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P3O Exam Simulator by Miroslaw Dabrowski
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Created by Miroslaw Dabrowski

P3O® Foundation Exam Simulator

multiple choice exam (ABCD)
one correct answer per question
# of questions: 75 | 50% to pass (35)
official exams have 5 trial questions,
that are not counted to the final score
duration: 60 minutes

Copyright © Mirosław Dąbrowski

1 / 75

1. Suggestions are made by the P3O Guidance as to how you could consider the functions and services that may be offered. What is being considered by the statement? "You may find you are delivering services better delivered by other departments".

2 / 75

2. Which of the following describes the services that a COE typically provides when a temporary Programme Office is defined?

  1. Supply standard processes, tools and templates.
  2. Provide advice on tailoring processes to meet the needs of the programme being supported.
  3. Act as a source of lessons learned.
  4. Define the information flows required by the Programme Board.

3 / 75

3. Which is a functional area within a P3O model?

4 / 75

4. Which is NOT a typical Key Performance Indicator which can be used to measure the success of a P3O?

5 / 75

5. Regarding how the P3O size is influenced by organizational factors. Which of the following statements is TRUE?

  1. The strategic objectives of the organization have an influence.
  2. The size of the organization has little or no influence.

6 / 75

6. The Best Management Practice principles for extracting value from programme and project investment are as follows:

  1. Govern effectively.
  2. Hold people to account.
  3. Prioritize investment, and align and adjust to business strategy.
  4. Safeguard value.
  5. Invest in people and processes.
  6. Track progress through highlight and exception-based reporting. Which of these principles "Provide standard role descriptions and terms of reference for boards"?

7 / 75

7. What question does the Business Change Value aspect of Business Change Governance address?

8 / 75

8. Which is a critical success factor when introducing standard tools to a P3O?

9 / 75

9. Which of the following describes a decentralized P3O model?

  1. Uses hub offices to support local needs.
  2. Has a single office providing support to the entire organization.
  3. Has a central office typically providing portfolio support.
  4. Uses standards set by a central COE with local variations.

10 / 75

10. Understanding the resource capacity and competency supply-and demand levels and taking action to match these appropriately to meet delivery requirements. Which P3O techniques are used for that?

11 / 75

11. Which of the following are critical success factors for the introduction of standard tools and techniques to the P3O model?

  1. Identify the benefits a tool will provide to an organization before focusing on its features.
  2. Ensure the complexity of the tools and techniques matches the capability maturity of the organization.
  3. Implement new tools as part of an organizational change programme.
  4. Implement tools simultaneously across all programmes and projects

12 / 75

12. Which approach offers the advantage of enabling ‘easier access to key information by all levels of the Organization, compared with traditional approaches of detailed policy guides and PPM handbooks’?

13 / 75

13. FTE is an acronym that indicates which of the following?

14 / 75

14. What is the key benefit of using Gated Reviews on programmes?

15 / 75

15. From the following P3O capabilities. Which capability is MOST likely to drive cost savings through correct resource requirements?

16 / 75

16. What is the objective of the management dashboard technique?

17 / 75

17. What is an underlying success factor for a P3O model with an Organization Portfolio Office?

18 / 75

18. Which is NOT part of running a temporary office through to delivery within the implementation lifecycle of a temporary Project Office?

19 / 75

19. Which is an area where improvement targets and related Key Performance Indicators should be set?

20 / 75

20. From the following responsibilities. Which one should be the responsibility of the Programme or Project Officer?

21 / 75

21. To determine the key benefits of a programme in the definition stage. What type of the following facilitated workshops are held?

22 / 75

22. What are the duties or tasks typically assigned to a Project Officer?

23 / 75

23. Which would be MOST appropriate for a knowledge management function?

24 / 75

24. How should the Head of P3O overcome the barrier of "lack of focus" on the full P3O model?

25 / 75

25. From the following P3O tools. Which tools are used to manage the detailed scope of projects?

26 / 75

26. From the following P3O roles. Which one develops and maintains management dashboards.?

27 / 75

27. What benefit is provided by the capacity planning for resource management technique?

28 / 75

28. To identify threats, what type of facilitated workshop is held?

29 / 75

29. Which P3O technique ensures that a programme is objectively assessed so that the lifecycle and governance applied are fit for purpose?

