Questions for the P3OF were updated on : Dec 01 ,2025
Which technique ensures resources with the right expertise are allocated to PPM roles?
B
Explanation:
The P3O® Foundation (2013) manual identifies skills development and maintenance as the technique
to ensure resources with the right expertise are allocated to PPM roles. Section 6.3.2 states, "Skills
development and maintenance techniques assess and enhance the expertise of resources, ensuring
they are appropriately allocated to PPM roles within the P3O." This differs from information portals
(A), which share knowledge, dashboards (C), which report data, or workshops (D), which facilitate
collaboration. The 2013 edition emphasizes this training to match skills with roles, enhancing P3O
effectiveness. This supports efficient resource utilization.
Reference: P3O® Foundation (2013) manual, Section 6.3.2, AXELOS.
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Which is a responsibility of the P3O Sponsor role?
B
Explanation:
The P3O® Foundation (2013) manual identifies securing investment as a key responsibility of the P3O
Sponsor. Section 3.5.1 states, "The P3O Sponsor is responsible for securing the investment required
to establish and sustain the P3O, advocating its value to senior management." This differs from
ensuring portfolio delivery (A), staff recruitment (C), or programme mix (D), which are Portfolio
Office or Analyst roles. The 2013 edition emphasizes the Sponsor’s leadership in funding advocacy,
ensuring the P3O’s viability. This role drives strategic commitment and resource allocation.
Reference: P3O® Foundation (2013) manual, Section 3.5.1, AXELOS.
Which describes the focus of a Portfolio Office in relation to programmes?
D
Explanation:
The P3O® Foundation (2013) manual describes the Portfolio Office’s focus as ensuring investment in
the right programmes. Section 5.3.2 states, "The Portfolio Office focuses on ensuring that investment
is directed toward the right programmes by aligning them with strategic objectives and optimizing
the portfolio." This differs from implementation (A), programme support (B), or standard definition
(C), which are programme or COE roles. The 2013 edition emphasizes this strategic investment role
to maximize value, supporting P3O’s governance function. This ensures resource allocation aligns
with organizational priorities.
Reference: P3O® Foundation (2013) manual, Section 5.3.2, AXELOS.
What is used to measure the success of a P3O?
C
Explanation:
The P3O® Foundation (2013) manual specifies that Key Performance Indicators (KPIs) are used to
measure the success of a P3O. Section 7.3.1 states, "Key Performance Indicators are employed to
measure the success of a P3O, assessing its contribution to strategic objectives, risk balance, and
benefits realization." This differs from value extraction principles (A), the P3O Value Matrix (B), which
aids design, or complexity modelling (D), which analyzes systems. The 2013 edition highlights KPIs as
a quantitative tool to evaluate P3O effectiveness, ensuring accountability and continuous
improvement. This supports organizational decision-making and justification.
Reference: P3O® Foundation (2013) manual, Section 7.3.1, AXELOS.
Which is an underlying success factor for a Temporary Office model?
A
Explanation:
The P3O® Foundation (2013) manual identifies consistent PPM training through approved providers
as a success factor for a Temporary Office model. Section 5.3.3 states, "A critical success factor for a
Temporary Office is consistent PPM training delivered by approved training providers to ensure staff
competence throughout the office’s lifecycle." This differs from requiring a high P3M3 maturity (B),
which is not mandatory, developing templates (C), which risks inconsistency, or lacking culture (D),
which is undesirable. The 2013 edition emphasizes training to maintain quality and alignment during
the temporary office’s operation. This ensures effective support for programmes or projects,
enhancing delivery outcomes.
Reference: P3O® Foundation (2013) manual, Section 5.3.3, AXELOS.
Which is an underlying success factor for a Virtual P3O model?
B
Explanation:
The P3O® Foundation (2013) manual identifies continuous development of standards through
external best practice as a success factor for a Virtual P3O model. Section 5.3.3 states, "A key success
factor for a Virtual P3O is the ongoing development of standards by monitoring external best
practices, ensuring adaptability and relevance." This differs from hub leadership (A), cultural
challenge (C), or cost perception (D), which are irrelevant or negative factors. The 2013 edition
highlights this adaptability to maintain effectiveness in a flexible, distributed model. This ensures
competitive PPM practices.
Reference: P3O® Foundation (2013) manual, Section 5.3.3, AXELOS.
Which is a COE function or service?
A
Explanation:
The P3O® Foundation (2013) manual identifies supporting PPM tools as a COE function. Section 5.3.4
states, "The Centre of Excellence (COE) provides functions such as supporting PPM tools to ensure
consistency and maturity in project, programme, and portfolio management." This differs from
programme delivery (B), capacity planning (C), or strategic alignment (D), which are handled by other
offices. The 2013 edition emphasizes the COE’s role in standardizing tool usage, enhancing
organizational PPM capability. This supports consistent practice across the P3O model.
Reference: P3O® Foundation (2013) manual, Section 5.3.4, AXELOS.
Which is a delivery support function?
