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| Section | Weight | Objectives |
|---|---|---|
| Governance | 20% | - Ensure compliance with policies and standards - Define governance roles and responsibilities - Establish portfolio management information system - Oversee component authorization and approval |
| Portfolio Risk Management | 15% | - Develop risk management plan - Identify and analyze portfolio risks - Develop and implement risk responses - Monitor aggregate risk exposure |
| Communications Management | 15% | - Distribute information and manage engagement - Develop communication strategy and plan - Monitor and improve communication effectiveness - Identify and analyze stakeholders |
| Strategic Alignment | 25% | - Manage strategic change - Define portfolio goals and objectives - Prioritize portfolio components based on strategic value - Develop and maintain portfolio strategic plan - Develop portfolio charter |
| Portfolio Performance | 25% | - Manage portfolio value and benefits realization - Conduct portfolio reviews and assessments - Develop performance management plan - Establish key performance indicators |
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NEW QUESTION # 692
Which of the following is the output for "Develop Portfolio Charter"?
Answer: B
NEW QUESTION # 693
When we talk about portfolios, programs and projects, it is inevitable to mention the business value which is the sum of tangible and intangible assets of an organization, also known as the net quantifiable benefit.
When it comes to business value, at which level of the organization is the pursuit of Business Value optimized?
Answer: C
Explanation:
Explanation
Portfolios optimize the pursuit of BV by choosing which initiatives to undergo and by prioritizing them to meet goals and objectives. This is why greater BV is generated through portfolios Programs improve the generation of BV by realizing benefits aligned with strategic objectives and by linking different projects together to realize greater benefits Projects optimize the delivery of BV by producing outputs for a program objective; after all, the deliverable is generated at the project level where the project manager will optimize the delivery in terms of cost, time, scope and quality.
BV is then acquired at the level of operations and normally expressed in monetary terms.
NEW QUESTION # 694
As a portfolio manager and as part of your governance role, you use multiple tools and techniques to monitor and control the portfolio and maintain oversight. Which of the following can be used as tools and techniques in your role in oversight?
Answer: B
NEW QUESTION # 695
In your web app company, the portfolio is constantly changing. It is not unusual for a new proposal to be submitted each day and for other components to be terminated as a competitor was first to market. The Portfolio Review Board usually meets daily in this fast-paced environment as it:
Answer: B
Explanation:
In high-velocity industries like web application development, thePortfolio Governancecycle must be accelerated to maintain strategic relevance. According to theStandard for Portfolio Management, the primary function of a Governance Board (or Review Board) during frequent meetings is to facilitate the "Authorize" and "Optimize" processes through decisive action.
The rationale forOption Ais as follows:
Active Decision Making:In a fast-paced environment where components are terminated or added daily, the Board cannot limit itself to "high-level views." It must performActive Governance, which involves takingspecific actions: approving new high-priority proposals, reallocating resources from terminated components, and signing off on immediate changes to the portfolio mix.
Agile Portfolio Management:Daily meetings transform the Review Board from a monthly reporting body into an active "Control Room." The focus is on thePortfolio Oversight and Controlprocess, where the output is always a set of actionable decisions (Go/No-Go/Hold/Redirect) that respond to the competitor's "first to market" moves mentioned in the scenario.
Operational Integration:Because the portfolio is "constantly changing," the Board acts as the bridge between strategy and execution. Their specific actions ensure that the development teams are always working on the most valuable items, preventing "sunk cost" on components that are no longer competitive.
Why the other options are incorrect:
Option B (Open issues):While issue tracking is part of management, it is a secondary, administrative task. A daily board of senior executives meets to drive value and strategy, not just to act as a "task-tracker" for meeting minutes.
Option C (High-level view):A "high-level view" is typical of quarterly or annual reviews. In a daily cadence, the board is "in the weeds" of decision-making because the tactical landscape changes too fast for a purely hands-off approach.
Option D (Addressing organizational strategy):Strategy is theinputto the board's decisions, but the daily meeting'sfunctionis to execute that strategy through specific portfolio actions. Addressing strategy itself is usually a long-term planning activity.
NEW QUESTION # 696
An urgent review meeting was set due to the discovery of multiple risks which can have drastic effects on the portfolio. As a result of the meeting, it was agreed to increase the portfolio budget and add more resources in order to manage the new risks. Which of the following documents needs to be updated as a result of this decision?
Answer: C
NEW QUESTION # 697
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