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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q60-Q65):

NEW QUESTION # 60
Which is an underlying success factor for a Virtual P3O model?

A. P3O costs are seen as an unnecessary overhead
B. Good Heads of Hub Portfolio Offices are available
C. Standards continue to be developed by monitoring external best practice
D. Current culture and processes are challenged

Answer: C

Explanation:
The P3O Foundation (2013) manual identifies continuous development of standards through external best practice as a success factor for a Virtual P3O model. Section 5.3.3 states, "A key success factor for a Virtual P3O is the ongoing development of standards by monitoring external best practices, ensuring adaptability and relevance." This differs from hub leadership (A), cultural challenge (C), or cost perception (D), which are irrelevant or negative factors. The 2013 edition highlights this adaptability to maintain effectiveness in a flexible, distributed model. This ensures competitive PPM practices.
Reference: P3O Foundation (2013) manual, Section 5.3.3, AXELOS.

NEW QUESTION # 61
What is defined as a temporary, flexible organization created to coordinate the implementation of a set of related projects and activities?

A. Programme
B. Portfolio
C. Project
D. Business as usual

Answer: A

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 # 62
Which is a responsibility of the P3O Sponsor role?

A. Recruit the Portfolio Office staff members
B. Secure the investment required to set up the P3O
C. Ensure the portfolio delivers the required strategy
D. Recommend an appropriate mix of programmes and projects

Answer: B

Explanation:
The P3O Foundation (2013) manual identifies securing investment as a key responsibility of the P3O Sponsor. Section 3.5.1 states, "The P3O Sponsor is responsible for securing the investment required to establish and sustain the P3O, advocating its value to senior management." This differs from ensuring portfolio delivery (A), staff recruitment (C), or programme mix (D), which are Portfolio Office or Analyst roles. The 2013 edition emphasizes the Sponsor's leadership in funding advocacy, ensuring the P3O's viability. This role drives strategic commitment and resource allocation.
Reference: P3O Foundation (2013) manual, Section 3.5.1, AXELOS.

NEW QUESTION # 63
Why is the same function carried out with a different focus by different offices within a P3O model?

A. To understand the capability to be delivered by the being supported
B. To consider risk from a strategic viewpoint
C. To provide appropriate decision support to the customers of each office
D. To provide ongoing prioritization of change initiatives

Answer: C

Explanation:
The P3O Foundation (2013) manual explains that the same function is performed with different focuses by various P3O offices to provide tailored decision support. Section 5.3.1 states, "Different offices within a P3O model perform the same functions with varying focuses to deliver appropriate decision support tailored to the needs of their specific customers, such as portfolio or programme teams." This contrasts with prioritization (A), capability understanding (B), or strategic risk (D), which are specific outcomes rather than the reason for focus variation. The 2013 edition highlights this customization to meet diverse organizational needs, enhancing efficiency and relevance. This approach supports effective governance across levels.
Reference: P3O Foundation (2013) manual, Section 5.3.1, AXELOS.

NEW QUESTION # 64
Which technique ensures resources with the right expertise are allocated to PPM roles?

A. Facilitation - workshop techniques
B. P3O information portal
C. Management dashboards
D. Skills development and maintenance

Answer: D

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 # 65
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Glen Hunt Glen Hunt

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