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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q27-Q32):
NEW QUESTION # 27
Which is NOT a typical factor that may affect the design of a P3O model?
- A. Size of the organization
- B. Challenge to current culture
- C. Geographical divisions
- D. Organizational PPM maturity
Answer: B
Explanation:
The P3O Foundation (2013) manual lists organizational PPM maturity, geographical divisions, and size as typical design factors, but not a challenge to current culture. Section 5.2.1 states, "The design of a P3O model is influenced by organizational PPM maturity, geographical spread, and organizational size." A challenge to current culture (D) is an implementation barrier, not a design factor (Section 4.2.3). The 2013 edition focuses design on structural and maturity considerations, addressing cultural challenges separately. This distinction ensures a tailored yet feasible P3O structure.
Reference: P3O Foundation (2013) manual, Sections 5.2.1 and 4.2.3, AXELOS.
NEW QUESTION # 28
Which is NOT a specific area where KPIs should be set as a minimum to measure a P3O model's success?
- A. Reduced cost of skilled resources
- B. Enhanced contribution to strategic objectives
- C. Improved portfolio balance in terms of overall risk
- D. Overall programme success rates in relation to benefits realization
Answer: A
Explanation:
The P3O Foundation (2013) manual specifies that KPIs for measuring P3O success should focus on strategic and performance outcomes, not cost reduction of skilled resources. Section 7.3.1 states, "Key Performance Indicators for a P3O should include enhanced contribution to strategic objectives, improved portfolio risk balance, and programme success in benefits realization." Reduced cost of skilled resources (A) is not listed as a minimum KPI, as it relates to operational efficiency rather than the P3O's core success metrics. The 2013 edition prioritizes outcome-based measures to align with strategic goals, ensuring the P3O' s value is assessed through effectiveness (B, C, D) rather than cost savings. This focus supports robust governance and decision-making.
Reference: P3O Foundation (2013) manual, Section 7.3.1, AXELOS.
NEW QUESTION # 29
Which technique ensures resources with the right expertise are allocated to PPM roles?
- A. Facilitation - workshop techniques
- B. Skills development and maintenance
- C. Management dashboards
- D. P3O information portal
Answer: B
Explanation:
The P3O Foundation (2013) manual identifies skills development and maintenance as the technique to ensure resources with the right expertise are allocated to PPM roles. Section 6.3.2 states, "Skills development and maintenance techniques assess and enhance the expertise of resources, ensuring they are appropriately allocated to PPM roles within the P3O." This differs from information portals (A), which share knowledge, dashboards (C), which report data, or workshops (D), which facilitate collaboration. The 2013 edition emphasizes this training to match skills with roles, enhancing P3O effectiveness. This supports efficient resource utilization.
Reference: P3O Foundation (2013) manual, Section 6.3.2, AXELOS.
NEW QUESTION # 30
Which is a purpose of the Consultancy and Performance Management role?
- A. Provides benefits realization support
- B. Assists with budget control
- C. Creates, maintains and distributes good practice
- D. Identifies, monitors and resolves issues
Answer: C
Explanation:
The Consultancy and Performance Management role's purpose includes creating, maintaining, and distributing good practice, as per the P3O Foundation (2013) manual. Section 3.5.5 states, "The Consultancy and Performance Management function is responsible for creating, maintaining, and distributing good practice guidance to enhance PPM maturity across the organization." This differs from budget control (A), benefits realization (C), or issue management (D), which are handled by other roles like the Portfolio Analyst or Programme Office. The 2013 edition underscores this role's focus on standardizing processes, supporting P3O's goal of improving performance through shared knowledge. This ensures consistent application of best practices.
Reference: P3O Foundation (2013) manual, Section 3.5.5, AXELOS.
NEW QUESTION # 31
Which P3O model features a single permanent office providing strategic planning and portfolio support?
- A. Virtual Office
- B. P3O model with Hub Portfolio Offices
- C. Flexible resource pool
- 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 # 32
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