MoP Practice Exam 2 - Rationale

PRACTICE EXAM 2
Management of Portfolios (MoP®) Foundation
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Answers and Rationales
Q A Syllabus Ref Rationale

1 D OV01.1 - A) Incorrect. Portfolio management must effectively
Overview coordinate with performance management. But the
definition of portfolio management states that it seeks to
enable the most effective balance of organizational change
and BAU. Ref 2.3.2, Glossary
B) Incorrect. Portfolio management must effectively
coordinate with strategic planning. But the definition of
portfolio management states that it seeks to enable the
most effective balance of organizational change and BAU.
Ref 2.3.2, Glossary
C) Incorrect. Portfolio management must effectively
coordinate with PPM. But the definition of portfolio
management states that it seeks to enable the most
effective balance of organizational change and BAU.
Ref 2.3.2, Glossary
D) Correct. The correct answer is business as usual.
Ref 2.3.2, Glossary

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Management of Portfolios (MoP®) Foundation Practice exam 2 - Answers and Rationales

2 B OV01.2 - A) Incorrect. The portfolio management model illustrates
Overview the relationship between the portfolio management
principles and the definition and delivery cycles. Ref 2.4.1
B) Correct. The portfolio definition cycle contains a series of
broadly sequential practices. Ref 2.4.2
C) Incorrect. The portfolio delivery cycle contains a series of
broadly simultaneous practices. Ref 2.4.2
D) Incorrect. The portfolio management principles
represent the key foundations on which effective portfolio
management is based. Ref 2.4.1
3 C OV01.3 - A) Incorrect. This is a portfolio delivery technique. Ref 2.2
Overview
B) Incorrect. This is a portfolio delivery practice. Ref 7.1
C) Correct. Balance is one of the five portfolio definition
practices. Ref 6.1
D) Incorrect. This is one of the portfolio management
principles. Ref 2.4.1
4 B OV01.4 - A) Incorrect. This is a portfolio definition practice. Ref 6.1

Overview
B) Correct. Benefits management is one of the seven
portfolio delivery practices. Ref 7.1
C) Incorrect. This is a technique to facilitate effective
stakeholder engagement. Ref 7.6.2
D) Incorrect.This is a portfolio management principle.
Ref 2.4.1
5 D OV02.1 - A) Incorrect. This is the purpose of a project. Ref 2.3.5
Overview
B) Incorrect. The focus of portfolio management is on
change initiatives that are delivered via formalized PPM
methods. Ref 2.3
C) Incorrect. This is the remit of program management.
Ref 2.3
D) Correct. This is one of the ways by which portfolio
management balances organizational change and BAU.
Ref 2.3.2


6 A OV01.2 - A) Correct. Use of sophisticated software is not a
Overview requirement for portfolio management. Ref 2.2
B) Incorrect. The principles and practices of portfolio
management need to be tailored to reflect local
circumstances, of which this is an example. Ref 2.2
C) Incorrect. The principles and practices of portfolio
D) Incorrect. The principles and practices of portfolio
7 B OV02.3 - A) Incorrect. Portfolio management does not prescribe any
Overview specific delivery method. Solutions need to be tailored to
local circumstances. Ref 2.2, 2.6
B) Correct. This is one of the objectives of portfolio
management. Ref 2.2, 2.3.6
C) Incorrect. Sophisticated IT solutions are not a necessary
requirement for portfolio management. Ref 2.2
D) Incorrect. Responsibility for delivery of individual
initiatives lies with project and program management.
Ref 2.3.6
8 D IS01.1 - A) Incorrect. This is one of the portfolio management
Implement, cycles. Ref 2.4
sustain and
measure B) Incorrect. This is a portfolio delivery technique. Ref 2.2
C) Incorrect. This is one of the portfolio management
principles. Ref 2.4
D) Correct. This is one of the three broad approaches to
implementing portfolio management. Ref 5.3


