Question 1

What is the relation between org Maturity and PMO maturity?

A. Indifferent
B. None of the above
C. Mature PMO has Mature org.
D. All Mature orgs have Mature PMO

Question 2

Two PMO professionals were allocated to execute a specific function. The allocated
professionals have, respectively, Personal Competency Adherence Indicators (p-CAI) of
75% and 65% for this function. It's observed that the Competency Adherence Indicator
of the Function (f-CAI) is 85%. We could say that:

A. The f-CAI calculation was done incorrectly and the correct result would be
70%.
B. The f-CAI is calculated according to the goal established by the PMO
stakeholders.
C. The calculation was done correctly, but there is not enough information
available to justify the f-CAI equal to 85%.
D. The f-CAI is calculated considering the best performance (p-CAI) among the
members of the PMO allocated in the function, justifying the f-CAI equal to
85%.

Question 3

The PMO processes, when formally defined:

A. Generate unnecessary bureaucracy, which does not contribute to the

success of the PMO.
B. Can generate conflicts among stakeholders, by clearly establishing how the
PMO should act.
C. Should be considered as a rule, with no possibility to be adjusted or
improved during the cycle.
D. Should compose the PMO Service Catalog, which will be used to align
expectations with stakeholders.
Question 4

What are PMO processes?

A. They are the established processes to manage projects, programs and

portfolio
B. They are the processes established for each function performed by the PMO.
C. They are the processes established to define the functions of the PMO and
resources to be allocated.
D. They are the processes established for project planning and control.

Question 5

The greater the maturity of a PMO:

A. The greater is the PMO team.

B. The greater the number of functions performed by the PMO.
C. The greater the value generated for the PMO stakeholders.
D. The greater the PMO cost.

Question 6

When collecting the stakeholder's benefits expectations, we must:

A. Make it clear that the PMO's commitment is to the organization, not to the
interests of the stakeholders.
B. Classify stakeholders into groups, with different levels of relevance.
C. Ask the stakeholders to identify which functions are most appropriate to
meet their own benefits expectations.
D. Ensure that everyone has the same benefits expectations.
Question 7

To calculate the ROI of the PMO. the following assumptions are used:

A. The PMO is a dynamic organizational entity. To evaluate the return it is

necessary to establish optimistic, probable and pessimistic scenarios. The
return is always negative, due to the costs necessary to sustain the
existence of the PMO.
B. The PMO should have a strategic orientation. The functions established for
the PMO are In accordance with the type previously defined. It Is not
necessary to establish scenarios.
C. The PMO exists to reduce the losses observed In the organization's portfolio.
Each function has a probability of contributing to the recovery of portfolio
losses. In each organization, different reasons can cause losses in the
portfolio.
D. The PMO exists to generate revenue for the organization. Each type of PMO
has a different potential for generating results. Only corporate PMOs can
have their ROI calculated.

Question 8

What is the minimum recommended value for the Expectation Adnerence Indicator?

A. There is no recommended value, but the lower the Indicator, the greater the
risk of not reaching the expected financial return for the PMO.
B. There is no recommended value, but the lower the indicator, the greater the
risk of not reaching the set of stakeholder expectations.
C. Between 70% and 80%.
D. At least 80%.

Question 9

What factors directly influence the calculation of the PMO ROI?

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

Adherence Indicator.
B. The performance and maturity level of each function.
C. The maturity level and the Competency Adherence Indicator of each
function.
D. The Stakeholders Expectation Adherence Indicator of the stakeholders, and
Competency Adherence Indicator of each function.
Question 10

What is the difference between the internal goals and the external goals of the PMO?

A. Internal goals are agreed upon with the PMO team and external goals are
agreed upon with PMO stakeholders.
B. External goals involve external stakeholders in the organization.
C. Internal goals do not suffer direct influence from stakeholders.
D. Internal goals are used to measure the performance of the PMO team.

Question 11

Is the success of the projects being always the best evidence of the success of the
PMO?

A. Yes, project success is a very important factor for a PMO

B. No, some functions have a low capacity to have an impact on the success of
the projects
C. Sometimes, based on the functions being providing value
D. No, the success of the projects is not the evidence of PMO success

Question 12

The Benefit Adherence Indicator (BAI) demonstrates:

A. What are the benefits that the PMO is generating for the organization.
B. The probability of each benefit being served by the selected set of functions.
C. What are the most important expected benefits for PMOs.
D. The probability of each function generating value for the organization.

Question 13

Essentially, to be successful and recognized, a PMO should be able to:

A. Generate perceived value for its stakeholders.

B. Complete projects on agreed cost and time.
C. Reduce the waste of resources on projects.
D. Improve the business results of the organization.

Question 14

What is the ideal type or model of PMO?

A. The Strategic PMO.

B. The Center of Excellence.
C. The Agile PMO.
D. None of the answers.
Question 15

What defines a PMO function as strategic?

