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| Section | Weight | Objectives |
|---|---|---|
| Portfolio Risk Management | 25% | |
| Strategic Alignment | 25% | |
| Governance | 25% | |
| Portfolio Performance | 25% |
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NEW QUESTION # 558
You have joined a company as a portfolio manager. The functional manager of your department is using an excel file to manage portfolio components. The excel file includes some necessary information about portfolio components such as Component Name, Start Day, Target Day, and Assignee. You use the excel file as a start point to develop a portfolio. Technically, how do you call that excel file?
Answer: A
NEW QUESTION # 559
Your company acquired another company. The sponsor asked you to check the other company's current inventory of work and see what could be added to your current portfolio. You have a meeting coming up to show the sponsor the portfolio dependencies. Which document should you be showing him?
Answer: C
Explanation:
Explanation
The portfolio roadmap shows the internal and external portfolio dependencies. The charter only contains high-level dependencies. The roadmap is normally the document that the portfolio manager uses with upper-management because it depicts the current and to-be state of the portfolio in an easy way Reference:
SPM V3 Page 49 - 4.3
NEW QUESTION # 560
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. For this you start by developing the strategic plan. What output do you expect from this process?
Answer: D
Explanation:
According to The Standard for Portfolio Management (PMI), the process of Develop Portfolio Strategic Plan is the foundational step in the Strategic Management Performance Domain. This process involves defining the portfolio's vision, objectives, and the prioritization model required to align with organizational strategy.
The "Portfolio" Output: In professional portfolio management standards, the creation of the Portfolio itself is a formal output of this initial strategic process. It represents the logical container that will eventually house the programs, projects, and other work categorized to achieve the strategic goals.
The "Portfolio Strategic Plan" Output: This is the primary document that guides the selection, prioritization, and balancing of portfolio components. It includes the prioritization criteria, the roadmap, and the link to the organization's business strategy.
Critique of other options:
Option B: Includes Portfolio Reports, which are outputs of the Provide Portfolio Reporting or Monitor and Control processes, not the initial strategic planning.
Option C: Includes EEF Updates. While EEFs (Enterprise Environmental Factors) influence the plan, they are rarely a formal output of this specific process compared to the core plan itself.
Option D: Includes the Inventory of Work. While the inventory is an input to later processes like Define Portfolio, it is not the standard primary output of the Strategic Plan development.
In summary, the Develop Portfolio Strategic Plan process formally establishes the Portfolio as an entity and produces the Portfolio Strategic Plan as the guiding document for all subsequent governance and management activities.
NEW QUESTION # 561
Your organization, given the economic downturn in your country, decided to reduce its staff by
90% and outsource all operational activities including those of program and project managers and their teams. It has, however, retained the portfolio manager, and it has a Portfolio Review Board comprised of senior executives that meets monthly. Since outsourcing is the norm and not the exception, the manager of Procurement and Contracting is a major stakeholder. Her areas of interest are:
Answer: A
NEW QUESTION # 562
A portfolio manager needs to continuously balance the need and requirements with the available resources to maintain a balanced portfolio and portfolio resources in order to optimize delivery. Capability and Capacity analysis is performed in 4 of the portfolio management processes and it serves a slightly different purpose in each and every one of them. When it relates to the organization level. This analysis comprises which of the following?
Answer: B
Explanation:
Explanation
This question is tricky, however the rationale behind it is based on closing in on the best possible answer.
When we talk about Organizational capability and capacity, the best answer would be the risk tolerance, because the Human Resources, Financials and Assets can constrain the number and size of components in a Portfolio, thus constraining the portfolio's scope in achieving strategic goals. In addition, the Human Resources, Financials and Assets can be manipulated by balancing portfolios or by acquiring External/Internal resources. However, the risk tolerance is the most important, because when its threshold is reached, the portfolio has the highest impact of being terminated. When it comes to the organization, the risk threshold is the most important aspect to be studied by the capability and capacity analysis
NEW QUESTION # 563
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