Understand the Terms and Concepts Relating to the Portfolio Definition Cycle MOP-PRACTITIONER Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   A bank's prioritized portfolio contains 20 initiatives, but the combined resource demand exceeds available capacity by 40%. The board is unwilling to cut any initiative entirely. What should the portfolio office do in the balance practice?

   • AAdd all 20 initiatives to the plan and assume the resource issue will resolve itself
   • BAdjust the portfolio by rescheduling, phasing, or rescoping initiatives so total demand fits within capacity
   • CMove the portfolio into the plan practice without addressing the capacity gap
   • DRe-run the multi-criteria analysis with different weights until the ranking changes
   Reveal Solution Discussion Select an answer first
2. 2foundation · easy

   What is a key to success in the 'plan' practice of the portfolio definition cycle?

   • AFocusing only on the short-term and ignoring long-term goals
   • BCreating a plan that is fixed and cannot be changed
   • CDelegating all planning to external consultants
   • DDeveloping a realistic implementation plan that considers resource availability
   Reveal Solution Discussion Select an answer first
4. 3foundation · easy

   Which of the following is a positive outcome of a well-functioning portfolio definition cycle?

   • AThe portfolio is aligned with the organization's strategic objectives
   • BAll proposed changes are approved without further analysis
   • CThe portfolio is fixed and does not change over time
   • DThe portfolio contains only projects that are easy to deliver
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5. 4application · medium

   A retail bank is building its annual change portfolio. The CEO has stated that the top strategic driver for the next three years is 'increase digital customer acquisition by 40%'. The portfolio office must decide which of 30 proposed initiatives to take forward. They have limited analytical resource and need a defensible, transparent way to score each initiative against the CEO's stated driver. What should the portfolio office use?

   • AReference class forecasting to predict the likely success rate of each initiative based on similar past projects
   • BDriver-based strategic contribution analysis, scoring each initiative on how much it advances the digital acquisition driver
   • CThree point estimating to calculate the expected cost of each initiative and rank them by lowest cost
   • DMulti-criteria analysis weighting all 30 initiatives equally across cost, risk, and strategic fit
   Reveal Solution Discussion Select an answer first
6. 5expert · hard

   A media company's portfolio board is split between two very different strategic directions: investing in a new streaming platform versus acquiring a content production studio. The two options are mutually exclusive due to budget constraints. The board has all the data it needs but cannot agree. The CEO wants a process that will lead to a committed decision in a short timeframe. What should the portfolio office do?

   • AAsk the CEO to make the decision unilaterally
   • BDefer the decision to the next portfolio cycle
   • CRun a decision conference with a neutral facilitator to work through the trade-offs and reach a committed decision
   • DRun a multi-criteria analysis and present the result to the board for a vote
   Reveal Solution Discussion Select an answer first