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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q34-Q39):

NEW QUESTION # 34
What resource commitments should be taken into account as part of portfolio management?

A. Programme and business as usual only
B. Programme, project, and business as usual
C. Programme and project only
D. Business as usual only

Answer: B

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, "Portfolio 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 # 35
How does a P3O model increase an organization's ability to deliver its strategy?

A. Allows senior managers to delegate their governance responsibilities
B. Enables projects to efficiently develop their own financial processes
C. Ensures current projects are unaffected by changes to policy or strategy
D. Provides decision support to ensure the right projects are launched

Answer: D

Explanation:
A P3O model enhances an organization's strategic delivery by providing decision support to ensure the right projects are launched, as outlined in the P3O Foundation (2013) manual. Section 2.1.2 states, "The P3O model provides decision-enabling support to ensure that programmes and projects align with and deliver the organization's strategy." This involves portfolio prioritization and analysis to select initiatives that maximize strategic value, rather than insulating projects from policy changes (A), enabling independent financial processes (B), or delegating governance (D), which could weaken oversight. The 2013 edition emphasizes this decision-support role as central to aligning change initiatives with strategic objectives, supported by tools like the P3O Value Matrix (Section 6.3). This ensures resources are focused on high-priority areas, driving effective strategy execution.
Reference: P3O Foundation (2013) manual, Sections 2.1.2 and 6.3, AXELOS.

NEW QUESTION # 36
Which is a purpose of the Consultancy and Performance Management role?

A. Provides benefits realization support
B. Identifies, monitors and resolves issues
C. Assists with budget control
D. Creates, maintains and distributes good practice

Answer: D

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 # 37
What can be used to assess and document the current state of PPM functions?

A. P3O vision
B. Capacity planning for resource management
C. P3M3 assessments
D. Complexity modelling

Answer: C

Explanation:
The P3O Foundation (2013) manual identifies P3M3 assessments as the tool to assess and document the current state of PPM functions. Section 6.1.2 states, "P3M3 assessments are used to evaluate and document the current maturity and capability of PPM functions within an organization, providing a baseline for improvement." This differs from capacity planning (A), complexity modelling (B), or P3O vision (C), which serve other purposes. The 2013 edition highlights P3M3's role in benchmarking, supporting P3O's implementation by identifying gaps. This ensures a data-driven approach to enhancing PPM maturity.
Reference: P3O Foundation (2013) manual, Section 6.1.2, AXELOS.

NEW QUESTION # 38
Which non-PPM function is often provided by a P3O in the interests of business efficiency?

A. Scrutinising the impact of project delivery on business as usual
B. Providing a secretariat service to management boards
C. Escalating risks and issues
D. Challenging project data

Answer: B

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 # 39
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