What is a characteristic of a P3O model with hub portfolio offices?

Each office operates completely independently with no coordination

A central hub office coordinates and supports a network of smaller offices

The offices are all virtual and have no physical presence

There is only one office for the entire organization

A medium-sized company is establishing a single, central P3O to manage its entire portfolio of projects. The CEO wants the P3O to have a clear line of sight to all projects and to be able to influence strategic decisions. What is a key success factor for this organization portfolio office model?

It must report directly to the CEO or a senior executive with portfolio authority

It must have a large staff to handle all project work itself

It must be located in the same building as all project teams

It must be a temporary office that is disbanded after each project

What is a potential impact on a P3O if it takes on non-PPM functions?

It will automatically improve project delivery

It will always become more effective

It may be distracted from its core PPM role

A company is setting up a temporary programme office for a two-year infrastructure upgrade. What is the most important factor to consider when sizing this temporary P3O?

The size of the company's permanent head office

The personal preference of the programme manager for a large team

The number of years the company has been in business

The number of projects and the complexity of the programme's reporting requirements

What is a characteristic of a temporary P3O model?

It is a virtual office with no staff

It is a network of offices that never changes

It is set up for a specific programme or project and disbanded when it ends

It is a permanent office that supports the entire organization

P3O Foundation

Domain 3Objective 2

Understand Key Concepts Relating to Selecting the Right P3O Model and Its Functions and Services. Specifically to Identify: P3O-FOUNDATION Practice Questions (Page 11)

Part of the Models and Tailoring domain, which makes up ~34% of our current practice bank. PeopleCert does not publish an official question count, but from its 60-minute exam (~25–40 total, ~9–14 in this domain), expect 2–4 from this objective — we provide 59 practice questions to prepare you well beyond it. (estimate)

59questions here

12free pages

21concepts

21 Concepts in This Objective

Strategic Planning and Portfolio Support Functions
Delivery Support Functions
Centre of Excellence (COE) Functions and Services
Factors Affecting P3O Model Design
P3O Reporting Lines
Types of P3O Models: Centralized vs Decentralized
Organization Portfolio Office Model
Hub Portfolio Offices Model
Virtual P3O Model
Temporary P3O Model
Distributed Models: Reasons and Considerations
Emphasis Differences Across Offices
Integration with Wider Organization and Head of P3O Role
Independent P3O Assurance Services
P3O Governance Alignment
Information Assurance Role
Non-PPM Functions in P3O
Sizing a P3O: Key Drivers and Factors
Functional Areas and Governance Levels Emphasis
Main P3O Model Types and Change Delivery
Sizing a P3O and Temporary Offices

Questions 51–55

51foundation · easy
What is a characteristic of a P3O model with hub portfolio offices?
Select an answer first
52application · medium
A medium-sized company is establishing a single, central P3O to manage its entire portfolio of projects. The CEO wants the P3O to have a clear line of sight to all projects and to be able to influence strategic decisions. What is a key success factor for this organization portfolio office model?
Select an answer first
53foundation · easy
What is a potential impact on a P3O if it takes on non-PPM functions?
Select an answer first
54application · medium
A company is setting up a temporary programme office for a two-year infrastructure upgrade. What is the most important factor to consider when sizing this temporary P3O?
Select an answer first
55foundation · easy
What is a characteristic of a temporary P3O model?
Select an answer first

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