30 / 75

30. Which is part of the business governance structure whose requirements MUST be met by the reporting of a P3O?

31 / 75

31. Which of the following assists 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.

32 / 75

32. As part of implementing a temporary Project Office. Why should recycling be done?

33 / 75

33. Which role provides consultancy advice and guidance to Project Managers across the organization?

34 / 75

34. 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.

35 / 75

35. For a Virtual P3O model. Which of the following is an underlying success factor?

36 / 75

36. In what ways does a P3O model make a substantial impact on an organization’s likelihood of effectively executing its strategic initiatives?

37 / 75

37. What office within a P3O model needs staff members with investment management and strategic planning skills?

38 / 75

38. From the following responsibilities. Which one should be the responsibility of the Head of P3O (permanent office)?

39 / 75

39. Which is an indicator that the P3O model is mature?

40 / 75

40. How can describe an organization which typically adopts a Virtual P3O model successfully?

41 / 75

41. What part of Business Change Governance answers the question "Are we doing the right things?"

42 / 75

42. Which of the following are attributes of Gated Reviews?

  1. Check the quality of the decision support information provided.
  2. These are undertaken at key decision points in a programme or project.
  3. Establish the Key Performance Indicators for a programme or project.
  4. Assess how a programme is performing compared with its objectives.

43 / 75

43. Which statement describes how a successful P3O should operate?

44 / 75

44. How does the utilization of P3O tools enhance ‘what-if analysis,’ and what major strategic advantage does this offer?

45 / 75

45. Portfolio Office should carry out which strategic planning function from the following functions?

46 / 75

46. Which is NOT a P3M3 process perspective?

47 / 75

47. Which of the following KPIs provides evidence of the performance improvements delivered by a P3O?

  1. Enhanced contribution to the Benefits Realization Plan.
  2. Improved portfolio balance.
  3. Increased organizational resource capacity.
  4. Increased programme and project success rates.

48 / 75

48. "Are we getting the business benefits?". What part of Business Change Governance answers this question?

49 / 75

49. Which principle for extracting value does a P3O support by ensuring that issues are escalated to the right decision-making authority?

50 / 75

50. What is an underlying success factor for a Temporary Office model?

51 / 75

51. As a part of a centralized P3O model. Which office can be used in any size of the organization?

52 / 75

52. A successful P3O model should operate _____.

53 / 75

53. What type of a P3O role is a Project Officer?

54 / 75

54. Definition activity 4 develops the P3O Blueprint. This Blueprint will consist of which of the following sections (names):

  1. Organization.
  2. Processes.
  3. Operational costs and performance levels.
  4. Strategic Goals.
  5. Tools and Technologies.
  6. Information Flows.

55 / 75

55. From the following, what are considered as objectives of a COE?

56 / 75

56. From the following P3O capabilities. Which capability is MOST likely to drive recommendations for programmes and projects to be stopped if they no longer align with changed strategic objectives?

57 / 75

57. Which is true of the Planning role, the Finance role, the Issue role and the Change Control role?

58 / 75

58. Creating an environment and providing tools and processes that support the creation of new knowledge and sharing of what people and organizations know. Which P3O techniques are used for that?

59 / 75

59. What element of a P3O model provides centralized services?

60 / 75

60. Which technique can be used to determine where investment should be directed?

61 / 75

61. What is the responsibility of a Head of Programme Office role?

62 / 75

62. From the following responsibilities. Which one should be a responsibility of the Tools Expert role?

63 / 75

63. Providing an independent assessment of how well the portfolio, programme or project is performing relative to its objectives and any relevant process or standards. Which P3O techniques are used for that?

