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| Section | Weight | Objectives |
|---|---|---|
| Governance | 20% | - Decision rights and roles - Control structures and thresholds |
| Communications Management | 15% | - Executive engagement and reporting - Stakeholder communication strategies |
| Strategic Alignment | 25% | - Portfolio chartering and selection criteria - Roadmap and strategic fit |
| Portfolio Performance | 25% | - Performance monitoring and reporting - Balancing and benefits realization |
| Portfolio Risk Management | 15% | - Aggregate risk identification and analysis - Portfolio-level risk responses |
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657. Frage
Assume you are a functional manager in your medical device company in research and development. Your scientists have determined a new product that will be a breakthrough for the company, and you want to serve as the sponsor for this component and present it to your Portfolio Review Board. You will need resources from other parts of the company to commercialize it. As you prepare your proposal you are following the key descriptors set up by the portfolio staff and will include:
Antwort: B
658. Frage
You are the portfolio manager for your military-vehicle service firm, which has been in existence for 20 years. You have a number of components under way, and others in the pipeline. One component involves a new gas detection system, which uses new technology. It has interfaces with two other existing components plus one in development. Recently, a simulator, used by three components, had to be shut down completely as it was leaking nitrogen and could lead to asphyxiation. You reported it immediately to the Hazardous Materials and Pipeline Safety Administration. This is an example of a:
Antwort: D
659. Frage
As part of the periodical strategic management cycle, the portfolio management team is revising the portfolio and re-doing the strategic management part. Currently, they are assuming and evaluating different combinations of components in order to come up with multiple approaches and take a decision on the portfolio structure. What is currently being performed?
Antwort: D
660. Frage
As soon as you complete the portfolio risk management plan, and you have been working on it now with a team, you realize you need to update some organizational process assets such as:
Antwort: C
Begründung:
According to theStandard for Portfolio Management, the development and completion of thePortfolio Risk Management Planprovide an opportunity to refine the organization's standardized tools for risk identification.
Organizational Process Assets (OPAs)are updated to ensure that the knowledge gained during the planning process is institutionalized for future use.
The rationale forOption Ais as follows:
Refining Identification Tools:During the creation of the Risk Management Plan, the team identifies specific categories and types of risks relevant to the current portfolio.Risk checklists, which are a key OPA, should be updated with these new insights to ensure that future component managers or portfolio teams don't overlook similar risks.
Standardization across the Portfolio:In a large organization, having updated checklists ensures consistency in how risks are identified across different business units. By updating these assets immediately after completing the plan, you ensure the "latest and greatest" risk knowledge is available for theIdentify Portfolio Risksprocess.
Continuous Improvement:Portfolio management is iterative. The Risk Management Plan defines thehow, but the checklists provide thewhatfor identification. Updating these templates is a best practice that moves the organization's risk maturity forward by capturing the specific environmental or structural risks identified during the planning phase.
Why the other options are incorrect:
Option B (Risk register):The risk register is aPortfolio Document, not an Organizational Process Asset. While it is updated frequently during theIdentify RisksandPerform Qualitative/Quantitative Analysisprocesses, it is a project/portfolio-specific record rather than a reusable corporate template.
Option C (Lessons learned):While lessons learned are updated at theendof a phase or the conclusion of the portfolio cycle, they generally capture what went well or poorly.Risk checklistsare the more direct and practical process asset to update specifically in the context of completing aplanfor risk management to aid the upcoming identification activities.
Option D (Risk interview guide):While a guide could be an OPA, it is a specific tool for a specific technique (interviews).Risk checklistsare more fundamental and broadly applicable assets used as a starting point for all risk identification efforts within the portfolio.
661. Frage
A portfolio manager is asked to expand a portfolio. However, executives have been adding new projects to the portfolio that do not align strategically. This negatively impacts existing components.
What should the portfolio manager do to resolve this situation?
Antwort: C
662. Frage
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