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PRINCE2 P3O Foundation Project Office2013 Sample Questions:

1. Who, as a minimum, should review the resourcing of a Programme Office whilst it is running?

A) P3O Sponsor and Portfolio Analyst
B) Head of COE and Programme Specialist
C) Head of P3O and P3O Sponsor
D) Head of Programme Office and Programme Manager of the relevant programme

2. Which of the following statements about the return of internal resources to an operational role when closing a temporary Programme Office are true?
1. Feedback to the line manager should be given on performance
2. Staff members will be reluctant to return if they are to lose status

A) Only 1 is true
B) Both 1 and 2 are true
C) Neither 1 or 2 is true
D) Only 2 is true

3. Which is an underlying success factor for a Virtual P3O model?

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

4. How does a P3O model increase an organization's ability to deliver its strategy?

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

5. Which should be documented in a Blueprint?

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

Solutions: