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Created by Miroslaw Dabrowski

MoP® Foundation Exam Simulator

multiple choice exam (ABCD)
one correct answer per question
# of questions: 50 | 50% to pass (25)
duration: 40 minutes

(big apologies to all honest people out there) due to the unethical behaviour of some users finishing exams without providing any answers and spoiling exam statistics, I had no choice but to force that all questions require an answer to be chosen. 💡 ProTip: Empathy is a skill that can be developed.

Copyright © Mirosław Dąbrowski

1 / 50

1. Identify the missing words from the following statement, which describes a key to the success of the resource management practice; Use _____ to create a portfolio resource schedule.

2 / 50

2. How does portfolio management support effective corporate governance?

3 / 50

3. Which is NOT one of the four fundamental questions addressed by portfolio management as part of strategic planning?

4 / 50

4. Which option is correct to describe the following; benefits eligibility rules including a consistent approach to benefits categorization; and a portfolio-level benefits realization plan?

5 / 50

5. What is this the purpose of "To ensure the successful implementation of the planned change initiatives as agreed in the Portfolio Strategy and Delivery Plan"?

6 / 50

6. Which is a way of sustaining progress in the implementation of portfolio management?

7 / 50

7. What is the missing word from the following statement; A technique that seeks to ensure a _____ chain from strategic intent through to benefits realization.

8 / 50

8. Which management practice is the following a key element of? "A vision for what the portfolio is designed to achieve is agreed by the management board and is communicated to the organization. This should be documented in the portfolio strategy and will need to be updated as the organization's strategic objectives change."

9 / 50

9. The application of which technique is the main element of the "stakeholder engagement" practice?

10 / 50

10. Planned recruitment, staff development, and re-scheduling delivery are examples of what?

11 / 50

11. What has as its purpose: To collate key information for senior management on those change initiatives that will deliver the greatest contribution to the strategic objectives?

12 / 50

12. Identify the missing words from the following sentence: _____ helps to incorporate a range of factors while taking into account the relative importance of each criterion.

13 / 50

13. Which role is responsible for promoting collaborative working across the organization?

14 / 50

14. Which is a key to success for the "balance" practice?

15 / 50

15. Which of the following is one of how senior managers should support portfolio management?

16 / 50

16. Which of the following are elements in the "financial management" practice?

  1. Role profiles are prepared for key portfolio positions
  2. Control limits for reporting variances from the plan
  3. Rules for constructing cost forecasts in business cases
  4. Rules for valuing efficiency savings and other benefits

17 / 50

17. What does the "plan" practice involve?

18 / 50

18. What is a logical dependency?

19 / 50

19. Which is NOT a way in which portfolio management should align with the performance management system?

20 / 50

20. How do portfolio and performance management coordinate to deliver strategic objectives?

  1. Utilise the expertise of the performance management function in designing portfolio performance metrics
  2. Deliver change initiatives that contribute to strategic objectives
  3. Incorporate the anticipated impact of the portfolio into performance targets
  4. Ensure the performance management function is engaged at an early point in the development of business cases

21 / 50

21. Post-implementation reviews are a key to the success of which of the following delivery practices?

22 / 50

22. Identify the missing words from the following sentence; Portfolio management supports effective _____ because it provides a framework of rules and practices for managing the delivery of the portfolio (and the programmes and projects therein) that are consistent with best management practice.

23 / 50

23. What is the following? Defined processes, including the business change lifecycle, which should be recorded in a portfolio management framework.

24 / 50

24. What does portfolio management provide strategic planning with?

25 / 50

25. Providing clarity on progress against plan and providing a basis for integrated assurance are both ways that portfolio management supports which of the following?

26 / 50

26. Identify the missing word in the following sentence: The Portfolio Management _____ are the key foundations on which effective portfolio management is based.

27 / 50

27. Which three actions are among the seven steps in a staged implementation of portfolio management?

  1. Create a list of all of the programmes and projects across the organization
  2. Define a set of investment criteria to prioritize investments
  3. Apply the technique 'staged release of funding'
  4. Align reward and recognition processes with departmental objectives

28 / 50

28. What are the following examples? Are people happy, motivated and driven to successfully implement changes to the organization? Do I have a clear view of the future change portfolio, including projects in the development pipeline?

