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 4)

Questions 16–20

1. 16foundation · easy

   What is the main purpose of portfolio management coordinating with programme and project management?

   • ATo approve every change request within each project
   • BTo ensure that programmes and projects deliver benefits and remain aligned with strategic objectives
   • CTo take over the day-to-day management of all projects
   • DTo allocate all project managers to specific projects
   Reveal Solution Discussion Select an answer first
2. 17application · medium

   A public-sector organization has a fixed annual budget. The strategic plan prioritizes three new initiatives, but the finance department has already committed most of the budget to renewing existing contracts and maintaining current services. The portfolio office has been asked to recommend how to proceed. What is the most appropriate action for the portfolio office?

   • AAdvise the board that the new initiatives cannot proceed because the budget is already committed.
   • BInstruct finance to release funds from the contract renewal budget to fund the new initiatives.
   • CReduce the scope of the three initiatives so they fit within the remaining uncommitted budget.
   • DWork with finance to identify the full cost of the prioritized initiatives and present the board with options for reallocation, deferral, or phasing.
   Reveal Solution Discussion Select an answer first
4. 18application · medium

   A utility company is implementing a new customer billing system. The project team has completed the build and is about to hand over to the BAU operations team. The operations team has not been involved in the project and has raised concerns that they do not have the training or support documentation to run the new system. What should the portfolio office do to support a smooth transition?

   • AAsk the operations team to submit a formal change request to add training to the project scope.
   • BAdvise the operations team to learn the new system after go-live, as the project is already behind schedule.
   • CInstruct the project team to delay go-live until the operations team is fully trained.
   • DEnsure the project plan includes a formal transition phase with BAU involvement, training, and acceptance criteria before the system goes live.
   Reveal Solution Discussion Select an answer first
5. 19expert · hard

   A bank's portfolio office has a service-level agreement (SLA) with the BAU operations team that guarantees BAU will absorb new systems within 30 days of go-live. A major regulatory project is behind schedule and the programme manager wants to go live in 10 days to meet a regulatory deadline. The operations team says they cannot absorb the system in 10 days without risking service stability. The regulatory deadline is non-negotiable. What should the portfolio office do?

   • AEscalate the conflict to the board and ask them to choose between the regulatory deadline and service stability.
   • BDirect the operations team to absorb the system in 10 days because the regulatory deadline takes precedence.
   • CAdvise the programme manager to delay go-live until the operations team can absorb the system, and accept the regulatory penalty.
   • DFacilitate a negotiation between the programme and operations teams to find a transitional arrangement, such as a temporary support bridge, while maintaining the regulatory deadline.
   Reveal Solution Discussion Select an answer first
6. 20foundation · easy

   How does portfolio management influence the budgeting process?

   • ABy deciding which projects will be terminated based on budget overruns
   • BBy directly controlling the organization's bank accounts
   • CBy providing information on the strategic importance and resource requirements of initiatives
   • DBy setting the salaries of all project staff
   Reveal Solution Discussion Select an answer first