What is insufficient support to utilise or recruit required skills' in relation to implementing a P3O?
A. Common barrier to agreeing a mandate
B. Underlying success factor
C. Source of a threat to achieving the Blueprint
D. Principle for extracting value from programme and project investment
Which of the following describe the relationship between change and business as usual?
1.
Programmes deliver change into an organization's business operations environment
2.
Business stakeholders must be engaged appropriately about the changes being delivered
3.
Programme delivery should take priority over business as usual activities
4.
Disruption to business as usual needs to be considered when planning changes
A. 1, 2, 3
B. 1, 2, 4
C. 1, 3, 4
D. 2, 3, 4
Which is a definition of business as usual?
A. Totality of an organization's investment in the changes required to achieve its strategic objectives
B. A coordinated collection of strategic processes that enable the most effective balance of change and business as usual
C. The way the business normally achieves its objectives
D. The integration of the concept Run the Business, Change the Business' into the portfolio
P3O model?
A. Risk management
B. Programme planning
C. Secretariat support
D. Strategic planning or portfolio support
Which role has the authority to champion the setup of a P3O set-up?
A. Head of Programme Office
B. Head of P3O
C. Portfolio Analyst
D. P3O Sponsor
Which defines what a P3O provides?
A. Decision-ma king forum for Programme and Project Managers
B. Decision-enabling model for the entire organization.
C. Integration with governance arrangements and other corporate support functions
D. Replacement for Programme and Project Boards
Which is an Information Assurance concept that ensures a P3O can supply information to the business when needed?
A. Asset management
B. Configuration management
C. Availability
D. Confidentiality
Which is a delivery support function offered within a P3O?
A. Reporting on progress through management dashboards
B. Provision of independent assurance of programmes
C. Provision of project support resources to projects
D. Alignment of change initiatives to strategy
Which is NOT a typical Key Performance Indicator which can be used to measure the success of a P3O?
A. Increased success of programmes delivering to budget
B. Improved portfolio balance in relation to spend on short term contract resource
C. Increased use of implemented tools by operations staff
D. Enhanced contribution measured against the Benefits Realization Plan
Which P3O capability is MOST likely to lead to unviable projects being stopped at the initial investment gate?
A. Tracking of progress on programmes against key outcomes
B. Selection of the right programmes and projects via an established structure
C. Identification of potential duplication of scope or double counting of benefits
D. Coordinated change control process across multiple projects and business operations
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