A
Explanation:
The P3O® Foundation (2013) manual identifies reporting portfolio performance through
management dashboards as a delivery support function. Section 7.2.1 states, "Delivery support
functions include reporting portfolio performance using management dashboards to provide real-
time insights to stakeholders." This differs from training (B), resource provision (C), or process
development (D), which are capacity or strategic functions. The 2013 edition emphasizes this
reporting role to support ongoing project and programme delivery, ensuring visibility and control.
This enhances operational effectiveness.
Reference: P3O® Foundation (2013) manual, Section 7.2.1, AXELOS.
Which occurs when the P3O implementation programme is closed?
D
Explanation:
The P3O® Foundation (2013) manual states that when the P3O implementation programme closes,
the P3O capability becomes business as usual. Section 4.4.5 notes, "Upon closure of the
implementation programme, the P3O capability is fully integrated into business as usual, marking
the end of the transition phase." This differs from updating the Vision (A), producing the Blueprint
(B), or capturing risks (C), which occur earlier. The 2013 edition emphasizes this transition to ensure
operational sustainability, aligning with the P3O’s long-term role. This finalizes the implementation
lifecycle.
Reference: P3O® Foundation (2013) manual, Section 4.4.5, AXELOS.
Which activity occurs as part of the 'Identify' process?
B
Explanation:
The P3O® Foundation (2013) manual identifies documenting an outline Business Case as an activity
in the 'Identify' process. Section 4.3.1 states, "The 'Identify' process involves developing an outline
Business Case to justify the need for a P3O and outline initial benefits." This differs from refining the
Vision (A), which occurs in 'Define,' or planning tranches (C) and delivering capability (D), which are
later stages. The 2013 edition emphasizes this early justification to secure support, guiding
subsequent P3O development. This ensures a solid foundation for implementation.
Reference: P3O® Foundation (2013) manual, Section 4.3.1, AXELOS.
Which is an activity in the implementation lifecycle for a permanent P3O?
D
Explanation:
The P3O® Foundation (2013) manual lists delivering capability and realizing benefits as an activity in
the permanent P3O implementation lifecycle. Section 4.3.5 states, "The implementation lifecycle for
a permanent P3O includes delivering capability and realizing benefits as it transitions to operational
status." This differs from returning staff (A), running an office (B), or closing a Programme Office (C),
which relate to temporary models. The 2013 edition focuses on this phase to establish and validate
the P3O’s operational effectiveness, ensuring long-term value. This activity supports strategic
alignment.
Reference: P3O® Foundation (2013) manual, Section 4.3.5, AXELOS.
Which is a typical constraint which impacts on how a P3O is implemented?
D
Explanation:
The P3O® Foundation (2013) manual identifies alignment with existing corporate governance as a
typical implementation constraint. Section 4.2.3 states, "A key constraint in P3O implementation is
ensuring its governance aligns with the organization’s existing corporate governance framework to
maintain coherence and authority." This differs from pace of change (A), data quality (B), or
assurance independence (C), which are operational considerations. The 2013 edition emphasizes this
alignment to avoid conflicts, ensuring the P3O integrates seamlessly. This constraint shapes the
implementation strategy and structure.
Reference: P3O® Foundation (2013) manual, Section 4.2.3, AXELOS.
Which of the following describe a decentralized P3O model?
1. Uses hub offices to support local need
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
C
Explanation:
The P3O® Foundation (2013) manual describes a decentralized P3O model as using hub offices, a
central office for portfolio support, and COE standards with local variations. Section 5.3.1 states, "A
decentralized P3O model utilizes hub offices to meet local needs, maintains a central office for
portfolio oversight, and applies standards set by a central COE with tailored local variations." A single
office (2) defines a centralized model, not decentralized. The 2013 edition highlights this structure for
flexibility and consistency, making C the correct choice. This ensures effective support across diverse
regions.
Reference: P3O® Foundation (2013) manual, Section 5.3.1, AXELOS.
Which information should a Business Case for a P3O provide?
A
Explanation:
The P3O® Foundation (2013) manual specifies that a Business Case for a P3O should provide reasons
for its need. Section 4.2.2 states, "The Business Case must articulate the reasons why any form of
P3O is required, including the benefits and justification for investment, to gain senior management
approval." This contrasts with staff roles (B), processes (C), or the Head’s appointment (D), which are
implementation details. The 2013 edition emphasizes this justification as the core purpose, ensuring
strategic alignment and resource commitment. This approach secures buy-in and supports the P3O’s
establishment.
Reference: P3O® Foundation (2013) manual, Section 4.2.2, AXELOS.
Which is a characteristic of the Vision Statement?
C
Explanation:
The P3O® Foundation (2013) manual defines the Vision Statement as linking the P3O model to
business goals. Section 4.3.2 states, "The Vision Statement articulates the future state of the P3O and
links it directly to the achievement of the organization’s business goals, providing a strategic
foundation for implementation." This differs from describing the current state (A), which is part of
the baseline assessment, defining delivery methods (B), which is the Blueprint’s role, or
documenting processes (D), which occurs later. The 2013 edition emphasizes this strategic linkage to
ensure alignment with organizational objectives, guiding the P3O’s development. This focus supports
effective change management and resource allocation.
Reference: P3O® Foundation (2013) manual, Section 4.3.2, AXELOS.