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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q57-Q62):

NEW QUESTION # 57
What technique provides the benefit of checking the quality of the decision-support information being provided to the P3O?

A. Gated reviews
B. Management dashboards
C. Business process swimlanes
D. Capacity planning for resource management

Answer: A

Explanation:
Gated reviews provide the benefit of checking the quality of decision-support information, according to the P3O Foundation (2013) manual. Section 7.3.2 states, "Gated reviews offer an independent assessment to verify the quality and reliability of information used for P3O decision-making, ensuring governance standards are met." This contrasts with business process swimlanes (B), which map processes, capacity planning (C), which manages resources, and management dashboards (D), which visualize data. The 2013 edition highlights gated reviews as a key assurance technique, supporting P3O's role in maintaining high-quality decision support. This process enhances strategic alignment and risk management.
Reference: P3O Foundation (2013) manual, Section 7.3.2, AXELOS.

NEW QUESTION # 58
Which activity should take place when recycling capability within a temporary Programme Office lifecycle?

A. Feedback to the COE any lessons learned as part of programme delivery
B. Transfer resources back to operational areas
C. Return office back to business as usual
D. Review processes to ensure they continue to support a

Answer: A

Explanation:
When recycling capability within a temporary Programme Office (PMO) lifecycle, a key activity is to capture and provide feedback on lessons learned during programme delivery back to the Centre of Excellence (COE).
This ensures continuous improvement of processes and knowledge sharing for future programmes. While transferring resources or returning to business as usual are important, the emphasis on recycling capability centers on learning and improving the overall programme management capability.
This aligns with best practices in programme management where lessons learned are formally documented and fed back to the COE or governance bodies to enhance organizational knowledge and future programme performance.
(Reference: Managing Successful Programmes (MSP) guidance on Programme Office lifecycle and capability recycling.)

NEW QUESTION # 59
Which describes the people or skills required for a Portfolio Office?

A. Should be resourced with people wanting to move into project management
B. Skills of Portfolio Office staff are the same as those for a role in a COE
C. Needs enough people who are able to interpret and challenge data
D. Should be resourced with a large number of administrative staff

Answer: C

Explanation:
The P3O Foundation (2013) manual indicates that a Portfolio Office requires staff skilled in interpreting and challenging data. Section 3.5.3 states, "The Portfolio Office should be staffed with individuals capable of interpreting complex data, challenging assumptions, and providing analytical support to inform portfolio decisions." This contrasts with aspirations for project management (A), identical COE skills (B), or heavy administrative staffing (D), which do not align with the analytical focus. The 2013 edition emphasizes the need for analytical expertise to support portfolio prioritization and risk management, ensuring strategic decision-making. This skill set is critical for the Portfolio Office's role in providing high-level support and insights.
Reference: P3O Foundation (2013) manual, Section 3.5.3, AXELOS.

NEW QUESTION # 60
What is defined as a temporary, flexible organization created to coordinate the implementation of a set of related projects and activities?

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

Answer: C

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 # 61
Which describes the focus of a Portfolio Office in relation to programmes?

A. Provides support to a programme
B. Ensures that investment is made in the right programmes
C. Defines the standards to be followed by a programme
D. Implements a programme correctly

Answer: B

Explanation:
The P3O Foundation (2013) manual describes the Portfolio Office's focus as ensuring investment in the right programmes. Section 5.3.2 states, "The Portfolio Office focuses on ensuring that investment is directed toward the right programmes by aligning them with strategic objectives and optimizing the portfolio." This differs from implementation (A), programme support (B), or standard definition (C), which are programme or COE roles. The 2013 edition emphasizes this strategic investment role to maximize value, supporting P3O's governance function. This ensures resource allocation aligns with organizational priorities.
Reference: P3O Foundation (2013) manual, Section 5.3.2, AXELOS.

NEW QUESTION # 62
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