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[General] Updated and Error-free PRINCE2 P3O-Foundation Exam Practice Test Questions​

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【General】 Updated and Error-free PRINCE2 P3O-Foundation Exam Practice Test Questions​

Posted at 6 day before      View：67 | Replies：2        Print      Only Author   [Copy Link] 1#
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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q32-Q37):NEW QUESTION # 32
How can a P3O directly support effective teamwork between Programme Managers located in different regions?
  • A. Implement standard collaborative tools
  • B. Implement the portfolio prioritization and optimization technique
  • C. Support the fast track mobilization of programs
  • D. Appoint a P3O Sponsor for each region
Answer: A
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
Which occurs when the P3O implementation programme is closed?
  • A. Vision Statement is to reflect delivery
  • B. Risks to the implementation are captured
  • C. Blueprint is produced to document processes
  • D. P3O capability becomes business as usual
Answer: D
Explanation:
The P3O Foundation (2013) manual states that when the P3O implementation programme closes, the P3O capability becomes business as usual. Section 4.4.5 notes, "Upon closure of the implementation programme, the P3O capability is fully integrated into business as usual, marking the end of the transition phase." This differs from updating the Vision (A), producing the Blueprint (B), or capturing risks (C), which occur earlier.
The 2013 edition emphasizes this transition to ensure operational sustainability, aligning with the P3O's long- term role. This finalizes the implementation lifecycle.
Reference: P3O Foundation (2013) manual, Section 4.4.5, AXELOS.

NEW QUESTION # 34
Which is an underlying success factor of a P3O model with Hub Portfolio Offices that enables appropriate localized application of standards?
  • A. Following a clearly defined business strategy
  • B. Reviewing the Blueprint regularly
  • C. Planning resource capacity at a local level
  • D. Tailoring core standards to meet local need
Answer: D
Explanation:
The P3O Foundation (2013) manual identifies tailoring core standards to meet local needs as a success factor for Hub Portfolio Offices. Section 5.3.1 states, "A key success factor for Hub Portfolio Offices is the tailoring of core standards to address local requirements, ensuring flexibility while maintaining consistency." This differs from resource planning (B), Blueprint reviews (C), or business strategy (D), which are broader or supportive factors. The 2013 edition emphasizes this adaptability to enhance localized effectiveness, aligning with the hub-and-spoke model's decentralized nature. This approach supports efficient change delivery.
Reference: P3O Foundation (2013) manual, Section 5.3.1, AXELOS.

NEW QUESTION # 35
What is defined as the decision-enabling and support business model for all business change within an organization?
  • A. Project
  • B. Programme
  • C. Portfolio
  • D. P3O
Answer: D
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 # 36
Which is NOT an objective of a programme?
  • A. Deliver business products according to a Business Case
  • B. Coordinate related projects and activities
  • C. Align to strategic objectives
  • D. Deliver outcomes and benefits
Answer: A
Explanation:
The P3O Foundation (2013) manual states that delivering business products according to a Business Case is not a programme objective. Section 2.1.1 notes, "rogramme objectives include coordinating related projects and activities, delivering outcomes and benefits, and aligning with strategic objectives," while product delivery is a project-level task. This distinguishes programmes (A, C, D) from projects (B). The 2013 edition clarifies that programmes focus on outcomes, not specific deliverables, aligning with P3O's strategic oversight. This ensures clarity in role definitions within the change hierarchy.
Reference: P3O Foundation (2013) manual, Section 2.1.1, AXELOS.

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