PMI-PMOCP Dumps Questions Increase Your Chance of Success

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September 14, 2025

Passing the PMI-PMOCP certification exam can be challenging, which is why practicing with PMI-PMOCP questions can greatly increase your chances of success. PMI PMI-PMOCP dumps questions help you become familiar with the exam format. The PMI-PMOCP questions are designed to mimic the actual exam, which means that you'll get a feel for the types of questions you'll encounter, the difficulty level, and the time limit. All the PMI-PMOCP exam dumps questions are the latest version for you to study. Test free PMI-PMOCP exam questions below.

Page 1 of 9

1. During a meeting to improve communication with PMO stakeholders, a PMO team member suggests focusing on the benefits stakeholders want to achieve rather than the specific methods used to deliver functions.

What is the benefit of using benefit-oriented language with PMO stakeholders?

It ensures alignment between PMO functions and stakeholders' actual needs and expectations

It enables stakeholders to specify the exact methods and tools they prefer to use

It helps standardize PMO functions consistently across all organizational departments

It minimizes the PMO's need to customize or adapt its functions for different stakeholders

2. A PMO is evaluating its maturity and considering how its evolution impacts organizational effectiveness. The team debates whether increasing the number of functions or transitioning to a more strategic focus defines maturity evolution.

When does the evolution of PMO maturity occur?

When the number of functions performed by the PMO is increased.

When the organization’s overall project management maturity improves

When the PMO transitions from an operational to an exclusively strategic focus.

When PMO functions become more sophisticated, whether operational, tactical, or strategic.

3. When is the Perceived Value Balance Indicator of the PMO obtained?

A. Over time.

B. When the stakeholders say so.

C. In the short, medium, and long term.

D. Immediately

4. Why is it necessary to mix functions?

To maintain strategic relation on short, medium, long term.

Because it increases the customers benefits.

To ensure realize & recognize the perceived value over time

Because it allows for balanced investments based on functions.

5. During a strategic planning session, a PMO team discusses how to balance its mix of functions to maximize its impact on the organization. They consider whether financial results, cost reduction, or perceived value should be the guiding principle.

What does it mean for the PMO mix of functions to be balanced?

The selected functions must focus on generating improvements across various areas consistently over time

The selected functions must be capable of generating financial results consistently over time

The selected functions must be capable of generating perceived value for stakeholders over time

The selected functions should aim to reduce costs for the organization in a balanced manner

6. The balance of a PMO's mix of functions is fundamental because:

It allows Investments to be made in a balanced way over time.

Allows the workload to be balanced over time.

It allows stakeholders to realize and recognize the value of the PMO over time.

It allows the costs of the PMO not to be concentrated in a specific period.

7. How often should a new PMO VALUE RING evaluation cycle be started?

Whenever there is a relevant change in the organization.

When the PMO has new stakeholders with significant relevance.

All answers are correct.

At least every twelve months.

8. What is recommended to consider to acheive the maturity of a PMO?

The PMO Must seek strategic, Tactical, or operational maturity

Apply changes to the first cycle report result.

Evolve in the way you provide each function, which will increase the chance of generating the expected value.

Consider what functions will be able to meet the needs and expectations of the stkeholders

9. Is it appropriate to consider a project management office (PMO) to be successful if it is able to perform strategic functions but possesses a low level of complexity and a lower level of maturity?

No, it is not considered strategic because of the level of maturity

No, the PMO can provide strategic function and have a low level of sophistication and generate less value. It will remain strategic but not mature, and will not provide value because the functions selected do not meet the stakeholders needs which is the utmost goal of a PMO

Yes, the PMO can provide strategic functions that are performed with a low level of sophistication and generate lesser value. It will be strategic but not mature.

Yes, the PMO can provide strategic functions that are performed with a low level of sophistication and generate lesser value. It will be mature but not strategic.

10. How should the PMO performance be evaluated according to the PMO Value Ring methodology?

A. By an external auditor to ensure transparency.

B. With a unique and indispensable performance indicator that demonstrates the impact of the PMO on the business.

C. Different and specific for each function.

D. Annually to align with the PMO needs.

Page 2 of 9

11. Can you name the services that a PMO offers to its clients?

Standards

Processes

Benefits

Functions

12. Why can the performance indicators of each function have different relevance?

Because each Indicator may have different importance In measuring the generation of value perception in stakeholders.

