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Title: Latest P3O-Foundation Test Format - Exam P3O-Foundation Questions Answers [Print This Page]
Author: leeshaw429    Time: yesterday 01:27
Title: Latest P3O-Foundation Test Format - Exam P3O-Foundation Questions Answers
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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q18-Q23):NEW QUESTION # 18
Who, as a minimum, should review the resourcing of a Programme Office whilst it is running?
Answer: B
Explanation:
The minimum review of a Programme Office's resourcing during operation involves the Head of Programme Office and the relevant Programme Manager, according to the P3O Foundation (2013) manual. Section
3.5.4 states, "The Head of Programme Office, in collaboration with the Programme Manager, is responsible for reviewing and adjusting resource allocation during the programme lifecycle." This ensures operational oversight and alignment with programme needs. Involving the Head of P3O and Sponsor (A), P3O Sponsor and Portfolio Analyst (C), or Head of COE and Programme Specialist (D) exceeds the minimum requirement, as their roles are more strategic or supportive. The 2013 guidance emphasizes this direct accountability to maintain efficiency and responsiveness in resource management.
Reference: P3O Foundation (2013) manual, Section 3.5.4, AXELOS.

NEW QUESTION # 19
Which activity first occurs during the 'Define' process in the permanent P3O model lifecycle?
Answer: C
Explanation:
The 'Define' process in the permanent P3O model lifecycle, as outlined in the P3O Foundation (2013) manual, initiates with the creation of an outline vision for the required changes to the P3O functions. This step is critical as it sets the strategic direction and establishes a clear understanding of the desired future state of the P3O model. According to Section 4.3.2 of the P3O manual, the 'Define' process begins with "developing an outline vision of the required P3O functions," which involves identifying the changes needed to align with organizational objectives. This precedes detailed process determination or capability delivery, ensuring a structured approach. Understanding stakeholder views (A) occurs earlier in the 'Identify' phase, while detailed process design (C) and capability delivery (D) follow in subsequent stages like 'Implement' and 'Run.' This sequence ensures a logical progression from vision to execution, as emphasized in the P3O lifecycle framework. The 2013 edition reinforces this by highlighting the vision as the foundation for all subsequent planning and implementation activities.
Reference: P3O Foundation (2013) manual, Section 4.3.2, AXELOS.

NEW QUESTION # 20
Which is a purpose of measuring Key Performance Indicators for a P3O?
Answer: A
Explanation:
Measuring Key Performance Indicators (KPIs) for a P3O aims to demonstrate its successes to the organization, as per the P3O Foundation (2013) manual. Section 7.3.1 states, "KPIs are used to measure and demonstrate the P3O's contribution and success to the organization, providing evidence of value delivery." This differs from determining project progress (B), identifying resources (C), or personal improvement (D), which are specific to project or individual roles. The 2013 edition emphasizes KPIs as a strategic tool to justify the P3O's existence and effectiveness, focusing on outcomes like strategic alignment and benefit realization. This ensures organizational buy-in and continuous improvement.
Reference: P3O Foundation (2013) manual, Section 7.3.1, AXELOS.

NEW QUESTION # 21
Which non-PPM function is often provided by a P3O in the interests of business efficiency?
Answer: B
Explanation:
The P3O Foundation (2013) manual identifies providing a secretariat service to management boards as a non-PPM function often undertaken by a P3O for business efficiency. Section 7.2.3 states, "The P3O may provide secretariat services to management boards, including organizing meetings and documenting decisions, to enhance efficiency and support governance." This contrasts with challenging project data (A), scrutinizing impacts (B), and escalating risks (C), which are PPM-related functions. The 2013 edition highlights this administrative support as a value-added service, leveraging P3O's centralized position to streamline board activities. This role reduces duplication, ensuring management boards focus on strategic oversight, aligning with the P3O's broader support mandate across the organization.
Reference: P3O Foundation (2013) manual, Section 7.2.3, AXELOS.

NEW QUESTION # 22
What does a P3O provide to support the principle 'govern effectively'?
Answer: B
Explanation:
To support the 'govern effectively' principle, a P3O provides independent gated review coordination and assurance, as per the P3O Foundation (2013) manual. Section 7.3.2 notes, "3O supports effective governance through independent gated reviews and assurance processes to ensure compliance and quality across change initiatives." This involves objective oversight, unlike coaching/training (A), benefits tracking (C), or fast-track mobilization (D), which serve different purposes (e.g., capacity building or delivery support). The 2013 edition underscores this assurance role as critical for maintaining governance standards, enabling senior management to monitor progress and mitigate risks. This aligns with the P3O's function of providing a robust control framework, ensuring strategic alignment and accountability throughout the change lifecycle.
Reference: P3O Foundation (2013) manual, Section 7.3.2, AXELOS.

NEW QUESTION # 23
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