A.  

The probability of each function generating value for the organization.

B.  

The probability of each benefit being served by the selected set of functions.

C.  

What are the benefits that the PMO is generating for the organization.

D.  

What are the most important expected benefits for PMOs.

A.  

Complete projects on agreed cost and time.

B.  

Reduce the waste of resources on projects.

C.  

Improve the business results of the organization.

D.  

Generate perceived value for its stakeholders.

A.  

A maturity level that should always be lower than the current level

B.  

The level of sophistication planned for the function by the end of the evaluation cycle

C.  

The level of sophistication expected for the function at the beginning of the cycle

D.  

The competencies required to effectively perform the specific function

A.  

The collective intelligence of the global community of PMO professionals.

B.  

The opinion of a renowned expert on the topic.

C.  

The best academic references available.

D.  

The user's successful experiences.

A.  

Software for the management of PMOs.

B.  

A community of PMO professionals.

C.  

A type of PMO.

D.  

A methodology for creating, evaluating, and operating PMOs.

A.  

The greater the maturity, the more strategic the PMO will become

B.  

The greater the maturity, the larger the PMO team required to manage its functions

C.  

The greater the maturity, the more functions the PMO is required to perform

D.  

The greater the maturity, the higher the potential value generated for stakeholders

A.  

All competencies identified in the PMO VALUE RING methodology are Important for all PMO functions, and all PMO professionals must develop them in a balanced way.

B.  

Each PMO function will require different competencies, among those Identified In the PMO VALUE RING methodology. Some of them may or may not be necessary.

C.  

All the competencies Identified in the PMO VALUE RING methodology are important for all PMO functions, but with different relevance for each function.

D.  

Each function will require technical and behavioral skills, which must be present in all professionals working in the PMO.

A.  

The indicator shows the need for resources for the PMO. both quantitatively and qualitatively.

B.  

It demonstrates how much a PMO professional is prepared to perform a particular function, and therefore can vary from function to function.

C.  

The indicator demonstrates how the PMO team is prepared to generate perceived value for its stakeholders.

D.  

It demonstrates how much a professional is prepared to work in the PMO, regardless of the functions to which he is allocated.

A.  

Providing support for individual projects and solving day-to-day problems

B.  

Supporting executive decisions on organizational strategy and priorities

C.  

Establishing and enforcing industry-wide project management standards

D.  

Managing and aligning entire organizational portfolios across departments

A.  

The Strategic PMO.

B.  

The Agile PMO.

C.  

The Center of Excellence.

D.  

None of the answers.

A.  

The existence of organizational maturity Is a requirement for the existence of a PMO.

B.  

All answers are correct.

C.  

Organizational maturity and PMO maturity are different and complementary concepts.

D.  

The existence of a PMO is a sign of organizational maturity.

A.  

The selected functions must be potentially capable of generating financial results In a balanced way over time.

B.  

The selected functions should be potentially able to reduce costs in a balanced way over time.

C.  

The selected functions must be potentially capable of generating improvements in a balanced way over time.

D.  

The selected functions must be potentially capable of generating perceived value in a balanced way over time.

A.  

To meet the needs of upper management.

B.  

To meet the short, medium and long term.

C.  

Because maturity evolves independently in each of these dimensions (strategic, tactical or operational).

D.  

To ensure that all necessary functions are being performed by the PMO.

A.  

The maturity level of each function, and the Stakeholders Expectation Adherence Indicator.

B.  

The performance and maturity level of each function.

C.  

The Stakeholders Expectation Adherence Indicator of the stakeholders, and Competency Adherence Indicator of each function.

D.  

The maturity level and the Competency Adherence Indicator of each function.

A.  

Expand the scope of projects under the PMO mandate.

B.  

Reduce PMO costs and modify selected functions for the PMO.

C.  

Allow the PMO to take a more strategic approach, focusing on the business of the organization.

D.  

To evolve the maturity of the functions selected for the PMO and to develop the competencies of the PMO members.

A.  

Processes, people and technology.

B.  

Short, medium and long term.

C.  

Current maturity, target/desired maturity and maximum maturity.

D.  

Strategy, tactics and operation.

A.  

Because the relevance of indicators is determined by the importance of each specific function

B.  

Because each indicator plays a unique role in measuring the value perception generated for stakeholders

C.  

Because each indicator has varying potential to contribute to the PMO’s financial returns

D.  

Because the relevance of indicators is influenced by the overall maturity of the PMO

A.  

6

B.  

8

C.  

7

D.  

5

A.  

Creating experiences that prioritize both stakeholder satisfaction and value

B.  

Ensuring that only project managers directly interact with the PMO team

C.  

Restricting the PMO’s responsibilities to tactical, process-based tasks

D.  

Focusing exclusively on providing technical outputs like tools and templates

A.  

There is no recommended cycle.

B.  

Only once, when the PMO is being set up.

C.  

12-month cycles, starting on its set up or first evaluation.

D.  

Every 5 years.

A.  

Classify stakeholders into groups based on their level of relevance and influence, prioritizing those whose expectations are most critical to the PMO's success

B.  

Ask stakeholders to identify which functions they believe the PMO should perform, based on their personal or departmental benefit expectations

C.  

Make it clear that the PMO's primary commitment is to the organization as a whole, not just to individual stakeholder interests, ensuring alignment with broader objectives

D.  

Ensure that all stakeholders have the same benefits expectations, so that there is alignment across the organization

A.  

Myth, because the lack of sponsorship is not the cause of failure, but a consequence – or evidence – of a lack of alignment with the stakeholders' expectations.

B.  

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

C.  

Myth, since the PMOs do not fail, they only generate below-expected results.

D.  

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

A.  

It demands significant effort from the PMO staff to manage the selection process

B.  

Stakeholders may lack the expertise to identify the most suitable PMO service

C.  

It simplifies the PMO’s responsibilities, limiting its potential contributions

D.  

Stakeholders typically prefer choosing specific project managers for their teams

A.  

The probability of contribution of the function to the set of expectations of the PMO stakeholders.

B.  

The probability of stakeholders supporting the work of the PMO.

C.  

The probability of success of the PMO in relation to the best global practices.

D.  

The probability of the function being successfully performed by the PMO.

A.  

50 potential benefits and 40 potential functions for a PMO.

B.  

26 potential benefits and 30 potential functions for a PMO.

C.  

30 potential benefits and 26 potential functions for a PMO.

D.  

15 potential benefits and 26 potential functions for a PMO.

A.  

Implementing the same functions observed In organizations considered benchmark In the industry.

B.  

Identifying stakeholder benefits expectations and defining which functions will be able to serve them.

C.  

Selecting and following a model considered as best practice (Strategic, Center of Excellence, Agile, etc.)

D.  

Asking the stakeholders what functions the PMO should perform.

A.  

That processes are standardized for any and every organization.

B.  

That the formalization and alignment of PMO processes is an outdated approach.

C.  

That it is not possible to aggregate methodologies and specific approaches to processes, such as agile methods.

D.  

That each function of the PMO should have its own process adapted to the needs of the organization.