Because the relevancies are influenced by the importance of each function.

Because the relevancies are influenced by the maturity of the PM

Because each indicator has a different potential to generate financial returns.

13. In accordance with the PMO Value Ring, what specifically is the Return on Investment (ROI)?

The money the PMO will recover from the entire portfolio/projects of the organization

The money that will be recovered from the organization

The money the organization will save by hiring better PMO professionals

The money that the organization will lose

14. When collecting the stakeholder's benefits expectations, we must:

Make it clear that the PMO's commitment is to the organization, not to the interests of the stakeholders.

Ask the stakeholders to identify which functions are most appropriate to meet their own benefits expectations.

Classify stakeholders into groups, with different levels of relevance.

Ensure that everyone has the same benefits expectations.

15. During a PMO performance review, the team discusses the common reasons why some PMOs struggle or fail. Some argue that the lack of sponsorship is the primary issue, while others believe it's a symptom of deeper problems. Many PMOs fail due to a lack of sponsorship.

This is a:

Myth, because the lack of sponsorship is not the cause of failure, but rather a symptom of misalignment with stakeholder expectations

Fact, because without the support of upper management, a PMO cannot survive or succeed

Myth, since PMOs don’t technically fail, they just generate results below expectations

Fact, as the failure of many PMOs is due to the lack of necessary investments and resources

16. Which of the following actions would not be recommended to Improve the result of the PMO ROI?

Expand the scope of projects under the PMO mandate.

Reduce PMO costs and modify selected functions for the PM

Allow the PMO to take a more strategic approach, focusing on the business of the organization.

To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.

17. What is the relationship between organizational maturity in project management and PMO maturity?

The existence of organizational maturity Is a requirement for the existence of a PM

All answers are correct.

Organizational maturity and PMO maturity are different and complementary concepts.

The existence of a PMO is a sign of organizational maturity.

18. Is there a specific meaning behind the acronym BAI?

Benefits Adherence Indicator

Benefits Adherence Index

Business Adherence Index

Business Adherence Indicator

19. In what manner should the performance of the PMO be evaluated?

With unique and indispensable performance indicator that demonstrate the impact of the PMO on business

By an external auditor to ensure transparency

Annually to align with the PMO needs

Different and specific for each function

20. A PMO is formalizing its processes to improve consistency and stakeholder alignment. While some team members are concerned about potential bureaucracy, others highlight the importance of transparency and expectations management.

When formally defined, what role should PMO processes play?

They enable the PMO to meet external regulations and ensure sustainable practices, promoting compliance and mitigating risks in project management

They form an integral part of the PMO Service Catalog, facilitating alignment between the work performed and the expectations of key stakeholders

They help define the strategy of the PMO, ensuring its functions are aligned with the organization's goals and overall business needs

They streamline decision-making processes, reducing the workload for PMO staff and simplifying project management tasks for improved efficiency

Page 3 of 9

21. What is the basis for determining the maturity of the PMO according to the PMO Value Ring methodology?

A. It is based on value created.

B. It's based on meeting stakeholder expectations.

C. It is based on benefits attained.

D. None of the above.

22. " was created with the purpose of supporting the definition of PMO processes, based on suggestions and recommendations from professionals with high maturity in PMOs."

Metrics

The PMO process guide

Service level agreement

Service catalog

23. Essentially, to be successful and recognized, a PMO should be able to:

Complete projects on agreed cost and time.

Reduce the waste of resources on projects.

Improve the business results of the organization.

Generate perceived value for its stakeholders.

24. During a workshop on improving PMO effectiveness, participants debate how value is perceived by stakeholders. Some argue that it depends solely on financial benefits, while others emphasize the importance of aligning with stakeholder expectations and needs.

What does the concept of "perception of value" primarily involve?

A fixed set of technical indicators determined by the PMO itself

Only financial benefits that can be measured by the organization

A subjective evaluation based on stakeholder needs and expectations

Objective metrics that are unrelated to stakeholder experience

25. Customer Satisfaction Vs Perceived Value, Vivek is from the process improvement department functional manager and is arguing with Gilbert that as the SH there is no difference between Customer Satisfaction and Perceived value.

Which of the following statements is a correct explanation that Gilbert as the PMO can provide?

