The PMBOK Refresher

Portfolio, Program, Project, and Organizational Management Relationships

Copyright © 2017 by Tomislav N. Krnich

To see an answer, click or touch its question:

  1. What is a project management office (PMO)?
    1. A management structure that standardizes project governing processes and
    2. facilitates the sharing of resources, methodologies, tools, and techniques.
  2. May the PMO be responsible for providing project management support?
    • Yes.
  3. May the PMO be responsible for direct management of one or more projects?
    • Yes.
  4. Name three PMO management structures.
    1. Supportive management structure.
    2. Controlling Management structure.
    3. Directive management structure.
  5. What is the purpose of the PMO supportive structure?
    • To provide a consultative role to projects.
  6. What five consultative services may a supportive structure provide?
    1. Provide project-related templates.
    2. Provide project-related best practices.
    3. Provide Project-related training.
    4. Provide access to project-related information.
    5. Provide lessons learned from other projects.
  7. Is the degree of project control provided by the supportive structure low, moderate, or high?
    • Low.
  8. What is the purpose of the PMO controlling structure?
    • To help a project comply with a regulatory framework.
  9. What five compliance services may a controlling structure provide?
    1. Adoption of project management frameworks.
    2. Adoption of project management methodologies.
    3. Adoption of project management templates and forms.
    4. Adoption of project management tools.
    5. Adoption of governing standards and procedures.
  10. Is the degree of project control provided by the controlling structure low, moderate, or high?
    • Moderate.
  11. What is the purpose of the PMO directive structure?
    • To take control of a project by directly managing the project.
  12. Is the degree of project control provided by the directive structure low, moderate, or high?
    • High.
  13. May the PMO evaluate how well projects are fulfilling strategic objectives?
    • Yes.
  14. How may the PMO evaluate the fulfillment of a strategic objective?
    • By integrating information from projects and measuring them with an objective.
  15. The PMO is a natural liaison between what four systems or activities?
    1. Portfolios.
    2. Programs.
    3. Projects.
    4. Corporate or organizational measurement systems.
  16. Must the projects supported or controlled by the PMO be related?
    • No.
  17. What determines the specific form, function, and structure of the PMO?
    • The needs of the organization who it belongs to.
  18. To help a project remain aligned to strategic objectives, what five actions may the PMO be authorized to execute?
    1. Act as a stakeholder.
    2. Act as a key decision maker.
    3. Make recommendations.
    4. Terminate a project.
    5. Take actions as required by the project and objectives.
  19. May the PMO be authorized to select, manage, and deploy project resources that shared or dedicated?
    • Yes.
  20. For projects it supports or controls, may the PMO help a project manager to share their resources across all projects?
    • Yes.
  21. May the PMO help a project manager identify and develop project management methodology, best practices, and standards?
    • Yes.
  22. May the PMO oversee, coach, mentor, and train a project manager and any other member of the project?
    • Yes.
  23. May the PMO help a project manager by using audits to monitor a project’s compliance with standards, policies, procedures, and templates?
    • Yes.
  24. May the PMO help a project manager by developing and managing project policies, procedures, templates, and other shared documentation?
    • Yes.
  25. May the PMO help a project manager to coordinate communication across projects?
    • Yes.
  26. Do project managers and PMOs pursue the same objectives?
    • No, because they are driven by different sets of requirements.
  27. Are the efforts of project managers and PMOs aligned with their organization’s strategic objectives?
    • Yes.
  28. How does a project manager view objectives as compared with the PMO?
    1. A project manager views most objectives as project objectives.
    2. The PMO views how project scope affects strategic objectives.
  29. How does a project manager view resources as compared with the PMO?
    1. A project manager views resources as project-related and how to use them to best reach project objectives.
    2. The PMO views resources as shared and optimized across all projects.
  30. How does a project manager view project management responsibilities as compared with the PMO?
    1. A project manager views project management in the context of project constraints.
    2. The PMO views project management in the context of methodologies, standards, overall risks, overall opportunities, metrics (statistics), and interdependencies among all projects

 

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