9 B IS01.2 - A) Incorrect. Reference class data is derived from
Implement, monitoring the results of completed initiatives rather than
sustain and the impact of portfolio management. A benefit of assessing
measure portfolio management impact is that the process of
measurement can help ensure success.
Ref Glossary, Appendix F
B) Correct. Options 1, 2 and 4 are benefits of assessing the
impact of portfolio management. Ref Appendix F
C) Incorrect. Reference class data is derived from
monitoring the results of completed initiatives rather
than the impact of portfolio management. A benefit of
assessing portfolio management impact is that it helps in
the development of more effective portfolio management
practices. Ref Glossary, Appendix F
D) Incorrect. Reference class data is derived from
monitoring the results of completed initiatives rather than
the impact of portfolio management. A benefit of assessing
portfolio management impact is that it helps demonstrate
a compelling case for investment in portfolio management.
Ref Glossary, Appendix F
10 A IS02.1 - A) Correct. These are all among the first seven steps in a
Implement, staged implementation of portfolio management. Ref 2.2
sustain and
measure B) Incorrect. Reward and recognition processes should be
aligned with corporate rather than departmental objectives
and this is a way of sustaining progress rather than one of
the first seven steps in a staged implementation of portfolio
management. Ref 2.2, 5.4
C) Incorrect. Reward and recognition processes should be
D) Incorrect. Reward and recognition processes should be


11 D IS02.2 - A) Incorrect. PPM maturity is not a prerequisite for
Implement, portfolio management. Ref 2.2
sustain and
measure B) Incorrect. Sustaining progress in the implementation of
portfolio management is aided by an incremental or staged
rather than ad hoc approach. Ref 5.4
C) Incorrect. Software solutions don’t necessarily need to
be the most sophisticated and should be tailored to suit the
organization’s needs. Ref 5.4
D) Correct. Application of the “champion-challenger” model
can aid sustaining progress by ensuring stakeholders are
actively involved. Ref 5.4
12 B IS02.3 - A) Incorrect. This is a measure of project management
Implement, effectiveness. Ref 2.3
sustain and
measure B) Correct. This is a measure of the impact of portfolio
management. Ref 7.2.2.5, Appendix F
C) Incorrect. Improved levels of customer satisfaction with
goods supplied reflects BAU performance. Ref 3.2
D) Incorrect. This is a measure of program management
effectiveness. Ref 2.3
13 C SO01.1 - A) Incorrect. This is one of the other key departments/
Strategic & functions that portfolio management needs to coordinate
Organization- with. Ref 3.8, Table 3.1
al Context
B) Incorrect. This is one of the other key departments/
functions that portfolio management needs to coordinate
with. Ref 3.8, Table 3.1
C) Correct. This is one of the six key functions/activities that
portfolio management needs to coordinate with to achieve
strategic objectives. Ref 3.1
D) Incorrect. This is one of the other key departments/
functions that portfolio management needs to coordinate
with. Ref 3.8, Table 3.1


14 A SO02.1 - A) Correct. Portfolio management can inform BAU of the
Strategic & forecast impact and also when the impact will be seen and
Organization- what metrics will be used to assess it. Ref 3.2
al Context
B) Incorrect. This will not help BAU staff understand
how the output of the project will contribute to improved
operational performance. Ref 3.2
C) Incorrect. This will not help BAU staff understand how
the outcome of the program will contribute to improved
operational performance. Ref 3.2
D) Incorrect. This information is too narrow to help BAU
staff understand the contribution that change initiatives will
make to operational performance. Ref 3.2
15 B SO02.2 - A) Incorrect. Where in BAU the objectives will be achieved,
Strategic & is a question relating to the relationship between portfolio
Organization- management and Business As Usual. Ref 3.2
al Context
B) Correct. These are three of the four questions, the
fourth being “Is the overall level of risk acceptable and is the
portfolio of initiatives achievable?” Ref 3.3
C) Incorrect. Where in BAU will the objectives be achieved,
is a question relating to the relationship between portfolio
management and Business As Usual. Ref 3.2
D) Incorrect. Where in BAU the objectives will be achieved,
is a question relating to the relationship between portfolio
management and Business As Usual. Ref 3.2


