What is defined as a temporary, flexible organization created to coordinate the implementation of a
set of related projects and activities?
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.
Which of the following statements about how a P3O should integrate with the wider organization are
true?
1. Operates independently of other functions within the organization
2. Typically relies on dedicated full-time resources to provide financial functions needed
D
Explanation:
The P3O® Foundation (2013) manual indicates that a P3O should not operate independently nor rely
solely on dedicated full-time resources for financial functions, making both statements false. Section
5.1.2 states, "The P3O model should integrate seamlessly with existing organizational functions,
leveraging shared resources and aligning with corporate governance." Independence (1) is
impractical as P3O relies on collaboration, while financial functions (2) are typically supported by
existing organizational structures rather than dedicated P3O resources (Section 7.2). The 2013 edition
emphasizes integration and resource sharing to enhance efficiency, contradicting both options. Thus,
D is correct, ensuring the P3O complements rather than duplicates organizational capabilities,
supporting a cohesive change management framework.
Reference: P3O® Foundation (2013) manual, Sections 5.1.2 and 7.2, AXELOS.
How can a P3O directly support effective teamwork between Programme Managers located in
different regions?
C
Explanation:
The P3O® Foundation (2013) manual highlights that implementing standard collaborative tools
directly supports effective teamwork among regionally dispersed Programme Managers. Section
6.2.2 states, "Standard collaborative tools, such as information portals and shared workspaces,
enable effective communication and coordination among distributed teams, including Programme
Managers in different regions." This contrasts with appointing regional sponsors (A), which is a
governance role, portfolio prioritization (B), which focuses on strategy, and fast-track mobilization
(D), which aids initiation. The 2013 edition emphasizes technology’s role in overcoming geographical
barriers, ensuring real-time collaboration and consistency. This approach enhances team cohesion
and efficiency, aligning with P3O’s support function for distributed models.
Reference: P3O® Foundation (2013) manual, Section 6.2.2, AXELOS.
What is defined as the decision-enabling and support business model for all business change within
an organization?
B
Explanation:
The P3O is defined as the decision-enabling and support business model for all business change
within an organization, per the P3O® Foundation (2013) manual. Section 2.1.2 states, "P3O is the
decision-enabling and support business model that brings together a set of principles, processes, and
techniques to facilitate the management of portfolios, programmes, and projects." This distinguishes
it from programmes (A), which coordinate projects, projects (C), which are individual efforts, and
portfolios (D), which oversee multiple initiatives. The 2013 edition underscores P3O’s overarching
role in providing governance and support structures, ensuring strategic alignment across all change
activities. This framework is essential for effective decision-making and resource management.
Reference: P3O® Foundation (2013) manual, Section 2.1.2, AXELOS.
Which is NOT a specific area where KPIs should be set as a minimum to measure a P3O model's
success?
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.
Which describes the people or skills required for a Portfolio Office?
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.
What technique enables people to share experiences by connecting people to information or to
other people?
B
Explanation:
Knowledge management is the technique that enables experience sharing by connecting people to
information or others, as per the P3O® Foundation (2013) manual. Section 6.3.2 states, "Knowledge
management techniques facilitate the sharing of experiences by linking individuals to relevant
information and fostering networks for collaboration within the PPM community." This differs from
complexity modelling (A), which analyzes systems, management dashboards (C), which visualize
data, and skills development (D), which focuses on training. The 2013 edition highlights knowledge
management’s role in enhancing organizational learning and efficiency, supporting P3O’s operational
effectiveness. This technique ensures best practices are shared, strengthening change initiatives.
Reference: P3O® Foundation (2013) manual, Section 6.3.2, AXELOS.
What should a P3O recommend for 'must do' changes?
C
Explanation:
The Portfolio, Programme, and Project Office (P3O) is a framework that provides guidance on how to
set up and maintain effective support structures for portfolio, program, and project management. A
key function of a P3O is to ensure that all changes and initiatives within an organization are aligned
with its strategic objectives.
Which is a purpose of the Consultancy and Performance Management role?
B
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.
What technique provides the benefit of checking the quality of the decision-support information
being provided to the P3O?
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.