29 / 50

29. Identify the missing word: If the Portfolio Definition Cycle is NOT managed well, one risk is that delivery will be impacted by too many or poorly scheduled initiatives with conflicting resource requirements and _____ impacts on BAU.

30 / 50

30. Which is the main element of the "risk management" practice?

31 / 50

31. Which is one of the 5 portfolio management principles?

32 / 50

32. Which is a portfolio delivery practice?

33 / 50

33. Concerning the questions to consider in an effective portfolio governance structure, why does the MoP guide suggest that many organizations only include some initiatives in the organizational portfolio? Because the approach _____

34 / 50

34. Which of the following is a key to the success of the principle Portfolio office?

35 / 50

35. Which is a portfolio definition practice?

36 / 50

36. Which statement about the "prioritize" practice is TRUE?

37 / 50

37. Which three statements are beneficial when assessing the impact of portfolio management?

  1. Helps demonstrate a compelling case for investment in portfolio management
  2. Helps in the development of more effective portfolio management practices
  3. Provides a reference class of data to inform forecasting
  4. The process of measurement can help ensure success - reflecting the management adage, "what gets measured gets done"

38 / 50

38. Which is one of the six key functions/activities that portfolio management needs to coordinate with to achieve strategic objectives?

39 / 50

39. Which is the main element of the "organizational governance" practice?

40 / 50

40. Which of the following is defined as "the totality of an organization investment (or segment thereof) in the changes required to achieve its strategic objectives"?

41 / 50

41. Which of the following is key to the success of principle 5 an energized change culture?

42 / 50

42. Aligning change initiatives to strategic objectives, can best be achieved by which of the following?

43 / 50

43. To provide all stakeholders with a single, authoritative and up-to-date source of advice on the portfolio management practices adopted by the organization and its governance arrangements, is the purpose of which of the following?

44 / 50

44. What is the responsibility of the Portfolio Direction Group (PDG) / Investment Committee (IC)?

45 / 50

45. Which is NOT one of the "keys to success" of the understand practice?

46 / 50

46. Evaluate the following statements and identify which ones are correct.

  1. A key to the success of the "prioritised" practice includes the suggestion to use evidence-based assessments
  2. A key to the success of the "balance" practice includes presenting findings creatively
  3. A key to the success of the "understanding" practice includes tailoring the investment criteria
  4. A key to the success of the "plan" practice includes the suggestion to provide a "clear line of sight"

47 / 50

47. Which role is responsible for undertaking investment appraisals and reporting accordingly to the Portfolio Direction Group (PDG)/Investment Committee (IC)?

48 / 50

48. Which function/activity effectively coordinated with portfolio management is needed to validate claimed impacts on organizational performance?

49 / 50

49. Which statement describes how portfolio management coordinates with resource allocation and budgeting to deliver strategic objectives?

50 / 50

50. Which documents are key outputs of the Portfolio Definition Cycle?

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Free stuff

Download, free materials from MoP® like P3M3® maturity models & Self-assessments for Portfolio, Programmes and Projects, as well as the OGC Gateway™ Review Process Workbooks.

Also, take a look at the MoP® Interactive Mind Map.

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See the question distribution graph across PEOPLECERT MoP® categories in the question bank.

You must be proficient in those categories to pass the official PEOPLECERT MoP® Foundation exam.

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PEOPLECERT MoP Foundation exam simulator by Miroslaw Dabrowski

MoP® Foundation exam questions and answers

Questions categorized according to Management of Portfolios Foundation exam Syllabus

Management of Portfolios (MoP®) Materials

Additional links and materials for download on PEOPLECERT MoP®

The MoP® Interactive Mind Map

The study guide mind map for the Management of Portfolios (MoP®) outlines key concepts and principles of value management. It includes sections on the definition and purpose of MoP®, principles, processes, and techniques used in portfolio management, organizational contexts, and implementing MoP®. The map highlights the importance of understanding stakeholder needs, optimizing resources, and maximizing value in projects and portfolios. It also guides tailoring the MoP® approach to different environments and ensuring continuous improvement.

The MoP® Syllabus

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of Management of Portfolios exams, thereby allowing for the design of training and training materials following the requirements of PEOPLECERT so that the training and materials fully prepare candidates for Foundation and Practitioner exams.

