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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Portfolio Performance | 25% | |
| Topic 2: Governance | 25% | |
| Topic 3: Portfolio Risk Management | 25% | |
| Topic 4: Strategic Alignment | 25% |
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NEW QUESTION # 18
Multiple changes have been recommended and approved in your portfolio and the need for continuous optimization seems to never end. This is normal in a portfolio and optimizing the components mix and the use of resources is key to success. As a portfolio manager you will be re-visiting the Optimize Portfolio process countless times. Which of the following are considered outputs to this process?
Answer: A
NEW QUESTION # 19
One of your company's junior portfolio managers came to you for advice. He noticed while checking the roadmap that it does not include all the portfolio components. What should be your advice to him?
Answer: C
Explanation:
Explanation
The roadmap does not include all of the portfolio components, it is used as a high-level timeline. The roadmap may not provide details of all identified portfolio components, but can be used to build details later
NEW QUESTION # 20
Risk management is an integral part of project, program and portfolio management and is invoked throughout the project, program and portfolio life cycle. Which of the following highlights the difference between portfolio risk and program or project risks?
Answer: A
NEW QUESTION # 21
You have set a meeting with your portfolio team members as an answer to the identification and update of the organization near-term budget and plans. One of your team members asked you of the goal of what is being done. Your answer to him should be
Answer: B
NEW QUESTION # 22
Although you are the Portfolio Manager in your company, you also are the Enterprise Program Office Director, and it consumes most of your time. Your executive team has lost interest in regular portfolio review meetings, the few that are held are routine, and any proposed component receives automatic approval. The Executive Vice President for Human Resources spoke to the CEO as she noticed some people seem to be completely overloaded, they are actively looking for new opportunities, and are then leaving the company.
She also pointed out that others seem to have idle time. Her comments got the CEO's attention, and you have been asked in your role as the portfolio manager to create an up-to-date list of qualified components in the portfolio. You are doing so in order to:
Answer: A
Explanation:
According to theStandard for Portfolio Management, the "Portfolio Inventory" or list of qualified components serves as the foundation for visibility across the enterprise. When an organization suffers from "automatic approvals" and extreme resource imbalances-where some staff are burnt out and others are idle-it indicates a failure in thePortfolio Resource ManagementandPortfolio Oversightdomains.
The rationale forOption Ais as follows:
Visibility and Transparency:An up-to-date list of qualified components is the first step in identifying exactly where the organization's human capital is committed. Without a validated inventory, the CEO and Portfolio Manager cannot see the "hidden" projects that are consuming resources or identify the gaps where resources are being underutilized.
Addressing Resource Imbalance:By creating this list, the Portfolio Manager can map specific staff members to specific components. This reveals theResource Utilizationlevels that the VP of HR highlighted, allowing the executive team to see the direct correlation between "automatic approvals" and employee turnover.
Prerequisite for Optimization:You cannot rebalance or optimize a portfolio you cannot see. Establishing this list allows the organization to move from a state of "automatic approval" to a state ofData-Driven Governance, where resource capacity is a primary constraint for authorizing any new work.
Why the other options are incorrect:
Option B (Resource leveling):Resource leveling is a tactical scheduling technique used within individual projects or programs to smooth out resource usage over time. While helpful, it is a localized solution that does not solve the enterprise-wide strategic imbalance described in the scenario.
Option C (Identify, categorize, score, and rank):These are the steps of theDefine Portfolioprocess. While you may eventually do these things, theimmediatereason the CEO asked for the up-to-date list in response to the HR crisis is to gain an "accurate understanding" of the current resource allocation (Option A).
Option D (Review initial business cases):This involvesStrategic AlignmentandEvaluation. While the validity of business cases may be in question due to the "automatic approval" culture, the primary driver for this specific request is the human resource crisis (burnout and attrition), which requires an allocation analysis first.
NEW QUESTION # 23
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