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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Governance | 20% | - Oversee component authorization and approval - Establish portfolio management information system - Ensure compliance with policies and standards - Define governance roles and responsibilities |
| Topic 2: Portfolio Performance | 25% | - Establish key performance indicators - Conduct portfolio reviews and assessments - Manage portfolio value and benefits realization - Develop performance management plan |
| Topic 3: Strategic Alignment | 25% | - Prioritize portfolio components based on strategic value - Develop portfolio charter - Manage strategic change - Define portfolio goals and objectives - Develop and maintain portfolio strategic plan |
| Topic 4: Portfolio Risk Management | 15% | - Identify and analyze portfolio risks - Develop and implement risk responses - Monitor aggregate risk exposure - Develop risk management plan |
| Topic 5: Communications Management | 15% | - Develop communication strategy and plan - Identify and analyze stakeholders - Distribute information and manage engagement - Monitor and improve communication effectiveness |
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質問 # 321
An organization with an extensive portfolio has implemented a new document management and social media platform. The portfolio manager's first response to this platform change should be to:
正解：B
質問 # 322
One of your components' managers came to you stating that she cannot find a key stakeholder by email and if she cannot find him, a major decision will be delayed, thus affecting the entire portfolio.
What should you, as a portfolio manager do?
正解：B
質問 # 323
Assume you are working to prepare the low-level schedule and timelines for portfolio components. You want to make sure, as the portfolio manager, for your country's initiatives to promote an awareness of the importance of climate change, that each component then can be monitored and tracked to assess performance.
To do so, you should:
正解：D
質問 # 324
After three months, you have a list of all the program, project, and ongoing work being done in your 500- person Division of your State Government Agency. With this list, the next step is to:
正解：C
解説：
According to theStandard for Portfolio Management, once thePortfolio Identificationprocess is complete (resulting in the comprehensive list of work mentioned), the next critical phase is to evaluate that inventory against the organization's strategy. This is a core part of theStrategic Alignmentdomain.
The rationale forOption Cis as follows:
Strategic Gap Analysis:Having a list of all current work (the "as-is" state) allows the portfolio manager to perform aGap Analysis. By comparing the current inventory of programs, projects, and operations against the Agency'sStrategic Objectives, you can identify what work is missing that is required to achieve those goals, and conversely, what work is being done that does not contribute to any strategic objective.
Validating the "Why":In a government context with 500 people, resources are often spread across legacy activities. Assessing gaps ensures that the portfolio is not just a "list of everything we do," but a focused engine for strategic delivery. It identifies where new initiatives need to be proposed to fill the "gap" between current performance and desired strategic outcomes.
Informing the Roadmap:This assessment is a prerequisite for optimization. Before you can prioritize or balance the portfolio, you must understand the degree of alignment. If significant gaps exist, the prioritization model (Option A) would be applied to a flawed or incomplete set of components.
Why the other options are incorrect:
Option A (Determine the prioritization model):Defining the prioritization model is an important step in theGovernanceandPlanningdomains, but it is typically donebeforeor in parallel with identification so that once the inventory is ready, it can be scored. However, evaluating the "gap" in strategic fulfillment is the more immediate analytical step once the full list is in hand to determine if you even have the right components to prioritize.
Option B (Convene a meeting of the PRB):While the Portfolio Review Board will eventually review the inventory, they require ananalysisto review. Presenting a raw list of work without a strategic gap analysis or alignment report would not be an efficient use of executive governance time.
Option D (Prepare a portfolio performance plan):The performance plan defineshowyou will measure the portfolio once it is operational. This is a management activity that occurs later in the planning cycle, after the strategic alignment of the components has been confirmed.
質問 # 325
Risks perspectives differ within the organization between executive management, operations management, portfolio management and project/program management. Which of the following are common risk concerns across the organization?
正解：C
解説：
Explanation
Risk concerns common to all organizational levels are the issues of transparency, organizational integrity, and corruption
質問 # 326
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