Understand the Key Aspects of the Relationships Between the Portfolio and Other Corporate Functions and Activities with a Role in Delivering Strategic Objectives MOP-PRACTITIONER Practice Questions (Page 3)

Questions 11–15

1. 11foundation · easy

   What does portfolio management provide to support informed decision-making in corporate governance?

   • AAccurate and timely information on portfolio performance and risks
   • BThe organization's marketing strategy
   • CA detailed log of all customer complaints
   • DA list of all employee salaries
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2. 12application · medium

   A telecommunications company has a portfolio of 15 projects and 4 programmes. A major programme is reporting that its benefits will be delivered six months late because two of its constituent projects are being delayed by a third project that is outside the programme but inside the portfolio. The programme manager has raised this with the portfolio office. What should the portfolio office do?

   • AAsk the programme manager to formally document the delay and update the benefits forecast for the board.
   • BAnalyze the cross-programme dependency and work with the affected programme and project managers to resolve the conflict, escalating to the board if needed.
   • CInstruct the third project to be cancelled so the programme can deliver on time.
   • DAdvise the programme manager to re-plan the programme to absorb the delay without portfolio-level intervention.
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4. 13application · medium

   A retail chain's portfolio includes a programme to roll out a new loyalty scheme across 200 stores. The programme is reporting that it is on schedule, but the portfolio office has noticed that the benefits forecast has not been updated since the programme started, and there is no evidence that stores are actually seeing increased customer retention. What should the portfolio office do?

   • AAccept the programme's schedule report and wait for the final benefits evaluation at programme closure.
   • BAsk the programme manager to provide a detailed project-level status report for each of the 200 stores.
   • CReport the programme as a success to the board because it is on schedule.
   • DChallenge the programme's benefits assumptions and require a revised benefits forecast with evidence of early benefits realization.
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5. 14expert · hard

   A portfolio office has discovered that a major project has overspent its budget by 30% and will need additional funding to complete. The project is critical to a regulatory requirement. The board is concerned about the overall portfolio budget, which is already at 95% of its approved limit. The project sponsor has asked the portfolio office to approve the additional funding immediately. What should the portfolio office do?

   • AAsk the project sponsor to find savings within the project to cover the overspend.
   • BAnalyze the impact of the overspend on the portfolio budget, identify options such as reallocating from lower-priority components or requesting a board-approved budget increase, and present these to the board.
   • CReject the additional funding request and instruct the project to complete within its original budget.
   • DApprove the additional funding immediately because the project is critical to a regulatory requirement.
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6. 15foundation · easy

   What is the primary role of portfolio management in coordinating with budgeting and resource allocation?

   • ATo approve all budget requests from individual projects
   • BTo allocate all resources equally across all initiatives in the portfolio
   • CTo prepare the annual financial statements for the organization
   • DTo ensure that the portfolio is funded and resourced in line with strategic priorities
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