You have proposed a portfolio governance model to your company, but an executive told that the current culture might not be flexible enough to change the organizational structure. What kind of risks did the executive raise?
You are planning to set up a regular portfolio oversight meeting. How do you ensure stakeholder communication requirements are met?
AUse a dashboard to increase transparency
BEnsure the meeting is aligned with the communication management plan
CEngage stakeholders to ensure their needs are met
DEnsure stakeholders available to join the meeting
Which of the leadership style encourage employees to take more responsibility and eventually increase productivity?
AParticipative Leadership
BTransformational Leadership
CDelegative Leadership
DAuthoritarian Leadership
Which of the following should be included in a portfolio risk management plan? (Choose two.)
ADependencies
BMethodology
CRoles and responsibilities
DKey milestones and deliverables
Which of the following are the key activities with the “Define Portfolio” process?
AEvaluating portfolio components with a ranking and scoring model comprising weighted key criteria
BEvaluating and determining performance and expected value and benefits (financial and non-financial) of portfolio components
CCategorizing portfolio components to which a common set of decision filters and criteria may be applied
DDetermining resource (human, assets, and technology) capability, resource capacity available, and constraints for portfolio components
Question 6
Portfolio Performance
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Question 7
Portfolio Risk Management
Question 8
Strategic Alignment
Question 9
Strategic Alignment
Question 10
Portfolio Risk Management
Question 11
Communications Management
Question 12
Governance
Question 13
Portfolio Performance
Question 14
Strategic Alignment
Question 15
Strategic Alignment
Question 16
Portfolio Risk Management
Question 17
Governance
Question 18
Strategic Alignment
Question 19
Portfolio Risk Management
Question 20
Communications Management
Question 21
Portfolio Risk Management
Question 22
Portfolio Performance
Question 23
Portfolio Risk Management
Question 24
Communications Management
Question 25
Portfolio Performance
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After developing a portfolio strategic plan, you create various portfolio scenarios using different combinations of both potential components and current components, evaluating their possible outcomes based on multiple assumptions? Which process are you doing?
ADevelop Portfolio Charter
BOptimize Portfolio
CDevelop Portfolio Roadmap
DManage Strategic Change
Which of the following is not one of the four stages for portfolio risk management?
Arisks are categorized
Brisk responses are developed
Crisks are identified
Drisks are monitored and controlled
You are working for a fortune 500 company which has a long history. Having many legacy IT systems, the CTO has envisioned the migration of IT systems from on-premise servers to cloud environments. What should you do after hearing the new direction?
AUpdate the portfolio management plan
BDevelop a portfolio strategic plan
CUnderstand key stakeholders and their expectation
DRecord the decision made in portfolio reports
A researcher at your organization has several patents and unique skill sets. How do you maximize the use of this human resource for your portfolio?
AUse resource histograms to align resource effort with organization priorities
BMinimize the dependency on an individual
CCommit this resource to active portfolio components using soft booking
DNegotiate longer working hours with this resource
Which is the most critical risk based on probability and impact?
AA
BD
CC
DB
During a governance meeting, a functional manager introduced a new collaboration software to improve communication. You learned that this software could raise the effectiveness of portfolio communication management. Which item should you update to capture this founding?
AOrganizational process assets
BPortfolio communication management plan
CEnterprise environmental factors
DPortfolio process assets
A portfolio manager should conduct organizational capability and capacity analyses in three areas over the lifecycle of the portfolio. Which type of capability and capacity analysis should a portfolio manager conduct to select portfolio components and constraints?
AHuman
BFinancial
CAsset
DRisk
Which of the following is not an investment choice tool?
ATrade-off analysis determines the effect of changing one or more factors of the portfolio
BThe use of spreadsheets or other tools to examine factors of interest
CBudget variability determines the effect of changing the portfolio
DTime-to-market variability determines the effects of portfolio velocity
You evaluate the portfolio based on the organization’s selection criteria, ranking those portfolio components, and creating the portfolio component mix with the greatest potential to support the organizational strategy collectively. Which process are you doing?
ADefine portfolio
BOptimize portfolio
CDevelop portfolio roadmap
DManage strategic change
Which action should a portfolio manager take first after a significant change in organizational strategy?
APerform a capability and capacity analysis.
BOrganize a portfolio review meeting.
CInterview senior executive stakeholders.
DRebalance the portfolio components.
A new CEO has been hired by an organization, and the board of directors has made it clear that the new CEO must take more business risk than the previous CEO. The portfolio risk tolerances may need to be altered because of the leadership change.
How should the portfolio manager respond?
AUpdate the portfolio roadmap.
BCreate what-if scenarios.
CUpdate the portfolio risk register.
DInterview the portfolio’s stakeholders.
One of the primary purposes for which an organization establishes a portfolio governance model is to:
Aselect and prioritize components and allocate limited internal resources to accomplish organizational strategic objectives.
Bdefine the decision-making process through which new components are initiated and existing components are cancelled.
Cselect and prioritize components, mitigate risks, and ensure revenue goals are met.
Ddefine the decision-making process through which new components are initiated, put on hold, or cancelled.
Because of budget cutbacks, a portfolio manager has been forced to make extensive changes to the portfolio schedule and components. As part of this restructuring, the portfolio manager should first:
Arequest direction from the governance board on how to modify the portfolio management office (PMO).
Brequest a portfolio management information system (PMIS) to help handle the changes.
Cidentify the new stakeholder mix and revise the portfolio communication plan.
Dchange the governance board members to reflect the new portfolio focus.
The most effective screening criteria for new or existing components include:
Areturn on investment (ROI), internal rate of return, strategic alignment, and investment risk.
Bcustomer satisfaction, dependencies, return on investment (ROI), and strategic alignment.
Cstrategic alignment, duration, investment risk, and regulatory mandates.
Dregulatory mandates, dependencies, operational cost, and efficient use of resources.
A portfolio manager is optimizing the allocation of key experts to components and has prepared three scenarios of the assignment of these key resources. The portfolio manager has asked the managers of the components to provide their component plan estimates for all three scenarios.
Which action should the portfolio manager take if the portfolio components must be reprioritized?
AProvide a recommendation to the portfolio governance body.
BUpdate the portfolio roadmap based on the most preferable scenario.
CUpdate the portfolio management plan with the new approach.
DReassign resources to the portfolio components.
An input to the process to optimize the portfolio is:
Aportfolio process assets.
Bthe portfolio charter.
Ccapability and capacity analysis.
Dquantitative and qualitative analysis.
What type of analysis should a portfolio manager use to determine the measures needed for organizational improvement and to increase the market value of portfolio components?
AQuantitative
BCost-benefit
CBusiness value
DMarket/competitor
In managing portfolio risks, which document is most useful to communicate a newly identified risk to stakeholders?
APortfolio report
BStatus report
CRisk register
DRisk component chart
After receiving a regular resource utilization report, the portfolio manager has identified two portfolio components that are competing for the same key resource. The unavailability of this resource has the potential to delay both projects. Some stakeholders have complained to the executive sponsor that they were not made aware of the situation.
In order to ensure that similar situations are properly addressed in the future, the portfolio manager should update the portfolio:
Astrategic plan.
Bresource management plan.
Cgovernance plan.
Dmanagement plan.
Which tool or technique should the portfolio manager use to identify areas in which the portfolio may be underperforming in financially intangible ways?