16 D SO02.3 - A) Incorrect. This is a recognized approach, but the
Strategic & approach most likely to result in joint working is where
Organization- budgets for change initiatives are controlled centrally and
al Context portfolio management is applied across the divisions.
Ref 3.4
B) Incorrect. This is a recognized approach, but the
approach most likely to result in joint working is where
budgets for change initiatives are controlled centrally and
portfolio management is applied across the divisions.
Ref 3.4
C) Incorrect. This is not a sustainable approach. Either
budgets are devolved and portfolio management is applied
locally or with some central coordination/ oversight, or
budgets are held centrally, and portfolio management is
applied across the divisions. Ref 3.4
D) Correct. Where this approach is applied, the benefits are
potentially great from more effective joint working in pursuit
of shared goals. Ref 3.4
17 A SO02.4 - Stra- A) Correct. This is a role for portfolio management. Ref 3.5
tegic &
B) Incorrect. The role for portfolio management is overall
Organization-
al Context risk management. Ref 3.5
C) Incorrect. This is a role for program and project
management. Ref 3.5
D) Incorrect. The role for portfolio management is the
management of key dependencies affecting portfolio
delivery and benefits realization. Ref 3.5
18 B SO02.5 - A) Incorrect. This is a way in which portfolio management
Strategic & should align with performance management. Ref 3.6
Organization-
al Context B) Incorrect. This is a way in which portfolio management
should align with performance management. Ref 3.6
C) Incorrect. This is a way in which portfolio management
should align with performance management. Ref 3.6
D) Correct. It is the anticipated impact of the portfolio on
strategic objectives that should be incorporated into the
organization’s performance targets. Ref 3.6


19 B SO02.6 - A) Incorrect. This relates to the relationship between
Strategic & portfolio management and Business As Usual. Ref 3.2
Organization-
al Context B) Correct. By clarifying responsibilities and
accountabilities, portfolio management contributes to
effective corporate governance. Ref 3.7
C) Incorrect. This relates to the relationship between
portfolio management and strategic and business planning.
Ref 3.3
D) Incorrect. This relates to the relationship between
portfolio management and budgeting and resource
allocation. Ref 3.4
20 D PP01.1 - A) Incorrect. Benefits management is a portfolio delivery
Portfolio practice. Ref 7.1
Management
Principles B) Incorrect. Portfolio delivery is one of the two portfolio
management cycles. Ref 2.4.2
C) Incorrect. Understand is a portfolio definition practice.
Ref 2.4.2
D) Correct. Portfolio office is one of the five portfolio
management principles. Ref 2.4.1
21 A PP02.1 - A) Correct. This is one of the “keys to success” of the “Senior
Portfolio management commitment” principle – clearly defined roles,
Management responsibilities and accountabilities. Ref Table 4.1
Principles
B) Incorrect. The Portfolio Strategy should include a
compelling vision so senior managers can see how it relates
to the organization’s strategic objectives. Ref Table 4.1
C) Incorrect. The Management Board should make
decisions concerning portfolio prioritization. Ref Table 4.1
D) Incorrect. A member of the Management Board, such
as the Business Change Director, must champion the
implementation of portfolio management. Ref Table 4.1


22 C PP02.1 - A) Incorrect. Key roles should be recorded, but in the
Portfolio Portfolio Management Framework. Ref Table 4.2
Management
Principles B) Incorrect. There should be an agreed escalations
process whereby variances beyond tolerance are referred
upwards. Ref Table 4.2
C) Correct. This is one of the keys to success of the
governance alignment principle – aligned meeting
schedules. Ref Table 4.2
D) Incorrect. There should be a shared understanding of
the portfolio governance framework among stakeholders.
Ref Table 4.2
23 B PP02.3 - A) Incorrect. The public sector service value chain is
Portfolio appropriate to public sector organizations. Ref 4.5
Management
Principles B) Correct. The service profit chain is an example of driver-
based analysis that aids strategic alignment. Ref 4.5
C) Incorrect. Governance alignment is a portfolio
management principle rather than a means to align
initiatives with strategy. Ref 4.4
D) Incorrect. Reference class forecasting is a technique by
which more accurate initiative forecasts can be obtained.
Ref 7.2.2.2
24 A PP02.4 - A) Correct. The Portfolio Office should report to the
Portfolio Management Board champion who may or may not be the
Management Finance Director e.g. there may be a Business Change or
Principles Portfolio Director. Ref 4.6, Table 4.4
B) Incorrect. This is one of the keys to success of the
Portfolio Office principle. Ref 4.6, Table 4.4
C) Incorrect. This is one of the keys to success of the
D) Incorrect. This is one of the keys to success of the


