Ideally, the organization practices a policy of open communications on risks and encourages people to point any out at all levels, even if the risk does not affect one's own work and especially if it affects the portfolio. Different people, though, have different perspectives of the various portfolio risks based on their position in the organization. Assume a risk has been identified concerning the organization's operating model. This risk was identified by:
A. A functional manager
B. A PMO Director
C. An executive
D. The portfolio manager
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. You are currently assessing risk against multiple criteria and classifying them as part of developing the risk management plan. Which of the below reflects what you are doing?
A. Quantitative and Qualitative analysis
B. Graphical Analytical methods
C. Categorizing Risks
D. Weighted Ranking and Scoring Techniques
You are the portfolio manager for a large and complex portfolio with a low risk appetite. You are currently planning for risk management, multiple investment choice tools are used as part of the quantitative and qualitative analyzes. Which of the following tools focuses on pricing and sales forecast?
A. Market Payoff variability
B. Trade-Off Analysis
C. Market Requirement Variability
D. Budget Variability
You are managing a portfolio for a major car dealer in the region and due to diversity of locations, funding terms and your client's corporate structure, you have a big number of components to be included in the portfolio. With such a huge number, you need to prioritize the components in order to prepare the mix of components to execute. Where can you find the prioritization model?
A. Portfolio Strategic Plan
B. Portfolio Charter
C. Portfolio Roadmap
D. Portfolio Risk Management Plan
only, which has diversified its product line significantly in the last two years to keep up with its leading competitor located in a different state. Your executive management team learned the other cereal company had implemented portfolio management from a contractor and believes it is essential since the economy is struggling, and resources are constrained. Your first step has been to identify the existing operational work, projects, and programs as well as to learn about proposed components of the portfolio. This list:
A. Was easy to obtain as you used what was available from the Enterprise Program Management Office
B. Is part of the portfolio strategic plan
C. Was gathered through interviews with people from each business unit
D. Was prepared through questionnaires and the use of cross-functional focus groups
Assume the organization's strategy has undergone a significant change, and as a result the mix of components in the portfolio also will change. As the portfolio manager, you need to update your charter in order to reflect:
A. The new 'to be' vision
B. Interdependencies between the new components
C. Risk tolerances
D. Key stakeholders
Efficiency is highly regarded when managing a portfolio and spans all activities i.e. risk management, communication management, etc. A portfolio is considered efficient if it
A. lies above the curve
B. Minimizes risks to the maximum
C. lies below the curve
D. Has the best possible expected level of return for its level of risk
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 new stakeholders and their expectations?
A. Communication Management Plan
B. Portfolio Roadmap
C. Portfolio Strategic Plan
D. Portfolio Management Plan
Management practices are leveraged by organizational resources and as a portfolio manager, you realize
that the correct management of supply and demand with relation to organizational resources is crucial to
the success of a portfolio.
Which of the following is not an organizational resource?
A. Program and project managers
B. None of the options
C. Funds
D. Assets
When we talk about portfolios, programs and projects, it is inevitable to mention the business value which is the sum of tangible and intangible assets of an organization, also known as the net quantifiable benefit.
When it comes to business value, at which level of the organization is the pursuit of Business Value optimized?
A. Program
B. Portfolio
C. Operational
D. Project
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