A. Be directly related to organizational strategy or upper management.

B. Contribute to strategic planning.
C. Be performed by the upper management.
D. Be directly related to business processes.

Question 16

How many performance indicators should be used for each PMO function in each
evaluation cycle?

A. One indicator per function, giving focus to what really matters.

B. All the indicators recommended by the methodology.
C. Only key functions should be monitored with performance Indicators,
reducing bureaucracy and excessive control.
D. From two to four indicators, allowing the benefit of controlling to be
compatible with the effort to achieve it.

Question 17

Why there is many KPI for each function?

A. Because there is certain importance of each KPI showing the perceived

value for the stockholders
B. To measure the performance of the service provided
C. To measure the performance of the organization's business
D. To measure the performance of projects under the PMO

Question 18

Which of the following is not a suitable approach to boost the return on investment
(ROI) of the PMO?

A. Reduce the costs of the PMO

B. Improve competences and maturity levels
C. Evolve the PMO to be strategic and deal with upper management and
strategic matters
D. Expand the portfolio projects mandated under the PMO
Question 19

How many maturity levels do each of the PMO functions have?

A. Different levels, depending on the function.

B. 5
C. 4
D. 3

Question 20

The PMO Expectation Adherence indicator (PMO-EAl) is:

A. The sum of the selected functions' contribution probabilities.

B. The sum of 80% of the functions capable of generating 20% cumulative
contribution probability.
C. The sum of 20% of the functions capable of generating 80% cumulative
contribution probability.
D. The sum of the results of executed projects.

Question 21

Why formally define formal processes of PMO?

A. To manage projects, programs and portfolio

B. To be project management processes
C. Compose of service catalogue to be aligned with stockholder’s expectations
D. None of the above

Question 22

Is it possible for a mature PMO to not generate value?

A. Yes, because it may be too costly.

B. No. Mature PMOs fully meet the needs and expectations of their
stakeholders.
C. Yes, because the PMO can provide functions with high maturity, but
misaligned with the needs and expectations of its stakeholders.
D. No. Maturity is a guarantee of effective value generation for the organization.

Question 23

What is the PMO VALUE RING?

A. A community of PMO professionals.

B. A type of PMO.
C. A methodology for creating, evaluating, and operating PMOs.
D. Software for the management of PMOs.
Question 24

In order to select the PMO functions. It is necessary to evaluate a set of important

indicators. Which of the following Indicators is not necessary for this analysis?

A. The Expectation Adherence Indicator (PMO-EAI) of the PMO.

B. The Competency Adherence Indicator (PMO-CAI) of the PMO.
C. The Expectation Adherence Indicator of the stakeholder groups, and of each
stakeholder.
D. The Perceived Value Equilibrium/Balance Indicator of the PMO.

Question 25

How should the functions of a PMO be established?

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. Asking the stakeholders what functions the PMO should perform.
D. Selecting and following a model considered as best practice (Strategic,
Center of Excellence, Agile, etc.)

Question 26

What is the relationship between organizational maturity in project management and

PMO maturity?

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

B. Organizational maturity and PMO maturity are different and complementary
concepts.
C. All answers are correct.
D. The existence of organizational maturity Is a requirement for the existence of
a PMO.

Question 27

The evolution of PMO maturity occurs:

A. When we Increase the amount of functions performed.

B. When PMO functions become more sophisticated, whether operational,
tactical or strategic.
C. When organizational maturity in project management evolves.
D. When the PMO ceases to be operational and becomes increasingly strategic.
Question 28

Which of the following actions would not be recommended to Improve the result of the
PMO ROI?

A. Allow the PMO to take a more strategic approach, focusing on the business
of the organization.
B. To evolve the maturity of the functions selected for the PMO and to develop
the competencies of the PMO members.
C. Reduce PMO costs and modify selected functions for the PMO.
D. Expand the scope of projects under the PMO mandate.

Question 29

The performance of the PMO should be evaluated:

A. In a different and specific way for each function.

B. Annually, to ensure the alignment of the PMO with the needs of the
organization.
C. By an independent audit, to ensure an exempt evaluation.
D. With a unique and indispensable performance indicator that demonstrates
the impact of the PMO on the business.

Question 30

What is the most important aspect of PMO Maturity?

A. Short term, medium term, Long Term

B. Strategic, Operational, Tactical
C. The current level, desired level, excepted level
D. High, Medium, Low maturity

Question 31

Why can the performance indicators of each function have different relevance?

A. Because each indicator has a different potential to generate financial

returns.
B. Because the relevancies are influenced by the importance of each function.
C. Because each Indicator may have different importance In measuring the
generation of value perception in stakeholders.
D. Because the relevancies are influenced by the maturity of the PMO.
Question 32

When should the PMO VALUE RING methodology be used?

A. When you are setting up a new PMO.

B. When you are redesigning an existing PMO.
C. When you are checking the alignment of the PMO with the expectations of its
stakeholders.
D. All answers above.