25 C PP02.5 - A) Incorrect. “Climate” is described as how the organization
Portfolio helps people to grow, achieve their potential and do their
Management best. Ref 5.5
Principles
B) Incorrect. “Context” is described as working practices
support and enable people to do a good job. Ref 5.5
C) Correct. This is the description of the “content” source of
organizational energy. Ref 5.5
D) Incorrect. “Connection” is described as how people link
themselves, their values and their work to the purpose of
the organization. Ref 5.5
26 A DF01.1 - A) Correct. The question refers to the purpose of the

Portfolio portfolio definition cycle. Ref 5.6.1
Definition
Cycle B) Incorrect. The purpose of the portfolio delivery cycle is
to ensure the successful implementation of the planned
change initiatives as agreed in the Portfolio Strategy and
Delivery Plan, while also ensuring the portfolio adapts to
changes in the strategic objectives, project and program
delivery and lessons learned. Ref 5.7.1
C) Incorrect. The purpose of the “balance” practice is to
ensure the prioritized portfolio is balanced in terms of
factors such as timing, objective coverage, and overall
risk:return profile etc. Ref 6.5.1
D) Incorrect. The purpose of the “organizational
governance” practice is to ensure clarity about what
decisions are made, where and when, and what criteria
are used. Ref 7.7.1


27 A DF01.2 - A) Correct. This describes the purpose of the “prioritize”
Portfolio Defi- practice. Ref 6.4.1
nition Cycle
B) Incorrect. The purpose of the “understand” practice is
to obtain a clear view of what is in the current portfolio and
development pipeline, performance to date, and forecast
costs, benefits etc. Ref 6.2.1
C) Incorrect. “Management control” is a portfolio delivery
practice. Ref 7.1
D) Incorrect. The purpose of the “balance” practice is to
ensure that the portfolio is balanced in terms of factors,
such as timing; coverage of all strategic objectives; impact
across the business; stage of initiative development; overall
risk:return profile; and available resources. Ref 6.5.1
28 C DF02.1 - A) Incorrect. The key output of the portfolio definition
Portfolio cycle is an understanding of what the portfolio is to deliver,
Definition encapsulated in a Portfolio Strategy and Delivery Plan. The
Cycle Portfolio Management Framework describes the governance
framework adopted. Ref 5.6.1 and Appendix E
B) Incorrect. The key output of the portfolio definition
cycle is an understanding of what the portfolio is to deliver,
encapsulated in a Portfolio Strategy and Delivery Plan. The
Portfolio Benefits Management Framework describes the
approach to managing benefits across the portfolio.
Ref 5.6.1 and Appendix E
C) Correct. The key output of the portfolio definition cycle
is an understanding of what the portfolio is to deliver,
encapsulated in a Portfolio Strategy and Delivery Plan.
Ref 5.6.1
D) Incorrect. The key output of the portfolio definition
cycle is an understanding of what the portfolio is to deliver,
encapsulated in a Portfolio Strategy and Delivery Plan. The
Portfolio Management Framework describes the governance
framework while the benefits management framework
describes the approach to managing benefits across the
portfolio. Ref 5.6.1 and Appendix E


29 B DF02.2 - A) Incorrect. “Driver-based” analysis aids assessment of
Portfolio strategic contribution by making the implicit logic/value
Definition chain underpinning strategic objectives explicit. Ref 4.5
Cycle
B) Correct. “Multi-criteria” analysis considers potential
investments under the two main headings of attractiveness
and achievability. Ref 6.4.2
C) Incorrect. NPV expresses future costs and benefits in
current value terms. Ref 6.4.2
D) Incorrect. Payback represents how long it will take for
the benefits of an investment to exceed the accumulated
costs. Ref 6.4.2
30 D DF02.3 - A) Incorrect. SWOT analysis can inform an environmental
Portfolio scan, but “reference class” forecasting relates to the
Definition “prioritize” practice. Ref 6.2.2, 6.4.2, 7.2.2.2
Cycle
B) Incorrect. PESTLE analysis can inform an environmental
scan, but the “champion- challenger” model is a technique
for engaging stakeholders in the development of the
portfolio management practices. Ref 6.2.2, 7.6.2
C) Incorrect. “Reference class” forecasting relates to the
“prioritize” practice and the “champion-challenger” model is
a technique for engaging stakeholders in the development
of the portfolio management practices.
Ref 6.4.2, 7.2.2.2, 7.6.2
D) Correct. SWOT analysis and PESTLE analysis can inform
an environmental scan. Ref 6.2.2
31 B DF02.4 - A) Incorrect. Data by spend, not by risk, provides a
Portfolio high-level check that resource allocation reflects relative
Definition organizational priorities. Ref Table 6.3
Cycle
B) Correct. This is one of the keys to success of the
“categorize” practice. Ref Table 6.3
C) Incorrect. Tailoring investment criteria to each portfolio
category is one of the keys to success of the “categorize”
practice. Ref Table 6.3
D) Incorrect. Categories chosen should be tailored to the
organizational circumstances. Ref Table 6.3


