A newly hired PMO professional is tasked with improving the executives ' level of satisfaction with the PMO
' s performance. The PMO was established last year and has not been very successful in attending to the needs of the PMO customers.
Which two actions should the PMO professional take to address this issue? (Choose 2)

• A. Evaluate the organization ' s project management capability across departments to determine the PMO ' s maturity level.
• B. Ensure that the services the PMO provides are the correct ones for the current PMO customers ' needs.
• C. Measure how well the organization manages portfolios, programs, and projects to assess the PMO ' s overall maturity.
• D. Review the compliance of PMO customers with the PMO processes to evaluate the PMO ' s maturity.
• E. Assess the maturity of the services the PMO is delivering and determine which services need to elevate their proficiency levels.

The senior management of an organization is unable to cope with an increasing number of projects. The chief operations officer heard of a very successful PMO in another organization and decided to recruit their PMO leader. The expectations are high for the new PMO leader, and the organization demands they set up a PMO that is as successful as their previous organization ' s PMO.
What is the first thing the PMO leader should do to deliver on this expectation?

• A. Analyze the customer expectations and apply their experience from the previous organization as needed.
• B. Establish the same services based on their experience in the previous organization to guarantee success.
• C. Benchmark the current services with their previous experience and adjust the services as needed.
• D. Define the appropriate type of PMO for the current organizational context and develop services accordingly.

Historically, an organization ' s PMO has been considered as a department that employs project managers, with its role linked to managing only internal projects. With a change in PMO leadership, the new PMO manager decides to elevate the role of the PMO and make it a strategic partner.
Which actions should the PMO manager take to achieve this goal?

• A. Review current PMO services and introduce strategic offerings to gain greater access to executive leadership.
• B. Rebrand the department as a strategic PMO to enhance its importance and prestige.
• C. Organize knowledge-sharing sessions to showcase the PMO ' s strategic value.
• D. Align PMO initiatives with organizational objectives to support strategic decision-making.

There have been numerous complaints about the performance of one of the project managers.
How should the PMO professional address this issue?

• A. Review the PMO maturity report and make an appropriate decision based on the findings.
• B. Conduct a competency gap analysis and provide respective trainings and coaching.
• C. Check the project manager ' s talent development plan and identify gaps for improvement.
• D. Reassign the project manager to another role and replace them with a more skilled project manager.