최신 PMO-CP 무료덤프 - PMI PMO Certified Professional

A. Yes, because the focus of a PMO's work is project management, so competencies are essentially the same.

B. No, in addition to the technical competencies in project management, there is also a need for behavioral competencies.

C. Yes, that's why most PMO leaders have previous experience as Project Managers.

D. No, the competencies required for a PMO professional will depend directly on the PMO functions in which he/she is involved.

A. All of the above, as each perspective offers a different but valid understanding of how organizational maturity and PMO maturity are connected

B. Organizational maturity is essential for the establishment of a PMO, as only a mature organization can effectively support a structured and impactful PMO

C. The existence of a PMO itself indicates a certain level of organizational maturity, showing that the organization is ready to implement formal project management practices

D. Organizational maturity and PMO maturity are distinct yet interrelated, evolving independently while complementing and, at times, limiting each other to drive project management success

A. Evolving the maturity of selected functions and developing PMO members' competencies

B. Expanding the range of projects managed under the PMO's mandate to enhance its overall impact

C. Reducing PMO costs and redesigning the selected mix of functions performed by the PMO

D. Increasing the number of PMO team members and aligning their roles to strategic objectives

A. Describing the PMO's internal processes and governance model

B. Listing the specific project management tools they prefer to use

C. Defining the desired benefits and benefits they expect to achieve

D. Highlighting the technical functions and outputs provided by the PMO

A. Offering a fixed set of predefined functions without allowing for customization

B. Providing a list of technical function options for stakeholders to select from

C. Concentrating solely on providing administrative processes and oversight

D. Asking stakeholders to identify and prioritize the benefits they want to achieve

A. Myth, since PMOs don't technically fail, they just generate results below expectations

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

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

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

A. The Project Management Center of Excellence (PMCoE), focused on establishing best practices and continuous improvement across the organization

B. The Value Management Office (VMO), aimed at aligning projects with the organization's overall strategy and long-term goals

C. None of the answers, as the optimal PMO for each organization is determined entirely by its unique needs and context

D. The Agile PMO, designed to support flexibility, collaboration, and rapid adaptation in project delivery

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

B. The amount of resources allocated to support the function over time

C. The presence of evidence improvements in how the function is performed

D. The total time elapsed since the function was first implemented

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

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

C. Because the relevancies are influenced by the maturity of the PMO.

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