Steward the PMO Mandate PMI-PMOCP Practice Questions (Page 6)

Questions 26–30

1. 26application · medium

   A PMO director is tasked with creating the PMO charter. The organization has a complex stakeholder landscape, including finance, HR, and IT, each with different expectations of the PMO. The director wants to ensure the charter is comprehensive and gains broad acceptance. What is the MOST critical element to include in the charter to achieve this?

   • AA list of all projects currently in the organization's portfolio.
   • BA detailed list of the PMO's roles and responsibilities, mapped to the specific needs of each stakeholder group.
   • CA description of the PMO's reporting structure, showing who the PMO director reports to.
   • DA high-level mission statement that is inspiring and aligns with the organization's vision.
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2. 27foundation · easy

   Which element is a key part of a stakeholder engagement plan?

   • ADetailed financial forecasts
   • BStrategies to address stakeholder concerns
   • CA list of project risks
   • DProject schedule milestones
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4. 28foundation · easy

   Which term describes a PMO that has the power to enforce standards and require compliance from projects?

   • ASupportive
   • BControlling
   • CDirective
   • DAdvisory
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5. 29application · medium

   A PMO is facing resistance from mid-level managers who feel the PMO's new project prioritization process will reduce their autonomy. The PMO director needs to build advocacy for the new process. Which technique is MOST likely to turn these managers into advocates?

   • AHave the executive sponsor mandate that all managers follow the new process without exception.
   • BOffer a small bonus to managers who comply with the new process in the first quarter.
   • CPublish a detailed memo explaining the benefits of the new prioritization process to the organization.
   • DInvolve a representative group of these managers in refining the prioritization criteria, so they have ownership of the final process.
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6. 30application · medium

   A newly formed PMO at a mid-sized manufacturing firm is asked to oversee all 'strategic initiatives.' The CIO (executive sponsor) wants the PMO to govern the ERP implementation, but the head of R&D insists their new product development projects are 'not strategic' and should remain outside PMO oversight. The PMO director needs to resolve this ambiguity. What should the PMO director do FIRST?

   • AImmediately begin reporting on R&D project status to the steering committee to establish de facto authority over them.
   • BConcede to the R&D head and limit PMO oversight to the ERP implementation only.
   • CDraft a PMO charter that explicitly defines 'strategic initiative' and lists the R&D projects as in-scope, then have the sponsor and R&D head approve it.
   • DAsk the CIO to issue a memo stating that all projects are under PMO authority, effective immediately.
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