Why should I read the MoP® Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of MoP® exam questions for MoP® Foundation and MoP® Practitioner exams, and thus, which topics (and to what extent) from the official MoP® Handbook are covered in the exams, and which are not. For example, not everyone knows that the Foundation exam does NOT cover the entire textbook.

Official Handbook
Amazon

Management of Portfolios; The MoP® Handbook

The official MoP® qualification/exams (Foundation and Practitioner) AND official, accredited MoP® courses are entirely based ONLY on the content covered in the publication below:

  • Title: Management of Portfolios
  • Pages: 144
  • ISBN-10: 9925600367
  • ISBN-13: 978-9925600366

The Authors of the Management of Potfolios (MoP®)

Stephen Jenner: Co-Author of the "Management of Portfolios" V1 (MoP® V1)
Stephen Jenner,
Co-Author
Stephen Jenner
Craig Kilford: Co-Author of the "Management of Portfolios" V1 (MoP® V1)
Craig Kilford,
Co-Author
Craig Kilford

Benefits of Management of Portfolios

The “Benefits of Management of Portfolios (MoP®)” white paper outlines how MoP® provides a framework for senior executives and practitioners to plan and implement portfolio management effectively. It emphasizes that portfolio management is about investing in the right change initiatives and ensuring their successful delivery to achieve strategic objectives. MoP®‘s structure includes five principles, two cycles, and twelve practices, all utilized simultaneously to varying degrees based on organizational needs. Key benefits include optimizing investment returns, ensuring efficient delivery, and maximizing benefits realization. The Office for National Statistics’ implementation of MoP® is highlighted as a case study demonstrating its effectiveness in prioritizing strategic investments amidst evolving challenges.

How to implement Management of Portfolios within 100 days cover

The case study “How to Implement Management of Portfolios within 100 Days” details the Office for National Statistics (ONS) rapid implementation of the Cabinet Office’s Management of Portfolios (MoP) best-practice standard. Starting in January 2012, ONS aimed to prioritize and invest in changes that aligned with strategic goals within a condensed timeline, diverging from the usual 12–18 month period.

The process involved understanding their current state, setting future targets, fostering collaboration, and creating a Portfolio Delivery Unit (PDU) to manage these changes. Key outcomes included enhanced executive portfolio-level information, improved project prioritization, and increased organizational energy and collaborative efforts. The approach led to better investment decisions and significant improvements in portfolio management capabilities within a short period.

The P3M3® v3 Overview & Introduction

Contrary to popular belief, P3M3® is not only used to evaluate PRINCE2® projects, MSP® programmes, or MoP® portfolios. The model is industry and methodology-agnostic and is also used to evaluate change initiatives conducted following PMI®‘s or IPMA® standards.

Assessments generally include: online survey(s), Desk reviews, Onsite inspections, interviews (approx: 10 – 20), data analysis, thread Analysis, improvement planning workshop, report with recommendations, maturity rating, presentation to stakeholders, and briefing.

Note: In recent years, commercial P3M3® assessments have become more popular in the MENA countries (Middle East & North Africa), with prices of approximately £25,000 net (plus travel, subsistence and mileage costs) for each model (i.e., either project, programme, or portfolio management).

P3M3® v3
Overview
(2021)

Download P3M3® v3 Overview

P3M3® v3 – Overview is intended for directors, managers, and professionals involved in organizational change and project management. The document outlines the structure, components, and benefits of using P3M3® to assess and improve organizational maturity in managing portfolios, programmes, and projects. The guide explains how P3M3® can help organizations enhance their efficiency, align with strategic objectives, and achieve better delivery outcomes.

Introduction to
P3M3® v3
(2019)

Download Introduction to P3M3® v3

An introduction to P3M3® v3, a document from 2019, has the same intention as the one from 2015. A slightly refreshed version with more refined content, plus new graphics and visuals

Overall, the document provides an in-depth overview of the Portfolio Management (PfM3), Programme Management (PgM3), and Project Management (PjM3) Maturity Models (P3M3®) with guidance on how to plan and adopt P3M3®.

