Cultivate Organizational Project Management Capabilities PMI-PMOCP Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A financial services firm is updating its risk management framework. The PMO wants to identify risk categories that are relevant to the firm's projects. The firm has projects involving data privacy, regulatory compliance, and technology upgrades. What should the PMO do to identify relevant risk categories?

   • AFacilitate workshops with project teams to brainstorm risks based on their project types.
   • BAnalyze only the technology upgrade projects since they are the most complex.
   • CUse a generic risk breakdown structure from a project management standard.
   • DReview the risk categories used by a competitor firm.
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2. 7application · medium

   A project manager is mentoring a team member who is new to risk management. The team member is unsure how to identify risks for a complex project. What should the project manager do to coach the team member effectively?

   • AAssign the team member to a different project with less complexity.
   • BProvide a list of risks from a previous project and ask the team member to use it.
   • CGuide the team member through a risk identification workshop using a risk breakdown structure.
   • DTell the team member to read the organization's risk management policy.
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4. 8expert · hard

   A project manager is coaching a team that is resistant to risk management because they see it as bureaucratic. The project has a tight budget, and the team is already overloaded. What should the project manager do to encourage adoption of risk management practices?

   • AAssign a risk management specialist to handle all risk activities for the team.
   • BCreate a separate, detailed risk management process to ensure thoroughness.
   • CPostpone risk management until the team has more capacity.
   • DIntegrate risk management into existing workflows to minimize additional burden.
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5. 9expert · hard

   A project manager is coaching a team that is new to risk management. The team is enthusiastic but lacks experience. The project has a tight deadline, and the project manager must balance coaching with delivering the project on time. What should the project manager do?

   • AIntegrate risk coaching into regular project meetings to build capability without adding separate sessions.
   • BAssign a risk expert to the team to handle all risk management activities.
   • CDefer risk management activities until after the project is completed.
   • DConduct a comprehensive risk training workshop before the project starts.
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6. 10application · medium

   A logistics company's PMO wants to improve its project delivery performance. An assessment shows that current capabilities are strong in execution but weak in planning and stakeholder engagement. The desired state is to have balanced capabilities across all areas. What should the PMO do to achieve this?

   • AReassess capabilities after the next project to see if the gaps close naturally.
   • BDevelop a plan to strengthen planning and stakeholder engagement while maintaining execution strengths.
   • CFocus on execution since it is already strong and will drive performance.
   • DReduce investment in execution to reallocate resources to planning and stakeholder engagement.
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