Know Facts, Terms and Concepts Relating to Implementing, Sustaining and Measuring Portfolio Management MOP-PRACTITIONER Practice Questions (Page 3)

Questions 11–15

1. 11expert · hard

   A newly formed portfolio office in a medium-sized enterprise must implement portfolio management. The organization has a mix of very mature functions (finance, IT) and immature functions (marketing, HR). The sponsor wants a single, uniform approach across the organization. The portfolio office lead knows that a uniform approach may not fit all areas. What is the most pragmatic way to reconcile the sponsor's desire for uniformity with the reality of differing maturity levels?

   • AUse an evolutionary approach with no formal framework
   • BImplement a common framework with different levels of detail and support for different functions
   • CImplement portfolio management only in the mature functions first
   • DImplement a single standard process for all functions, regardless of maturity
   Reveal Solution Discussion Select an answer first
2. 12application · medium

   A public sector department has been running portfolio management for two years. The portfolio office wants to demonstrate the value of the function to secure continued funding. They have anecdotal evidence that decision-making has improved, but the finance director wants tangible evidence of the impact. What should the portfolio office do first?

   • APublish a case study of a single successful project in the portfolio
   • BBenchmark the portfolio against other public sector departments
   • CConduct a customer satisfaction survey of all project sponsors
   • DAssess the impact of portfolio management against the baseline measures established at implementation
   Reveal Solution Discussion Select an answer first
4. 13application · medium

   A portfolio office lead is planning the implementation of portfolio management in a subsidiary of a larger group. The group has already implemented portfolio management successfully in other subsidiaries. The subsidiary has a similar culture and structure to the others. Which implementation approach is most likely to be efficient and effective?

   • ABig bang implementation using the same approach as the other subsidiaries
   • BEvolutionary implementation, starting from scratch without reference to the group's experience
   • COutsourced implementation to an external provider
   • DIncremental implementation, leveraging the lessons learned and templates from the other subsidiaries
   Reveal Solution Discussion Select an answer first
5. 14application · medium

   A portfolio office is being established in an organization that has a history of failed change initiatives. The culture is cautious and employees are skeptical of new processes. The sponsor wants to build confidence and demonstrate that portfolio management can work. Which implementation approach is most likely to succeed?

   • AIncremental implementation with a small, visible pilot and clear success criteria
   • BEvolutionary implementation with no formal plan or milestones
   • CBig bang implementation to show decisive leadership
   • DOutsourced implementation to an external expert
   Reveal Solution Discussion Select an answer first
6. 15expert · hard

   A portfolio office has been running for three years. The organization is stable and the portfolio management process is mature. The portfolio manager wants to assess the ongoing impact of the function, but resources are limited and the process is well-established. What is the most appropriate approach to impact assessment in this context?

   • AStop assessing impact now that the process is mature
   • BAssess impact only when a problem is reported
   • CConduct a lightweight, periodic assessment focusing on key performance indicators
   • DConduct a comprehensive, full-scale impact assessment every year
   Reveal Solution Discussion Select an answer first