MOPF Management of Portfolio Foundation Questions and Answers

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

Mandatory projects should not be included in the normal prioritization process

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

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

Percentage of milestones being achieved during a projects life cycle compared with the planned milestones

The successful delivery of linked projects and transformation activities to achieve an intended outcome

Percentage increase in the number of customer complaints received during the implementation of a change initiative compared with the forecast level

Percentage of initiatives delivered on time and/or budget compared within initial forecasts

Understanding the demand for constrained resources

Motivating people to commit to the delivery of shared goals

Scheduling portfolio initiatives to avoid adversely impacting operational performance

Emphasising the need to operate as one team

Governance alignment

Reference class forecasting

Understand

Resource management

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

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

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

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

Real estate and Property services

Budgeting and resource allocation

Resource management

Communications

Carrying out the co-ordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business

A co-ordinated collection of strategic processes and decisions that together enable the most effective balance of organizational change and business as usual

Successfully implementing planned change initiatives whilst ensuring the portfolio adapts to changes in strategic objectives, project and programme delivery, and lessons learned

An approach, or line to take, designed to achieve a long-term aim

Assess whether corporate-level capacity planning is managed effectively

Ensure that there is a common understanding of the portfolio governance framework

Monitor the risk that the portfolio governance body is overwhelmed with data

Ensure that sub-portfolios remain consistent with the organizational level portfolio

a standard

a strategy

a baseline

a gap analysis

1, 2, 3

1, 2, 4

1, 3, 4

2, 3, 4

There is clarity on the high level scope of potential change initiatives

The portfolio governance body makes informed decisions on the composition of the portfolio

Improved delivery on time and to budget

Change initiatives are planned in detail

Referring variances beyond control limit from plan to the portfolio governance body

Reporting via a documented route and schedule

Specifying points at which reviews of initiatives are linked to funding release

Deriving forecasts of costs, duration and benefits of an initiative from similar previous projects