32 D DF02.5 - A) Incorrect. Net present value is a monetary measure
Portfolio expressing the current value of future costs and benefits.
Definition Ref 6.4.2
Cycle
B) Incorrect. Payback is a time measure, but the question
concerns discounted cash flows. Ref 6.4.2
C) Incorrect. Internal rate of return is a percentage
measure that represents the discount rate that expresses
future costs and benefits at a zero NPV. Ref 6.4.2
D) Correct. Discounted payback represents the period
taken for benefits to exceed accumulated costs in present
value terms. Ref 6.4.2
33 C DF02.6 - A) Incorrect. The “balance” practice occurs after
Portfolio prioritization. Ref 6.5, Table 6.8
Definition
Cycle B) Incorrect. Decision rules and investment criteria provide
a guide to decision-making which ultimately relies on senior
management judgment. Ref 6.5, Table 6.8
C) Correct. Presenting findings creatively using easy to
understand graphical formats is a key to success of the
“balance” practice. Ref 6.5, Table 6.8
D) Incorrect. Balancing the portfolio is not achieved by the
Portfolio Office working in isolation, and approval of the
results lies with the relevant portfolio governance body –
the Portfolio Direction Group/Investment Committee in an
MoP environment. Ref 6.5, Table 6.8
34 C DF02.7 - A) Incorrect. The Portfolio Strategy and Delivery Plan can
Portfolio be combined into a single document or can be prepared as
Definition separate documents. Ref 6.6.2
Cycle
B) Incorrect. The Portfolio Strategy and Delivery Plan will
normally be updated on at least an annual basis. Ref 6.6.2
C) Correct. An objective of the “plan” practice is to motivate
people to commit to the delivery of shared goals. Ref 6.6.2
D) Incorrect. Progress against the Portfolio Strategy and
Delivery Plan is tracked via the Portfolio Dashboard Report.
Ref 6.6.2


35 C DL01.1 - A) Incorrect. The scope of portfolio management includes
Portfolio portfolio definition as well as portfolio delivery. Ref 2.4
Delivery Cycle
B) Incorrect. The purpose of portfolio definition is to
collate key information that will provide clarity to senior
management on the collection of change initiatives that will
deliver the greatest contribution to the strategic objectives,
subject to consideration of risk/achievability, resource
constraints and cost/affordability. Ref 5.6.1
C) Correct. This is the purpose of the portfolio delivery
cycle. Ref 5.7.1
D) Incorrect. The purpose of the “plan” practice is to collate
information from the portfolio definition cycle and create a
Portfolio Strategy and Delivery Plan. Ref 6.6.1
36 B DL01.2 - A) Incorrect. Providing clarity about the make-up of the
Portfolio portfolio is part of the purpose of the “categorize” and “plan”
Delivery Cycle practices. Clarity about what criteria are used in coming
to decisions is one of the purposes of the “organizational
governance” practice. Ref 6.3.1
B) Correct. These are the purposes of the “organizational
governance” practice. Providing clarity about the make-up
of the portfolio is part of the purpose of the “categorize”
practice. Ref 7.7.1, 6.3.1
C) Incorrect. Providing clarity about the make-up of the
portfolio is part of the purpose of the “categorize” and “plan”
practices. Providing clarity about where decisions are made
is one of the purposes of the “organizational governance”
D) Incorrect. Providing clarity about the make-up of the
portfolio is part of the purpose of the “categorize” and “plan”
practices. Providing clarity about what decisions are made
is one of the purposes of the “organizational governance”


