Fill in the blanks: Portfolio office members should NOT have the responsibility of _____.

Question

Options

• AApproving the portfolio strategy and delivery plan
• BChampioning the portfolio within the organisation
• CDirect delivery of projects and programmes
• DActively participating in creating an energetic culture in project teams.

• A
  3% (1)
• C
  91% (32)
• D
  6% (2)

Explanation

Portfolio office members operate at a governance and oversight level, not an execution level - making C correct because direct delivery of projects and programmes is the responsibility of project/programme managers and their teams, not the portfolio office. Option A is incorrect because approving portfolio strategy and delivery plans is precisely a core portfolio office governance function. Option B is wrong because championing the portfolio across the organisation is a key advocacy role the portfolio office plays to secure buy-in and alignment. Option D is a distractor because while it sounds unusual, portfolio offices do contribute to organisational culture by modelling good practices and fostering engagement.

Memory tip: Think of the portfolio office as the "board room, not the engine room" - they direct, approve, and champion, but never get their hands dirty with day-to-day delivery. If a responsibility sounds like it belongs to a project manager on the ground, it's not the portfolio office's job.

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