Читать книгу P3O® Foundation Portfolio, Programme and Project Offices Courseware – English - Henny Portman - Страница 12
Оглавление1 Which is an example of a support/enabling activity in the P3O Value Matrix?
a) Managing the delivery of programmes
b) Providing tools to assist Project Managers in delivering projects
c) Ensuring programme outcomes are in line with business strategy
d) Checking whether the delivery of initiatives is on schedule
2 Which statement regarding P3O assurance functions and services is FALSE?
a) Takes various forms including regular health checks
b) Carries out audits of its own P3O functions
c) Provides guidance in the start-up stage of projects
d) Provides independent assurance in addition to that provided by a Programme Board
3 Which of the Best Management Practice principles for extracting value helps answer the question 'Are we getting the business benefits?'
a) Safeguard value
b) Prioritize investment
c) Hold people to account
d) Govern effectively
4 Which function or service should be provided by a COE?
a) Monitoring programme risks
b) Delivering programme communications
c) Managing knowledge
d) Prioritizing the portfolio
5 Which should be a responsibility of the P3O Sponsor role?
a) Checking that products delivered by the portfolio are fit for purpose
b) Ensuring the P3O meets the needs of the main board
c) Providing effective financial control to the overall portfolio
d) Providing a consistent approach to benefits and value management
6 Which is MOST likely to be used as an individual tool?
a) Enterprise PPM software
b) Knowledge management systems
c) Spreadsheet software
d) Strategic mapping software
7 Which of the following assist in identifying the current state of P3O services provided?
1. Analysing recent issues
2. Understanding the problems that need to be solved
3. Reviewing P3Os in other organizations
4. Analysing the results of reviews
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d) 2, 3, 4
8 Which action is recommended when implementing a P3O model?
a) Use project or programme management processes to run the implementation
b) Treat the implementation as a change to processes rather than behaviour
c) Deliver the Blueprint in a single tranche of delivery
d) Use programme management to run the implementation irrespective of the size or maturity of the organization
9 Which is NOT created as part of the ‘Deliver’ process within the permanent P3O implementation lifecycle?
a) New capability
b) Transition
c) Stabilized operations
d) Post-implementation reviews
10 Which P3O capability is MOST likely to reduce project delays?
a) Maximising returns from investment
b) Identifying and managing interdependencies between programmes and projects
c) Coordinating change control processes across multiple projects
d) Ensuring there is no duplication of scope across programmes and projects
11 Which are objectives of a COE?
a) Support the definition of a portfolio of change across an organization
b) Support the delivery of a specific change initiative being delivered as a programme
c) Provide training and skills transfer to the PPM community in defined standards
d) Support the delivery of a portfolio of change in a geographical region
12 What type of facilitated workshop is held for the purpose of identifying threats and opportunities?
a) Business solution
b) Lesson sharing
c) Problem solving
d) Risk identification and risk assessment
13 Where should an Organization Portfolio Office ultimately report?
a) Corporate services function
b) Divisional director
c) Main board director
d) Head of department
14 Which of the following Key Performance Indicators provide evidence of the performance improvements delivered by a P3O?
1. Increased programme and project success rates
2. Improved portfolio balance
3. Increased organizational resource capacity
4. Enhanced contribution to the Benefits Realization Plan
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d) 2, 3, 4
15 Which skill or experience must the Head of an Organization Portfolio Office have?
a) Ability to manage portfolio finances
b) Credibility to work with middle and senior managers
c) Extensive experience of knowledge management
d) Ability to write job descriptions for Portfolio Office staff
16 Which of the following are created within the 'Identify ' process in the permanent P3O model lifecycle?
1. Outline of the future state vision of the P3O
2. Team structure for the on-going operation of the P3O
3. Initial justification of the investment in the P3O
4. Assessment of the current state of P3O services
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d) 2, 3, 4
17 What tool links projects to benefits, outcomes and strategy?
a) Knowledge management systems
b) Requirements management systems
c) Strategic mapping software
d) Enterprise architecture systems
18 ‘P3O tools enable improved collaboration between programme team members working in different locations.’
Which key strategic benefit does this capability contribute towards?
a) Compliance to business process
b) Decision-making
c) Management across geography
d) Quality of decision support information
19 What functional role can also take on asset management?
a) Change Control
b) Finance
c) Information Management
d) Resource Management
20 Which statement describes the relationship between business as usual and change?
a) Decisions affecting either must consider both elements of an organization
b) They are separate activities that can survive independently
c) Change initiatives should always take priority
d) Business as usual should always take priority
21 What tool links information in a hierarchical manner for multiple business change initiatives?
a) Individual
b) Collaborative
c) Integrated
d) Assurance
22 What element of the Blueprint should reflect the proposed reporting requirements for the future state P3O?
a) Risks to successfully setting up the P3O
b) Organization structure
c) Benefits Management Strategy
d) Risk Management Strategy
23 Which statement regarding the process of developing a balanced portfolio is FALSE?
a) It is necessary to take into account both operational and strategic priorities
b) When resources are limited, existing programmes / projects should have priority over new initiatives
c) Termination of existing change initiatives not aligned to an organization's strategic objectives may be necessary
d) Operational improvements may be stopped while projects offering greater strategic contribution are delivered
24 Which statement describes a P3O model with hub and spoke offices?
a) Permanent, organization-level Portfolio Office linked to smaller permanent offices in different locations
b) Portfolio, programme and project management standards unit, which defines standards, skills and training
c) Permanent, organization-level portfolio office supporting the delivery of change across an entire organization
d) Multiple locations with P3O functions carried out by a distributed team
25 What office within a P3O model needs staff members with investment management and strategic planning skills?
a) Organization Portfolio Office
b) Programme Office
c) COE
d) Project Office
26 Which is a strategic planning function that a Portfolio Office should carry out?
a) Reviewing a risk which may affect multiple programmes and projects
b) Deploying project staff to manage the delivery of individual projects or programmes
c) Developing a standard set of reporting templates for projects and programmes
d) Holding start-up workshops to fast-track projects or programmes
27 What part of Business Change Governance answers the question 'Are we doing the right things?'
a) Business Change Delivery
b) Business Change Design
c) Business Change Strategy
d) Business Change Value
28 What is the sequence for the processes of the permanent P3O model implementation lifecycle?
a) Define; Identify; Close; Deliver Capability / Realize Benefits
b) Define; Identify; Deliver Capability / Realize Benefits; Close
c) Identify; Define; Deliver Capability / Realize Benefits; Close
d) Identify; Deliver Capability / Realize Benefits; Define; Close
29 Which is a critical success factor when introducing standard tools to a P3O?
