objectives
b) To reduce the number of programmes and projects across the organization
c) To identify the resources being used on programmes and projects across the organization
d) To create a list of the organization’s programmes and projects
8 Which is one of the three broad approaches to implementing portfolio management?
a) Definition
b) Champion-challenger
c) Evolution
d) Staged release of funding
9 Which is a benefit of assessing the impact of portfolio management?
a) It removes redundant and duplicate programmes and projects
b) It helps in the on-going development of more effective portfolio management practices
c) It ensures variances from plan that exceed a pre-set control limit are escalated for action
d) It clearly identifies and manages the benefits being realized from the portfolio
10 In which circumstance would the 'big bang' approach to implementing portfolio management be appropriate?
a) In a stable marketplace where strategy evolves as the organization explores new approaches
b) In a stable marketplace where strategy is formulated by the senior management team
c) In a less stable marketplace where strategy is formulated by the senior management team
d) In a less stable marketplace where strategy evolves as the organization explores new approaches
11 How is progress sustained in the implementation of portfolio management?
a) Build on existing practices rather than introducing completely new processes
b) Adopt a 'big bang' approach rather than an incremental or staged approach
c) Communicate with stakeholders at key points in time rather than having on-going stakeholder engagement
d) Ensure practices are adhered to rather than opening them up to challenge and improvement
12 Which are appropriate approaches to assessing portfolio management maturity?
a) Both the P3M3™ model and 'champion-challenger' model
b) Both the Portfolio management health check assessment and 'champion-challenger' model
c) Both the Portfolio management health check assessment and the P3M3 model
d) The Portfolio management health check assessment, 'champion-challenger' model, and P3M3 model
13 Which is one of the six primary functions that portfolio management needs to coordinate with to achieve strategic objectives?
a) Performance management
b) Information technology
c) Benefits management
d) Human relations
14 Which describes the relationship between business as usual and portfolio management?
a) Maintain the Business, Maintain the Portfolio
b) Maintain the Business, Change the Business
c) Run the Business, Change the Business
d) Run the Business, Run the Portfolio
15 Which is provided by strategic planning, in terms of its relationship with portfolio management?
a) Information on the contribution being made by programme and projects
b) Momentum and energy for strategy development
c) Suggested changes to strategy based on achievement of unplanned benefits
d) The context within which portfolio management operates
16 Which statement describes how portfolio management coordinates with resource allocation and budgeting to deliver strategic objectives?
a) Strategy maintains the link between portfolio management and resource allocation
b) Resource allocation maintains the link between strategy and portfolio management
c) Portfolio management maintains the link between strategy and resource allocation
d) None of the above
17 The role of programme and project management in terms of delivering strategic objectives within a portfolio management environment is to provide mechanisms for which of the following?
a) management of limited resources
b) overall risk management
c) delivering change initiatives
d) dependency management
18 Which is NOT a way in which portfolio management should align with the performance management system?
a) Make appropriate use of existing performance management expertise to design and implement new portfolio key performance indicators
b) Align performance and portfolio reporting appropriately, in terms of timing and content
c) Make appropriate use of the existing management information system in designing portfolio reports
d) Develop delivery capability organisation-wide, via fit-for-purpose standards, processes and staff development
19 Which is NOT a way that portfolio management supports effective corporate governance?
a) Provides clarity on progress against the Portfolio Delivery Plan
b) Clarifies responsibility and accountability for making decisions on which programmes and projects will be funded
c) Dictates the use of MSP and PRINCE2 for the management of programmes and projects
d) Provides an audit trail demonstrating the rationale behind investment decisions
20 Which of the following are portfolio management principles?
1. Senior management commitment
2. Portfolio definition
3. Strategy alignment
4. Energized change culture
a) 1, 2, 3
b) 1, 2, 4
c) 1, 3, 4
d)