64 / 75

64. To translate the vision into how it will impact the organization’s business model. What type of the following facilitated workshops are held?

65 / 75

65. In the P3O Value Matrix. Which is an example of an enabling/support activity?

66 / 75

66. Which of the following Key Performance Indicators (KPIs) provides evidence of the performance improvements delivered by a P3O?

  1. Increase in actual benefits delivered by the portfolio.
  2. Predictability of project delivery.
  3. Reduction in the organization's overall procurement costs.
  4. Reduced number of under-performing programmes.

67 / 75

67. From the following P3O capabilities. Which capability is MOST likely to reduce risk, have quicker starts, be quicker to market, and increase confidence in investment?

68 / 75

68. Which is NOT a use of integrated tools?

69 / 75

69. Which describes P3O assurance services?

70 / 75

70. Providing an exception-based top-tier report with links to programme information is an important P3O Process. Which P3O techniques is used for that?

71 / 75

71. What is used in conjunction by the senior managers to determine the role of a P3O and provide governance?

72 / 75

72. What technique uses communities of practice to share learning?

73 / 75

73. From the following responsibilities. Which one should be the responsibility of the Benefits and Value role?

74 / 75

74. From the following responsibilities. Which one should be responsible for the commercial role?

75 / 75

75. Which is a factor to consider when sizing a permanent office?

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Free stuff

Download, free materials from P3O® 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 P3O® Interactive Mind Map.

Materials

Question Bank

See the question distribution graph across PEOPLECERT P3O® categories in the question bank.

You must be proficient in those categories to pass the official PEOPLECERT P3O® Foundation exam.

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PEOPLECERT P3O Foundation exam simulator by Miroslaw Dabrowski

P3O® Foundation exam questions and answers

Questions categorized according to Portfolio, Programme and Project Office Foundation exam Syllabus

Portfolio, Programme and Project Office (P3O®) Materials

Additional links and materials for download on PEOPLECERT P3O®

The P3O® Interactive Mind Map

The study guide mind map for the Portfolio, Programme and Project Office (P3O®) outlines key concepts and principles of value management. It includes sections on the definition and purpose of P3O®, principles, processes, and techniques used in the project, programme, portfolio office management, organizational contexts, and implementing P3O®. The map highlights the importance of understanding stakeholder needs, optimizing resources, and maximizing value in projects and portfolios. It also guides tailoring the P3O® approach to different environments and ensuring continuous improvement.

The P3O® Syllabus

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of Portfolio, Programme and Project Office 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 P3O® Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of P3O® exam questions for P3O® Foundation and P3O Practitioner exams, and thus, which topics (and to what extent) from the official P3O® 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

P3O® - Portfolio, Programmes and Project Offices

The official P3O® qualification/exams (Foundation and Practitioner) AND official, accredited P3O® courses are entirely based ONLY on the content covered in the publication below:

  • Title: P3O® – Portfolio, Programmes and Project Offices
  • Pages: 222
  • ISBN-10: 9925600375
  • ISBN-13: 978-9925600373
Eileen Roden: The Lead Author of the Portfolio Programme and Project Office V2 (P3O® V2)

The P3O®
Lead Author

Eileen Roden

Business Benefits of P3O Implementation

The white paper titled “Business Benefits of P3O® Implementation” by Sue Vowler discusses the advantages of implementing a Portfolio, Programme, and Project Office (P3O®) model in organizations. It highlights that in today’s business environment, marked by cost-cutting and efficiency targets, a P3O® model helps ensure that organizations can balance their change and operational priorities effectively. The P3O® model provides structures, tools, and techniques to manage portfolios, programmes, and projects efficiently, ensuring alignment with business strategy, resource optimization, and consistent delivery of initiatives. The paper addresses common questions about the P3O® model, emphasizing its role in supporting strategic decision-making, improving resource management, enhancing delivery consistency, and ultimately driving better business outcomes. The implementation of P3O® also facilitates independent oversight, capability development, and integrated assurance, thereby supporting the overall governance and delivery of business change initiatives.

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.

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