Introduction to
P3M3® v3
(2015)

Download Introduction to P3M3® v3

The Introduction to P3M3® explains the model’s background, structure, benefits, and how it can be used to assess and improve organizational maturity in managing portfolios, programmes, and projects.

This version builds on previous iterations, emphasizing the holistic assessment of organizational capabilities across three models: Portfolio Management (PfM3), Programme Management (PgM3), and Project Management (PjM3).

The P3M3® v3 Self-Assessments

P3M3® v3 - Self-assessment User Guide

P3M3® v3 – Self-assessment User Guide – The guide is a document giving guidance and recommendations on how to conduct a comprehensive self-assessment in evaluating portfolio management maturity using the P3M3® (Portfolio, Programme, and Project Management Maturity Model) framework at the portfolio level. It includes structured questions across various process areas such as Organizational Governance, Management Control, Benefits Management, Risk Management, Stakeholder Management, Financial Management, and Resource Management. Each area has questions categorized into different maturity levels (from Level 0 to Level 5), which help organizations assess and improve their portfolio management practices by providing a clear progression path and identifying areas for development.

P3M3® v3 - All Self-Assessment questions for Portfolio level

The document is a comprehensive self-assessment tool for evaluating portfolio management maturity using the P3M3® (Portfolio, Programme, and Project Management Maturity Model) framework at the portfolio level. It includes a series of structured questions across various process areas such as Organizational Governance, Management Control, Benefits Management, Risk Management, Stakeholder Management, Financial Management, and Resource Management. Each area has questions categorized into different maturity levels (from Level 0 to Level 5), which help organizations assess and improve their portfolio management practices by providing a clear progression path and identifying areas for development.

P3M3® v3 - All Self-Assessment questions for Programme level

The document provides a comprehensive self-assessment tool for evaluating programme management maturity using the P3M3® (Portfolio, Programme, and Project Management Maturity Model) framework at the programme level. It includes structured questions across various process areas such as Organizational Governance, Management Control, Benefits Management, Risk Management, Stakeholder Management, Financial Management, and Resource Management. Each area features questions categorized into different maturity levels (from Level 0 to Level 5), enabling organizations to assess and improve their programme management practices by identifying areas for development and defining a clear progression path.

P3M3® v3 - All Self-Assessment questions for Project level

The document is a detailed self-assessment tool for evaluating project management maturity using the P3M3® (Portfolio, Programme, and Project Management Maturity Model) framework at the project level. It includes structured questions across various process areas such as Organizational Governance, Management Control, Benefits Management, Risk Management, Stakeholder Management, Financial Management, and Resource Management. Each area features questions categorized into different maturity levels (from Level 0 to Level 5), helping organizations assess and improve their project management practices by identifying areas for development and defining a clear progression path.

The P3M3® v2.1 Self-Assessments

P3M3® v2.1 - Portfolio Management Self-Assessment | P3M3® v2.1 Self-Assessment for Portfolio Management

P3M3® focuses on 7 Process Perspectives, which exist in all 3 models and can be assessed against 5 maturity levelsP3M3® (for portfolio maturity) uses a five-level maturity framework and the five Maturity Levels are:

  • Level 1 – awareness of the process
  • Level 2 – repeatable process
  • Level 3 – defined process
  • Level 4 – managed process
  • Level 5 – optimized process

The descriptions and characteristics of the five Maturity Levels apply equally to each of the three sub-models – Portfolio, Programme and Project Management. P3M3® recognizes that organizations may excel at project management without having embraced programme management, or indeed vice versa.

P3M3® v2.1 - Programme Management Self-Assessment | Self-Assessment for Programme Management

P3M3® focuses on 7 Process Perspectives, which exist in all 3 models and can be assessed against 5 maturity levelsP3M3® (for programme maturity) uses a five-level maturity framework and the five Maturity Levels are:

  • Level 1 – awareness of the process
  • Level 2 – repeatable process
  • Level 3 – defined process
  • Level 4 – managed process
  • Level 5 – optimized process

The descriptions and characteristics of the five Maturity Levels apply equally to each of the three sub-models – Portfolio, Programme and Project Management. P3M3® recognizes that organizations may excel at project management without having embraced programme management, or indeed vice versa.