37 A DL02.1 - A) Correct. This is a result of a well-functioning portfolio
Portfolio delivery cycle. Ref 5.7.2
Delivery Cycle
B) Incorrect. Providing clarity on the high-level scope etc of
the portfolio is a consequence of a well-functioning portfolio
definition cycle. Ref 5.6.2
C) Incorrect. One of the results of a well-functioning
portfolio delivery cycle is that resources will be reallocated
when required. Ref 5.7.2
D) Incorrect. The results of a well-functioning portfolio
delivery cycle do include greater control over the portfolio –
but this control is exercised by senior management not the
Portfolio Office. Ref 5.7.2
38 A DL02.2 - A) Correct. This is the “clear line of sight” technique.
Portfolio Ref 7.2.2.3, Glossary
Delivery Cycle
B) Incorrect. This is the “staged release of funding”
technique. Ref 7.2.2.4
C) Incorrect. This is the “one version of the truth”
D) Incorrect. This is the “management by exception”
39 C DL02.3 - A) Incorrect. This is a main element of the “stakeholder
Portfolio engagement” practice. Ref 7.6.2
Delivery Cycle
B) Incorrect. This is a key to success of the “organizational
governance” practice. Ref Table 7.9
C) Correct. This is a main element of the “management
control” practice. Ref 7.2.2
D) Incorrect. This is a key to success of the “prioritize”
practice. Ref Table 6.7


40 D DL02.4 - A) Incorrect. “Driver-based” strategic contribution analysis
Portfolio aids strategic alignment by making the implicit value/logic
Delivery Cycle chain underpinning strategic objectives explicit. Ref 4.5
B) Incorrect. “Multi-criteria” analysis is applied to the
“prioritize” practice. Ref 6.4.2
C) Incorrect. The “champion-challenger” model is a
technique for engaging stakeholders in the development of
portfolio management practices. Ref 7.6.2
D) Correct. Under “reference class” forecasting, estimates
are informed by the organization’s track record or the
experience of others. Ref 7.2.2.2
41 C DL02.5 - A) Incorrect. The use of financial metrics such as NPV is
Portfolio recommended but this should be augmented by “multi-
Delivery Cycle criteria” analysis that considers return in the context of risk.
Ref Table 6.7
B) Incorrect. Each business case should include a financial
plan. Ref 7.4.2
C) Correct. Clear control limits for reporting variances
from budget is one of the main elements of the “financial
management” practice. Ref 7.4.2
D) Incorrect. Portfolio management and financial
management processes, including reporting, should be
aligned. Ref 7.4.2
42 B DL02.6 - A) Incorrect. “Decision conferencing” may well consider
Portfolio risk but it is not a main element of the “risk” practice.
Delivery Cycle Considering risk alongside return in the portfolio
prioritization process is a main element of the “risk
management” practice. Ref 6.4.2, 7.5.2
B) Correct. These are main elements of the “risk
management” practice. “Decision conferencing” may
well consider risk but it is not a main element of the “risk
management” practice. Ref 6.4.2, 7.5.2
C) Incorrect. “Decision conferencing” may well consider
risk but it is not a main element of the “risk management”
practice. Consideration of the level of financial contingency
is a main element of the “risk management” practice. Ref
6.4.2, 7.5.2
D) Incorrect. “Decision conferencing” may well consider risk
but decision conferencing is not a main element of the “risk
management” practice. Dependency management is a main
element of the “risk management” practice. Ref 6.4.2, 7.5.2


