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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Portfolio Performance | 25% | |
| Topic 2: Strategic Alignment | 25% | |
| Topic 3: Portfolio Risk Management | 25% | |
| Topic 4: Governance | 25% |
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NEW QUESTION # 161
The portfolio management information system (PMIS) is often a collection of spreadsheets rather than automated tools. An effective PMIS enables the portfolio manager to define, analyze, design, produce, and manage systems to support a successful portfolio. Which of the following is a trait of a PMIS?
Answer: B
NEW QUESTION # 162
Your company is currently on the verge of bankruptcy due to the lack of transparency within the organization; this alerted the CEO to take decisive actions and request that new reporting lines be established in order to be fully transparent. Following this, the portfolio structure has changed to cope with the new reporting lines. Where is this change reflected when it comes to portfolio documents?
Answer: C
NEW QUESTION # 163
You are managing a complex portfolio with high risk levels due to emerging technological breakthroughs and a short benefit window to market your product. You know that managing risk is key to success and you are coaching your team on the same. While planning for risk management, multiple investment choice tools are used as part of the quantitative and qualitative analyzes. Which of the following tools determine the effect of changing the portfolio?
Answer: C
NEW QUESTION # 164
Chartering a portfolio is a major step in getting the needed authorizations to execute the portfolio. Your are currently developing the charter and considering the following inputs
Answer: B
Explanation:
Explanation
The answer to this question is Portfolio Strategic Plan, Enterprise Environmental Factors, Portfolio Process Assets
NEW QUESTION # 165
Your company got recently acquired by another company and the strategic directions which your portfolio is based on have been changed. Which document do you, as a portfolio manager, change to reflect the new stakeholders and their expectations?
Answer: D
Explanation:
According to the Standard for Portfolio Management, the Portfolio Strategic Plan (PSP) is the primary document that bridges the gap between the organization's high-level strategic objectives and the portfolio's specific initiatives. When a major corporate event-such as an acquisition-occurs, the fundamental "why" and "what" of the portfolio must be re-evaluated.
The reasoning for choosing Option C is based on the following verified principles:
Strategic Realignment: An acquisition almost always results in a shift in vision, mission, and strategic goals.
The Portfolio Strategic Plan is the document that records these high-level objectives. If the new parent company has different priorities, the PSP must be updated first to ensure the portfolio remains relevant.
Stakeholder Expectations: The PSP explicitly identifies the portfolio's relationship to stakeholders and their expectations regarding value and risk. New ownership means new "Key Stakeholders" with potentially different risk appetites and performance requirements.
Inventory Review: The PSP contains the high-level scope and the "Allocation Targets" for different types of work. Following an acquisition, the Portfolio Manager uses the updated PSP to determine which existing components should be continued, merged, or terminated to fit the new corporate strategy.
Why other options are incorrect:
A). Communication Management Plan: While you would eventually update how you communicate with new stakeholders, this plan is tactical. It doesn't define the "strategic direction" or the "expectations" themselves; it only defines the delivery method of information.
B). Portfolio Roadmap: The Roadmap is a high-level visual timeline of the portfolio's components. While it will likely change as a result of the new strategy, it is a communication tool, not the source document that defines the new strategic direction or stakeholder expectations.
D). Portfolio Management Plan: This is a "meta-plan" that describes how the portfolio will be managed (the processes). While it may undergo minor updates, the fundamental shift in "what" the company wants to achieve is captured in the Strategic Plan, not the management procedures.
NEW QUESTION # 166
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