A PMO has been working for the past 3 years and generates moderate perceived value for senior management. The company's senior management is concerned with the lack of direction and the reactive working style that the PMO follows.
How should the PMO professional work with senior management to increase the PMO's perceived value?
In a pharmaceutical company, several scope changes were requested on major strategic initiatives. After analysis, it seems that several project managers did not apply a proper stakeholder assessment during the preparation of the projects.
What should the PMO professional do first to address this issue?
A PMO professional is leading a new PMO that aims to enhance organizational PMO maturity. When the PMO professional presents the roadmap to the board of directors, one of the executives says that no resources are available to work with the PMO.
What should the PMO professional do to avoid this situation in the future?
A financial services company is working to optimize its PMO service performance by defining clear service-level agreements (SLAs) with its customers. However, the PMO faces resource limitations, making meeting all customer expectations on time challenging.
What is the most effective approach for the PMO professional to take when defining SLAs and adjusting them according to the PMO's resource constraints?
A software company hired a PMO professional to establish a new PMO to oversee the performance of its projects and create the required processes. The new PMO professional immediately conducted project management training sessions for all project managers, developed project templates, and regularly conducted project audits. After the PMO had been in service for a year, senior management decided to shut down the PMO due to lack of value generation.
What should the PMO professional have done differently to ensure that the PMO generated the desired value?
In a low-project-maturity organization, the new CEO cannot realize the effective value the PMO brings to the organization.
How should the PMO professional respond to this issue?
A PMO professional identified that the strategic project's stakeholders are dissatisfied with the visibility of project progress, citing a lack of visibility into key performance indicators (KPIs) and communication. The project manager ensured that the current PMO reporting process and requirements are being followed.
Which action should the PMO professional take?
A mid-sized technology company has established a PMO to improve project delivery and governance. The company's leadership has tasked the PMO professional with assessing the current effectiveness of the PMO and identifying areas for improvement.
How should the PMO professional proceed to fulfill this request?
A PMO offers a service for managing projects. One of the PMO customers always demands that a specific project manager is assigned to their projects. However, it is not always possible to accommodate such requests, which causes dissatisfaction.
What should the PMO professional do to improve the delivery of this service?
The chief strategy officer and the PMO professional are working on the strategic plan while defining the long-term strategic vision of a rapidly growing startup. They are setting the strategic goals and developing action plans.
What should be the PMO professional's primary focus to help ensure alignment to these strategic goals?
TESTED 20 Feb 2026
