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| Section | Weight | Objectives |
|---|---|---|
| Communications Management | 15% | - Develop communication strategy and plan - Distribute information and manage engagement - Identify and analyze stakeholders - Monitor and improve communication effectiveness |
| Portfolio Risk Management | 15% | - Identify and analyze portfolio risks - Monitor aggregate risk exposure - Develop risk management plan - Develop and implement risk responses |
| Portfolio Performance | 25% | - Develop performance management plan - Establish key performance indicators - Conduct portfolio reviews and assessments - Manage portfolio value and benefits realization |
| Governance | 20% | - Ensure compliance with policies and standards - Define governance roles and responsibilities - Oversee component authorization and approval - Establish portfolio management information system |
| Strategic Alignment | 25% | - Prioritize portfolio components based on strategic value - Develop and maintain portfolio strategic plan - Manage strategic change - Develop portfolio charter - Define portfolio goals and objectives |
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질문 # 720
All measurements in a Portfolio are done in correspondence to Key Performance Indicators (KPIs), and defining those KPIs is essential and should be done by highly capable personnel. Which of the following is true regarding who prepares KPIs and which party approves them?
정답：D
설명：
Explanation
When it comes to KPIs, performance management team and governing bodies provide templates and examples for establishing them. Governance team works with the executives to establish and approve these measures and targets
질문 # 721
After three months, you have a list of all the program, project, and ongoing work being done in your 500- person Division of your State Government Agency. With this list, the next step is to:
정답：A
설명：
According to theStandard for Portfolio Management, once thePortfolio Identificationprocess is complete (resulting in the comprehensive list of work mentioned), the next critical phase is to evaluate that inventory against the organization's strategy. This is a core part of theStrategic Alignmentdomain.
The rationale forOption Cis as follows:
Strategic Gap Analysis:Having a list of all current work (the "as-is" state) allows the portfolio manager to perform aGap Analysis. By comparing the current inventory of programs, projects, and operations against the Agency'sStrategic Objectives, you can identify what work is missing that is required to achieve those goals, and conversely, what work is being done that does not contribute to any strategic objective.
Validating the "Why":In a government context with 500 people, resources are often spread across legacy activities. Assessing gaps ensures that the portfolio is not just a "list of everything we do," but a focused engine for strategic delivery. It identifies where new initiatives need to be proposed to fill the "gap" between current performance and desired strategic outcomes.
Informing the Roadmap:This assessment is a prerequisite for optimization. Before you can prioritize or balance the portfolio, you must understand the degree of alignment. If significant gaps exist, the prioritization model (Option A) would be applied to a flawed or incomplete set of components.
Why the other options are incorrect:
Option A (Determine the prioritization model):Defining the prioritization model is an important step in theGovernanceandPlanningdomains, but it is typically donebeforeor in parallel with identification so that once the inventory is ready, it can be scored. However, evaluating the "gap" in strategic fulfillment is the more immediate analytical step once the full list is in hand to determine if you even have the right components to prioritize.
Option B (Convene a meeting of the PRB):While the Portfolio Review Board will eventually review the inventory, they require ananalysisto review. Presenting a raw list of work without a strategic gap analysis or alignment report would not be an efficient use of executive governance time.
Option D (Prepare a portfolio performance plan):The performance plan defineshowyou will measure the portfolio once it is operational. This is a management activity that occurs later in the planning cycle, after the strategic alignment of the components has been confirmed.
질문 # 722
You have been assigned as the manager for a major transformation portfolio in your company. You have a new direction in sight and you need to work with the team to attain the end goal and achieve the expected strategy. You are currently defining the portfolio and with the purpose of
정답：D
설명：
According to theStandard for Portfolio Management, theDefine Portfolioprocess is a critical step in thePortfolio Strategic Managementdomain. Its primary objective is to take the broad strategic goals and translate them into a structured, qualified list of initiatives that are aligned with the organization's vision.
The reasoning for choosingOption Ais based on the following verified principles:
Establishing the Inventory:The "Define Portfolio" process is where you take the results of theIdentificationprocess (the raw list of potential ideas/proposals) and move them throughCategorizationandEvaluation. The result of this process is an up-to-date, qualified list of components that are ready for prioritization and selection.
Strategic Alignment:During this phase, the portfolio manager ensures that every component in the list has a clear link to thePortfolio Strategic Plan. Components that do not qualify-meaning they don't align with the
"new direction" or fail to meet the required strategic threshold-are filtered out.
Foundation for Optimization:You cannot balance or authorize a portfolio until you have a defined, qualified inventory. This list serves as the "source of truth" for what the portfolio intends to execute to achieve the end goal.
B). Allocating resources to develop proposals or execute:This activity is the primary purpose of theAuthorize Portfolioprocess. Authorization is the stepafterdefining and prioritizing the portfolio, where the actual commitment of human and financial assets occurs.
C). Balancing the portfolio for performance and value delivery:This describes theOptimize Portfolioprocess.
Optimization takes the qualified list and adjusts the mix based on constraints (like budget and risk) to find the
"Efficient Frontier."
D). Making Governance Decisions:While governance oversight occurs throughout, "making governance decisions" is the primary function of theProvide Portfolio OversightandAuthorize Portfolioprocesses. The
"Define Portfolio" process is more focused on the analytical work of qualifying the components that will eventually be subject to those decisions.
Why other options are incorrect:
질문 # 723
When you are a portfolio manager, you need to do and re-do multiple processes in order to maintain the portfolio alignment to the changing strategies. Which of the following are considered outputs to the Develop Charter process?
정답：D
설명：
Explanation
The answer to this question is Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Process Assets updates
질문 # 724
A sponsor wants to know the benefits provided by a program. Which of the following documents can you find the desired information in?
정답：D
질문 # 725
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