During the execution phase of the project, the PMO professional notices that a project team is consistently falling behind schedule. Despite the best efforts of the PMO to provide additional resources and support, the team continues to struggle with meeting the deliverables. The PMO professional determines that the root cause of the delays is poor communication among team members.
Which two tasks should the PMO professional take? (Choose 2)

• A. Implement project management software to facilitate real-time collaboration and communication among team members.
• B. Reallocate additional resources from other project teams to compensate for the delays and ensure timely completion.
• C. Escalate the issue to senior management and request additional budget for outsourcing certain project tasks to external vendors.
• D. Provide a series of project management training sessions to improve communication skills and foster better teamwork.
• E. Replace some resources from the project team to make collaboration among the team more efficient.

A PMO professional at a large IT company needs to assess the maturity of the PMO.
What should the PMO professional review?

• A. Assess the organization ' s different maturity models.
• B. Assess the organization ' s alignment with the culture.
• C. Assess the maturity of each PMO function separately.
• D. Assess the organization ' s project management maturity.

A software company hired a PMO professional to establish a new PMO to oversee the performance of its projects and create the required processes. The new PMO professional immediately conducted project management training sessions for all project managers, developed project templates, and regularly conducted project audits. After the PMO had been in service for a year, senior management decided to shut down the PMO due to lack of value generation.
What should the PMO professional have done differently to ensure that the PMO generated the desired value?

• A. Conduct the required training on a smaller scale first before delivering the training to all project managers.
• B. Reduce the costs of the PMO in the first year and increase it gradually year over year.
• C. Change the frequency of project audits in order to reduce the PMO operating costs.
• D. Validate and align with senior management ' s expectations at the beginning of the PMO setup.

A PMO professional uses a project portfolio performance dashboard designed using PMO standard metrics.
The PMO professional discovers that the lab team is using its own metrics. The lab team ' s project manager explains that the PMO standard metrics are not meaningful to their team.
How should the PMO professional ensure that the PMO standard metrics are captured, while allowing flexibility for the lab team?

• A. Allow the lab team ' s project manager to continue collecting metrics that are meaningful to their team, having them report " N/A " in place of the PMO standard metrics.
• B. Understand the gaps between the PMO standard metrics and the lab team ' s metrics and adapt the data collection to ensure that all valuable metrics are reported.
• C. Request the lab team ' s project manager to stop collecting any lab-team-specific metrics and only report the PMO standard metrics.
• D. Redesign the PMO project portfolio performance dashboard including a special section displaying the lab team ' s specific metrics.