P3M3® v2.1 - Project Management Self-Assessment | Self-Assessment for Project Management

P3M3® focuses on 7 Process Perspectives, which exist in all 3 models and can be assessed against 5 maturity levelsP3M3® (for project maturity) uses a five-level maturity framework and the five Maturity Levels are:

  • Level 1 – awareness of the process
  • Level 2 – repeatable process
  • Level 3 – defined process
  • Level 4 – managed process
  • Level 5 – optimized process

The descriptions and characteristics of the five Maturity Levels apply equally to each of the three sub-models – Portfolio, Programme and Project Management. P3M3® recognizes that organizations may excel at project management without having embraced programme management, or indeed vice versa.

The P3M3® v2.1 Maturity Models

P3M3® v2.1 - Portfolio Maturity Model | Maturity Model for Portfolio Management

This model was created from information gathered as part of the UK’s Cabinet Office and Office of Government Commerce (OGC) research into the concept of portfolio management. The model offers a comprehensive framework for evaluating portfolio management maturity with the P3M3® (Portfolio, Programme, and Project Management Maturity Model) at the portfolio level. It presents a systematic approach to assessing and enhancing portfolio management processes, divided into five maturity levels across key areas such as:

  • Management Control,
  • Benefits Management,
  • Financial Management,
  • Stakeholder Engagement,
  • Risk Management
  • Organizational Governance,
  • and Resource Management.

Each level specifies distinct and general attributes that organizations need to achieve to advance their portfolio management maturity, helping them optimize change initiatives, align with strategic goals, and ensure efficient resource use and risk management.

P3M3® v2.1 - Programme Maturity Model | Maturity Model for Programme Management

This model was developed from research work undertaken during the preparation of the original version of the Office of Government Commerce (OGC) Managing Successful Programmes (MSP®) framework (which is now owned by PeopleCert International Ltd.) and the subsequent experiences of MSP® and the original version of P3M3®. The model outlines the Programme Management Maturity Model. It provides a comprehensive guide for assessing and improving programme management maturity across various key areas including:

  • Management Control,
  • Benefits Management,
  • Financial Management,
  • Stakeholder Engagement,
  • Risk Management,
  • Organizational Governance,
  • and Resource Management.

Each of these areas is evaluated at five maturity levels, with specific and generic attributes detailed for each level. The framework aims to help organizations enhance their programme management capabilities, ensuring strategic alignment, effective resource utilization, risk management, and benefit realization.

P3M3® v2.1 - Project Maturity Model | Maturity Model for Project Management

This model is based on best practice guidance and PRINCE2® publications (now owned by PeopleCert International Ltd.), along with experience gained from the Project Management Maturity Model and the original version of P3M3®. The model presents the Project Management Maturity Model within the P3M3® framework, offering a structured approach to assess and enhance project management maturity. It defines key process areas such as:

  • Management Control,
  • Benefits Management,
  • Financial Management,
  • Stakeholder Engagement,
  • Risk Management,
  • Organizational Governance,
  • and Resource Management, across five maturity levels.

Each level includes specific and generic attributes that organizations must meet to improve their project management practices. The model aims to help organizations systematically develop their project management capabilities, ensuring effective resource utilization, risk management, and alignment with strategic objectives.

Example P3M3® Assessment Reports

Download Example PfM3 Assessment Report

Example PfM3 Assessment Report for The Directorate of Mine Action Coordination (DMAC)

Download Example P3M3® Assessment Report

Example P3M3® Assessment Report for Department of Education, Employment and Workplace Relations (DEEWR)

Download Example P3M3® Assessment Report

Example P3M3® Assessment Report for Australian Government - Department of Families, Housing, Community Services and Indigenous Affairs

Download Example P3M3® Assessment Report

Example P3M3® Assessment Report for New Zeland Government, Inland Revenue

The OGC Gateway™ Process

Step 0 of OGC Gateway™ Process - Review 0: Strategic Assessment

This Workbook supports OGC Gateway Review 0: Strategic Assessment. This is a programme-only Review that sets the programme in the wider policy or corporate context. This Review investigates the direction and planned outcomes of the programme, together with the progress of its constituent projects. It can be applied to any type of programme, including policy and organisational change. The Review is repeated throughout the life of the programme from start-up to closure; an early OGC Gateway Review 0 is particularly valuable as it helps to confirm that the way forward is achievable before plans have been finalised.

