Which activity first occurs during the 'Define' process in the permanent P3O model lifecycle?
B
Explanation:
The 'Define' process in the permanent P3O model lifecycle, as outlined in the P3O® Foundation
(2013) manual, initiates with the creation of an outline vision for the required changes to the P3O
functions. This step is critical as it sets the strategic direction and establishes a clear understanding of
the desired future state of the P3O model. According to Section 4.3.2 of the P3O manual, the 'Define'
process begins with "developing an outline vision of the required P3O functions," which involves
identifying the changes needed to align with organizational objectives. This precedes detailed
process determination or capability delivery, ensuring a structured approach. Understanding
stakeholder views (A) occurs earlier in the 'Identify' phase, while detailed process design (C) and
capability delivery (D) follow in subsequent stages like 'Implement' and 'Run.' This sequence ensures
a logical progression from vision to execution, as emphasized in the P3O lifecycle framework. The
2013 edition reinforces this by highlighting the vision as the foundation for all subsequent planning
and implementation activities.
Reference: P3O® Foundation (2013) manual, Section 4.3.2, AXELOS.
What resource commitments should be taken into account as part of portfolio management?
D
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 strategic alignment and
operational efficiency.
Reference: P3O® Foundation (2013) manual, Section 2.2.3, AXELOS.
Which is a purpose of the Head of P3O role?
C
Explanation:
The Head of P3O role, as defined in the P3O® Foundation (2013) manual, primarily ensures
alignment with wider policy and strategic initiatives, making it a strategic oversight function. Section
3.5.2 specifies, "The Head of P3O is responsible for ensuring that the P3O model aligns with the
organization’s strategic objectives and policy framework." This involves overseeing the P3O’s
structure and ensuring it supports the broader organizational strategy, rather than directly providing
consultancy (A), facilitating portfolio optimization (B), or acting as an 'Informed Customer' (D), which
are more specific to other roles like the Portfolio Analyst or P3O Sponsor. The 2013 edition
underscores this strategic alignment as the core purpose, enabling the Head of P3O to guide the
model’s evolution and integration with corporate governance. This focus ensures the P3O delivers
value by supporting the right change initiatives.
Reference: P3O® Foundation (2013) manual, Section 3.5.2, AXELOS.
Which factor will NOT influence the size of a P3O?
D
Explanation:
The size of a P3O, according to the P3O® Foundation (2013) manual, is influenced by factors such as
the number and type of functions (A), the size of programmes and projects (B), and the budget
available (C), as these directly impact resource and structural needs. Section 5.2.1 states, "The size
and complexity of a P3O are determined by the scope of functions, the scale of supported
programmes/projects, and the allocated budget." However, training requirements for staff (D) do not
directly determine the P3O’s size but rather its operational capability and efficiency post-
establishment. The 2013 guidance focuses on structural and financial factors for sizing, with training
addressed as a support function (Section 7.4) to enhance skills, not as a size determinant. This
distinction ensures the P3O is scaled appropriately to its strategic role, not its training needs.
Reference: P3O® Foundation (2013) manual, Sections 5.2.1 and 7.4, AXELOS.
How does a P3O model increase an organization's ability to deliver its strategy?
C
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.
Which is NOT a use of integrated tools?
B
Explanation:
Integrated tools in the P3O® Foundation (2013) manual are designed to streamline information
management across change initiatives, but they do not inherently allow multiple people to access
multiple sets of information independently. Section 6.2.3 notes, "Integrated tools link information
hierarchically across portfolios, programmes, and projects, support multiple users for a single
initiative, and utilize a single installation for organizational consistency." Option B, however, suggests
fragmented access, which contradicts the integrated nature of these tools, aiming for a unified data
view. Options A, C, and D align with the manual’s description of facilitating collaboration and
standardization. The 2013 guidance stresses that integrated tools enhance efficiency by centralizing
data, making B an incorrect use case. This ensures clarity and consistency in decision-making
processes.
Reference: P3O® Foundation (2013) manual, Section 6.2.3, AXELOS.
Which P3O model features a single permanent office providing strategic planning and portfolio
support?
B
Explanation:
The Organization Portfolio Office (OPO) is a single permanent office designed to provide strategic
planning and portfolio support, as per the P3O® Foundation (2013) manual. Section 5.3.2 states, "The
Organization Portfolio Office is a centralized, permanent entity that delivers strategic planning,
portfolio prioritization, and oversight across the organization." This contrasts with Hub Portfolio
Offices (A), which are decentralized with local support, Virtual Offices (C), which are temporary and
flexible, and Flexible Resource Pools (D), which focus on resource allocation rather than strategic
functions. The 2013 edition highlights the OPO’s role in aligning the entire change portfolio with
organizational strategy, making it the correct model for this purpose. This centralized approach
ensures consistent governance and decision-making.
Reference: P3O® Foundation (2013) manual, Section 5.3.2, AXELOS.
Who, as a minimum, should review the resourcing of a Programme Office whilst it is running?
B
Explanation:
The minimum review of a Programme Office’s resourcing during operation involves the Head of
Programme Office and the relevant Programme Manager, according to the P3O® Foundation (2013)
manual. Section 3.5.4 states, "The Head of Programme Office, in collaboration with the Programme
Manager, is responsible for reviewing and adjusting resource allocation during the programme
lifecycle." This ensures operational oversight and alignment with programme needs. Involving the
Head of P3O and Sponsor (A), P3O Sponsor and Portfolio Analyst (C), or Head of COE and Programme
Specialist (D) exceeds the minimum requirement, as their roles are more strategic or supportive. The
2013 guidance emphasizes this direct accountability to maintain efficiency and responsiveness in
resource management.
Reference: P3O® Foundation (2013) manual, Section 3.5.4, AXELOS.
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
B
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.
What does a P3O provide to support the principle 'govern effectively'?
B
Explanation:
To support the 'govern effectively' principle, a P3O provides independent gated review coordination
and assurance, as per the P3O® Foundation (2013) manual. Section 7.3.2 notes, "P3O supports
effective governance through independent gated reviews and assurance processes to ensure
compliance and quality across change initiatives." This involves objective oversight, unlike
coaching/training (A), benefits tracking (C), or fast-track mobilization (D), which serve different
purposes (e.g., capacity building or delivery support). The 2013 edition underscores this assurance
role as critical for maintaining governance standards, enabling senior management to monitor
progress and mitigate risks. This aligns with the P3O’s function of providing a robust control
framework, ensuring strategic alignment and accountability throughout the change lifecycle.
Reference: P3O® Foundation (2013) manual, Section 7.3.2, AXELOS.
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.