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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. Which of the following actions are recommended when implementing a P3O model with Hub Portfolio Offices?

  1. Appoint a P3O Sponsor to act as Senior Responsible Owner.
  2. Allow temporary offices to define their own standards and processes.
  3. Run the implementation as a programme with appropriate governance.
  4. Use appropriate programme management lifecycles and processes.

2 / 75

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

3 / 75

3. Which of the following are the purposes of the Programme Specialist role?

  1. Assist in defining an appropriate level of governance at the beginning of a programme
  2. Assist in the implementation of good programme management practices.
  3. Play a proactive role in the promotion of programme management methods.
  4. Improve programme monitoring by collecting and maintaining data in a consistent form.

4 / 75

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

5 / 75

5. From the following permanent P3O model lifecycle activities. Which are created within the "Identify" process?

  1. Assessment of the current state of P3O services.
  2. Team structure for the ongoing operation of the P3O.
  3. Outline of the future state vision of the P3O.
  4. Initial justification of the investment in the P3O.

6 / 75

6. What are the duties that should be carried out by the P3O Sponsor role?

7 / 75

7. During the set-up of a temporary Programme Office and their needs. Which statement applies to stakeholders?

8 / 75

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

9 / 75

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

10 / 75

10. Which describes how P3M3 assessments are used when implementing a P3O?

11 / 75

11. 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.

12 / 75

12. What do the following statements refer to?

  1. Maintaining a "big picture" understanding of the business change portfolio.
  2. Providing decision-support to ensure the right programmes and projects are launched.
  3. Providing standards and processes to ensure consistency of delivery.
  4. Providing independent oversight, scrutiny and challenge to ensure things are done well (and right first time more of the time)

13 / 75

13. From the following responsibilities. Which one should be responsible for the Information Management role?

14 / 75

14. Which tool provides integrated reports for multiple users from a single source of data?

15 / 75

15. How does a P3O model increase an organization's ability to deliver its strategy?

16 / 75

16. What are suitable sizing choices for a P3O?

  1. by budget.
  2. by COE.
  3. by Size.
  4. by Function.

17 / 75

17. "Are we getting things done well?". What part of Business Change Governance answers this question?

18 / 75

18. A shared understanding of successful, programmes and project objectives, teamwork and effective decision-making. Which P3O techniques are used for that?

19 / 75

19. What tool connects data in a structured hierarchy to support various business transformation projects?

20 / 75

20. Regarding the distributed P3O model. Which of the following statements is TRUE?

  1. Staff is physically co-located
  2. Teams are distributed

21 / 75

21. During the permanent P3O implementation lifecycle. Which is NOT created as part of the "Identify" process?

22 / 75

22. From the following P3O capabilities. Which capability is MOST likely to drive to achievement of value-for-money saving?

23 / 75

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

24 / 75

24. Which describes a feature of a co-located, rather than a distributed model?

25 / 75

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

26 / 75

26. To identify and improve value. What type of the following facilitated workshops are held?

27 / 75

27. Categorize or force rank the programmes and projects within a portfolio based on one or more agreed measures. Which P3O techniques are used for that?

28 / 75

28. Which of the following are key responsibilities of the Portfolio Analyst role?

  1. Balance the portfolio in terms of strategic change against business as usual.
  2. Make recommendations on an appropriate programme/project balance.
  3. Provide a fast-track programme/project.
  4. Highlight problems relating to project interdependencies.

29 / 75

29. 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.

30 / 75

30. Regarding processes for an existing temporary office. Which of the following statements is TRUE?

  1. Resources within the Portfolio Office should be managed.
  2. Defined information flows for the supported programme should be implemented.

31 / 75

31. Which of the following options describes how the P3O helps the Organization deliver its strategy? At its best, a P3O model is an integral part of ensuring that:

  1. The strategies and performance requirements of an organization are realized via projects, programmes and operational business units.
  2. The organization’s business processes are clearly defined, and senior managers own and are responsible for appropriate process areas.
  3. The senior management team add value as a cohesive unit and each individual is accountable.
  4. An integrated set of outcomes and benefits is measured, managed, monitored, and refined to ensure that optimal investment and strategic goals are achieved.

32 / 75

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

33 / 75

33. 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.

34 / 75

34. Which is a strategic planning function that a Portfolio Office should carry out?

35 / 75

35. Which action is recommended when implementing a P3O model?

36 / 75

36. From the following functions or services, Which one should be provided by a COE?

37 / 75

37. Which is one of the three concepts that Information Assurance in a P3O should be based upon according to P3O?

38 / 75

38. Which technique is used to determine the appropriate level of governance for a project?

39 / 75

39. Which of the following is an appropriate cost model for a P3O?

  1. Fully absorbed costs.
  2. Discounted Cash Flow.
  3. Cost allocation – forecasted usage.
  4. Cost allocation – actual usage.

40 / 75

40. Comply with confidentiality, integrity and availability in Information Assurance. Which of the following describes the treatment of information to it?

41 / 75

41. Which technique ensures resources with the right expertise are allocated to PPM roles?

42 / 75

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

43 / 75

43. 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.

