Which statement describes the purpose of the Portfolio Direction Group / Investment Committee?

A. The role that is responsible for approving changes to the portfolio delivery practices

B. The governance body where decisions about inclusion of initiatives in the portfolio are made

C. The governance body responsible for monitoring portfolio progress and resolving issues that may compromise delivery and benefits realization

D. Ensuring that a consistent fit for purpose' approach to benefits management is applied across the portfolio

Which is an objective of the Portfolio Strategy?

A. Create the baseline information to be input into the resource schedule

B. Document the short term view of what the portfolio is to achieve

C. Provide an overview of the portfolio linked to the strategic planning cycle

D. Promote discussion of any potential conflict between departmental and shared goals

Which describes a 'key to success' of the resource management practice?

A. Prioritizing change initiatives on the basis of risk/achievability and return/attractiveness

B. Releasing funding for change initiatives as they complete each stage gate

C. The management board agree the high-level objectives for the portfolio

D. Introduction of standard forms for estimating the programme and project staff required on initiatives

Which affects how the MoP principles and practices are adapted by an organization?

A. The organization's experience in the use of relevant IT solutions

B. The organization's use of sophisticated approaches

C. The organization's maturity in project and programme management

D. The organization's track record in terms of customer satisfaction

Which statement about the prioritize practice is true?

A. A segmented portfolio should use the same criteria to prioritize each segment

B. Mandatory projects should not be included in the normal prioritization process

C. Prioritization of initiatives should be based on an estimate of financial benefits that may be achieved

D. A mandatory requirement should be reviewed to ensure that the planned change is cost effective

Why is it sometimes helpful to break down portfolio categories or segments into sub-categories?

A. To evaluate the benefits expected from each change initiative

B. To produce a ranked list of strategic changes, taking into account impact across the business

C. To assess the contribution of initiatives by expressing strategic objectives in greater detail

D. To ensure business cases are prepared on a consistent basis

Which statement about the prioritize practice is true?

A. Investment criteria used should be the same for each segment of the portfolio

B. The Portfolio Office should approve the prioritized list of changes before presentation to management boards

C. Mandatory changes (e.g. legal requirements) do not need to be included in the prioritization exercise

D. Stakeholders should be able to see evidence that all changes have been assessed fairly and consistently

What portfolio document sets the standards for consistent approaches to benefits management across the portfolio?

A. Portfolio Management Framework

B. Portfolio Benefits Realization Plan

C. Portfolio Benefits Management Framework

D. Portfolio Dashboard

Which documents are key outputs of the portfolio definition cycle?

A. Portfolio Management Framework and Portfolio Delivery Plan

B. Portfolio Benefits Management Framework and Portfolio Benefits Realization Plan

C. Portfolio Strategy and Portfolio Resource Schedule

D. Portfolio Strategy and Portfolio Delivery Plan

Which describes the relationship between business as usual and portfolio management?

A. Change the business, run the portfolio

B. Run the business, change the business

C. Change the business, change the portfolio

D. Run the business, run the portfolio