You are the manager for a governmental portfolio aiming to restructure the roads in your country. Having a large number of stakeholders including the public, you know that you will be managing the communication closely and that the governance board and the stakeholders would want to check on the progress and performance frequently. For this you have developed a robust communication management plan. What is expected to be found in this plan?
A. Organization areas and organization structure
B. Introduction (goals, objectives, strategies, and tactics)
C. Communication objectives
D. Portfolio structure including a listing of the various portfolio components and other work
Two functional managers within your portfolio are arguing about one scarce resource, and each one is claiming that the resource should be assigned to them. What should you do as a portfolio manager in order to solve this issue?
A. Perform a capacity and capability analysis and tender the recommendation on resource allocation to the governance board
B. Sit with the two functional managers privately and let them agree on a solution
C. Perform a capacity and capability analysis in order to allocate the scarce resource
D. Do prioritization analysis and allocate the resource accordingly
As part of the governance function, the governance board members are required to be present in the portfolio review meeting in order to know the status of the portfolio and be able to take decisions on pending points. When it comes to review meetings, which of the following is valid?
A. Formal and recurring governance board meetings
B. Formal and held when needed to take decisions regarding the portfolio
C. Non-recurring and informal meetings that allow the governance board to check on the portfolio's health and take actions when needed
D. Meeting between the functional managers and the governance board in order to discuss financial points i.e. funding, etc.
Capability and capacity analysis are useful tools in portfolio performance management. In using this type of analysis a best practice is to:
A. Employ a resource management process
B. Evaluate knowledge, skills, and competencies
C. Use it once portfolio resources are included in the portfolio performance management plan
D. Evaluate resource optimization
The Portfolio Charter is an important document that is referenced throughout the portfolio life cycle. Which of the following is correct regarding the Portfolio Charter purpose and focus?
A. Forecasts how and when the portfolio will deliver value to the organization
B. Corresponds to the means to the "to-be" vision
C. High-level prioritization mapping of the portfolio
D. Can be used to influence the portfolio's success
Assume you are the portfolio manager for your training company. It decided to implement portfolio management in a major way to ensure it remained competitive in the changing market and could offer a variety of methods to deliver courses rather than only in a face-to- face setting. The company set up a Portfolio Management Group, and you are responsible for providing information on portfolio status and then providing information to those interested stakeholders about the Board's decisions. You want to make sure the reports meet stakeholder requirements. After performing a detailed communications requirements analysis, you found it interesting that stakeholders wanted information about:
A. Portfolio infrastructure costs
B. Goal achievement
C. Benefit realization
D. Changes in the roadmap
You are managing a large portfolio and know that you will need to constantly show the progress and status of the portfolio in meeting. For this you have developed a robust roadmap using BI tools. When it comes to Portfolio dependencies, which of the following is true regarding the roadmap?
A. The roadmap forms the initial basis on which dependencies are established both within the portfolio and externally to the portfolio, between the organization areas
B. The Portfolio roadmap includes programs and projects roadmaps, so it establishes the internal dependencies for the portfolio and its subsequent programs and projects
C. The roadmap is internal to the portfolio, so it only establishes the internal dependencies
D. The roadmap caters for the alignment with strategic objectives, so it establishes external dependencies
Your company got recently acquired by another company and the strategic directions which your portfolio is based on have been changed. Which document do you, as a portfolio manager, change to reflect the portfolio new vision?
A. Portfolio Strategic Plan
B. Portfolio Management Plan
C. Communication Management Plan
D. Portfolio Roadmap
Initiatives in the companies aim to deliver values. For a portfolio, the value is delivered through a mix of components with similar strategic goals and objectives. Multiple components can contribute in the realization of the same organizational value. While managing the portfolio value, how do you depict the relationships between components in achieving value?
A. Cumulative distribution
B. Cause and effect relationships between the portfolio components that are needed to deliver planned benefits
C. Outcome probability analysis
D. Set realistic targets in line with stakeholder risk tolerances
Managing risk is key to the success of any initiative. Risk is considered to be inherent in any activity we do in project management and at any level. Risk is part of project, program and portfolio management and has a different exposure in each and every one. Multiple risks have already been spotted in your portfolio and you are now identifying, assessing and developing risk response plans for them, in addition to monitoring and controlling them. What are you looking for? You were finding this hard at first however you asked the help from a senior portfolio manager and he redirected you to use
A. Weighted Ranking and scoring techniques, Portfolio Component inventory, Categorization
B. Weighted Ranking and scoring techniques, Quantitative and Qualitative Analysis
C. Capability and Capacity, Weighted Ranking and scoring techniques, Graphical Analytical methods, Quantitative and Qualitative Analysis
D. Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative and Qualitative Analysis
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