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WorksheetsP3O Foundation
Total questions: 75
Worksheet time: 38mins
Which is an example of a support/enabling activity in the P30 Value Matrix?
Managing the delivery of programmes
Providing tools to assists project managers in delivering projects
Ensuring programme outcomes are in line with business strategy
Checking whether the delivery of initiatives is on schedule
Which statement regarding P3O assurance functions and services is FALSE?
Takes various forms including regular health checks
Carries out audits of its own P3O functions
Provides guidance in the start-up stage of projects
Provides independent assurance in addition to that provided by a programme board
Which of the Best Management Practice principles for extracting value helps answer the question "are we getting the business benefits?
Safeguard Value
Prioritize investment
Hold people to account
Govern effectively
Which function or service should be provided by a COE?
Monitoring programme risks
Delivering programme communications
Managing knowledge
Prioritizing the portfolio
Which should be a responsability of the P3O Sponsor role
Checking the products delivered by the portfolio are fit to purpose
Ensuring the P3O meets the needs of the main board
Providing effective financial control to the overall portfolio
Providing a consistent approach to benefits and value management
Which is MOST likely to be used as an individual tool?
Enterprise PPM software
Knowledge management systems
Spreadsheet software
Strategic mapping software
Which of the following assist in identifying the current state of P3O services provided?
- analysing recent issues
- Understanding the problems that need to be solved
- Reviewing P3Os in other organizations
- Analysing the results of reviews
1,2,3
1,2,4
1, 3, 4
2,3,4
Which action is recommended when implementing a P3O model?
Use project or programme management processes to run the implementation
Treat the implementation as a change to processes rather than behaviour
Deliver the blueprint in a single tranche of delivery
Use programme management to run the implementation irrespective of the size or maturity of the organization
Which is NOT created as part of the "Deliver" process with the permanent P3O implementation lifecycle?
New capability
Transition
Stablized operations
Post-implementation reviews
Which P3O capability is MOST likely to reduce project delays?
Maximising returns from investment
Identifying and managing interdependencies between programmes and projects
Coordinating change control processes across multiple projects
Ensuring there is no duplication of scope across programmes and projects
Which are objectives of a COE?
Support the definition of a portfolio of change across an organization
Support the delivery of a specific change initiative being delivered as a programme
Provide training and skills transfer to the PPM communicity in defined standards
Support the delivery of a portfolio of change in a gegraphical region
What type of facilitated workshop is held for the purpose of identifying threats and opportunities
Business solution
Lesson sharing
Problem solving
Risk identification and risk assessment
Where should an Organization Portfolio Office ultimately report?
Corporate services function
Divisional director
Main board director
Head of department
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
1, 2, 3
1, 2, 4
1, 3, 4
2, 3, 4
Which skill or experience must the Head of an Organization Portfolio Office have?
Ability to manage portfolio finances
Credibility to work with middle and senior managers
Extensive experience of knowledge management
Ability to write job descriptions for Portfolio Office staff
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
1, 2, 3
1, 2, 4
1, 3, 4
2, 3, 4
What tool links projects to benefits, outcomes and strategy?
Knowledge management systems
Requirements management systems
Strategic mapping software
Enterprise architecture systems
P3O tools enable improved collaboration between programme team members working in different locations.’
Which key strategic benefit does this capability contribute towards?
Compliance to business process
Decision-making
Management across geography
Quality of decision support information
What functional role can also take on asset management?
Change Control
Finance
Information Management
Resource Management
Which statement describes the relationship between business as usual and change?
Decisions affecting either must consider both elements of an organization
They are separate activities that can survive independently
Change initiatives should always take priority
Business as usual should always take priority
What tool links information in a hierarchical manner for multiple business change initiatives?
Individual
Collaborative
Integrated
Assurance
What element of the Blueprint should reflect the proposed reporting requirements for the future
state P3O?
Risks to successfully setting up the P3O
Organization structure
Benefits Management Strategy
Risk Management Strategy
Which statement regarding the process of developing a balanced portfolio is FALSE?
It is necessary to take into account both operational and strategic priorities
When resources are limited, existing programmes / projects should have priority over new initiatives
Termination of existing change initiatives not aligned to an organization's strategic objectives may be necessary
Operational improvements may be stopped while projects offering greater strategic contribution are delivered
Which statement describes a P3O model with hub and spoke offices?
Permanent, organization-level Portfolio Office linked to smaller permanent offices in different locations
Portfolio, programme and project management standards unit, which defines standards, skills and training
Permanent, organization-level portfolio office supporting the delivery of change across an entire organization
Multiple locations with P3O functions carried out by a distributed team
What office within a P3O model needs staff members with investment management and
strategic planning skills?
Organization Portfolio Office
Programme Office
COE
Project Office
Which is a strategic planning function that a Portfolio Office should carry out?
Reviewing a risk which may affect multiple programmes and projects
Deploying project staff to manage the delivery of individual projects or programmes
Developing a standard set of reporting templates for projects and programmes
Holding start-up workshops to fast-track projects or programmes
What part of Business Change Governance answers the question 'Are we doing the right things?'
