Steward the PMO Mandate PMI-PMOCP Practice Questions (Page 3)

Questions 11–15

1. 11application · medium

   A PMO has been operating with an advisory role, but project managers are ignoring its recommendations on standardized reporting, leading to inconsistent status updates to the executive team. The PMO director wants to increase compliance without causing a major cultural backlash. The executive sponsor is supportive but cautious. What should the PMO director do?

   • ASend a strongly worded email to all project managers demanding they follow the reporting template immediately.
   • BPropose a revised charter to the sponsor that elevates the PMO to a directive authority specifically for reporting standards, with a clear escalation path for non-compliance.
   • CContinue with the advisory role and hope that project managers will eventually see the value of the standardized reports.
   • DAsk the sponsor to personally call each project manager and instruct them to comply with the PMO's reporting standards.
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2. 12foundation · easy

   Which strategy is most effective for acquiring executive sponsorship for a PMO?

   • ARequiring all executives to attend PMO meetings
   • BFocusing only on short-term wins
   • CDemonstrating how the PMO aligns with organizational strategy
   • DHiding PMO challenges from executives
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4. 13expert · hard

   A PMO director is trying to secure executive sponsorship. The CEO is the nominal sponsor but is disengaged. The COO is highly interested in the PMO's success and has been actively involved in its design. The PMO director needs to ensure the PMO has the authority and support it needs. What is the BEST course of action?

   • AProceed with the CEO as sponsor and accept the lack of engagement, focusing on building support from other stakeholders.
   • BAsk the COO to increase their efforts to engage the CEO and make the CEO more available.
   • CPropose to the CEO that the COO be formally appointed as the executive sponsor, given the COO's active engagement and the CEO's lack of availability.
   • DKeep the CEO as the nominal sponsor and work with the COO informally to champion the PMO.
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5. 14application · medium

   During a quarterly mandate review, the PMO director and the executive sponsor agree that the PMO should take on a new responsibility: managing the organization's resource capacity planning. This is a significant expansion of the mandate. What is the NEXT step in the mandate update process?

   • AAnnounce the new responsibility to all project managers and ask for their cooperation.
   • BFormally update the PMO charter to include the new responsibility, its objectives, and any new success metrics, and have the sponsor approve the revision.
   • CImmediately begin assigning resource capacity planning tasks to the PMO team.
   • DWait until the next annual review to formally document the change.
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6. 15application · medium

   A PMO's executive sponsor is the VP of Operations. The sponsor is enthusiastic but has been making operational decisions for the PMO without consulting the PMO director, such as reassigning PMO staff to operational tasks. What is the MOST important action for the PMO director to take?

   • APolitely ask the sponsor to stop reassigning staff and trust the PMO director's judgment.
   • BReport the sponsor's behavior to the CEO as overstepping their authority.
   • CComply with the sponsor's requests to maintain a good relationship.
   • DClarify the sponsor's role and boundaries in the PMO charter, specifically defining the sponsor's decision-making authority and the PMO director's operational authority.
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