that the evaluation is comprehensive
oo
m
enough to provide valuable insights without creating unnecessary bureaucracy or
S
m
excessive control, which can hinder flexibility and innovation.
xa
E
A balanced number of indicators allows organizations to monitor the essential aspects
P
C
of each function while maintaining efficiency and adaptability. By focusing on 2-4
O
M
P
indicators, PMOs can achieve a manageable level of control without overwhelming
I-
M
the team with too much data or analysis, which can be counterproductive. This
P
e
th
approach aligns with the principle of tailoring and agility in project management,
s
as
where processes and metrics should be adapted to fit the context of the work,
P
ou
providing maximum benefit with the least effort.
Y
p
This recommendation is derived from the PMBOK Guide and related frameworks like
el
-H
Ricardo Vargas' PMO methodologies, which emphasize focusing on value, minimizing
)
02
waste, and maintaining a lean and effective governance structure.
8.
(V
ps
um
D
2.The PMO Expectation Adherence indicator (pmo-EAl) is:
P
C
A. The sum of 20% of the functions capable of generating 80% cumulative
O
M
P
contribution probability.
I-
M
P
B. The sum of the selected functions' contribution probabilities.
I
M
C. The sum of the results of executed projects.
P
D. The sum of 80% of the functions capable of generating 20% cumulative
contribution probability.
Answer: B
Explanation:
The PMO Expectation Adherence Indicator (PMO-EAI) measures how well the PMO
adheres to its expected contributions within an organization. The selected functions of
the PMO are analyzed based on their contribution probabilities, which reflect how
much they are expected to contribute to the overall project success.
The correct approach to calculating the PMO-EAI involves summing the probabilities
of the contributions from these selected PMO functions. This method allows a clear
,assessment of the effectiveness of the PMO in meeting its objectives. It aligns with
the principle of focusing on measurable outcomes in PMO performance evaluation, as
seen in the application of frameworks like the PMBOK Guide and project evaluation
models.
3.What is the ideal type or model of PMO?
A. The Strategic PMO.
B. The Agile PMO.
C. The Center of Excellence.
D. None of the answers.
Answer: D
Explanation:
ly
th
There is no one-size-fits-all ideal type of PMO (Project Management Office). The type
oo
m
or model of PMO that works best for an organization depends on its specific needs,
S
m
culture, and strategic goals. The PMBOK Guide and various other methodologies
xa
E
emphasize that PMOs can take different forms based on the organization's maturity,
P
C
complexity, and focus areas.
O
M
P
A Strategic PMO may be ideal for organizations looking to align projects closely with
I-
M
strategic objectives.
P
e
th
An Agile PMO would be suitable for organizations that require flexibility and rapid
s
as
responsiveness to change.
P
ou
A Center of Excellence is more focused on providing best practices, training, and
Y
p
support across projects but may not directly align with the organization's strategic
el
-H
project execution needs.
)
02
Therefore, the best PMO model must be tailored to fit the specific requirements of the
8.
(V
organization, and none of the answers is universally ideal. Each organization must
ps
determine the PMO type that works for its unique context.
um
D
P
C
O
M
P
4.What are the most common PMO stakeholders?
I-
M
P
A. Upper management, project managers, and external suppliers.
I
M
B. Upper management, project managers, functional managers, and project team
P
members.
C. Upper management, functional managers, and external clients of the organization
D. Upper management, project managers, functional managers, and all other
employees of the organization.
Answer: B
Explanation:
The most common stakeholders of a PMO (Project Management Office) include
upper management, project managers, functional managers, and project team
members. These stakeholders are directly involved in or affected by the PMO’s
activities and performance.
, Upper management provides strategic direction and ensures that the PMO aligns with
organizational goals.
Project managers are responsible for executing projects and rely on the PMO for
governance, methodologies, and support.
Functional managers oversee specific departments or areas and provide resources
for projects. Project team members contribute to the project deliverables and rely on
the PMO for guidance and structure.
The involvement of these key stakeholders is crucial for ensuring that the PMO
operates effectively and meets the organization’s expectations.
5.What essential aspects should be addressed in the development of action plans for
the evolution of the PMO maturity?
ly
th
A. Processes, people and technology.
oo
m
B. Short, medium and long term.
S
m
C. Current maturity, target/desired maturity and maximum maturity.
xa
E
D. Strategy, tactics and operation.
P
C
Answer: A
O
M
P
Explanation:
I-
M
When developing action plans for the evolution of PMO maturity, the focus should be
P
e
th
on processes, people, and technology.
s
as
These are the foundational pillars of PMO maturity:
P
ou
Processes: Standardizing and optimizing project management processes is essential
Y
p
for improving PMO efficiency and effectiveness.
el
-H
People: Ensuring that the right skills, competencies, and leadership are in place to
)
02
drive the PMO forward.
8.
(V
Technology: Implementing tools and systems that support project management
ps
activities, such as project tracking, reporting, and resource management.
um
D
Focusing on these aspects ensures that the PMO can grow in a structured and
P
C
sustainable way, continuously enhancing its ability to deliver value to the organization.
O
M
P
I-
M
P
I
M
6.Why can the performance indicators of each function have different relevance?
P
A. Because each Indicator may have different importance In measuring the
generation of value perception in stakeholders.
B. Because the relevancies are influenced by the importance of each function.
C. Because the relevancies are influenced by the maturity of the PMO.
D. Because each indicator has a different potential to generate financial returns.
Answer: A
Explanation:
Performance indicators can have different relevance depending on how critical they
are in measuring the value perception among stakeholders. Each function of a PMO
contributes differently to the overall success of the project portfolio, and stakeholders