44 / 75

44. What is a characteristic of a Temporary Office model?

45 / 75

45. What services or functions should be offered by a Center of Excellence (COE)?

  1. The standards are to be applied to information management and provide appropriate tools to allow for ease of roll-up of information.
  2. The standard method of working (such as tailored uses of MSP®, PRINCE2® and M_o_R® and assure use across the portfolio.
  3. A comprehensive set of data to enable governance decisions and be resourced with the right level of expertise and competence.

46 / 75

46. To identify opportunities, what type of the following facilitated workshops are held?

47 / 75

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

48 / 75

48. Which of the following roles facilitates workshops to promote consistent project management practices?

49 / 75

49. 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?

50 / 75

50. Which is a typical constraint which impacts how a P3O is implemented?

51 / 75

51. How does a P3O model make a significant contribution to the successful delivery of an organization's strategy?

52 / 75

52. To assess return on investment/benefits. Which office triggers post-programme reviews to assess investment/benefits?

53 / 75

53. What tool links projects to benefits, outcomes and strategy?

54 / 75

54. Which P3O technique uses the communities of practice COPs to share learning?

55 / 75

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

56 / 75

56. Document standard and repeatable business processes with appropriate linkages and agreed accountabilities. Which P3O techniques are used for that?

57 / 75

57. Which of the following would help an organization increase its P3M3 Maturity from level 2 to level 3?

  1. Common language Consistent definitions and usage of PPM-related terms, to avoid confusion or misrepresentation.
  2. A consistent approach for training, skills and competency development, owning a corporate training strategy for PPM.
  3. Guidelines and support for the tailoring of methods and standards to different scales, levels of risk and the complexity of the programme and project delivery.
  4. A "best-in-class" P3O appears overnight in a green-field site.

58 / 75

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

59 / 75

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

60 / 75

60. From the following responsibilities. Which one should be the responsibility of the Portfolio Analyst role?

61 / 75

61. Which of the following P3O roles are functional roles?

  1. Planning and estimating role.
  2. Resource management role.
  3. Finance role.
  4. Benefits and value role.

62 / 75

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

63 / 75

63. What is the objective of the business process swimlane technique?

64 / 75

64. The design of the P3O model (a key input into the blueprint) should address:

  1. The project management processes to be used.
  2. How many separate offices there should be.
  3. The P3O model is to be deployed.
  4. The functions and services to be offered by the P3O.

65 / 75

65. “Programme managers have a central point for standards and templates”, is an advantage of which underlying success factor for temporary offices?

66 / 75

66. What is a key success factor in a P3O model with Hub Portfolio Offices that enables localized application of standards?

67 / 75

67. From the following P3O tools. Which tools are used to align expected performance with strategic aims?

68 / 75

68. P3O model?

69 / 75

69. Which technique can include the use of ad-hoc reviews?

70 / 75

70. A successful P3O model should operate _____.

71 / 75

71. From the following P3O capabilities. Which capability is MOST likely to reduce project delays?

72 / 75

72. Which function or service should be provided by a COE?

73 / 75

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

74 / 75

74. From the following responsibilities. Which one should be responsible for the Communications and Stakeholder Engagement role?

75 / 75

75. 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?

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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)

Eileen Roden,
Lead Author

Eileen Roden

For successful portfolio, programme and project offices: Think P30

This title accompanies the core P3O® guidance (version V1) and is an affordable and practical introductory guide to P3O®. It discusses the different types of P3O®, the benefits of P3O®, the lifecycle of a P3O® and the key steps in setting up a P3O®. The publication looks at the mechanics of a P3O®, specifically the necessary functions, services, tools and techniques.

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.

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

The P3M3® v3 – Self-assessment User Guide provides detailed instructions for conducting a self-assessment using the Portfolio, Programme, and Project Management Maturity Model (P3M3®). It explains the components and structure of P3M3®, outlines the preparation needed for self-assessment, and describes the process of conducting the assessment. The guide highlights the differences between self-assessment and full assessment, emphasizing that self-assessment offers a preliminary maturity level insight but should not be used for detailed capability improvement planning. It also includes user guidance on analyzing results and utilizing the self-assessment portal for enhanced assessment features.

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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AXELOS Subject Matter Expert

AXELOS Subject Matter Expert logo

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

Agile Business Consortium International Ambassador logo

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 P3O® 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 P3O® 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 P3O® Exam Simulator is to provide you with as much learning feedback as possible, so you won’t waste your time memorizing questionable P3O® exam dumps or shady P3O® question databases with no prior verification of correct answers and with no rationals to questions.

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Agnostic Agile logo

I Belive in Agnostic Agile

Being "agile agnostic" refers to an approach to Agile methodologies and processes that is not tied to a specific framework or set of practices (yet being fluent in most if not all of them). Instead, it emphasises Agile's core principles and values as outlined in the Agile Manifesto, applying them in a flexible and culture-sensitive.

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Issues with the exam simulator?

Don’t hesitate to contact me if you have any questions. Moreover, should you encounter any issues, bugs, or typos in the exam, your assistance in enhancing the simulator would be greatly appreciated. Please utilize the pink icon during the exam (under the navigation buttons) to submit any problematic questions for review.