The Perceived Value is the value perceived by some Key Stakeholders that could lead to a bad Customer Satisfaction score.

Customer Satisfaction is different from Perceived Value. While Customer Satisfaction is a one-dimensional aspect measured at the end of the service, the perception of value is multidimensional and is created throughout the service delivery process.

There is no difference between Customer Satisfaction and Perceived Value as without the customer perceiving any value there will not be any customer satisfaction.

The Customer Satisfaction is better than the Perceived value as it changes over time.

26. “Each function should have a, demonstrating the activities required to provide the service and the flow of information, defining inputs and outputs, as well as the techniques and tools used."

Flowchart

Responsibilities

Service level

Metrics

27. How can PMO functions be classified according to the PMO Value Ring framework?

A. Value driven, benefit driven, and process driven.

B. Tactical, operational, and strategic.

C. Short term, medium term, and long term.

D. All of the above

28. Do you believe that the concept of customer satisfaction and the concept of value perception by the PMO client are the same?

True, customer satisfaction and value perception are singular concepts created throughout the service delivery process

False, value perception is a single dimension concept measured at the end of service delivery and customer satisfaction is a multidimensional concept created throughout the service delivery process

False, customer satisfaction is a single dimension concept measured at the end of service delivery and value perception is a multidimensional concepts created throughout the service delivery process

True, customer satisfaction and value perception are both multidimensional concepts created throughout the service delivery process

29. What is the difference between the internal goals and the external goals of the PMO?

Internal goals are agreed upon with the PMO team and external goals are agreed upon with PMO stakeholders.

Internal goals do not suffer direct influence from stakeholders.

Internal goals are used to measure the performance of the PMO team.

External goals involve external stakeholders in the organization.

30. What is the total number of competencies for PMO Professionals?

Page 4 of 9

31. What are PMO processes?

They are the processes established to define the functions of the PMO and resources to be allocated.

They are the processes established for project planning and control.

They are the established processes to manage projects, programs and portfolio

They are the processes established for each function performed by the PM

32. What is a term given to the capacity of communities to collaborate intellectually?

Organization intelligence

Business intelligence

Collective intelligence

Emotional intelligence

33. The Performance of CAI?f (Function Competence Adherence Indicator) is based on?

Improve PMO adherence to expectations by balances its mix of functions to stockholders

BAI

Expectation adherence of all stockholders/some of the stockholders

EAI

34. In the following list of approaches which one is not an approach to measuring the impact of performance?

The measure of the impact of the function performance on the projects/programs under the PMO mandate;

The measure of the impact of the function performance on the Portfolio Managers’ value perception

The measure of the impact of the function performance on the PMO stakeholders’ value perception

The measure of the impact of the function performance on the organization's business results.

35. With regard to the PMO Value Ring framework, how many steps are there?

36. In the context of PMO professionals, the competency that involves the identification and resolution of roadblocks within individual relationships or stakeholder groups, aiming to attain desired goals and minimize negative effects on project outcomes is called:

Proactivity skills

Conflict management skills

Troubleshooting skills

Collaboration skills

37. A PMO is undergoing an evaluation to understand the impact of its maturity level on organizational benefits. The team is considering how increased maturity influences aspects such as cost, team size, and stakeholder value.

What is typically true about a PMO with greater maturity?

The greater the maturity, the more strategic the PMO will become

The greater the maturity, the larger the PMO team required to manage its functions

The greater the maturity, the more functions the PMO is required to perform

The greater the maturity, the higher the potential value generated for stakeholders

38. The greater the maturity of a PMO:

The greater the number of functions performed by the PM

The greater is the PMO team.

The greater the PMO cost.

The greater the value generated for the PMO stakeholders.

39. Being Strategic PMO is a sign of maturity?

No, This myth ignores the fact that being mature has absolutely nothing to do with what the PMO does

No, Strategic PMO may have a low maturity and generate no perceived value

Yes, Being Strategic PMO is a sign of maturity

Yes, The Strategic PMO is of course a mature PMO

40. What does the Personal Competency Adherence indicator (p-CAl) mean?

The indicator shows the need for resources for the PM

both quantitatively and qualitatively.

It demonstrates how much a PMO professional is prepared to perform a particular function, and therefore can vary from function to function.

The indicator demonstrates how the PMO team is prepared to generate perceived value for its stakeholders.