Business Change Delivery
Business Change Design
Business Change Strategy
Business Change Value
What is the sequence for the processes of the permanent P3O model implementation lifecycle?
Define; Identify; Close; Deliver Capability / Realize Benefits
Define; Identify; Deliver Capability / Realize Benefits; Close
Identify; Define; Deliver Capability / Realize Benefits; Close
Identify; Deliver Capability / Realize Benefits; Define; Close
Which is a critical success factor when introducing standard tools to a P3O?
Ensure there is agreed accountability for the tool
Focus on the tool features rather than the value from using it
Identify how all the tool’s features can be used
Ensure the sophistication of the tool drives the organizational capability
Which of the following statements about processes for an existing temporary office are true?
1. Defined information flows for the supported programme should be implemented
2. Resources within the Portfolio Office should be managed
Only 1 is true
Only 2 is true
Both 1 and 2 are true
Neither 1 or 2 is true
What role implements procedures to collect data in a consistent format for programmes they support?
Quality Assurance
Programme Officer
Programme Specialist
Tools Expert
What types of office does a P3O typically consist of?
Permanent and transitioning
Permanent and temporary
Perpetual and temporary
Perpetual and transitory
Which stakeholder group is MOST likely to receive portfolio level reports?
Senior management / strategic planning
External suppliers / stakeholders
Business unit senior manager / Programme Board
Project Manager / delivery support
What is a Programme Office?
Permanent office set up to support the delivery of a portfolio of change across an entire organization
Permanent office set up to develop standards to be applied to programmes and projects within a division
Temporary office set up to support delivery of a specific change initiative being delivered as a programme
Temporary office set up to support delivery of a specific change initiative being delivered as a project
Which describes how a successful P3O model should operate?
Independently of all functions/departments in an organization
With awareness of other functions in the organization and how the P3O will work with them
With line management responsibility for resources embedded from other functions
With business as usual governance applied to all change initiatives within an organization
Which is a section in a Blueprint?
Business benefits
Information and data requirements
Standard templates
Risks to a P3O implementation
Which users of P3O services are MOST likely to need reassurance that change initiatives will be delivered with minimal disruption to operational plans?
Programme Manager
Head of P3O
Third party suppliers
The customer / user community
What technique uses communities of practice to share learning?
Assurance, gated reviews and health checks
Project complexity modelling
Knowledge management
Management dashboards
Which of the following statements about a distributed model are true?
1. Staff are co-located
2. Team is distributed
Only 1 is true
Only 2 is true
Both 1 and 2 are true
Neither 1 or 2 is true
Which organizational factor has LEAST influence on the choice of P3O model?
Approach to organizational governance arrangements
Centralization versus decentralization of core services
Approach to service management
Number, size and duration of projects
Which describes the treatment of information to comply with confidentiality, integrity and availability in Information Assurance?
Checked by the P3O at project completion
Changed on the authority of the Head of the P3O
Available to those who have authority to see it
Available to anyone who requests it
Which of the following are purposes of the Programme Specialist role?
1. Play a proactive role in sharing knowledge
2. Assist in implementing best programme management practice
3. Play a proactive role in promoting programme management methods
4. Improve programme monitoring by collecting and maintaining data in a consistent form
1, 2, 3
1, 2, 4
1, 3, 4
2, 3, 4
Which of the following are attributes of gated reviews?
1. Are undertaken at key decision points in a programme or project
2. Assess how a programme is performing compared with its objectives
3. Establish the Key Performance Indicators for a programme or project
4. Check the quality of decision support information provided
1, 2, 3
1, 2, 4
1, 3, 4
2, 3, 4
Which is NOT included within the definition of project management?
Planning a project
Monitoring a project
Achieving outcomes
Motivating a team
How does a P3O model significantly contribute to an organization's chances of successfully delivering
its strategy?
Makes decisions on the right priorities for the organization
Provides advice and guidance on the day to day running of the business
Maintains the risk registers for the organization's projects
Maintains an overview of all business change programmes and projects
What is the objective of the business process swimlanes technique?
Analyse the benefits of implementing a P3O against the related costs
Define the processes to be followed by one project
Document standard, repeatable business processes
Ensure the right skills are available to deliver business processes
Which activity occurs within the 'Define' process in the permanent P3O lifecycle?
Receive the original idea to enhance the P3O model
Appoint the Senior Responsible Owner to implement the enhanced P3O model
Review progress at the end of each tranche
Document how the benefits of the P3O model will be tracked
Which is an underlying success factor for a Virtual P3O model?
Predictability of project and programme delivery is increased
PPM standards owned by a senior PPM professional
A minimum P3M3 maturity level of 1 is achieved
Local variations to standards start to emerge
Which is provided by a P3M3 assessment when getting the investment for a P3O?
Documented future state Blueprint
Replacement for a P3O Value Matrix
Identified and analysed stakeholders
Understanding of the underlying PPM issues
Which is NOT a likely threat to achieving a future state Blueprint?
