A. Align outcomes to strategic objectives
B. Coordinate related projects and activities
C. Deliver outcomes and benefits
D. Deliver business products according to a Business Case
A. Programme and project only
B. Programme and business as usual only
C. Programme, project and business as usual
D. Programme only
A. Escalating risks and issues
B. Scrutinising the impact of project delivery on business as usual
C. Challenging project data
D. Providing a secretariat service to management boards
A. 1, 3, 4
B. 2, 3, 4
C. 1, 2, 3
D. 1, 2, 4
A. Should be realigned to existing objectives
B. Should be included in the portfolio to maintain business as usual
C. Must be completed before new changes are started
D. Should be stopped immediately
A. P3OSponsor
B. Head of Programme Office
C. HeadofP3O
D. Portfolio Analyst
A. Community
B. Collaborative
C. Individual
D. Integrated
A. Provision of independent assurance of programmes
B. Reporting on progress through management dashboards
C. Provision of project support resources to projects
D. Alignment of change initiatives to strategy
A. Implement the portfolio prioritization and optimization technique
B. Implement standard collaborative tools
C. Support the fast track mobilization of programmes
D. Appoint aP3OSponsor for each region
A. Transfer of the benefits management process to an operational area
B. Delivery of theP3Ocapability defined in the Blueprint is complete
C. Realization of the benefits delivered by theP3Omodel
D. Continued alignment ofP3Ofunctions to the business requirements
