Question 1

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

Options :

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

Answer: C

Question 2

What is this the purpose of: To ensure the successful implementation of the planned change initiatives as agreed in the Portfolio Strategy and Delivery Plan?

Options :

A : Portfolio definition cycle

B : Understand practice

C : Portfolio delivery cycle

D : Strategy alignment principle

Answer: C

Question 3

Which of the following is NOT a main element of the benefits management practice?

Options :

A : Clear arrangements for benefits tracking

B : A portfolio-level Benefits Realization Plan

C : Inclusion of re-appraisal of benefits in portfolio-level reviews

D : Demonstrable senior management commitment

Answer: C

Question 4

Which statement about 'decision conferencing' is FALSE?

Options :

A : Senior management debate and agree the scores/ratings for each initiative

B : The Board approve a prioritized listing developed by the Portfolio Office

C : A facilitator can help to ensure that a consensus is reached

D : It can result in greater commitment by senior management to the portfolio

Answer: B

Question 5

Promoting an energized culture that is focused on collaborative working in the interests of the organization as a whole is a responsibility of which portfolio role?

Options :

A : Portfolio Progress Group/Change Delivery Committee

B : Portfolio Manager

C : Business Change Director/Portfolio Director

D : Portfolio Benefits Manager

Answer: A

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