Which is a way of sustaining progress in the implementation of portfolio management?

Question

Options

• AIntroduce completely new processes for portfolio management rather than trying to build on
• BAdopt a big bang approach rather than an incremental or staged approach
• CAlign reward and recognition processes for senior management to appropriate behaviours
• DEnsure the organization uses the most sophisticated software solution available rather than

• A
  4% (2)
• B
  2% (1)
• C
  88% (42)
• D
  6% (3)

Explanation

Aligning reward and recognition processes to appropriate behaviours (C) sustains portfolio management progress because it creates lasting cultural and motivational change - when senior managers are incentivised to support portfolio practices, those practices become self-reinforcing rather than dependent on external pressure alone.

Why the distractors fail:

• A is wrong because discarding existing processes ignores institutional knowledge and creates unnecessary disruption; building on what works is more sustainable.
• B is wrong because a "big bang" approach carries high risk and resistance - incremental or staged rollouts allow learning, adjustment, and stakeholder buy-in along the way.
• D is wrong because sophisticated software is only a tool; over-engineering the solution can create complexity and dependency without improving actual portfolio behaviours or outcomes.

Memory tip: Think "people before process, process before software" - lasting change in portfolio management is driven by human behaviour (rewards/recognition), then embedded in process, and only then supported by tools. If an answer points to technology or wholesale replacement as the primary driver, it's likely a distractor.

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