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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Governance | 20% | - Ensure compliance with policies and standards - Establish portfolio management information system - Oversee component authorization and approval - Define governance roles and responsibilities |
| Topic 2: Strategic Alignment | 25% | - Manage strategic change - Develop and maintain portfolio strategic plan - Develop portfolio charter - Prioritize portfolio components based on strategic value - Define portfolio goals and objectives |
| Topic 3: Portfolio Risk Management | 15% | - Monitor aggregate risk exposure - Develop and implement risk responses - Identify and analyze portfolio risks - Develop risk management plan |
| Topic 4: Portfolio Performance | 25% | - Develop performance management plan - Establish key performance indicators - Manage portfolio value and benefits realization - Conduct portfolio reviews and assessments |
| Topic 5: Communications Management | 15% | - Develop communication strategy and plan - Distribute information and manage engagement - Identify and analyze stakeholders - Monitor and improve communication effectiveness |
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NEW QUESTION # 161
Assume you are the portfolio manager for a telecommunications company. Your company was about to launch a new and easy to use smart phone with more features than any existing phones on the market at a lower price. However, although the phone was due to market in five days, the Federal Communications Commission issued today a regulation that would make your new phone not available for use in airplanes. Thus additional work must be done, and your executives are wondering whether a new phone should be developed for this new feature. You are ensuring that if a new phone is developed, or if the almost completed product is not to be marketed, there is still alignment to the organization's strategy. As you complete an analysis of alternatives, you also should ensure results of the analysis are reflected in the:
Answer: C
NEW QUESTION # 162
Which of the following depicts the use of the burn-down and burn-up charts?
Answer: A
Explanation:
According to theStandard for Portfolio Managementand thePMBOK Guide(in relation to adaptive and hybrid portfolio tracking), Burn-down and Burn-up charts are graphical representations used to track the progress of work over time. While traditionally associated with Agile projects, they are increasingly used at the portfolio level to monitor the "consumption" of the portfolio's scope, budget, and time.
The rationale forOption Cis as follows:
Execution Tracking:ABurn-down chartshows how much work (or budget/time) is remaining, moving from a peak toward zero. ABurn-up chartshows the total work completed against the total planned scope. Together, they provide a visual "heartbeat" of the portfolio's execution progress against its primary constraints:overall budget and time.
Velocity and Forecast:These charts allow the portfolio manager to calculate the "velocity" of delivery. By looking at the slope of the line, the manager can forecast whether the portfolio will meet its strategic milestones within the allocated timeframe and financial envelope.
Visualizing Scope Creep:Burn-up charts are particularly useful at the portfolio level because they track two separate lines: the "Total Work" line and the "Completed Work" line. If the "Total Work" line rises, it immediately signals scope creep or the addition of new components to the portfolio, which directly impacts the budget.
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Why the other options are incorrect:
Option B:While related to progress, "Earned Value" (EV) typically uses an S-Curve to compare Planned Value (PV), Actual Cost (AC), and Earned Value (EV). Burn-down/up charts are more direct representations of remaining/completed effort or budget rather than the specific formulas of EVM.
Option D:"Burned cost" is a colloquial term. The technical purpose of these charts in a portfolio context is to visualize theexecution status(progress) against the high-level constraints. Option C provides a more comprehensive definition of their use in tracking execution against the two most critical portfolio pillars: time and money.
Option A:Since B and D are technically less precise or describe different specific reporting tools (like S- curves or cost reports), "All of the Options" is not the most accurate choice.
NEW QUESTION # 163
Your online ordering company wants to add a component to its portfolio that its sponsor believes will outdistance the competition, but it has risks and also will be subject to regulatory approval. The purpose is to use parachutes to deliver the merchandise ordered through small helicopters so the recipients receive their orders within three hours of the on line purchase. As the portfolio manager you recognize this component is a major change and will require resources if it is approved. You are now performing change management using a change structure that:
Answer: C
Explanation:
According to theStandard for Portfolio Management, change management at the portfolio level is a strategic process used to evaluate how a proposed change or a new "major" component affects the existing portfolio's ability to deliver its strategic objectives.
The rationale forOption Bis as follows:
Evaluating Systemic Effects:When a major, disruptive component is proposed-such as parachute delivery via helicopters-the portfolio manager must use a structure thatfacilitates impact analysis. This involves assessing how the new component will affect the resources, funding, risk profile, and timelines of all other ongoing projects and programs within the portfolio.
Balancing Innovation and Stability:Impact analysis allows thePortfolio Review Board (PRB)to understand the trade-offs. In this scenario, the analysis would highlight how the "high risk" and "regulatory approval" requirements of the delivery project might drain resources from more stable, high-revenue components.
Resource and Capacity Constraints:Because you recognize that this component "will require resources if it is approved," the change structure must provide the data necessary to determine if the organization has the capacity to absorb this work without jeopardizing the rest of the portfolio's performance.
Why the other options are incorrect:
Option A (Requires a change request):While a change request is a formal step in the process, it is aprocedural artifactrather than the functional purpose of the "change structure" itself. The structure's value lies in the analysis that follows the request.
Option C (Needs to assess dependencies):Assessing dependencies is a critical task, but it is actually asubset of the broader impact analysis. Impact analysis covers dependencies as well as financial, resource, risk, and strategic alignment factors.
Option D (Requires an update to the roadmap):Updating thePortfolio Roadmapis anoutputof the change management process. You only update the roadmapafterthe impact analysis has been completed and the change has been officially approved by the governing body.
NEW QUESTION # 164
Consider you have the following efficient frontier graph with multiple portfolios on it. Which portfolio do you choose?
Larger image
Answer: C
Explanation:
According to theStandard for Portfolio Management, theEfficient Frontieris a concept derived from Modern Portfolio Theory (MPT) used during theOptimize Portfolioprocess. It represents a set of optimal portfolios that offer the highest expected return for a defined level of risk.
The rationale forOption Bis as follows:
Efficiency Principle:Portfolios located directly on the "Frontier" line (the curve) are considered efficient.
Portfolio Bsits on this curve, meaning it provides the maximum possible return for its specific risk level.
Comparison with C:Portfolio C is "sub-optimal" because it lies below the frontier. For the same level of risk as C, an investor could achieve a higher return by moving vertically up to the frontier line.
Comparison with A:While Portfolio A is also on the efficient frontier, Portfolio B is typically the preferred choice in standard exam scenarios unless a specific risk appetite is mentioned. This is because it represents a
"balanced" optimization point further along the curve of increasing returns.
Comparison with D:Portfolio D (if located above the line) is theoretically impossible to achieve with the given set of components and constraints. If it is located to the far right, it may represent excessive risk that exceeds organizational risk appetite.
In portfolio management, the goal ofrebalancingis to move the portfolio as close to the Efficient Frontier as possible to ensure the organization is not taking on "unrewarded risk."
NEW QUESTION # 165
Which of the following are the inputs for "Manage Strategic Change"? (Choose two.)
Answer: B,D
NEW QUESTION # 166
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