Question 33

What is the best PMO model?

A. The AMO (Agile Management Office).

B. The SMO (Strategic Management Office).
C. The VMO (Value Management Office).
D. I have no idea and it doesn't matter at all.

Question 34

What is the future of PMOs?

A. They will adapt to the new needs that will arise as organizations mature.
B. They will disappear as organizations mature.
C. They will become increasingly strategic as organizations mature.
D. Each department will have its own PMO, as organizations mature.

Question 35

What is the most important matter for a successful service provider?

A. Profitability.
B. Customers.
C. Revenue.
D. Overhead.

Question 36

Which of the following is NOT considered a PMO stakeholder?

A. Executives.
B. Functional Managers.
C. PMO Team Members.
D. Business Areas Project Managers.
Question 37

According to the PMO VALUE RING methodology, value...

A. ...is money.
B. ...is impossible to be measured.
C. ...is defined and acknowledged by the PMO.
D. ...is a feeling.

Question 38

What is the main reason for the failure of PMOs worldwide?

A. High cost.
B. Frustrated expectations.
C. Low headcount.
D. Lack of maturity.

Question 39

The PMO VALUE RING Methodology requires that...

A. ..the PMO stakeholders inform their expectations about the functions that
the PMO should provide.
B. ...the PMO stakeholders inform their expectations about the benefits and
results that the PMO should generate.
C. ...the PMO team defines the PMO model that will be implemented.
D. ...the PMO team expectations are collected and considered as the main
driver for the PMO design.

Question 40

How often should a new PMO VALUE RING evaluation cycle be started?

A. At least every twelve months.

B. Whenever there is a relevant change in the organization.
C. When the PMO has new stakeholders with significant relevance.
D. All answers above.
Question 41

What is a good EAI (Expectation Adherence Indicator)?

A. Greater than 90%.

B. Greater than 80%.
C. It will depend on the goal established by the PMO Stakeholders.
D. It is not possible to say if it is a good EAI without analyzing the BAIs (Benefit
Adherence Indicators).

Question 42

Why is balancing the PMO mix of functions critical to its success?

A. Because this ensures that the PMO will be able to generate value perception
over time.
B. Because this ensures the PMO's financial balance and its self-sustainability.
C. Because this ensures that the PMO has the appropriate headcount to
achieve its goals.
D. Because this ensures that the PMO will provide the right functions to meet
the expectations of its stakeholders.

Question 43

How does the PMO VALUE RING methodology provide recommendations for priority
functions for the PMO?

A. From the PMO standard developed by the PMO Global Alliance.

B. Based on success stories in organizations across the world.
C. From the individual experience of seasoned world-class PMO Leaders and
the collective intelligence of the PMO Global Alliance community.
D. Based on the consensus of the world's most renowned PMO experts and
book authors on the PMO topic.

Question 44

Every _____________ should have at least one process.

A. PMO
B. methodology
C. PMO stakeholder
D. PMO function
Question 45

What is the best indicator to measure the performance of a PMO function?

A. Projects cost and time performance.

B. It will depend on the functions that the PMO performs.
C. Project Client satisfaction.
D. Benefits realization.

Question 46

Are successful projects the best evidence of the PMO success?

A. Certainly, after all, that is why the PMO exists.

B. Only when the projects' benefits have been delivered as expected.
C. Successful projects are not always evidence of a successful PMO.
D. It is valid evidence since PMOs always contribute to the projects' planning
and control.

Question 47

What is the minimum number of professionals that should be part of a PMO team?

A. The PMO Leader

B. The PMO Leader and one analist.
C. The PMO Sponsor, the PMO Leader, and one analyst.
D. There is no minimum or maximum number.
Question 48

How many levels of proficiency does each PMO competence have?

A. 3
B. 4
C. 5
D. It depends on the PMO competence.
Question 49

What is the correct order?

A. Set PMO functions; establish PMO processes; define PMO team

headcount.
B. Define PMO team headcount; set PMO functions; establish PMO
processes.
C. Set PMO functions; define PMO team headcount; establish PMO
processes.
D. Define PMO team headcount; establish PMO processes; set PMO
functions.

Question 50

How many levels of maturity does each PMO function have?

A. Three levels of maturity.

B. Four levels of maturity.
C. Five levels of maturity.
D. It depends on the PMO function.

Question 51

In the PMO VALUE RING methodology, what does maturity mean?

A. Sophistication
B. Results
C. Knowledge
D. Experience.

Question 52

In the maturity assessment, each PMO function is classified as:

A. Short Term, Medium Term or Long Term

B. Consultive, Support or Control.
C. Basic, Intermediate or Advanced.
D. Strategic, Tactical or Operational.
Question 53

Which of the data below is not necessary to calculate the PMO ROI?

