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 3)

Questions 11–15

1. 11application · medium

   A portfolio of IT projects shares a single pool of specialist developers. Each project manager has been told to secure the developers they need for their project. The portfolio office notices that projects are being delayed because developers are being pulled between projects. What is the most appropriate portfolio-level resource management approach?

   • AAllow project managers to continue negotiating directly, as this reflects market dynamics.
   • BHire additional developers to ensure each project has dedicated resources.
   • CAsk the project managers to create a shared calendar to coordinate developer availability.
   • DEstablish a portfolio-level resource plan that prioritises resource allocation across projects based on strategic importance.
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2. 12expert · hard

   A portfolio has a risk that a key supplier may go out of business, affecting three projects. The risk has been identified in each project's risk register, but each project is planning a different mitigation approach. The portfolio risk manager is concerned about the inconsistency. What is the most appropriate portfolio-level risk management action?

   • ADevelop a single portfolio-level response to the supplier risk, coordinating mitigation across all affected projects.
   • BEscalate the risk to the programme board and ask them to decide on a response for each project.
   • CRemove the risk from the project registers and manage it only at the portfolio level.
   • DAllow each project to manage the risk independently, as they have different needs.
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4. 13application · medium

   A portfolio risk manager maintains a risk register that lists risks for each individual project. At the monthly portfolio board meeting, the board reviews the top risk from each project. The board is concerned that this approach does not give a complete picture of portfolio-level risk. What is the most appropriate improvement?

   • AReplace the project-level risk registers with a single portfolio-level risk register.
   • BAsk each project manager to escalate all risks to the portfolio board for review.
   • CRemove risks that are common to multiple projects from individual project registers.
   • DAggregate risks across projects to identify common causes and cumulative exposure at the portfolio level.
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5. 14expert · hard

   A portfolio board is reviewing a high-risk, high-value initiative. The board is receiving detailed progress reports from the project manager, but the board is concerned that the reports are too optimistic and do not highlight risks. The board is considering asking the project manager to provide a more balanced view. What is the most appropriate management control practice to address this concern?

   • ARemove the project manager from the initiative and appoint a new one.
   • BCommission an independent assurance review of the initiative to provide an objective assessment.
   • CRequire the project manager to report risks only when they have been realised.
   • DAsk the project manager to include a 'red/amber/green' status in the progress report.
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6. 15foundation · easy

   A portfolio manager allocates resources to initiatives based on the initiative manager who asks first. Why is this an inappropriate resource management practice?

   • AIt ensures that resources are used efficiently.
   • BIt makes it difficult to track resource utilization.
   • CIt does not consider the strategic priority of initiatives.
   • DIt is only appropriate for financial resources.
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