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 6)

Questions 26–30

1. 26application · medium

   A bank's portfolio includes a new mobile banking app programme and a core banking system upgrade programme. The mobile app programme is scheduled to launch in Q3, but it depends on an API that the core system upgrade will not deliver until Q4. The portfolio office has been asked to resolve the conflict. What should the portfolio office do?

   • AAdvise the mobile app programme to build a temporary workaround so it can launch in Q3 as planned.
   • BInstruct the core system upgrade programme to accelerate the API delivery to Q3.
   • CEscalate the conflict to the board and let them decide which programme should change.
   • DAnalyse the strategic value of both programmes and recommend a revised schedule that manages the dependency and the launch impact.
   Reveal Solution Discussion Select an answer first
2. 27foundation · easy

   How does portfolio management align with strategic planning to ensure the portfolio reflects the organization's priorities?

   • ABy ensuring that every proposed initiative is funded equally regardless of strategic fit
   • BBy focusing only on initiatives that are easy to implement, regardless of strategic value
   • CBy replacing strategic planning with a detailed project schedule
   • DBy selecting and prioritizing initiatives that best contribute to the strategic objectives
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4. 28expert · hard

   A city council has a five-year strategy with three priorities: affordable housing, digital services, and environmental sustainability. The annual planning cycle has produced 30 initiatives, but the budget funds only 20. The council's finance director insists that the portfolio be selected purely on financial return. The council leader wants to ensure the strategy is reflected. The portfolio office must recommend an approach to the council. What should the portfolio office recommend?

   • AAsk the council leader to override the finance director and select the initiatives based on strategy alone.
   • BApply a weighted scoring model that balances strategic alignment with financial return, and present the resulting portfolio to the council for approval.
   • CSelect the 20 initiatives with the highest financial return to satisfy the finance director and fund the strategy indirectly.
   • DFund all initiatives in the three priority areas first, then fund the remaining initiatives with any leftover budget.
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5. 29expert · hard

   A bank's portfolio includes a new credit-scoring system programme and a legacy system decommissioning programme. The credit-scoring programme is behind schedule, and the decommissioning programme is on track to finish early. The decommissioning programme's early finish would free up budget, but the credit-scoring programme needs that budget to recover its schedule. The board wants a decision that balances strategic value and financial control. What should the portfolio office recommend?

   • AInstruct the credit-scoring programme to reduce its scope to fit the original budget.
   • BDelay the decommissioning programme to keep the budget in the portfolio for the credit-scoring programme.
   • CTransfer the freed budget to the credit-scoring programme to recover its schedule, and report the reallocation to the board.
   • DLet the decommissioning programme finish early and return the freed budget to the finance function.
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6. 30expert · hard

   A telecom company's portfolio includes a network modernization programme. The programme has delivered the new network, but customer complaints have increased. The board asks the portfolio office to report on the strategic objective of 'improved customer satisfaction'. The programme reports that it has met all its delivery milestones. The operations team reports that the new network has caused billing errors. What should the portfolio office report to the board?

   • AThe strategic objective should be revised because the new network has not improved satisfaction.
   • BThe strategic objective is not being achieved because customer complaints have increased, and the billing errors are a negative benefit that must be addressed.
   • CThe programme has met its milestones, so the strategic objective is on track, and the billing errors are an operational issue.
   • DThe billing errors are the operations team's fault, and the programme should not be held responsible.
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