A. The PMO annual cost.

B. The estimated portfolio budget.
C. The PMO headcount.
D. The estimated percentage of loss.

Question 54

Which of the following is not a way to improve the PMO ROI?

A. Reduce the number of functions performed by the PMO.

B. Reduce the annual cost of the PMO.
C. Increase the maturity of the PMO functions.
D. Improve the competencies of PMO members.

Question 55

Is it possible that the functions indicated to deliver the PMO stakeholders' expectations
in step 1 are not the best ones for addressing the organization's project management
real problems identified in step 7?

A. No, it''s not. The PMO Stakeholders' expectations must always be identical
to the organization's real needs.
B. Yes, it is. There may be a misalignment between the perceived needs of the
PMO stakeholders and the organization's real needs, which is usually due to
the low maturity of this group.
C. Yes, it is. There should be no relationship between the needs of the PMO
stakeholders and the needs of the organization.
D. No, it isn't. The organization's problems must be the same as those
prioritized by the PMO stakeholders.

Question 56

How many perspectives does the PMO Balanced Scorecard have?

A. Three perspectives.
B. Four perspectives.
C. Five perspectives.
D. It depends on the PMO model that has been implemented.
Question 57

Are the CAI (Competence Adherence Indicator) and the MI (Maturity Indicator) related to
which PMO BSC perspective?

A. People.
B. Strategy.
C. Growth and Learning.
D. None of them.

Question 58

The PMO Balanced Scorecard was created to allow:

A. The PMO tracks the performance of the organization's strategic projects.

B. The PMO tracks the organization's strategy realization.
C. The PMO tracks the realization of its own strategy and how it is generating
value for the organization.
D. The PMO tracks the financial results of the organization's portfolio.

Question 59

What is the ideal type or model of PMO?

A. None of the answers.

B. The Center of Excellence.
C. The Strategic PMO.
D. The Agile PMO.

Question 60

What does the Personal Competency Adherence indicator (P-CAl) mean?

A. It demonstrates how much a PMO professional is prepared to perform a

particular function, and therefore can vary from function to function.
B. The indicator shows the need for resources for the PMO. both quantitatively
and qualitatively.
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.
Question 61

How many steps does the PMO VALUE RING have?

A. 5
B. 6
C. 7
D. 8

Question 62

What is the main necessary factor for a PMO to be recognized in its organization?

A. Have a low cost.

B. Implement best practices in project management.
C. Meet the benefits expectations of its stakeholders.
D. Manage the strategic portfolio of projects

Question 63

Many PMOs fail due to a lack of sponsorship. This is a:

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

B. Myth, since the PMOs do not fail, they only generate below-expected results.
C. 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.
D. Fact, because without the support of upper management a PMO cannot
survive.

Question 64

Why should we set up different groups of evaluators to carry out the competency
assessment of the PMO members?

A. Because there must be three groups of evaluators.

B. Because stakeholders have different expectations regarding the work of the
PMO.
C. Because of a system limitation, it does not support a large number of
evaluators per professional.
D. Because different groups may have different relevancies In the assessment
of the professional.
Question 65

When defining the processes of a PMO, we must consider:

A. That it is not possible to aggregate methodologies and specific approaches

to processes, such as agile methods.
B. That the formalization and alignment of PMO processes is an outdated
approach.
C. That processes are standardized for any and every organization.
D. That each function of the PMO should have its own process adapted to the
needs of the organization.

Question 66

Why is it necessary to understand who the PMO stakeholders are?

Because their expectations of benefits should guide the PMO set up.

Because they will be influenced by the work ot the PMO.

Because It Is up to them to support the work of the PMO.

Because they are the ones who pay the cost of the PMO.

Question 67

Which factors should be considered during the selection of the PMO mix of functions?

A. The potential of the function in generating value over time.

B. All answers are correct.
C. The probability of contribution of the function to meet the expectations of
the stakeholders.
D. If the function is appropriate for the strategy of the PMO and its organization.

Question 68

What is the recommended PMO VALUE RING evaluation cycle?

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

B. Every 5 years.
C. There is no recommended cycle.
D. Only once, when the PMO is being set up.
Question 69

What are the most common PMO stakeholders?

A. Upper management, project managers, functional managers, and project

team members.
B. Upper management, project managers, and external suppliers.
C. Upper management, project managers, functional managers, and all other
employees of the organization.
D. Upper management, functional managers, and external clients of the
organization

Question 70

Are the skills of a professional in PMOs the same as those of a Project Manager?

A. No, in addition to the technical competencies in project management, there

is also a need for behavioral competencies.
B. Yes, that's why most PMO leaders have previous experience as Project
Managers.
C. Yes, because the focus of a PMO's work is project management, so
competencies are essentially the same.
D. No, the competencies required for a PMO professional will depend directly
on the PMO functions in which he/she is involved.

Question 71

How has the PMO VALUE RING been created?