Step 1 of OGC Gateway™ Process - Review 1: Business Justification

This Workbook supports OGC Gateway Review 1: Business Justification. This is the first project Review, which investigates the Strategic Business Case and proposes a way forward to confirm that the project is achievable and likely to deliver what is required. The Review checks that: stakeholders approve of the intended benefits of the project, linkage with the programme and organisational objectives is clear, the optimum balance of cost, benefits and risk has been identified.

Step 2 of OGC Gateway™ Process - Review 2: Delivery Strategy

This Workbook supports OGC Gateway Review 2: Delivery Strategy. This Review investigates the assumptions in the Outline Business Case and the proposed approach for delivering the project. If there is a procurement, the delivery strategy will include details of the sourcing options, proposed procurement route and supporting information. The Review will also check that implementation plans are in place.

Step 3 of OGC Gateway™ Process - Review 3: Investment Decision

This Workbook supports OGC Gateway Review 3: Investment Decision. This Review investigates the Full Business Case and the governance arrangements for the investment decision to confirm that the project is still required, affordable and achievable. The Review also checks that implementation plans are robust.

Step 4 of OGC Gateway™ Process - Review 4: Readiness for Service

This Workbook supports OGC Gateway Review 4: Readiness for Service. This Review investigates the organisation’s readiness to make the transition from the specification/solution to implementation; where appropriate it will assess the capabilities of delivery partners and service providers. The Review also confirms that ownership of the project is identified after handover to operational services.

Step 5 of OGC Gateway™ Process - Review 5: Operations Review and Benefits Realisation

This Workbook supports OGC Gateway Review 5: Operations Review and Benefits Realisation. This Review confirms that the benefits set out in the Business Case are being achieved and that the operational service (or facility) is running smoothly. The Review is repeated throughout the life of the service, with the first Review typically 6-12 months after handover to the new owner and a final Review shortly before the end of a service contract. The Review can also be used on a one-off basis, to check that a project has delivered its intended outputs.

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A habit backed by 20 years as a trainer and 15 years as an Enterprise Agile Transformation Leader

"Some exam simulators, those lacking explanations to questions and answers, one could say that they test our intellect in an intriguing way 😎, interpreting the principle: "No Feedback, No Learning". Learning is based largely on feedback. Here is the irony, some simulators, both free and paid, do not provide any feedback whatsoever.”

Paulo CoelhoWhen he was preparing for the MoP® exam

After over 20 years in IT and personally clearing more than 200 certifications in IT, InfoSec, management, coaching, mentoring, and training, 15 of which have been in Agile Transformations, Agile Leadership and Governance, and more than 10 years as an Accredited MoP®, MSP®, PRINCE2®, PRINCE2 Agile®, M_o_R®, MoV®, P3O®, ITIL® trainer, it’s time to give something back to the community. Just as many great people helped me along the way, I want to contribute to the community, because the truth is that none of it matters if you don’t share and help others.

AXELOS Subject Matter Expert

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As a Subject Matter Expert from AXELOS, I am dedicated to promoting standards both globally and in Poland, I assist organizations in adopting the methodologies and processes outlined in AXELOS best practices with other processes within the client’s organization. I also translate and review translations of AXELOS products, ensuring quality, consistency, and alignment with industry terminology and the specific requirements of each country.

Agile Business Consortium International Ambassador

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As an official International Ambassador for the Agile Business Consortium, I voluntarily promote ABC, including the standards under its umbrella such as AgilePM®, AgileBA®, AgileDS®, and others. I am also engaged in translating ABC's products, as well as supporting the development of the Consortium's strategy, extending its reach to organizations seeking agile ways of working.

Don't be fooled by MoP® exam dumps

I hope you will find my exam simulator valuable on your journey. The simulator is not just a tool to help you pass your upcoming MoP® Foundation exam, but also to learn and understand the knowledge areas associated with the specific domain you are studying. Passing an exam shouldn’t be the ultimate goal in itself but rather a checkpoint in your never-ending self-development journey. The goal of the MoP® Exam Simulator is to provide you with as much learning feedback as possible, so you won’t waste your time memorizing questionable MoP® exam dumps or shady MoP® question databases with no prior verification of correct answers and with no rationals to questions.

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