It demonstrates how much a professional is prepared to work in the PMO, regardless of the functions to which he is allocated.

Page 5 of 9

41. When project management office (PMOs) place an excessive amount of focus on long-term functions, they do not survive long enough to demonstrate their value.

If there is no perceived value in the short term it may lose support from stakeholders

The PMO should focus on only short-term functions

The PMO should focus on only long-term functions

A focus on the long-term values will result in short term succes

42. The first step in the PMO Value Ring framework is do define the functions that will be implemented

using .......................then balancing the mix of functions will be done using...................

PMO mix manager, PMO TUNE

PMO mix manager, PMO performance model

PMO TUNE, PMO mix manager

PMO TUNE, PMO performance model

43. In order to select the PMO functions. It is necessary to evaluate a set of important indicators.

Which of the following Indicators is not necessary for this analysis?

The Competency Adherence Indicator (PMO-CAI) of the PM

The Expectation Adherence Indicator of the stakeholder groups, and of each stakeholder.

The Perceived Value Equilibrium/Balance Indicator of the PM

The Expectation Adherence Indicator (PMO-EAI) of the PM

44. A PMO is considering presenting its stakeholders with a "menu" of available functions to streamline the process of aligning expectations. However, some PMO team members raise concerns that this approach might not address stakeholders' actual needs effectively.

Why is presenting a “menu” of PMO functions to stakeholders considered flawed?

It demands significant effort from the PMO staff to manage the selection process

Stakeholders may lack the expertise to identify the most suitable PMO service

It simplifies the PMO’s responsibilities, limiting its potential contributions

Stakeholders typically prefer choosing specific project managers for their teams

45. "Sometimes if we have EAI, any numbers may be lower or higher but the BAI (of the most important benefits) are low, you will face problem.

Why will you face a problem?"

Because the most important benefits are addressed by your selection.

Because the most important functions selection are not been addressed by your selection.

Because the most important benefits are adequate by your team.

Because the most important benefits are not been addressed by your selection.

46. Do you believe that the concept of customer satisfaction and the concept of value perception by the PMO client are the same?

True, customer satisfaction and value perception are both multidimensional concepts created throughout the service delivery process

True, customer satisfaction and value perception are singular concepts created throughout the service delivery process

False, customer satisfaction is a single dimension concept measured at the end of service delivery and value perception is a multidimensional concepts created throughout the service delivery process

False, value perception is a single dimension concept measured at the end of service delivery and customer satisfaction is a multidimensional concepts created throughout the service delivery process

47. The PMO Expectation Adherence indicator (pmo-EAl) is:

The sum of 20% of the functions capable of generating 80% cumulative contribution probability.

The sum of the selected functions' contribution probabilities.

The sum of the results of executed projects.

The sum of 80% of the functions capable of generating 20% cumulative contribution probability.

48. Can you explain the distinction between internal and external goals?

External goals for org. Stockholders

Internal goals for the PMO team and external goals for the PMO stakeholders

Internal goals within the organization

Internal goal established with the Organization and external goal established with the out of the organization

49. What is the ideal type or model of PMO?

The Strategic PM

The Agile PM

The Center of Excellence.

None of the answers.

50. Do PMOs with an excessive focus on long-term functions survive long enough to demonstrate their value?

No. A balanced PMO has to generate perceived value in the short, medium and long term

None of the above

Yes, They only survive in the long term

Yes, Excessive focus on functions that generate value perception in the long term causes the PMO to gain support and sponsorship

Page 6 of 9

51. P-CAI for two professional is 65, 78 respectively, while F-CAI is 85%, this could be because?

85% is the average performance of each professional assigned to the function.

85% calculated based on the best performance for this function

Wrong Calculation

85% calculated based on sum of all P-CAI

52. The PMO VALUE RING uses as a basis to provide recommendations:

The collective intelligence of the global community of PMO professionals.

The opinion of a renowned expert on the topic.

The best academic references available.

The user's successful experiences.

53. Which option accurately describes a mix of functions?

A. A collection of benefits aimed at minimizing the selection of functions.

B. A collection of benefits aimed at maximizing the selection of functions.

C. A collection of functions aimed at maximizing the likelihood of meeting the identified demands.

D. A collection of functions aimed at minimizing the likelihood of meeting the identified requirements.

54. A PMO Mix Manager model can identify the best mix of functions by correlating the combination of benefits to the functions offered by the PMO and provide prioritization for these functions. This prioritization proposal is presented in the form of a curve, where:

The first functions positioned on the left side are the ones that contribute the most to the benefits expected by the PMO stakeholders.

