Be Able to Identify, Analyse and Distinguish Between Appropriate and Inappropriate Application of Portfolio Delivery Practices and Techniques to a Scenario MOP-PRACTITIONER Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   A portfolio includes a major change programme that will affect employees across multiple departments. The portfolio office has decided to engage only with the heads of department, assuming they will cascade information to their teams. What is the most appropriate assessment of this stakeholder engagement approach?

   • AInappropriate, because the portfolio office should engage only with external stakeholders.
   • BInappropriate, because it relies on a cascade that may not reach all affected employees and does not directly engage those impacted.
   • CAppropriate, because it is efficient and avoids over-communicating with employees.
   • DAppropriate, because engaging with heads of department is sufficient to manage stakeholder relationships.
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2. 2foundation · easy

   Which approach is most appropriate for managing resources across a portfolio?

   • APrioritizing resources for initiatives that are behind schedule.
   • BHiring additional resources whenever a conflict arises.
   • CAllowing each initiative to manage its own resources independently.
   • DMaintaining a portfolio-level view of resource demand and capacity.
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4. 3foundation · easy

   Which activity is an appropriate part of portfolio-level risk management?

   • AFocusing only on risks that have already occurred.
   • BConducting a risk assessment once at the start of the portfolio lifecycle.
   • CDelegating all risk responses to individual initiatives.
   • DReviewing the portfolio risk register at regular intervals.
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5. 4expert · hard

   A portfolio has a benefits realisation plan that tracks benefits at the end of each initiative. The portfolio office has noticed that benefits are often not realised as expected. The portfolio board wants to improve benefits realisation. What is the most appropriate portfolio-level benefits management practice to introduce?

   • AIntroduce a benefits realisation review at key milestones during each initiative, not just at the end.
   • BDelegate benefits realisation to the project managers, as they are responsible for delivery.
   • CRequire each initiative to produce a detailed benefits register at the start, but only review benefits at the end of the initiative.
   • DRemove benefits that are not realised from the benefits register to keep the portfolio looking successful.
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6. 5foundation · easy

   Which approach is most appropriate for portfolio-level financial management?

   • ADelegating all financial decisions to individual initiative managers.
   • BUsing a rolling forecast that is updated as initiatives progress.
   • CFunding initiatives only after they have started.
   • DSetting a fixed annual budget that cannot be changed during the year.
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