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100% Pass Accurate PRINCE2 - P3O-Foundation - P3O Foundation Project Office2013 Exam Practice Test Pdf

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PRINCE2 P3O Foundation Project Office2013 Exam Sample Questions (Q74-Q79):

NEW QUESTION # 74
Which is an underlying success factor for a Virtual P3O model?

A. Current culture and processes are challenged
B. P3O costs are seen as an unnecessary overhead
C. Good Heads of Hub Portfolio Offices are available
D. Standards continue to be developed by monitoring external best practice

Answer: D

Explanation:
The P3O Foundation (2013) manual identifies continuous development of standards through external best practice as a success factor for a Virtual P3O model. Section 5.3.3 states, "A key success factor for a Virtual P3O is the ongoing development of standards by monitoring external best practices, ensuring adaptability and relevance." This differs from hub leadership (A), cultural challenge (C), or cost perception (D), which are irrelevant or negative factors. The 2013 edition highlights this adaptability to maintain effectiveness in a flexible, distributed model. This ensures competitive PPM practices.
Reference: P3O Foundation (2013) manual, Section 5.3.3, AXELOS.

NEW QUESTION # 75
Which of the following are key stakeholders in a temporary Project Office?
1. Organization Portfolio Office
2. Business as usual staff
3. Suppliers to the project
4. Project Board members

A. 2,3,4
B. 1,3,4
C. 1,2,3
D. 1,2,4

Answer: A

Explanation:
The P3O Foundation (2013) manual identifies business as usual staff, suppliers, and Project Board members as key stakeholders in a temporary Project Office. Section 5.3.3 states, "Key stakeholders in a temporary Project Office include business as usual staff affected by the project, suppliers providing resources, and Project Board members overseeing delivery." The Organization Portfolio Office (1) is a strategic entity, not a direct stakeholder in a temporary office. The 2013 edition focuses on operational stakeholders impacting or impacted by the project, making D the correct choice. This ensures effective stakeholder engagement during the project lifecycle.
Reference: P3O Foundation (2013) manual, Section 5.3.3, AXELOS.

NEW QUESTION # 76
Which should be documented in a Blueprint?

A. Transition plans for the implementation of business change into business as usual
B. Benefit Profiles for individual benefits to be delivered by the P3O
C. Actual Highlight Reports issued by individual projects
D. Need for Business Cases for mission-critical programmes to be reported to the Portfolio Board

Answer: A

Explanation:
The Blueprint should document transition plans for implementing business change into business as usual, according to the P3O Foundation (2013) manual. Section 4.3.3 states, "The Blueprint includes transition plans detailing how business change will be embedded into business as usual, providing a roadmap for implementation." This differs from Benefit Profiles (A), which are specific to benefits realization, Business Case needs (C), which are strategic inputs, and Highlight Reports (D), which are operational updates. The
2013 edition emphasizes the Blueprint's role in planning structural and process changes, ensuring smooth integration. This supports the P3O's implementation lifecycle.
Reference: P3O Foundation (2013) manual, Section 4.3.3, AXELOS.

NEW QUESTION # 77
Which occurs when the P3O implementation programme is closed?

A. Risks to the implementation are captured
B. P3O capability becomes business as usual
C. Blueprint is produced to document processes
D. Vision Statement is to reflect delivery

Answer: B

Explanation:
The P3O Foundation (2013) manual states that when the P3O implementation programme closes, the P3O capability becomes business as usual. Section 4.4.5 notes, "Upon closure of the implementation programme, the P3O capability is fully integrated into business as usual, marking the end of the transition phase." This differs from updating the Vision (A), producing the Blueprint (B), or capturing risks (C), which occur earlier.
The 2013 edition emphasizes this transition to ensure operational sustainability, aligning with the P3O's long- term role. This finalizes the implementation lifecycle.
Reference: P3O Foundation (2013) manual, Section 4.4.5, AXELOS.

NEW QUESTION # 78
How can a P3O directly support effective teamwork between Programme Managers located in different regions?

A. Appoint a P3O Sponsor for each region
B. Implement the portfolio prioritization and optimization technique
C. Support the fast track mobilization of programs
D. Implement standard collaborative tools

Answer: D

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.

NEW QUESTION # 79
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