Know Facts, Terms and Concepts Relating to Implementing, Sustaining and Measuring Portfolio Management MOP-FOUNDATION Practice Questions (Page 3)

Questions 11–15

1. 11application · medium

   A telecommunications company has implemented portfolio management. The portfolio office wants to demonstrate to stakeholders that the function has improved the organization's ability to prioritize projects. Which measure would best demonstrate this?

   • AThe total number of projects in the portfolio
   • BThe average duration of projects in the portfolio
   • CThe percentage of projects in the portfolio that are directly linked to strategic objectives
   • DThe number of project managers employed by the organization
   Reveal Solution Discussion Select an answer first
2. 12expert · hard

   A global consumer goods company is implementing portfolio management. The organization has a strong culture of innovation and dislikes rigid processes. The implementation lead must choose an approach that respects this culture while still delivering the benefits of portfolio management. The lead is considering a big bang approach to get it over with quickly, versus an incremental approach. Which factor is most important in this decision?

   • AThe preference for a single, comprehensive change event
   • BThe need to align with the organization's culture to ensure acceptance and sustainability
   • CThe desire to implement portfolio management as quickly as possible
   • DThe need to minimize the cost of the implementation
   Reveal Solution Discussion Select an answer first
4. 13application · medium

   A public-sector organization has a mature project delivery culture but no portfolio management. The portfolio office lead has been given 12 months to embed portfolio management and must show tangible benefits early to secure continued funding. The organization's governance boards are risk-averse and prefer incremental change. Which approach should the lead recommend?

   • AIncremental implementation starting with a pilot portfolio in one business unit
   • BOutsourcing the entire portfolio management function to an external consultancy
   • CBig bang implementation across all business units simultaneously
   • DDeferring implementation until a new project management methodology is adopted
   Reveal Solution Discussion Select an answer first
5. 14expert · hard

   A pharmaceutical company has implemented portfolio management. The R&D director claims the new process has slowed down decision-making. The portfolio office has data showing that the average time to approve new projects has increased from 4 weeks to 6 weeks, but the percentage of projects that fail to meet strategic objectives has decreased from 30% to 10%. How should the portfolio office respond to the R&D director's claim?

   • AAcknowledge the increase in approval time but argue that the improved strategic alignment justifies the slower process
   • BDeny that approval time has increased and present only the improvement in strategic alignment
   • CAgree that the process is too slow and recommend removing portfolio management
   • DIgnore the R&D director's concern and focus only on the positive alignment data
   Reveal Solution Discussion Select an answer first
6. 15application · medium

   A technology company has implemented portfolio management. The CEO wants to know if the new approach has actually improved decision-making. The portfolio office has data on the number of projects initiated, the average time to approve new projects, and the percentage of projects that meet strategic objectives. Which combination of measures would best assess the impact of portfolio management on decision-making?

   • APercentage of projects meeting strategic objectives and number of projects initiated
   • BTime to approve new projects and percentage of projects meeting strategic objectives
   • CAverage time to approve new projects and total portfolio budget
   • DNumber of projects initiated and total portfolio budget
   Reveal Solution Discussion Select an answer first