During the last portfolio steering meeting, business representatives complained about the sudden unavailability of some critical resources for a project with very high visibility and importance. The PMO leader was not informed of this risk by the project manager.
Which action should the PMO leader take to avoid similar situations in the future?

• A. Facilitate the adoption of risk management practices by project managers.
• B. Schedule regular meetings with all of the project managers.
• C. Review the processes identified as critical with the project managers.
• D. Identify the skills the project managers need additional training in.

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During the execution phase of the project, the PMO professional notices that a project team is consistently falling behind schedule. Despite the best efforts of the PMO to provide additional resources and support, the team continues to struggle with meeting the deliverables. The PMO professional determines that the root cause of the delays is poor communication among team members.
Which two tasks should the PMO professional take? (Choose 2)

• A. Replace some resources from the project team to make collaboration among the team more efficient.
• B. Escalate the issue to senior management and request additional budget for outsourcing certain project tasks to external vendors.
• C. Reallocate additional resources from other project teams to compensate for the delays and ensure timely completion.
• D. Provide a series of project management training sessions to improve communication skills and foster better teamwork.
• E. Implement project management software to facilitate real-time collaboration and communication among team members.

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In recent months, a company was contracted to deliver several projects requiring specialist technical resources. Several clients have begun to complain about the limited availability of the specialist technical resources, which will impact their project timelines.
What should the PMO professional do to help solve the problem?

• A. Request that the sales representatives review the contracts and deadlines that the company has taken responsibility for.
• B. Support delivery managers and sales representatives in managing relationships with clients.
• C. Suggest the centralization of project resource management and align the project plans to their availability.
• D. Invite project managers to hire additional skilled resources to face the high number of simultaneously running projects.

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An organization has recruited several new project managers and plans to launch multiple projects in the new fiscal year. The organization ' s executives aim to enhance the project management skills and capabilities of project managers. After these new project managers are on board, they enter the PMO-managed project manager resource pool for centralized resource allocation.
What should the PMO Professional do to meet the organization ' s goals?

• A. Update the project management process to include extra time for training.
• B. Provide training to project managers, PMO team members, and other stakeholders.
• C. Facilitate collaboration across stakeholders, including executives, team members, other PMOs, and external partners.
• D. Identify project management risks if the project managers do not receive additional training.

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An organization is forming a PMO. The team responsible for running the PMO is being recruited; it includes a mix of people from internal departments and external resources. One of the team members hired to work on the PMO has a lack of experience in certain services of the PMO that will be included in their assignment.
What should the PMO professional do?

• A. Assign an experienced member from the PMO to mentor the less-experienced team member.
• B. Provide a self-training plan so that the new team member can study PMO theory at their own pace.
• C. Provide intensive training on the functional departments of the company and their particularities.
• D. Assign a team from the PMO to train the new member to enhance their performance.

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