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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q31-Q36):

NEW QUESTION # 31
Which non-PPM function is often provided by a P3O in the interests of business efficiency?

Answer: C

Explanation:
The P3O Foundation (2013) manual identifies providing a secretariat service to management boards as a non-PPM function often undertaken by a P3O for business efficiency. Section 7.2.3 states, "The P3O may provide secretariat services to management boards, including organizing meetings and documenting decisions, to enhance efficiency and support governance." This contrasts with challenging project data (A), scrutinizing impacts (B), and escalating risks (C), which are PPM-related functions. The 2013 edition highlights this administrative support as a value-added service, leveraging P3O's centralized position to streamline board activities. This role reduces duplication, ensuring management boards focus on strategic oversight, aligning with the P3O's broader support mandate across the organization.
Reference: P3O Foundation (2013) manual, Section 7.2.3, AXELOS.


NEW QUESTION # 32
Which is a characteristic of the Vision Statement?

Answer: B

Explanation:
The P3O Foundation (2013) manual defines the Vision Statement as linking the P3O model to business goals. Section 4.3.2 states, "The Vision Statement articulates the future state of the P3O and links it directly to the achievement of the organization's business goals, providing a strategic foundation for implementation." This differs from describing the current state (A), which is part of the baseline assessment, defining delivery methods (B), which is the Blueprint's role, or documenting processes (D), which occurs later. The 2013 edition emphasizes this strategic linkage to ensure alignment with organizational objectives, guiding the P3O' s development. This focus supports effective change management and resource allocation.
Reference: P3O Foundation (2013) manual, Section 4.3.2, AXELOS.


NEW QUESTION # 33
Which is needed when getting the investment for a P3O?

Answer: D

Explanation:
The P3O Foundation (2013) manual indicates that recognition of the need for change is essential for securing P3O investment. Section 4.2.2 states, "Investment in a P3O requires recognition of the need for change to justify the business case and gain senior management support." This differs from assurance independence (A), portfolio definition (B), or secretariat services (C), which are operational aspects. The 2013 edition emphasizes this recognition as the foundation for funding approval, ensuring strategic alignment. This drives organizational commitment to the P3O model.
Reference: P3O Foundation (2013) manual, Section 4.2.2, AXELOS.


NEW QUESTION # 34
Which of the following are key responsibilities of the Portfolio Analyst role?
1. Balance the portfolio in terms of strategic change against business as usual
2. Make recommendations on an appropriate programme/project balance
3. Provide a fast-track programme mobilization support service
4. Highlight problems relating to project interdependencies

Answer: D

Explanation:
The Portfolio Analyst role, as defined in the P3O Foundation (2013) manual, includes balancing the portfolio (1), recommending programme/project balance (2), and highlighting interdependencies (4), but not fast-track mobilization (3). Section 3.5.3 states, "The Portfolio Analyst is responsible for balancing the portfolio between strategic change and BAU, providing recommendations on programme/project mix, and identifying interdependency issues." Fast-track mobilization (3) is typically a Programme Office function (Section 3.5.4). The 2013 edition emphasizes the analyst's analytical and strategic focus, ensuring portfolio optimization and risk management. Options A, C, and D include incorrect combinations, while B accurately reflects the role's scope, supporting effective portfolio governance and decision-making.
Reference: P3O Foundation (2013) manual, Sections 3.5.3 and 3.5.4, AXELOS.


NEW QUESTION # 35
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

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 # 36
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