The board of directors wants to oversee the company ' s strategic portfolio of capital projects. The PMO will support the portfolio management.
What should the PMO professional do to ensure that the portfolio ' s alignment to strategy meets the executives ' expectations?

• A. Define the proper portfolio alignment to the company ' s strategy.
• B. Establish a benefits realization process to ensure aligned business outcomes.
• C. Develop a feedback loop so executives can provide their perceptions of service outcomes.
• D. Implement a portfolio management software for tracking progress.

The executive team is concerned with the performance of a PMO. Some customers have complained that service delivery is inconsistent.
What should the PMO professional do first to address these concerns?

• A. Increase the number of PMO services offered to its customers.
• B. Review the service quality metrics for customers regularly to drive consistency.
• C. Meet with customers and check if a reassessment of expectations is needed.
• D. Present the PMO ' s benefits realized to the executive team and customers.

A PMO professional in a large pharmaceutical company recognizes the need to balance delivering immediate value through quick-win services while also "seeding" services that will generate long-term value to sustain executive support.
What is the most effective strategy the PMO professional should implement?

• A. Tailor services case by case without a defined strategy, adjusting based on implementation timelines.
• B. Focus exclusively on short-term services such as reporting improvements to demonstrate immediate value and defer long-term services.
• C. Develop a service strategy that combines quick-win services with long-term value services to ensure both immediate impact and sustained benefits.
• D. Prioritize only long-term services such as portfolio management and benefits realization, as these ensure sustained organizational growth.

The project sponsor and the manufacturing director of a PMO-managed project have different opinions about the development of a new order-tracking system.
What should the PMO professional do to avoid this situation in the future?

• A. Involve key stakeholders to ensure that requirements are not overlooked.
• B. Ensure that the project sponsor has approved the requirements.
• C. Advise executives to complete a roles and responsibility matrix in the project planning.
• D. Develop an effective project scope and change control process during project planning.