Your organization, a leading restaurant focusing on pancakes, is seeking to expand its portfolio. It is interested in ensuring new components support: return on investment, customer satisfaction, reputation enhancement, and branding. These four areas represent:
A. Metrics
B. Organizational value areas
C. Organizational strategic objectives
D. Critical success factors
starting with the business unit you lead, which is responsible for new products, and then will set the stage to implement it throughout the bank, including at the enterprise level. You have executive support and commitment to implement it in your business unit. A key first step is to:
A. Set up a governance structure
B. Define roles and responsibilities for implementation
C. Prepare a portfolio performance plan
D. Prioritize the work to be done
After three months, you have a list of all the program, project, and ongoing work being done in your 500person Division of your State Government Agency. With this list, the next step is to:
A. Determine the prioritization model to follow
B. Convene a meeting of the Portfolio Review Board
C. Assess gaps in meeting the Agency's strategic objectives
D. Prepare a portfolio performance plan
Portfolio Reports are widely used as inputs and outputs to multiple processes throughout the Portfolio Life Cycle. Which of the following is NOT part of portfolio reports?
A. None of the options
B. Updates in resources, risks/issues, value/benefits, performance, and financials
C. Governance Recommendations
D. Feedback report to organizational strategy planning
After the stakeholder analysis is complete, a best practice is to put stakeholders into a matrix to develop a communications management strategy. A simple but useful approach is to set it up to show:
A. Level of authority and level of interest
B. Level of authority and level of involvement
C. Level of influence and level of impact
D. Level of influence and level of interest
When you are a portfolio manager, you need to do and re-do multiple processes in order to maintain the portfolio alignment to the changing strategies. Which of the following are considered outputs to the Develop Charter process?
A. Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Roadmap Updates
B. Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Process Assets updates
C. Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Management Plan Updates
D. Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Reports
While Optimizing your portfolio, you need to present to the governance board how your components will be ranked and balanced in a quantifiable way. How will you do this?
A. Graphical analytical methods
B. Value measurement and scoring
C. Scenario Analysis
D. Weighted ranking and scoring
While planning for risk management, multiple investment choice tools are used as part of the quantitative and qualitative analyzes; which of the following tools determines the effect of changing one or more factors?
A. Trade-Off Analysis
B. Market Payoff variability
C. Budget Variability
D. Performance variability
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. The portfolio roadmap is an important document used throughout the portfolio life cycle; when it comes to developing the portfolio communication management plan, which of the following options is correct
A. The portfolio roadmap helps with the understanding of the structure of the portfolio and interdependencies among the portfolio components
B. The portfolio roadmap is necessary for this process because it summarizes strategic objectives, evolving aspects of the strategy by organizational areas, portfolio milestones, dependencies, challenges, and risks
C. The portfolio roadmap provides a high-level timeline for expected portfolio component delivery
D. The portfolio roadmap provides the high-level strategic approach in a chronological fashion for portfolio management execution
Your company changed its executives due to the lack of benefits realization and previous corruption issues. The new management has informed you that as of now, this will not change any process in the portfolio and everything will remain the same. However, only the risk tolerance for the organization will be impacted, what will you do as a portfolio manager?
A. Perform stakeholders analysis once again and change the organization risk tolerance in the portfolio communication management plan
B. Update the Strategic Plan
C. Assess the impact of the change along with the new management
D. Revise the roadmap to change the timeline due to the new risk profile
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