PeopleCert P3OF Exam Practice Test Instant Access

Question 1

Which activity occurs as part of the 'Identify' process?

ARefine the Vision Statement

BDocument an outline Business Case

CPlan tranches of delivery

DDeliver the new capability

Answer : B

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.

Question 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

AOnly 1 is true

BOnly 2 is true

CBoth 1 and 2 are true

DNeither 1 or 2 is true

Answer : C

The P3O Foundation (2013) manual confirms both statements are true regarding resource return from a temporary Programme Office. Section 4.4.4 states, 'Feedback on performance should be provided to line managers to support staff development,' and 'Staff may be reluctant to return if they perceive a loss of status or responsibility.' The 2013 edition acknowledges these human resource dynamics, emphasizing the need for performance feedback to aid reintegration and recognizing status loss as a barrier. Options A, B, and D are incorrect as both factors are relevant, ensuring smooth transition and morale management during closure.

Question 3

What can be used to assess and document the current state of PPM functions?

ACapacity planning for resource management

BComplexity modelling

CP3O vision

DP3M3 assessments

Answer : D

The P3O Foundation (2013) manual identifies P3M3 assessments as the tool to assess and document the current state of PPM functions. Section 6.1.2 states, 'P3M3 assessments are used to evaluate and document the current maturity and capability of PPM functions within an organization, providing a baseline for improvement.' This differs from capacity planning (A), complexity modelling (B), or P3O vision (C), which serve other purposes. The 2013 edition highlights P3M3's role in benchmarking, supporting P3O's implementation by identifying gaps. This ensures a data-driven approach to enhancing PPM maturity.

Question 4

Which is NOT a typical factor that may affect the design of a P3O model?

AOrganizational PPM maturity

BGeographical divisions

CSize of the organization

DChallenge to current culture

Answer : D

The P3O Foundation (2013) manual lists organizational PPM maturity, geographical divisions, and size as typical design factors, but not a challenge to current culture. Section 5.2.1 states, 'The design of a P3O model is influenced by organizational PPM maturity, geographical spread, and organizational size.' A challenge to current culture (D) is an implementation barrier, not a design factor (Section 4.2.3). The 2013 edition focuses design on structural and maturity considerations, addressing cultural challenges separately. This distinction ensures a tailored yet feasible P3O structure.

Question 5

Which should be documented in a Blueprint?

ABenefit Profiles for individual benefits to be delivered by the P3O

BTransition plans for the implementation of business change into business as usual

CNeed for Business Cases for mission-critical programmes to be reported to the Portfolio Board

DActual Highlight Reports issued by individual projects

Answer : B

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.

Question 6

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

AGood Heads of Hub Portfolio Offices are available

BStandards continue to be developed by monitoring external best practice

CCurrent culture and processes are challenged

DP3O costs are seen as an unnecessary overhead

Answer : B

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.

Question 7

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

AEnsures current projects are unaffected by changes to policy or strategy

BEnables projects to efficiently develop their own financial processes

CProvides decision support to ensure the right projects are launched

DAllows senior managers to delegate their governance responsibilities

Answer : C

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.

PeopleCert P3O Foundation P3OF Exam Practice Test