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[General] Pass Guaranteed Quiz 2026 Trustable P3O-Foundation: P3O Foundation Project Offic

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【General】 Pass Guaranteed Quiz 2026 Trustable P3O-Foundation: P3O Foundation Project Offic

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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q75-Q80):NEW QUESTION # 75
Which of the following are recommended for the implementation of a P3O model?
1. Follow a recognized programme or project methodology
2. Define a budget and associated timescales to deliver
3. Appoint a P3O Sponsor
4. Use a programme approach to implement a single office P3O staffed by one individual
  • A. 1,3,4
  • B. 1,2,4
  • C. 2,3,4
  • D. 1,2,3
Answer: D
Explanation:
The P3O Foundation (2013) manual recommends following a recognized methodology, defining a budget and timescales, and appointing a P3O Sponsor for implementation. Section 4.2.1 states, "Implementation should follow a recognized programme or project methodology, include a defined budget and timescales, and involve appointing a P3O Sponsor to provide leadership." However, using a programme approach for a single- office P3O staffed by one individual (4) is not recommended due to scalability and governance issues. The
2013 edition emphasizes a structured approach to ensure success, with the Sponsor driving strategic alignment and methodology providing a framework. Options B, C, and D include the impractical fourth element, making A the correct choice for a robust implementation process.
Reference: P3O Foundation (2013) manual, Section 4.2.1, AXELOS.

NEW QUESTION # 76
Which of the following are key stakeholders in a temporary Project Office?
1. Organization Portfolio Office
2. Business as usual staff
3. Suppliers to the project
4. Project Board members
  • A. 1,3,4
  • B. 1,2,4
  • C. 2,3,4
  • D. 1,2,3
Answer: C
Explanation:
The P3O Foundation (2013) manual identifies business as usual staff, suppliers, and Project Board members as key stakeholders in a temporary Project Office. Section 5.3.3 states, "Key stakeholders in a temporary Project Office include business as usual staff affected by the project, suppliers providing resources, and Project Board members overseeing delivery." The Organization Portfolio Office (1) is a strategic entity, not a direct stakeholder in a temporary office. The 2013 edition focuses on operational stakeholders impacting or impacted by the project, making D the correct choice. This ensures effective stakeholder engagement during the project lifecycle.
Reference: P3O Foundation (2013) manual, Section 5.3.3, AXELOS.

NEW QUESTION # 77
What types of office does a P3O typically consist of?
  • A. Permanent and transitioning
  • B. Virtual and decentralized
  • C. Co-located and centralized
  • D. Permanent and temporary
Answer: D
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 # 78
What resource commitments should be taken into account as part of portfolio management?
  • A. Programme, project, and business as usual
  • B. Programme and project only
  • C. Programme and business as usual only
  • D. Business as usual only
Answer: A
Explanation:
Portfolio management, as per the P3O Foundation (2013) manual, requires consideration of resource commitments across programme, project, and business as usual (BAU) activities to ensure effective resource allocation and optimization. Section 2.2.3 states, "ortfolio management involves balancing resource commitments across programmes, projects, and BAU to deliver strategic objectives." This holistic approach ensures that resources are not siloed but are managed to support the entire organizational change agenda.
Excluding any one of these elements (A, B, C) would undermine the integrated nature of portfolio management, which aims to align all change initiatives with BAU operations. The 2013 guidance emphasizes this integrated resource view to avoid conflicts and maximize value, as detailed in the portfolio support office functions. This comprehensive resource management is a cornerstone of the P3O model, ensuring strategicalignment and operational efficiency.
Reference: P3O Foundation (2013) manual, Section 2.2.3, AXELOS.

NEW QUESTION # 79
Which P3O model features a single permanent office providing strategic planning and portfolio support?
  • A. Flexible resource pool
  • B. P3O model with Hub Portfolio Offices
  • C. Virtual Office
  • D. Organization Portfolio Office
Answer: D
Explanation:
The Organization Portfolio Office (OPO) is a single permanent office designed to provide strategic planning and portfolio support, as per the P3O Foundation (2013) manual. Section 5.3.2 states, "The Organization Portfolio Office is a centralized, permanent entity that delivers strategic planning, portfolio prioritization, and oversight across the organization." This contrasts with Hub Portfolio Offices (A), which are decentralized with local support, Virtual Offices (C), which are temporary and flexible, and Flexible Resource Pools (D), which focus on resource allocation rather than strategic functions. The 2013 edition highlights the OPO's role in aligning the entire change portfolio with organizational strategy, making it the correct model for this purpose. This centralized approach ensures consistent governance and decision-making.
Reference: P3O Foundation (2013) manual, Section 5.3.2, AXELOS.

NEW QUESTION # 80
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