Establish and Maintain PMO Governance PMI-PMOCP Practice Questions (Page 4)

Questions 16–20

1. 16expert · hard

   A PMO is designing reporting structures for a program that has both internal and external stakeholders. External stakeholders (e.g., regulators) require detailed compliance reports, while internal stakeholders prefer summary dashboards. The PMO must ensure that both types of stakeholders receive appropriate information without overburdening the project team. What should the PMO do?

   • AHave the project team prepare a single report that includes both summary and detailed sections, and send it to everyone.
   • BProvide only summary dashboards to all stakeholders to keep reporting simple.
   • CCreate two separate reporting streams: detailed compliance reports for external stakeholders and summary dashboards for internal stakeholders.
   • DSend the detailed compliance report to all stakeholders to ensure transparency.
   Reveal Solution Discussion Select an answer first
2. 17application · medium

   A PMO is developing escalation procedures for a large infrastructure project. The project manager is unsure when to escalate issues to the steering committee. The PMO wants to ensure that escalations are timely and that the committee is not overwhelmed with minor issues. What should the PMO define?

   • AEscalate only issues that have already caused a major impact, to avoid unnecessary committee involvement.
   • BAllow the project manager to decide on escalation on a case-by-case basis without predefined criteria.
   • CDefine specific triggers (e.g., cost overrun >10%, schedule slippage >2 weeks) and a path that first goes to the project sponsor before reaching the steering committee.
   • DEscalate all issues to the steering committee immediately, regardless of impact, to ensure transparency.
   Reveal Solution Discussion Select an answer first
4. 18foundation · easy

   Which of the following is a typical activity in a governance review?

   • AEvaluating whether decision rights are being exercised appropriately
   • BUpdating the project schedule
   • CAllocating project resources
   • DDeveloping a project charter
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5. 19application · medium

   A PMO has been operating for a year with a governance framework that was designed at inception. The PMO director notices that decision-making is slow and that some governance meetings are not attended by key stakeholders. What should the PMO director do first?

   • AMandate attendance at governance meetings through a new policy.
   • BImmediately revise the decision-making process to speed up approvals.
   • CReplace the governance framework with a new one based on industry best practices.
   • DConduct a governance review to assess the effectiveness of the current framework and identify areas for improvement.
   Reveal Solution Discussion Select an answer first
6. 20foundation · easy

   Which of the following is an example of adapting the governance framework to changing needs?

   • AIgnoring review findings to maintain stability
   • BDeleting all project documentation
   • CUpdating the escalation procedure to include a new approval level
   • DKeeping the framework unchanged to avoid disruption
   Reveal Solution Discussion Select an answer first