Checking that products delivered by the portfolio are fit for purpose
b) Ensuring the P3O meets the needs of the main board
c) Providing effective financial control to the overall portfolio
d) Providing a consistent approach to benefits and value management
6 Which is MOST likely to be used as an individual tool?
a) Enterprise PPM software
b) Knowledge management systems
c) Spreadsheet software
d) Strategic mapping software
7 Which of the following assist in identifying the current state of P3O services provided?
1. Analysing recent issues
2. Understanding the problems that need to be solved
3. Reviewing P3Os in other organizations
4. Analysing the results of reviews
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d) 2, 3, 4
8 Which action is recommended when implementing a P3O model?
a) Use project or programme management processes to run the implementation
b) Treat the implementation as a change to processes rather than behaviour
c) Deliver the Blueprint in a single tranche of delivery
d) Use programme management to run the implementation irrespective of the size or maturity of the organization
9 Which is NOT created as part of the ‘Deliver’ process within the permanent P3O implementation lifecycle?
a) New capability
b) Transition
c) Stabilized operations
d) Post-implementation reviews
10 Which P3O capability is MOST likely to reduce project delays?
a) Maximising returns from investment
b) Identifying and managing interdependencies between programmes and projects
c) Coordinating change control processes across multiple projects
d) Ensuring there is no duplication of scope across programmes and projects
11 Which are objectives of a COE?
a) Support the definition of a portfolio of change across an organization
b) Support the delivery of a specific change initiative being delivered as a programme
c) Provide training and skills transfer to the PPM community in defined standards
d) Support the delivery of a portfolio of change in a geographical region
12 What type of facilitated workshop is held for the purpose of identifying threats and opportunities?
a) Business solution
b) Lesson sharing
c) Problem solving
d) Risk identification and risk assessment
13 Where should an Organization Portfolio Office ultimately report?
a) Corporate services function
b) Divisional director
c) Main board director
d) Head of department
14 Which of the following Key Performance Indicators provide evidence of the performance improvements delivered by a P3O?
1. Increased programme and project success rates
2. Improved portfolio balance
3. Increased organizational resource capacity
4. Enhanced contribution to the Benefits Realization Plan
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d) 2, 3, 4
15 Which skill or experience must the Head of an Organization Portfolio Office have?
a) Ability to manage portfolio finances
b) Credibility to work with middle and senior managers
c) Extensive experience of knowledge management
d) Ability to write job descriptions for Portfolio Office staff
16 Which of the following are created within the 'Identify ' process in the permanent P3O model lifecycle?
1. Outline of the future state vision of the P3O
2. Team structure for the on-going operation of the P3O
3. Initial justification of the investment in the P3O
4. Assessment of the current state of P3O services
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d) 2, 3, 4
17 What tool links projects to benefits, outcomes and strategy?
a) Knowledge management systems
b) Requirements management systems
c) Strategic mapping software
d) Enterprise architecture systems
18 ‘P3O tools enable improved collaboration between programme team members working in different locations.’
Which key strategic benefit does this capability contribute towards?
a) Compliance to business process
b) Decision-making
c) Management across geography
d) Quality of decision support information
19 What functional role can also take on asset management?
a)
