Understand the Key Aspects of the Relationships Between the Portfolio and Other Corporate Functions and Activities with a Role in Delivering Strategic Objectives MOP-FOUNDATION Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   A retail chain's strategy includes 'increase online sales to 30% of total revenue'. The portfolio includes an e-commerce platform upgrade. At the quarterly review, the portfolio office reports that the platform upgrade is on track, but online sales have not increased. The board asks why the strategic objective is not being met. What should the portfolio office report?

   • AThe platform upgrade is on schedule and the sales increase will happen once the upgrade is fully deployed.
   • BThe sales data shows no improvement, and the portfolio office will investigate whether the benefits are being realized or whether other factors are at play.
   • CThe marketing team has not done enough to drive traffic to the new platform.
   • DThe strategic objective was unrealistic and should be revised.
   Reveal Solution Discussion Select an answer first
2. 2application · medium

   A non-profit organization's portfolio includes a fundraising system replacement and a volunteer management programme. The board has noticed that the volunteer programme has missed two milestones, but the portfolio office's last report did not mention this. The board is concerned about the accuracy of reporting. What should the portfolio office do to support corporate governance?

   • AAsk the volunteer programme manager to explain the missed milestones before the next board meeting.
   • BUpdate the next report to include the missed milestones and explain the impact on the portfolio.
   • CBlame the programme manager for the missed milestones in the report.
   • DRemove the missed milestones from the report to avoid alarming the board.
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4. 3foundation · easy

   How does portfolio management coordinate with programme and project management to ensure delivery of change aligns with strategic objectives?

   • ABy taking over the delivery of projects that are behind schedule
   • BBy monitoring the progress of programmes and projects and taking action if they deviate from the portfolio's strategic direction
   • CBy ensuring that all projects use the same project management methodology
   • DBy approving all project budgets and schedules
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5. 4application · medium

   A public-sector agency has a portfolio of 15 change programmes. Mid-year, the finance function reports that the total committed spend is 8% over the approved budget. The agency's governance board wants to know which programmes are delivering against strategic objectives before deciding where to cut. What should the portfolio office provide to the board?

   • AA list of the programmes with the largest cost overruns, ranked by the size of the variance.
   • BA prioritised view of each programme's contribution to strategic objectives alongside its cost and resource profile.
   • CA recommendation to reduce all programme budgets by 8% across the board to restore the envelope.
   • DA request for the finance function to re-forecast the budget and absorb the overspend within existing contingency.
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6. 5foundation · easy

   Which activity best illustrates the coordination between portfolio management and budgeting?

   • AAllocating office space to new employees
   • BApproving individual project change requests
   • CAdjusting the portfolio's priorities based on the availability of funding and resources
   • DPreparing the annual financial statements for the organization
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