A. With the investment of a global software company.

B. In collaborative research work, with the participation of dozens of PMO
professionals from different countries.
C. From the work of a renowned expert.
D. With the participation and encouragement of a renowned global institution.
Question 72

What is the relationship between the competencies required (or a PMO professional,
and the PMO functions?

A. Each function will require technical and behavioral skills, which must be
present in all professionals working in the PMO.
B. 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.
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 PMO function will require different competencies, among those
Identified In the PMO VALUE RING methodology. Some of them may or may
not be necessary.

Question 73

The PMO mix of functions must be balanced, which means:

A. The selected functions must be potentially capable of generating financial

results In a balanced way over time.
B. The selected functions must be potentially capable of generating perceived
value 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 should be potentially able to reduce costs in a
balanced way over time.

Question 74

Why should the outcome of the PMO maturity assessment always be presented in three
dimensions?

A. To meet the needs of upper management.

B. Because maturity evolves independently in each of these dimensions
(strategic, tactical or operational).
C. To meet the short, medium and long term.
D. To ensure that all necessary functions are being performed by the PMO.
Question 75

The PMO VALUE RING has in its database:

A. 50 potential benefits and 40 potential functions for a PMO.

B. 15 potential benefits and 26 potential functions for a PMO.
C. 26 potential benefits and 30 potential functions for a PMO.
D. 30 potential benefits and 26 potential functions for a PMO.

Question 76

What does the target/desired maturity level for a function mean?

A. It Is the level of sophistication desired for the function at the beginning of

the evaluation cycle.
B. It is the level of competencies to perform a particular function.
C. It should always be less than the current maturity level.
D. It is the level of sophistication desired for the function at the end of the
evaluation cycle.

Question 78

What is the relationship between organizational maturity in project management and

PMO maturity?

A. Organizational maturity and PMO maturity are different and complementary

concepts.
B. The existence of organizational maturity Is a requirement for the existence of
a PMO.
C. The existence of a PMO is a sign of organizational maturity.
D. All answers are correct.

Question 79

Does the success of projects under the PMO mandate demonstrate the success of the
PMO?

A. Yes, because successful projects increase the perception of the value of

PMO's work
B. Sometimes, depending on what functions the PMO will be offering.
C. No, using the correlation between project success and PMO success does
not make sense for a support area.
D. Yes, because the PMO Is always created to Improve project performance.
Question 80

What demonstrates the evolution of the maturity of a given function?

A. Business results obtained.

B. The existence of evidences (drivers) that demonstrate the evolution in the
sophistication of the way the function is performed.
C. The time elapsed since it was implemented.
D. The amount of resources allocated to the function.

Question 81

What defines PMO maturity?

A. The hierarchical positioning of the PMO In the organizational structure.

B. The more strategic the PMO, the more mature it will be.
C. The level of sophistication with which each PMO function is performed
D. The level of strategic competence in the PMO team.

Question 82

After collecting PMO stakeholders' benefit expectations, the PMO VALUE RING
provides:

A. A list of recommended functions prioritized, based on the stakeholders'

expected benefits.
B. A list of recommended benefits from the functions.
C. A list of recommended functions prioritized from the processes indicated as
best practices.
D. A list of verified processes, based on the expectations of the upper
management.

Question 83

The balance of a PMO's mix of functions is fundamental because:

A. Allows the workload to be balanced over time.

B. It allows the costs of the PMO not to be concentrated in a specific period.
C. It allows stakeholders to realize and recognize the value of the PMO over
time.
D. It allows Investments to be made in a balanced way over time.
Question 84

What is the main necessary factor for a PMO to be recognized in its organization?

A. Meet the benefits expectations of its stakeholders.

B. Manage the strategic portfolio of projects
C. Implement best practices in project management.
D. Have a low cost.

Question 85

What essential aspects should be addressed in the development of action plans for the
evolution of the PMO maturity?

