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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Portfolio Performance | 25% | |
| Topic 2: Governance | 25% | |
| Topic 3: Strategic Alignment | 25% | |
| Topic 4: Portfolio Risk Management | 25% |
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NEW QUESTION # 639
Your team members were having a discussion about the purpose behind the development of the Portfolio Charter and they came to you for advice because they could not agree on a common answer. What would be your advice to them?
Answer: B
NEW QUESTION # 640
A new sponsor was appointed by the company in order to push more on the investments underway. The new sponsor wants detailed information on time and money and wants to get things done quickly. Which element of the portfolio management plan will be referred to for managing the sourcing of key resources?
Answer: C
NEW QUESTION # 641
An organization establishes a new portfolio to initiate a new division. A new management team from a wide variety of competitors is hired. The portfolio manager reviews the potential portfolio risks with the new management team members, who have very different views of the risks based on various backgrounds and levels of experience.
Which approach should the portfolio manager use to develop a common understanding of the portfolio risks among team members?
Answer: C
NEW QUESTION # 642
While developing the portfolio management plan, the item that is most helpful in determining dependencies between portfolio components is:
Answer: C
NEW QUESTION # 643
All measurements in a Portfolio are done in correspondence to Key Performance Indicators (KPIs), and defining those KPIs is essential and should be done by highly capable personnel. Which of the following is true regarding who prepares KPIs and which party approves them?
Answer: A
Explanation:
According to theStandard for Portfolio Management(PMI), the development and approval ofKey Performance Indicators (KPIs)is a collaborative effort between the functional management of the portfolio and the strategic oversight body.
Preparation (Portfolio Manager): ThePortfolio Manager, often supported by the Portfolio Management Team or PMO, is responsible for the technical development of the KPIs. They identify which metrics (financial, strategic, or operational) will best measure the health and progress of the portfolio components. This ensures the metrics are realistic, measurable, and technically sound.
Approval (Steering Committee/Governance Board): TheSteering Committee(often referred to as the Portfolio Governance Board) represents the executive interests of the organization. Because KPIs define what "success" looks like and dictate how resources will be prioritized, they must be formally approved by this high-level body. This ensures that the metrics remain strictly aligned with the organization's overarching strategic goals.
Why other options are incorrect:
A). Portfolio Management team and Portfolio Manager: This describes two groups involved in thepreparationof the metrics, but it lacks the necessary executive approval required by the Governance body.
C). Governance team and Executives: While the Governance team (Steering Committee) approves, the technical work ofpreparingand defining the specific portfolio metrics is typically delegated to the Portfolio Manager.
D). Portfolio Management Team does both: This would create a lack of "separation of duties." A team cannot define its own success criteria without independent oversight from a governing body.
By ensuring thePortfolio Managerprepares the KPIs and theSteering Committeeapproves them, the organization maintains a balance between technical accuracy and strategic relevance.
NEW QUESTION # 644
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