Which of the following is a success factor for a virtual P3O model?

Having effective collaboration tools

Having a dedicated budget for travel

Having a single, centralized reporting line

What is the role of the Head of P3O in relation to the wider organization?

To manage the day-to-day activities of all projects

To allocate resources to all projects

To act as a bridge between the P3O and senior management

To make all portfolio decisions

What is the typical role of the P3O in supporting information assurance?

To manage the organization's IT security

To ensure that PPM information is accurate and timely

To allocate resources to projects

To develop the organization's information security policy

A mature P3O is asked to take on the management of the organization's internal communications, a non-PPM function. The P3O has a strong reputation and spare capacity. However, the Head of P3O is concerned about the impact on the P3O's core mission. What is the most appropriate decision?

Accept the function because the P3O has spare capacity

Accept the function and reduce PPM services to accommodate it

Decline the function because it is not a PPM function

Accept the function but ensure that core PPM services are not compromised and that the additional workload is manageable

P3O Practitioner

Domain 3Objective 2

Understand Key Concepts Relating to Selecting the Right P3O Model and Its Functions and Services. Specifically to Identify: P3O-PRACTITIONER Practice Questions (Page 9)

Part of the Models and Tailoring domain, which makes up ~32% of our current practice bank. PeopleCert does not publish an official question count, but from its 150-minute exam (~60–100 total, ~19–32 in this domain), expect 5–8 from this objective — we provide 51 practice questions to prepare you well beyond it. (estimate)

51questions here

11free 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 for value addition
Types of P3O models and centralization vs decentralization
Organization portfolio office model characteristics and success factors
Hub portfolio offices model characteristics and success factors
Virtual P3O model characteristics and success factors
Temporary P3O model characteristics and success factors
Reasons and considerations for distributed models
Variation in emphasis of functions and services across offices
Integration with wider organizational model and Head of P3O role
Independent P3O assurance services
Alignment of P3O governance with wider organization
Information assurance and P3O support
Non-PPM functions undertaken by P3O
Key drivers and factors for sizing a P3O
Functional areas and governance levels emphasis
Support of change by main P3O model types
Sizing a P3O and temporary office considerations

Questions 41–45

41foundation · easy
Which of the following is a success factor for a virtual P3O model?
Select an answer first
42foundation · easy
What is the role of the Head of P3O in relation to the wider organization?
Select an answer first
43foundation · easy
What is the typical role of the P3O in supporting information assurance?
Select an answer first
44foundation · easy
Which level of governance within a P3O typically has the greatest emphasis on delivery support?
Select an answer first
45expert · hard
A mature P3O is asked to take on the management of the organization's internal communications, a non-PPM function. The P3O has a strong reputation and spare capacity. However, the Head of P3O is concerned about the impact on the P3O's core mission. What is the most appropriate decision?
Select an answer first

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