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Which of the following statements about how a P3O should integrate with the wider organization are true?
1. Operates independently of other functions within the organization
2. Typically relies on dedicated full-time resources to provide financial functions needed
A. Only 2 is true
B. Neither 1 or 2 is true
C. Only 1 is true
D. Both 1 and 2 are true
Answer: B
Explanation:
The P3O Foundation (2013) manual indicates that a P3O should not operate independently nor rely solely on dedicated full-time resources for financial functions, making both statements false. Section 5.1.2 states,
"The P3O model should integrate seamlessly with existing organizational functions, leveraging shared resources and aligning with corporate governance." Independence (1) is impractical as P3O relies on collaboration, while financial functions (2) are typically supported by existing organizational structures rather than dedicated P3O resources (Section 7.2). The 2013 edition emphasizes integration and resource sharing to enhance efficiency, contradicting both options. Thus, D is correct, ensuring the P3O complements rather than duplicates organizational capabilities, supporting a cohesive change management framework.
Reference: P3O Foundation (2013) manual, Sections 5.1.2 and 7.2, AXELOS.
NEW QUESTION # 23
Which activity should take place when recycling capability within a temporary Programme Office lifecycle?
A. Return office back to business as usual
B. Feedback to the COE any lessons learned as part of programme delivery
C. Transfer resources back to operational areas
D. Review processes to ensure they continue to support a
Answer: B
Explanation:
When recycling capability within a temporary Programme Office (PMO) lifecycle, a key activity is to capture and provide feedback on lessons learned during programme delivery back to the Centre of Excellence (COE).
This ensures continuous improvement of processes and knowledge sharing for future programmes. While transferring resources or returning to business as usual are important, the emphasis on recycling capability centers on learning and improving the overall programme management capability.
This aligns with best practices in programme management where lessons learned are formally documented and fed back to the COE or governance bodies to enhance organizational knowledge and future programme performance.
(Reference: Managing Successful Programmes (MSP) guidance on Programme Office lifecycle and capability recycling.)
NEW QUESTION # 24
Which receives the benefit of the governance provided by a P3O?
A. Finance
B. Commercial
C. Business as usual
D. Change initiatives
Answer: D
Explanation:
The P3O Foundation (2013) manual states that change initiatives receive the benefit of P3O governance.
Section 2.1.2 notes, "The P3O model provides governance to ensure the success of change initiatives, including programmes and projects, by aligning them with strategic objectives." This differs from finance (A), business as usual (C), or commercial (D), which are supported indirectly. The 2013 edition focuses on P3O's role in enhancing change delivery through oversight and decision support. This ensures change initiatives are effectively managed and delivered, maximizing organizational value.
Reference: P3O Foundation (2013) manual, Section 2.1.2, AXELOS.
NEW QUESTION # 25
Which is NOT a use of integrated tools?
A. Links information across business change initiatives in a hierarchical manner
B. Allows multiple people to multiple sets of information
C. Uses a single installation of the tool across the organization
D. Supports a single business change initiative with multiple users
Answer: B
Explanation:
Integrated tools in the P3O Foundation (2013) manual are designed to streamline information management across change initiatives, but they do not inherently allow multiple people to access multiple sets of information independently. Section 6.2.3 notes, "Integrated tools link information hierarchically across portfolios, programmes, and projects, support multiple users for a single initiative, and utilize a single installation for organizational consistency." Option B, however, suggests fragmented access, which contradicts the integrated nature of these tools, aiming for a unified data view. Options A, C, and D align with the manual's description of facilitating collaboration and standardization. The 2013 guidance stresses that integrated tools enhance efficiency by centralizing data, making B an incorrect use case. This ensures clarity and consistency in decision-making processes.
Reference: P3O Foundation (2013) manual, Section 6.2.3, AXELOS.
NEW QUESTION # 26
Which is a section of the Blueprint?
A. Information portal
B. Business process swimlanes
C. Processes (including operational costs and performance levels)
D. Vision Statement
Answer: D
Explanation:
The P3O Foundation (2013) manual identifies the Vision Statement as a section of the Blueprint. Section
4.3.3 states, "The Blueprint includes a Vision Statement that outlines the desired future state of the P3O model, guiding its development and implementation." This differs from business process swimlanes (A), which are tools, information portals (B), which are delivery mechanisms, and processes (D), which are detailed operational elements. The 2013 edition emphasizes the Vision Statement's role in setting strategic direction within the Blueprint, a key implementation document. This ensures alignment with organizational goals throughout the P3O lifecycle.
Reference: P3O Foundation (2013) manual, Section 4.3.3, AXELOS.
NEW QUESTION # 27
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