43 A DL02.7 - A) Correct. Use of the “champion-challenger” model is a
Portfolio main element of the “stakeholder engagement” practice. Ref
Delivery Cycle 7.6.2
B) Incorrect. “Multi-criteria” analysis is a technique used
as part of the “prioritize” practice in the portfolio definition
cycle. Ref 6.4.2
C) Incorrect. “Management by exception” is a “management
control” technique. Ref 7.2.2.3
D) Incorrect. “Staged release of funding” is a key to success
of the “management control” and “financial management”
practices. Ref Tables 7.2 and 7.5
44 A DL02.8 - A) Correct. These are all main elements of the
Portfolio “organizational governance” practice. The Portfolio Office
Delivery Cycle should have no direct delivery responsibility. Ref 7.7.2
B) Incorrect. The Portfolio Office should have no direct
delivery responsibility. Role profiles being prepared for
key positions is a main element of the “organizational
governance” practice. Ref 7.7.2
C) Incorrect. The Portfolio Office should have no direct
delivery responsibility. Agreed escalation paths is a main
element of the “organizational governance” practice.
Ref 7.7.2
D) Incorrect. The Portfolio Office should have no direct
delivery responsibility. The Portfolio Office being the
guardian of the portfolio processes is a main element of the
“organizational governance” practice. Ref 7.7.2
45 D DL02.9 - A) Incorrect. Portfolio-level financial planning is a key to
Portfolio success of the “financial management” practice.
Delivery Cycle Ref Table 7.5
B) Incorrect. Effective dependency management is a main
element of the “risk management” practice. Ref 7.5.2
C) Incorrect. Risk-based prioritization is a key to success of
the “risk management” practice. Ref Table 7.7
D) Correct. Effective resource management is a dynamic
process, and this is a key to success of the “resource
management” practice. Ref Table 7.10


46 D DL02.10 - A) Incorrect. This is an aggregated risk. Ref Table 7.7
Portfolio
B) Incorrect. This is a logistical dependency where joint calls
Delivery Cycle
are made on a limited resource. Ref Table 7.6
C) Incorrect. This is an example of a generic risk.
Ref Table 7.7
D) Correct. This is an example of a logical dependency.
Ref Table 7.6
47 B RD01.1 - Roles A) Incorrect. This is the purpose of the Portfolio Progress
& Documenta- Group. Ref Appendix B
tion
B) Correct. This is the purpose of the Portfolio Progress
Group. Ref Appendix B
C) Incorrect. This is the purpose of the Portfolio Progress
D) Incorrect. This is the purpose of the Portfolio Progress
48 C RD01.2 - Roles A) Incorrect. The Portfolio Dashboard Report provides an
& Documenta- overview of progress against plan. The Portfolio Financial
tion Plan provides the baseline against which to track and
compare actual spend. Ref Appendix E
B) Incorrect. The Portfolio Resource Schedule provides the
baseline against which to manage demand and supply for
constrained resources. The Portfolio Financial Plan provides
the baseline against which to track and compare actual
spend. Ref Appendix E
C) Correct. The Portfolio Financial Plan provides the
baseline against which to track and compare actual spend.
Ref Appendix E
D) Incorrect. The Portfolio Benefits Realization Plan
provides the baseline against which to assess the benefits
actually realized. The Portfolio Financial Plan provides the
baseline against which to track and compare actual spend.
Ref Appendix E


49 C RD02.1 - Roles A) Incorrect. The purpose of the Portfolio Progress
& Documenta- Group/Change Delivery Committee is to monitor portfolio
tion progress and resolve issues that may compromise delivery
and benefits realization. The Business Change Director
is responsible for championing the implementation of
portfolio management. Ref Appendix B
B) Incorrect. The purpose of the Portfolio Manager is
to coordinate the effective and efficient operation of the
portfolio management practices. The Business Change
Director is responsible for championing the implementation
of portfolio management. Ref Appendix B
C) Correct. The Business Change Director/Portfolio Director
is responsible for championing the implementation of
portfolio management. Ref Appendix B
D) Incorrect. The purpose of the Portfolio Benefits Manager
is to ensure that a consistent “fit for purpose” approach to
benefits management is applied across the portfolio. The
Business Change Director is responsible for championing
the implementation of portfolio management.
Ref Appendix B
50 C RD02.2 - Roles A) Incorrect. The Portfolio Strategy includes the vision and
& Documenta- longer-term objectives for the portfolio. Ref Appendix E
tion
B) Incorrect. The Portfolio Strategy includes the vision and
longer-term objectives for the portfolio. Ref Appendix E
C) Correct. The Portfolio Strategy includes the vision and
D) Incorrect. The Portfolio Strategy includes the vision and


MoP Practice Exam 2 - Rationale

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PRACTICE EXAM 2

Management of Portfolios (MoP®) Foundation

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Answers and Rationales

Q A Syllabus Ref Rationale

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Q A Syllabus Ref Rationale

4 B OV01.4 - A) Incorrect. This is a portfolio definition practice. Ref 6.1

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26 A DF01.1 - A) Correct. The question refers to the purpose of the

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