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P3O-Foundation Latest Cram Materials, Exam P3O-Foundation Outline

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P3O-Foundation Latest Cram Materials, Exam P3O-Foundation Outline

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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q22-Q27):NEW QUESTION # 22
What are risk identification and risk assessment workshops typically used for?
  • A. Identify threats as part of project initiation
  • B. Define measures in a Benefit Profile
  • C. Define the relative priority of each investment objective
  • D. Brainstorm objectives for a project
Answer: A
Explanation:
Risk identification and assessment workshops are typically used to identify threats during project initiation, according to the P3O Foundation (2013) manual. Section 6.3.3 states, "These workshops are conducted during project initiation to identify and assess potential threats and opportunities, forming the basis of the risk management plan." This contrasts with defining investment priorities (A), brainstorming objectives (C), or defining benefit measures (D), which serve different purposes. The 2013 edition highlights their role in early risk management, supporting P3O's governance function by ensuring proactive threat mitigation. This process enhances project success by addressing risks at the outset.
Reference: P3O Foundation (2013) manual, Section 6.3.3, AXELOS.

NEW QUESTION # 23
What types of office does a P3O typically consist of?
  • A. Virtual and decentralized
  • B. Permanent and temporary
  • C. Co-located and centralized
  • D. Permanent and transitioning
Answer: B
Explanation:
The P3O Foundation (2013) manual states that a P3O typically consists of permanent and temporary offices.
Section 5.1.1 notes, "A P3O model typically comprises permanent offices, such as the Organization Portfolio Office, and temporary offices, such as Programme or Project Offices, to support the change lifecycle." This differs from transitioning (A), co-located/centralized (B), or virtual/decentralized (C), which describe specific configurations or states. The 2013 edition highlights this dual structure to address both ongoing and project- specific needs, ensuring flexible support across the organization.
Reference: P3O Foundation (2013) manual, Section 5.1.1, AXELOS.

NEW QUESTION # 24
Which describes the people or skills required for a Portfolio Office?
  • A. Should be resourced with a large number of administrative staff
  • B. Needs enough people who are able to interpret and challenge data
  • C. Should be resourced with people wanting to move into project management
  • D. Skills of Portfolio Office staff are the same as those for a role in a COE
Answer: B
Explanation:
The P3O Foundation (2013) manual indicates that a Portfolio Office requires staff skilled in interpreting and challenging data. Section 3.5.3 states, "The Portfolio Office should be staffed with individuals capable of interpreting complex data, challenging assumptions, and providing analytical support to inform portfolio decisions." This contrasts with aspirations for project management (A), identical COE skills (B), or heavy administrative staffing (D), which do not align with the analytical focus. The 2013 edition emphasizes the need for analytical expertise to support portfolio prioritization and risk management, ensuring strategic decision-making. This skill set is critical for the Portfolio Office's role in providing high-level support and insights.
Reference: P3O Foundation (2013) manual, Section 3.5.3, AXELOS.

NEW QUESTION # 25
Which is a purpose of measuring Key Performance Indicators for a P3O?
  • A. Identify areas of personal improvement for Project Managers
  • B. Determine project progress against its plan
  • C. Demonstrate a P3O's successes to the organization
  • D. Identify the resources required within a P3O
Answer: C
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 # 26
What is defined as the decision-enabling and support business model for all business change within an organization?
  • A. Programme
  • B. P3O
  • C. Portfolio
  • D. Project
Answer: B
Explanation:
The P3O is defined as the decision-enabling and support business model for all business change within an organization, per the P3O Foundation (2013) manual. Section 2.1.2 states, "3O is the decision-enabling and support business model that brings together a set of principles, processes, and techniques to facilitate the management of portfolios, programmes, and projects." This distinguishes it from programmes (A), which coordinate projects, projects (C), which are individual efforts, and portfolios (D), which oversee multiple initiatives. The 2013 edition underscores P3O's overarching role in providing governance and support structures, ensuring strategic alignment across all change activities. This framework is essential for effective decision-making and resource management.
Reference: P3O Foundation (2013) manual, Section 2.1.2, AXELOS.

NEW QUESTION # 27
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