P3G Principles and Benefits

Which of the following are benefits of effective P3G?

• A) Greater delivery confidence

• B) Avoidance of decision-making gaps and overlaps

• C) Improved alignment of change with organisational strategic objectives

• D) All of the above

The term "change," when used in the P3 environment, refers to:

• A) Projects

• B) Programmes

• C) Projects, programmes, and portfolios

• D) All of the above except if funded by operational expenditure

What is the role of assurance?

• A) Project decision making

• B) Reducing the need for methodologies such as agile and waterfall

• C) Supporting decision makers

• D) B and C

A project funded from day-to-day operational expenses:

• Is not really a project and should be treated as BaU

• Should be funded instead from capital so that project governance principles can be applied

• Should not have P3G principles applied because it is not a capital investment

• Should have the same P3G principles applied as a project funded from capital

Which of the following is NOT a principle of P3G?

• Enable evidence-based investment decision making

• Delivery outcome accountability determines project or programme accountability

• Separate project and programme decision making from stakeholder engagement

• Treat change differently from business as usual

The phrase "Treat Change Differently to Business as Usual" has a similar meaning to:

• Separate project and business as usual decision-making structures

• Ensure a single point of accountability

• Separate stakeholder management and project decision making

• A and C.

The business-as-usual organizational structure does not meet the needs of projects because:

• A) It is designed for BaU decision-making, not project decision-making

• B) Project decisions impact multiple stakeholders across the organisation, and the organisation structure is not designed to accommodate that

• C) Project decision-making using the normal organisation reporting lines would be slow and less effective

• D) All of the above.

The most important accountability on a project or programme is accountability for:

• Asset delivery

• The business case

• The success of the project or programme

• Service delivery

The SRO of a programme should be appointed when?

• Just before the approval of the full business case

• Early in the programme, before a Programme Manager is appointed

• Once the Programme Board has voted on the position

• Just ahead of the award of the main construction contract.

Accountability for a BaU (Business As Usual) business outcome should drive

accountability for the programme that will enable that business outcome because:

• A) It reduces the workload of the delivery area of the business

• B) It is the best way of ensuring the programme delivers what the business requires

• C) It helps to minimise scope changes

• D) All of the above