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[General] Latest PRINCE2 P3O-Foundation Demo - Study P3O-Foundation Center

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【General】 Latest PRINCE2 P3O-Foundation Demo - Study P3O-Foundation Center

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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q30-Q35):NEW QUESTION # 30
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. Only 1 is true
  • C. Neither 1 or 2 is true
  • D. Both 1 and 2 are true
Answer: C
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 # 31
What is defined as a temporary, flexible organization created to coordinate the implementation of a set of related projects and activities?
  • A. Portfolio
  • B. Project
  • C. Programme
  • D. Business as usual
Answer: C
Explanation:
A programme is defined as a temporary, flexible organization created to coordinate the implementation of a set of related projects and activities, according to the P3O Foundation (2013) manual. Section 2.1.1 states,
"A programme is a temporary flexible organization structure created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits aligned with an organization's strategic objectives." This distinguishes it from business as usual (B), which is ongoing operations, projects (C), which are individual initiatives, and portfolios (D), which manage a group of programmes and projects. The 2013 edition emphasizes the programme's role in delivering coordinated change, making A the correct choice. This definition supports the P3O's function of aligning such structures with strategic goals, ensuring effective change management.
Reference: P3O Foundation (2013) manual, Section 2.1.1, AXELOS.

NEW QUESTION # 32
How can a P3O directly support effective teamwork between Programme Managers located in different regions?
  • A. Support the fast track mobilization of programs
  • B. Appoint a P3O Sponsor for each region
  • C. Implement the portfolio prioritization and optimization technique
  • D. Implement standard collaborative tools
Answer: D
Explanation:
The P3O Foundation (2013) manual highlights that implementing standard collaborative tools directly supports effective teamwork among regionally dispersed Programme Managers. Section 6.2.2 states,
"Standard collaborative tools, such as information portals and shared workspaces, enable effective communication and coordination among distributed teams, including Programme Managers in different regions." This contrasts with appointing regional sponsors (A), which is a governance role, portfolio prioritization (B), which focuses on strategy, and fast-track mobilization (D), which aids initiation. The 2013 edition emphasizes technology's role in overcoming geographical barriers, ensuring real-time collaboration and consistency. This approach enhances team cohesion and efficiency, aligning with P3O's support function for distributed models.
Reference: P3O Foundation (2013) manual, Section 6.2.2, AXELOS.

NEW QUESTION # 33
What types of office does a P3O typically consist of?
  • A. Permanent and temporary
  • B. Co-located and centralized
  • C. Permanent and transitioning
  • D. Virtual and decentralized
Answer: A
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 # 34
Which is a purpose of the Head of P3O role?
  • A. Ensure alignment with wider policy and strategic initiatives
  • B. Provide a consultancy service to Programme and Project Managers
  • C. Ensure the organization carries out the role of 'Informed Customer'
  • D. Facilitate the development of an optimized portfolio
Answer: A
Explanation:
The Head of P3O role, as defined in the P3O Foundation (2013) manual, primarily ensures alignment with wider policy and strategic initiatives, making it a strategic oversight function. Section 3.5.2 specifies, "The Head of P3O is responsible for ensuring that the P3O model aligns with the organization's strategic objectives and policy framework." This involves overseeing the P3O's structure and ensuring it supports the broader organizational strategy, rather than directly providing consultancy (A), facilitating portfolio optimization (B), or acting as an 'Informed Customer' (D), which are more specific to other roles like the Portfolio Analyst or P3O Sponsor. The 2013 edition underscores this strategic alignment as the core purpose, enabling the Head of P3O to guide the model's evolution and integration with corporate governance. This focus ensures the P3O delivers value by supporting the right change initiatives.
Reference: P3O Foundation (2013) manual, Section 3.5.2, AXELOS.

NEW QUESTION # 35
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