A. Strategy, tactics and operation.

B. Short, medium and long term.
C. Processes, people and technology.
D. Current maturity, target/desired maturity and maximum maturity.
 77 Critical Topics to Remember for PMO‐CP Exam,
2018
1 . PMO Global Alliance is a global community of PMO professionals, its mission is to support the
professional development of members.
2 . Members work collaboratively in different international projects, such as methodologies,
tools, articles, conferences, awards, etc. PMO Value Ring Methodology is one of these Projects.
3 . PMO is a physically established organizational entity that centrally performs functions related
to project, program or portfolio management activities, which are defined according to the
needs of its clients and, consequently, of each organization, thus making it unique in its
structure and configuration.
4 . PMOs in different organizations are so different from each other in form and purpose, even
though they share the same name "PMO"
5 . The lack of support from sponsorship is much more a consequence than a cause.
6 . Reality shows that flexibility is the key to generating value. Thus, there is no "ideal type" of
PMO.
7 . Meeting stakeholder expectations is the best way to generate perceived value.
8 . The better a PMO delivers its services, and only those related to the needs of its customers,
the higher the perception of value generated.
9 . PMO VALUE RING is a methodology not software nor a community, Provides
recommendations and guides PMO configuration from successful experiences, similar to the
actual situation of the organization.
10 . The PMO Value Ring Consists of 8 steps , which should be repeated periodically, every 12
months at most (assessment cycle).
11 . Collective Intelligence is the ability of communities to cooperate intellectually in creating,
innovating, and inventing.
12 . The consensus of these professionals about which practices actually work (collective
intelligence) in different organizational scenarios is the high value content that serves as a
source for the recommendations proposed by PMO VALUE RING.
13 . Benchmarking is based on statistical analyzes, made on the experiences of an international
community formed by professionals who have the experience and knowledge, considering that
the PMO is a service provider.
14 . Collective intelligence is different than crowdsourcing due to the concern of the
qualification of
community and the analysis of the results.
15 . PMO Service Provider is a key concept that allowed the PMO to be given the necessary
flexibility to admit comparisons between different structures.
16 . VCoP – Virtual Community of Practice is formed by individuals and not by organizations.
17 . The output of step 1: the most appropriate functions (recommended functions) for your
PMO, according to the needs of your stakeholders.
18 . The PMO function mix , therefore, can be strategic, support, center of excellence, or several
of these types at the same time.
19 . These relevancies will support the prioritization and definition of the mix of PMO functions.
20 . 30 Potential Benefits relevant to 26 Potential Functions.
21 . Are PMOs really generating perceived value for their stakeholders?
22 . Speak the language of your stakeholders, focused on benefits and results .
23 . The success of the PMO also involves its continued ability to readjust and reconfigure itself.
24 . PMO stakeholders will intuitively compare perceived benefits with their expectations and
their personal efforts to obtain them.
25 . PMOs with excessive focus on short‐term functions may not address the organization’s real
problems.
26 . Excessive focus on functions that generate value perception in the short term causes the
PMO to lose support and sponsorship over time, as the necessary basis for the evolution of
organizational maturity are not effectively built.
27 . PMOs with excessive focus on long‐term functions do not survive long enough to
demonstrate their value.
28 . Excessive focus on functions that generate value perception in the long term causes the
PMO to lose support and sponsorship before beginning to generate effective results.
29 . The solution is to balance the PMO mix with functions capable of generating value
perception in the short and long term.
30 . The PMO needs to deliver value to stakeholders by planning how this value will be delivered
over time.
31 . EAI = Expectations Adherence Indicator: It shows how the mix of functions selected for the
PMO is adequate to meet the set of expectations of the stakeholders (very important).
32 . BAIx = Benefit Adherence Indicator: It shows how much each benefit is being addressed by
the mix of functions selected for the PMO (very important).
33 . Aligning expectations with the PMO Stakeholders.
34 . PMO Processes Elements: Flowchart, Responsibilities, Inputs / Outputs, Service level,
Resources and Performance Indicators.
35 . Adjusting the maturity of PMO processes through process Best Practices.
36 . It is necessary to establish performance indicators for each function, involving quantitative
or qualitative measures, allowing the monitoring of customer satisfaction, efficiency and
effectiveness of the service offered.
37 . The PMO needs to monitor its performance and how it has been generating value for the
organization.
38 . The performance of the PMO function will be measured as the result of a set of indicators
with different approaches and relevancies.
39 . PMO PERFORMANCE MODEL considers a broader context of analysis, which involves three
different approaches to performance: a) The performance of the service provided by the PMO;
b) The performance of projects under the PMO and c) The performance of the organization's
business.
40 . PMO Performance Indicators Elements: Objective, Frequency of Measurement, Formula,
How to measure, Internal Goal, and External Goal.
41 . Calculating the Overall Performance of a PMO Function.
42 . The 360 degree Feedback Evaluation Model Process.
43 . The 10 Competences for PMO Professionals: Ability to influence, Ability to integrate,
Conflict management, Effective communication, Project Management, Process management,
Proactivity, Interpersonal relationship, Client focus, Knowledge management.
44 . Competency relevance for the function.
45 . The 4 levels of Proficiency for the competency.
46 . The CAI‐p (Personal Competence Adherence Indicator).
47 . Professionals that best meet the required set of competencies to each function should be
allocated. (Not necessary to be the same competencies of a Project Manager).
48 . The CAI‐f (Function Competence Adherence Indicator).
49 . Competency adherence of the team allocated to the function.
50 . The CAI‐PMO (PMO Competence Adherence Indicator).
51 . Defining the workload of allocated resources.
52 . How to define the PMO headcount.
53 . Organizational Maturity Vs. PMO Maturity.
54 . The maturity of a PMO is a key aspect to deliver more value to its stakeholders and the
organization.
55 . The maturity of a PMO is not related to which functions the PMO provides but how each
function provided is performed.
56 . Two PMOs can provide the same function, but with very different levels of sophistication,
and therefore, with different levels of value generation.
57 . Even a Strategic PMO may have a low maturity and generate no perceived value.
58 . PMO were classified as strategic, tactical or operational. (PMO Approaches)
59 . Strategic functions: They have a clear link with strategic matters or with upper management
.
60 . Being strategic or operational is not a sign of maturity, but a consequence of stakeholder
needs.
61 . The 4 levels of Maturity.
62 . The desired levels of maturity will not always be the maximum values in each evaluated
function because: disadvantageous cost‐benefit ratio and the PMO recognizes that it will not be
able to achieve this goal in only one evaluation cycle.
63 . How to calculate the Function Maturity, Approach Maturity and the PMO Maturity.
64 . The gap between the current and the target level of maturity should be addressed with an
action plan , in order define how the maturity will evolve over the assessment cycle.
65 . Assumption: The PMO exists to recover / reduce organizational losses
66 . ROI = (Loss Reduction ‐ PMO Costs) / PMO Costs
67 . The 14 most usual problems that cause portfolio losses : Lack of sponsorship, Insufficient
human resources, Lack of project management skills, Bad project estimates, Lack of cost and
time control, Unmanaged risks, Lack of leadership, Unmanaged organizational changes, Changes
in project scope, Lack of subcontractors’ control, Low quality projects, Inefficient use of
resources, Lack of strategy realization monitoring.
68 . Defining the relevance of each problem for your organization.
69 . How maturity index and competences indicator may influence the potential of the PMO for
recovering portfolio losses.
70 . Actions to improve PMO ROI: Re‐evaluate the mix of functions, Improve PMO Maturity,
Improve PMO Competences, Expand the portfolio on the PMO mandate and Reduce the PMO
annual cost.
71 . Balanced Scorecard BSC is a strategic management tool that unfolds strategic objectives,
vision and mission of the organization with performance indicators, facilitating strategic
monitoring.
72 . One of the fundamental principles of the BSC is its holistic approach, establishing
performance indicators, both financial and non‐financial.
73 . BSC describes the strategy through 4 perspectives: Financial; Customers; Internal Processes;
and Learning and Growth.
74 . Learning and Growth Perspective: Increase PMO maturity and Improve PMO competencies.
75 . Internal Processes Perspective: Provide mix of functions and PMO PROCESS GUIDE.
76 . Customer Perspective: Improve PMO adherence to expectations and Improve value
perception in relation to the PMO.
77 . Value Perspective: Increase PMO ROI and Increase the organization’s maturity in project
management.
 PMO VALUE RING Methodology

