Understand the Principles Upon Which Efficient and Effective Approaches to Portfolio Management Are Built MOP-PRACTITIONER Practice Questions (Page 6)

Questions 26–30

1. 26application · medium

   A company's portfolio includes projects that were initiated by different departments. Some projects are now seen as 'pet projects' of influential managers and do not clearly contribute to the corporate strategy. What is the most appropriate action to align the portfolio with the strategy?

   • AIncrease the visibility of these projects in internal communications to build support.
   • BConduct a strategic alignment review and re-prioritize or terminate projects that do not align.
   • CAllow the projects to continue to avoid conflict with influential managers.
   • DRebrand the projects as 'strategic experiments' to justify their inclusion.
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2. 27application · medium

   An organization is undergoing a major transformation and wants to foster an energized change culture to support the portfolio of change initiatives. Which combination of factors is most likely to create and sustain such a culture?

   • AStrict performance targets, close monitoring, and financial incentives linked to project success.
   • BA detailed change management plan, comprehensive training, and regular progress reports.
   • CClear vision, visible leadership, and a supportive environment that encourages innovation and learning.
   • DFrequent restructuring, aggressive deadlines, and a competitive internal environment.
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4. 28application · medium

   A non-profit organization has a portfolio of projects but its strategic plan is expressed as a set of qualitative goals, such as 'improve community health' and 'increase access to education'. The portfolio management team needs to decide which projects to fund. What is the most effective technique to align the portfolio with the strategy?

   • AAsk each project manager to write a narrative explaining how their project contributes to the goals.
   • BUse a multi-criteria analysis where senior managers score each project against the strategic goals.
   • CFund projects in the order they were submitted to ensure fairness.
   • DDefer all project funding decisions until the strategy is quantified.
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5. 29expert · medium

   An organization's portfolio governance structure includes a portfolio board that meets monthly. However, decisions are often delayed because the board lacks the authority to make final decisions and must escalate to the executive committee. This has led to frustration and a backlog of projects awaiting approval. What is the most effective improvement?

   • ACreate a new sub-committee to review projects before they go to the portfolio board.
   • BMove all portfolio decisions to the executive committee to ensure alignment with strategy.
   • CDelegate decision-making authority for portfolio approvals to the portfolio board, with clear limits.
   • DIncrease the frequency of portfolio board meetings to monthly to reduce delays.
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6. 30foundation · easy

   Which of the following is a technique for achieving strategic alignment when strategic measures are not clearly defined?

   • ACopying the approach used by a competitor
   • BEngaging stakeholders in dialogue to interpret strategic direction
   • CUsing a single financial metric for all decisions
   • DWaiting for the strategy to be fully quantified before acting
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