The last functions positioned on the right side are the ones that contribute the most to the benefits expected by the PMO stakeholders.

The functions positioned at the end of the curve are the ones with the highest contribution potential.

The functions positioned at the beginning of the curve are the ones with the lowest contribution potential.

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

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.

The PMO should have a strategic orientation. The functions established for the PMO are In accordance with the type previously defined. It Is not necessary to establish scenarios.

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.

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 PM

56. What is the main necessary factor for a PMO to be recognized in its organization?

Implement best practices in project management.

Meet the benefits expectations of its stakeholders.

Manage the strategic portfolio of projects

Have a low cost.

57. The expectations of the PMO and the expectations of the stakeholders need to be aligned.

How can this be done?

By confirming from stakeholders what benefits they expect from the PMO

By confirming from stakeholders what standards are best for the PMO

By confirming from stakeholders what methodology is best for the PMO

By confirming from stakeholders what features they expect from the PMO

58. Why is it necessary to understand who the PMO stakeholders are?

Because It Is up to them to support the work of the PM

Because they are the ones who pay the cost of the PM

Because their expectations of benefits should guide the PMO set up.

Because they will be influenced by the work of the PM

59. Is the PMOs that place an excessive amount of focus on long-term functions may not be able survive long enough to demonstrate their value?

They survive perfectly long term

Only survive long term

They survive in the short, medium and long term

They survive long enough

60. How does the structure and configuration of PMO functions differ from one another, taking into account the individual requirements of clients and organizations?

Unique

Standard

Exclusive

Dependent

Page 7 of 9

61. In what manner should the performance of the PMO be evaluated?

Different and specific for each function

With unique and vital performance indicators that indicate the PMO's influence on business

By an external auditor to ensure transparency

Annually to align with the PMO needs

62. Which of the following statements is correct?

'Reporting to executive level' is a value generated in the short term, while 'providing methodology and tools' is a value generated in the long term.

"Reporting to the executive level" is capable of generating value perception in the short term, since executives, until then, had no access to information for decision making.

'Reporting to executive level' is a value generated in the long term, while 'providing methodology and tools' is a value generated in the short term.

'Providing methodology and tools' & 'reporting to the executive level' are values generated in the medium term.

63. What is the most important matter for a successful service provider?

Overhead

Customers

Profitability

Revenue

64. A PMO is reviewing the progress of its functions to determine how their maturity has evolved over time. The team debates whether resource allocation, elapsed time, or evidence of sophistication improvements are the best indicators.

What demonstrates the evolution of the maturity of a given function?

The amount of resources allocated to support the function over time

The presence of evidence improvements in how the function is performed

The total time elapsed since the function was first implemented

The specific business results achieved as a direct benefit of the function

65. " It shows how much each benefit is being addressed by the mix of functions selected for the

PMO."

Function objective

PMO TUNE

BAI

EAI

66. What are the purposes of the PMO process guide?

To provide a detailed process for each potential function

To design and establish the PMO functions

To determine what type of PMO to select

To establish a list of benefits

67. In the context of project management practices, which of the following are elements that have a direct influence?

Standards and processes

Sponsorship and level of investment

Organizational culture and maturity

All are correct.

68. The PMO processes, when formally defined:

Should compose the PMO Service Catalog, which will be used to align expectations with stakeholders.

Can generate conflicts among stakeholders, by clearly establishing how the PMO should act.

Should be considered as a rule, with no possibility to be adjusted or improved during the cycle.

Generate unnecessary bureaucracy, which does not contribute to the success of the PM

69. PMO ROI affected by which of the followings?

Reduce the costs of the organization

Competences of the PMO and maturity level

Evolve the PMO to be strategic and deal with upper management and strategic matters

Competences of the Organization and maturity level

70. How many maturity levels do each of the PMO functions have?

Different levels, depending on the function.

Page 8 of 9

71. A company’s PMO is focusing on operational-level functions to address immediate challenges within ongoing projects.

Which of the following is typically the focus of operational PMO functions?