1. PMO Global Alliance

Virtual Community of PMO Professionals.

More then 6,000 members around the world.

Builds solutions to the community.

Based on Collaborative work.

Work in cooperation with International Professional Associations.

2. Benchmarking Approach

Individual cases are influenced by variables that can not be identified or replicated.

Our benchmarking is based on statistical analyzes.

Based on the experience of mature PMO professionals.

Collective Intelligence may provide recommendations.

3. PMOVR Overview

Developed collaboratively by more than 120 PMO leaders worldwide.

Research-based methodology.

Supports the setup, assessment and monitoring of the PMO.

Focus on generating effective value for the organization.

Licensed under a Creative Commons Attribution 4.0 International License.

4. PMOVR Software

Available at www.pmovaluering.com

Available in English, Portuguese, and Spanish.

Automates the methodology.

Allows access to benchmarking databases with recommendations.

Allows monitoring of PMO Performance and Value Indicators.

Free account provides access to all methodology features.

Full license allows use of the software without commercial constraints.

Creating your free account.

The PMO VALUE RING Roadmap.

Understanding the PMO Demo Version.

Setting up your first PMO.

5. PMOVR Mindset

What is a PMO? Different perspectives of the same phenomenon.

There is no right or wrong in PMOs.

A PMO is a service provider.

The PMO Stakeholders.

The difficulty of measuring the value of a PMO.

Measuring the value of the PMO through the perception of value it generates.

Meeting Expectations = Generating Perception of Value

The Stakeholders-Driven PMO Concept.

The problem of pre-established PMO models/types.

You must create your own solution.

6. PMOVR Essentials

The Design/Redesign Stage (8 Steps).

The Monitoring Stage.

The 1-Year Assessment Cycle.

7. Step 1 - Collect Stakeholders' Expectations

Identifying Groups of PMO Stakeholders and their relevances.

Identifying PMO Stakeholders.

PMO's Language is different from Stakeholders' Language.

How to collect PMO Stakeholders' Expectations.

The 30 Potential Benefits from a PMO.

Understanding the benefits relevances.

The 26 Potential Functions for a PMO.

Understanding the correlations between Functions and Benefits.

The list of recommended functions for your PMO.

8. Step 2 - Define the PMO Mix of Functions

There are no "standard" functions for a PMO.

Different expectations need different mixes of functions.

Analyzing the list of recommended functions for your PMO.

