Be Able to Identify, Analyse and Distinguish Between Appropriate and Inappropriate Application of Portfolio Delivery Practices and Techniques to a Scenario MOP-FOUNDATION Practice Questions (Page 6)

Questions 26–30

1. 26application · medium

   A portfolio manager has a fixed pool of skilled developers and a set of projects with different priorities. The manager currently allocates developers to projects on a first-come, first-served basis. What is the most appropriate resource management approach?

   • AAllocate developers to projects based on the strategic priority of each project and the expected benefits
   • BLet each project manager hire their own developers to avoid contention
   • CRotate developers equally among all projects to be fair
   • DAllocate developers based on the order in which projects were approved
   Reveal Solution Discussion Select an answer first
2. 27foundation · easy

   In portfolio-level risk management, what is the purpose of a risk register?

   • ATo record the financial transactions of the portfolio
   • BTo list all the stakeholders involved in the portfolio
   • CTo record identified risks, their assessment, and planned responses
   • DTo track the progress of each project against its schedule
   Reveal Solution Discussion Select an answer first
4. 28application · medium

   A portfolio board has been approving projects individually, but there is no formal process for reviewing the overall portfolio composition or for stopping projects that are no longer aligned with strategy. What is the most appropriate management control to introduce?

   • AA requirement that each project produces a detailed business case before approval
   • BA policy that no project can be stopped once it has been approved
   • CA periodic portfolio review that assesses the whole portfolio against strategic objectives and identifies projects to continue, change, or stop
   • DA monthly meeting of all project managers to share progress
   Reveal Solution Discussion Select an answer first
5. 29expert · hard

   A portfolio board has been approving projects based on the strength of their business cases, but has not been reviewing the overall portfolio balance. As a result, the portfolio is heavily weighted toward short-term, low-risk projects, while the organization's strategy calls for a mix of short-term and long-term, higher-risk initiatives. What is the most appropriate management control to address this?

   • AAsk the project sponsors to justify why their project should be included in the portfolio
   • BStop approving any new short-term projects until the portfolio is rebalanced
   • CIntroduce a portfolio-level scoring model that assesses each project's contribution to strategic objectives, including risk and time horizon
   • DRequire all projects to have a business case, as this will ensure they are all worthwhile
   Reveal Solution Discussion Select an answer first
6. 30application · medium

   A portfolio office has delegated full approval authority for all new project proposals to individual business unit heads, who can start projects without any central review. The portfolio is funded from a single central budget. What is the most appropriate management control approach for this portfolio?

   • ACreate a separate portfolio for each business unit so that each has its own governance and budget
   • BEstablish a portfolio board that reviews all proposed changes to the portfolio and approves any new project before it is funded
   • CRetain delegation but require each business unit head to report monthly on spend and progress to the portfolio board
   • DAllow business units to continue but require them to fund new projects from their own local budgets
   Reveal Solution Discussion Select an answer first