In a portfolio, data is an abundant asset, and managing the information aiming for a better decision making is critical. For this you use a variety of Quantitative and Qualitative analysis methods. Considering that you are currently working to quantitatively measure component values, however a few components have intangible benefits and can not be measured using quantitative analysis. How do you plan to proceed?
A. Subject Matter Experts
B. Benefits Realization
C. Using assumptions
D. Scoring models
You are a portfolio manager for a company with volatile market conditions and continuous strategic changes. It is always important for you to use methods such as simu-lation techniques, flowcharts and decision trees to be able to balance the portfolio with the actual needs. Which of the following tools and techniques you are using in this case?
A. SWOT Analysis
B. Cost-Benefit analysis
C. Probability Analysis
D. Capability and Capacity Analysis
You have been assigned as the manager for a major transformation portfolio in your company. You have a new direction in sight and you need to work with the team handle this strategic change. Which of the following can serve as input here?
A. Portfolio Strategic Plan, Portfolio Roadmap, Portfolio Charter, Portfolio Process Assets, Organizational Process Assets
B. Portfolio Strategic Plan, Portfolio Roadmap, Portfolio Charter, Organizational Process Assets, Portfolio Management Plan
C. Portfolio Strategic Plan, Portfolio Roadmap, Portfolio Charter, Portfolio Process Assets, Portfolio
D. Portfolio Strategic Plan, Portfolio Management Plan, Portfolio Roadmap, Portfolio Charter,Portfolio Process Assets, Portfolio
Assume you recently were hired to be the first portfolio manager at the leading producer of soft drink beverages. While the company is well known for one product, it wants to be the leader in other products and services as well. When you were hired, you told the CEO it would take time to fully implement portfolio management, and you first would prepare a number of artifacts. He set up a Portfolio Review Board, and its members are reviewing your work. As they reviewed the portfolio management plan, one of the members suggested you prepare an in-depth portfolio performance plan. Your first step is to:
A. Align strategic management to the goals and objectives
B. Review the prioritization model
C. Assess the risk profile
D. Review portfolio goals
Before any information in your web-based technology company is communicated externally, it must be submitted to the company's Public Relations Department to ensure sensitive information is not disclosed inadvertently to competitors. The Public Relations Director must sign off on all external information. You need to, as the portfolio manager:
A. Make sure your team is aware of this requirement
B. Meet with this Director to explain the purpose of the communication
C. Limit the frequency of external communications to stockholders
D. State this requirement in the communication plan
A junior Portfolio manager has come to you for advice. He is hearing a lot about the definition of portfolio management, however, he is not sure anymore of the exact one. What do you, as an experienced portfolio manager tell him?
A. In a portfolio, the Portfolio manager follows the portfolio management processes linearly and does not need to repeat a process once finished
B. Generally, you have a single portfolio in an organization, and all other portfolios are sub- portfolios of it
C. A portfolio is a component collection of programs, projects, or operations managed as a group to achieve strategic objectives
D. A portfolio has clear start and end dates in order for the organization to be able to know when to achieve its strategic objectives
As the Director of Human Resources, you were pleased to be asked to join the Portfolio Steering Committee in your organization as you feel you can contribute given the scarce subject matter experts as your company begins to enter a new market in children's toys rather than its main focus on video games and apps. Children's toys will represent a new portfolio in the company. However, while you will concentrate primarily on the resource allocation issue as you work to determine the types of projects and programs to pursue, it is important as well to recognize that:
A. External procurements may be needed to acquire the SMEs
B. The budgets allocated for day-to-day activities may be impacted
C. The existing portfolio's prioritization criteria will definitely require changes
D. The benefits from existing programs under way may not be realized
Your goal as a portfolio manager is to develop a strong communications management plan to keep interested stakeholders informed about your progress in portfolio management. Although you have reached out to numerous stakeholders, you know other portfolio processes also can help in this process such as:
A. Strategy
B. Finance
C. Governance
D. Performance
You have scored the portfolio components and are analyzing the data in order to prioritize the components. Using the following scoring table, which of the options represents the correct Components Priority?
Taking into consideration that the costs for each component is Component
1.
A: 10 K USD, Component
2.
B: 15 K USD, Component
3.
C: 16 K USD, Component
4.
D: 13 K USD and Component
5.
E: 11 K USD;
The budget for this portfolio is a fixed one of 40 k USD
A. A, C, E, B
B. D, B, C, E
C. D, B, E, A
D. D, B, E
One of the key stakeholders came to you asking you to add more metrics because she thinks that it would give the portfolio management a better view of the actual progress. For her the more metrics you have the better. What should your opinion be regarding this?
A. You should agree as having more metrics is better and because you do not want to say no to a key stakeholder
B. You should agree, as having more metrics is better
C. You should disagree and communicate a clear message to the stakeholder that it does not matter how many metrics you have as long as you can fully report the progress
D. You should disagree and escalate this to the governance board
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