An Organization Portfolio Office operates at a strategic level to ensure an organization invests in the right initiatives and successfully delivers them. Its primary functions include:

1. Strategic Alignment: Identifying and prioritizing programmes and projects that best align with and contribute to the organization's strategic objectives.

2. Resource Management: Ensuring that finite resources (people, funding) are allocated effectively across the portfolio to the highest-priority initiatives.

3. Performance Monitoring: Tracking the collective progress of the portfolio against key organizational objectives and benefits targets, providing senior management with the information needed for effective decision-making.

These three functions ensure the organization is "doing the right things" to achieve its strategic goals.

Statement 4: Being "primarily concerned with implementing the change correctly" describes the focus of a Project or Programme Office, which is about delivery excellence ("doing things right"), not the strategic selection focus of a Portfolio Office.

1. AXELOS. (2013). Portfolio

Programme and Project Offices (P3O). The Stationery Office.

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Section 2.2.1: Describes a Portfolio Office's focus on ensuring programmes and projects align with strategy and that the organization has the delivery capability. This supports statements 2 and 3.

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Section 3.2

Table 3.1: Lists key benefits of a P3O model

including "Improved strategic alignment

" "Improved resource management

" and "Improved benefits realization." This directly supports statements 1

2

and 3.

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Figure 2.2: Illustrates that the Portfolio Office links senior management's strategic direction to the portfolio of programmes and projects

distinguishing its strategic role from the delivery focus of Programme and Project Offices. This clarifies why statement 4 is incorrect for a Portfolio Office.