A portfolio risk manager is establishing a risk management practice. The organization has a history of risks being identified but not acted upon, leading to avoidable issues. What is the key element to include in the practice to address this?

A risk workshop held once at the start of each project to identify risks.

A risk register that is updated annually and reviewed by the portfolio office.

A risk appetite statement that is approved by the board and published to all staff.

A process for regular risk reviews, with clear ownership of each risk and agreed response actions.

A portfolio office is setting up a stakeholder engagement practice. The portfolio director is concerned that some key stakeholders are not engaged and this has caused delays in decision-making. What should the practice include to address this?

A policy that all stakeholders are treated equally and receive the same information.

A monthly newsletter that is sent to all stakeholders, regardless of their interest or influence.

A stakeholder register that is created once and not updated until the end of the portfolio cycle.

A stakeholder map and a communication plan that is tailored to each stakeholder's needs and influence.

What is a key to success for the benefits management practice?

Keeping benefits undefined until the project is complete.

Focusing only on financial benefits.

Clear ownership of benefits and regular review of their realization.

Avoiding any changes to the benefits plan.

A portfolio board is reviewing its governance arrangements. They want to ensure that decisions about the portfolio are made by the right people, with the right authority, and that there is a clear link between those decisions and the organization's strategy. What should they establish?

A monthly meeting of all project managers to discuss portfolio issues.

A document that lists all projects and their sponsors, but without defining decision authority.

A governance framework that defines decision rights, escalation paths, and reporting lines aligned to strategic objectives.

A single decision-maker who approves all portfolio changes to speed up the process.

How does staged release of funding help control portfolio investment?

It allows projects to exceed their budgets without approval.

It limits the financial commitment to each stage, reducing the risk of over-investing in underperforming initiatives.

It eliminates the need for portfolio-level prioritization.

It ensures that all projects are fully funded before they start.

MoP Foundation

Domain 6Objective 2

Understand the Terms and Concepts Relating to the Portfolio Delivery Cycle MOP-FOUNDATION Practice Questions (Page 7)

Part of the Portfolio delivery cycle domain, which makes up ~28% of our current practice bank. PeopleCert does not publish an official question count, but from its 40-minute exam (~15–25 total, ~4–7 in this domain), expect 1–2 from this objective — we provide 47 practice questions to prepare you well beyond it. (estimate)

47questions here

10free pages

14concepts

14 Concepts in This Objective

Results of a well-functioning portfolio delivery cycle
Management by exception
One version of the truth
Staged release of funding
Clear line of sight reporting
Champion-challenger model
Management control practice: involvement, elements, and keys to success
Benefits management practice: involvement, elements, and keys to success
Financial management practice: involvement, elements, and keys to success
Risk management practice: involvement, elements, and keys to success
Stakeholder engagement practice: involvement, elements, and keys to success
Organizational governance practice: involvement, elements, and keys to success
Resource management practice: involvement, elements, and keys to success
Challenges and solutions to effective dependency management

Questions 31–35

31application · medium
A portfolio risk manager is establishing a risk management practice. The organization has a history of risks being identified but not acted upon, leading to avoidable issues. What is the key element to include in the practice to address this?
Select an answer first
32application · medium
A portfolio office is setting up a stakeholder engagement practice. The portfolio director is concerned that some key stakeholders are not engaged and this has caused delays in decision-making. What should the practice include to address this?
Select an answer first
33foundation · easy
What is a key to success for the benefits management practice?
Select an answer first
34application · medium
A portfolio board is reviewing its governance arrangements. They want to ensure that decisions about the portfolio are made by the right people, with the right authority, and that there is a clear link between those decisions and the organization's strategy. What should they establish?
Select an answer first
35foundation · easy
How does staged release of funding help control portfolio investment?
Select an answer first

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