Providing support for individual projects and solving day-to-day problems

Supporting executive decisions on organizational strategy and priorities

Establishing and enforcing industry-wide project management standards

Managing and aligning entire organizational portfolios across departments

72. Within the PMO Maturity Cube, which of these is not considered to be one of the three dimensions of the approach axis?

Strategic

Operational

Tactical

Functional

73. Which of these is not one of the three dimensions of the scope axis of the PMO Maturity Cube?

Enterprise

Departmental or Business Unit

Program-Project

Functions

74. Which of the following does NOT appear to be an indicator of the PMO Value Ring?

Indicator of Adherence to Stakeholders Expectations

PMO Benefits Mix Balancing Indicator

Competencies Adherence Indicator

PMO Function Mix Balancing Indicator

75. Two professionals have, respectively, Personal Competency Adherence Indicators (p-CAI) of 75% and 65% for this function. It's observed that the Competency Adherence Indicator of the Function (f-CAI) is 85%. We could say that:

The f-CAI is calculated according to the goal established by the PMO stakeholders.

The f-CAI calculation was done incorrectly and the correct result would be 70%.

The calculation was done correctly, but there is not enough information available to justify the f-CAI equal to 85%.

The f-CAI is calculated considering the best performance (p-CAI) among the members of the PMO allocated in the function, justifying the f-CAI equal to 85%.

76. P-CAI for two professional is 65, 78 respectively, while F-CAI is 85%, this could be because?

85% is the average performance of each professional assigned to the function.

85% calculated based on the best performance for this function

85% calculated based on sum of all P-CAI

Wrong Calculation

77. How should the functions of a PMO be established?

Implementing the same functions observed In organizations considered benchmark In the industry.

Identifying stakeholder benefits expectations and defining which functions will be able to serve them.

Selecting and following a model considered as best practice (Strategic, Center of Excellence, Agile, etc.)

Asking the stakeholders what functions the PMO should perform.

78. The research Program that led to the result presented in this series of articles was coordinated by?

Leonardo Reyes

Group Of researcchers worldwide

Harry Potter

Americo Pinto

79. What makes a PMO a service provider?

A. Because it has the potential to have internal and external clients

B. Because there are clients within the organization.

C. Because it has the potential to have internal and external processes

D. Because it offers services.

80. The list of functions recommended by the PMO VALUE RING is prioritized based on which indicator?

The probability of contribution of the function to the set of expectations of the PMO stakeholders.

The probability of stakeholders supporting the work of the PM

The probability of success of the PMO in relation to the best global practices.

The probability of the function being successfully performed by the PM

Page 9 of 9

81. What is the total number of levels of proficiency that are used for measuring competencies?

Four

Ten

Six

82. 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?

Short, medium, and long-term objectives for improvement

Current maturity, target/desired maturity, and maximum achievable maturity

Strategy, tactics, and operation across all functions

Processes, people, and technology as core areas of focus to develop each PMO function

83. What needs to be considered in order to increase the maturity of a PMO?

A. The frequency of reporting on project status

B. The PMO should strive to be more strategic.

C. Consider the functions that will be able to meet the stakeholder expectations.

D. Evolve in the way each function provides benefit which will increase the chances of generating the expected results.

84. Is the success of the projects being always the best evidence of the success of the PMO?

Sometimes, based on the functions being providing value

No, the success of the projects is not the evidence of PMO success

Yes, project success is a very important factor for a PMO

No, some functions have a low capacity to have an impact on the success of the projects

85. The PMO performs functions related to which of the following activities?

Program activities

Portfolio activities

Project activities

All of them

86. One of the first steps to defining the functions of your PMO is to?

A. Define the PMO process.

B. Identify the benefits.

C. Determine the type of PMO.

D. Define the mix of PMO functions.

87. Why is balancing the PMO mix of functions very important?

Because it allows stakeholder perceive the value the PMO generates over time

Because it allows for competencies to be balanced according to functions

Because it allows workload to be balanced according to functions

Because it allows investments to be made in a balanced way according to functions

88. What are some ways to guarantee that your PMO is well-balanced?

By establishing a combination of features and benefits

By establishing a combination of functions and needs

By establishing a combination of functions that align with the needs and expectations of customers while considering the balance of the set functions

By establishing a combination of benefits that align with the needs while considering the balance of the set benefits

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