Resistance from PPM staff members who are impacted by the P3O implementation
Insufficient support from senior managers to recruit required skills
More effective use of PPM resources
Use of inconsistent language by PPM staff members when implementing a P3O
Which is a functional area within a P3O model?
Model with hub and spoke offices
COE services
Virtual P3O model
Flexible resource pool
What does PPM stand for?
Portfolio, Programme and Project Management (including Value and Risk Management)
Portfolio, Programme, Project Maturity
People, Process and Product Management (including Value and Risk Management)
Project, Programme and Portfolio Matrix
Why should the outline Vision Statement provide a clear link to an organization’s business strategy?
Justify the investment in a P3O model
Connect the implementation of a P3O to an organization’s success
Document the processes that will be used to operate a P3O
Determine the governance to be applied to the P3O implementation programme
Which is a typical service offered as part of a delivery support function?
Deploying experienced Project Managers to manage project delivery
Supporting decision-making through management dashboards
Developing consistent working practices for PPM staff
Providing independent assurance of project delivery
Which of the following statements about how the P3O size is influenced by organizational
factors are true?
1. The size of the organization has little or no influence
2. The strategic objectives of the organization have an influence
Only 1 is true
Only 2 is true
Both 1 and 2 are true
Neither 1 or 2 is true
What does a P3O Business Case identify?
Current PPM maturity
Detailed services that should be offered by the P3O model
Value that a P3O model adds to the business change portfolio
Key stakeholders in the P3O implementation
What service does a Temporary Office model provide to a programme?
Setting standards for programmes to follow
Providing a flexible resource pool of programme staff
Supporting prioritization of programmes within the portfolio
Assisting Programme Managers in collecting data
Which does NOT describe services delivered by the appropriate office within a P3O?
Portfolio Offices should facilitate the optimization of business change activities
Portfolio Offices should be compatible with business as usual governance structures
Programme Offices should assist in delivering programmes consistently and well
Project Offices should compare the consistency of different projects
Which non-PPM function may a P3O provide?
Support in prioritizing investment
Provision of scrutiny and challenge of programme reports
Secretariat service to management boards
Effective governance
What should balance the value a P3O will give to an organization against the constraints?
Business Case
Blueprint
Phased implementation plan
Stakeholder analysis
Which is NOT a reason why a P3O should measure Key Performance Indicators?
Maintain commitment from stakeholders over time
Justify the programmes within the portfolio
Measure success of a P3O implementation
Set overall targets for improvement
What should a P3O define in order to align its governance with the wider organization?
Corporate governance
Information assurance
Non-PPM functions
Rules for escalating information
What type of role is a Project Officer?
Consultancy
Functional
Generic
Management
Why should recycling be done as part of implementing a temporary Project Office?
Identify methods that can be used by other Project Offices
Define the future state Blueprint for a Project Office
Justify the development of a permanent P3O
Recycle staff back into operations
Which P3O model includes permanent decentralized offices with temporary Programme Offices, as
required?
Delivery support
Model with Virtual P3O
Model with Hub and Spoke Offices
Model with Organization Portfolio Office
How should internal resources be treated when appointed to a Project Office?
Have a temporary rise in status which should be removed when they return to operations
Have a career path developed as part of working in a P3O
Will work permanently in the Project Office
Acquire no additional skills before they return to operations
What technique ensures that a programme is objectively assessed so that the lifecycle and governance applied are fit for purpose?
Gated reviews
Complexity modelling
Facilitation - workshop techniques
Knowledge management
Why should rules relating to escalation of risks be agreed in a P3O model with multiple offices?
Enable a decision to be made by the right group based on the right information
Allow every decision to be made at organizational board level
Allow every Programme Manager to display risk information in a different way
Enable multiple sources for a single piece of risk data
Which is a strategic planning function or portfolio support function?
Provision of support for escalated risks to support decision-making
Provision of a resource pool of delivery staff to programmes or projects
Development of standard methods and processes
Deployment of staff at programme or project start-up
Which is a common barrier that needs to be overcome to implement a P3O model successfully?
P3O senior management champion
Standards aligned with external best practice
Lack of focus on delivery of a full P3O model
Established programme management forum
Which office triggers post-programme reviews to assess benefits?
Programme
Portfolio
COE
Virtual
Which describes an organization that typically adopts a Virtual P3O model successfully?
Has low levels of PPM maturity
Decision-making is centralized
Physical office supports decision-making
Has high levels of PPM maturity
Which statement applies to stakeholders in the set-up of a temporary Programme Office and their needs?
Are the same as the stakeholders for the setting-up of a permanent P3O
Are only from other offices within the P3O
Specifically include those involved in delivering the programme
Their needs are not analysed
What technique provides an exception-based top-tier report with links to programme information?
Management dashboards
Business process swimlanes
Communities of practice
Complexity modelling
What office is part of a centralized P3O model that can be used in any size of organization?
Organization Portfolio
Hub
Virtual
Temporary
