Know Facts, Terms and Concepts Relating to the Portfolio Delivery Cycle MOP-PRACTITIONER Practice Questions (Page 2)

Questions 6–10

1. 6expert · hard

   A portfolio includes a project that is expected to deliver cost savings. The project is behind schedule, and the benefits are expected to be delayed. The CFO wants to know the impact on the portfolio's financial targets. What should the benefits management team do?

   • ARe-forecast the benefits realization timeline and communicate the impact to the CFO.
   • BWait until the project is completed to assess the impact.
   • CReduce the project's budget to compensate for the delay.
   • DIncrease the project's resources to accelerate delivery.
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2. 7foundation · easy

   Which phase of the portfolio delivery cycle involves deciding which programs and projects should receive funding and in what order?

   • APrioritize
   • BBalance
   • CCategorize
   • DManage
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4. 8application · medium

   A portfolio office is transitioning from annual planning to a continuous delivery cycle. The CFO wants to ensure that funding decisions are revisited as new information emerges, while the risk team wants to adjust responses when threats materialize. Which combination of activities best supports this transition?

   • ADelegate all funding and risk decisions to individual project managers to speed up delivery and reduce bureaucracy.
   • BIncrease the frequency of risk workshops but keep the funding allocation fixed until the annual budget cycle.
   • CConduct a single, detailed business case review at the start of the year and freeze the portfolio baseline until the next annual cycle.
   • DHold periodic portfolio reviews that assess performance, re-evaluate business cases, and adjust funding and risk responses based on current data.
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5. 9application · medium

   A company is moving from a project-based approach to a portfolio delivery cycle. The project managers are used to managing their own budgets and resources. What is the key change they need to understand?

   • ABudgets and resources are now managed at the portfolio level to optimize value across all projects.
   • BProjects will be funded based on their individual merits without considering the portfolio context.
   • CThe portfolio delivery cycle only applies to new projects, not existing ones.
   • DProject managers will have more autonomy in decision-making.
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6. 10application · medium

   A retail company is launching a portfolio of customer loyalty initiatives. The benefits management team has defined expected benefits, but the CEO wants to see evidence that benefits are actually being realized. What should the team do to support this?

   • AWait until all initiatives are completed before measuring any benefits to avoid premature conclusions.
   • BCreate a benefits realization plan that includes measurable targets, baseline data, and scheduled reviews to track progress.
   • CRely on the project managers' monthly status reports to confirm that benefits have been achieved.
   • DAsk the marketing department to provide anecdotal feedback from customers.
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