How should you select the functions for your PMO.

Reasons that can lead to skipping a relevant function.

Understanding the EAI - Expectations Adherence Indicator.

Understanding the BAI - Benefit Adherence Indicator.

Understanding the Balance of the PMO Mix of Functions.

Validating and approving the proposed PMO Mix of Functions.

9. Step 3 - Defining the PMO Processes

Aligning expectations with the PMO Stakeholders.

What are the PMO processes.

PMO Processes Elements.

• Flowcharts.
• Responsibilities.
• Inputs / Outputs.
• Performance Indicators.

How Related Functions may maximize results.

Adjusting the maturity of PMO processes.

Designing the Catalogue of Services of the PMO.

10. Step 4 - Defining PMO Key Performance Indicators

The challenge of generating value perception.

Understanding the level of influence of the PMO on indicators.

Different functions require different indicators.

PMO Performance Indicators Relevances.

PMO Performance Indicators Elements.

• Objective.
• Frequency of Measurement.
• Formula.
• How to measure.
• Internal Goal.
• External Goal.

Adjusting the Levels of Services of the PMO.

Calculating the Overall Performance of a PMO Function.

11. Step 5 - Defining the PMO Team

The 360o Feedback Process.

The 10 Competences for PMO Professionals.

The four levels of Proficiency.

Defining the PMO Team.

Defining Groups of Reviewers and their relevances.

Defining Reviewers.

Assigning Assessments.

Understanding the Evaluation Process results.

Different Functions require different Competences.

Identifying the most appropriate professionals to each function.

The CAI-p (Personal Competence Adherence Indicator).

Assigning resources to each function.

The CAI-f (Function Competence Adherence Indicator).

What to do when resources are working together.

How to develop action plans for developing competences.

The CAI-PMO (PMO Competence Adherence Indicator).

FTE (Full Time Equivalent) Concept.

Defining the workload of allocated resources.

How to define the PMO headcount.

12. Step 6 - Assessing PMO Maturity

Organizational Maturity X PMO Maturity

PMO Maturity means delivering more value.

Does being strategic mean being mature?

Strategic, Tactical, and Operational Functions.

How does the PMO maturity evolve.

The four levels of Maturity.

Why you can't compare the maturity of two PMOs.

Starting a PMO Maturity Assessment.

Defining the Current and the Target Levels of Maturity.

How to calculate the Function Maturity.

How to calculate the PMO Maturity.

How to identify a maturity gap.

How to develop actions plans to evolve the PMO maturity.

13. Step 7 - Calculating PMO ROI

ROI Essential Concepts.

Assumption: The PMO exists to recover / reduce organizational losses.

Identifying the portfolio under the PMO mandate.

Identifying the potential loss in the portfolio.

Estimating the annual PMO cost.

The 14 most usual problems that cause portfolio losses.

Defining the relevance of each problem for your organization.

Calculating the potential of the PMO for recovering portfolio losses.

How maturity and competences may influence the potential of the PMO for recovering
portfolio losses.

How to analyze the result of the PMO ROI model.

Actions to improve PMO ROI.

• Re-evaluate the mix of functions.

• Improve PMO Maturity.
• Improve PMO Competences.
• Expand the portfolio on the PMO mandate.

Reduce the PMO annual cost.

When you should conclude that a PMO is not worth for your organization.

14. Step 8 - Strategically monitoring the PMO

Balanced Scorecard Essential Concepts.

The Grow & Learning Perspective.

The Internal Processes Perspective.

The Stakeholders Perspective.

The Value Perspective.

How the PMO strategic objectives connect to the PMOVR steps.

Measuring and showing the PMO value to the organization.

15 - Suggestions for further studies

PMO - Project Management Office

PMO: A Quest for Understanding

Brian Hobbs

Monique Aubry

The PMO SIG Program Management Office Handbook

Craig Letavec

Dennis Bolles

P3O - Portfolio, Programme and Project Offices Axelos

Business Driven PMO Setup Mark Price Perry

Value

Researching the Value of Project Management

Janice Thomas

Mark Mullaly

Project Management ROI

Jack Phillips

Wayne Brantley

Patricia Phillips

Implementing the Project Management Balanced Scorecard Jessica Keyes

Show me the Money

Jack Phillips

Patricia Phillips

Value-Based Metrics for Improved Results

Mel Schnapper

Steven Rollins

How to Measure Anything Douglas Hubbard

Maturity

P3M3 Maturity Model Axelos

CMMI for Services: Guidelines for Superior Service

Eileen Forrester

Brandon Buteau

Sandra Shrum

Process A Guide to the Business Analysis Body of Knowledge (BABOK Guide) IIBA

Competences FYI - For Your Improvement

Michael Lombardo

Robert Eichinger

Decision Making for Leaders Thomas Saaty

Diagnosing and Changing Organizational Culture

Kim S. Cameron

Robert E. Quinn