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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q28-Q33):

NEW QUESTION # 28
Which is a purpose of the Consultancy and Performance Management role?

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 # 29
Which describes the focus of a Portfolio Office in relation to programmes?

Answer: A

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 # 30
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

Answer: B

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.


NEW QUESTION # 31
Which activity occurs as part of the 'Identify' process?

Answer: A

Explanation:
The P3O Foundation (2013) manual identifies documenting an outline Business Case as an activity in the
'Identify' process. Section 4.3.1 states, "The 'Identify' process involves developing an outline Business Case to justify the need for a P3O and outline initial benefits." This differs from refining the Vision (A), which occurs in 'Define,' or planning tranches (C) and delivering capability (D), which are later stages. The 2013 edition emphasizes this early justification to secure support, guiding subsequent P3O development. This ensures a solid foundation for implementation.
Reference: P3O Foundation (2013) manual, Section 4.3.1, AXELOS.


NEW QUESTION # 32
What are risk identification and risk assessment workshops typically used for?

Answer: A

Explanation:
Risk identification and assessment workshops are typically used to identify threats during project initiation, according to the P3O Foundation (2013) manual. Section 6.3.3 states, "These workshops are conducted during project initiation to identify and assess potential threats and opportunities, forming the basis of the risk management plan." This contrasts with defining investment priorities (A), brainstorming objectives (C), or defining benefit measures (D), which serve different purposes. The 2013 edition highlights their role in early risk management, supporting P3O's governance function by ensuring proactive threat mitigation. This process enhances project success by addressing risks at the outset.
Reference: P3O Foundation (2013) manual, Section 6.3.3, AXELOS.


NEW QUESTION # 33
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