One of your goals as a portfolio manager is to ensure that your stakeholders receive the information they
need for decision making. To help manage the portfolio information that is provided, you decide to gather
information by holding portfolio component review meetings.
Your purpose in holding these meetings is to:
A. Ensure the components can provide the data required for status reports
B. Use them to introduce the portfolio management information system
C. Validate data that now are in the reports
D. Work with component managers to plan dashboard reports
In a portfolio, data is an abundant asset, and managing the information aiming for a a better decision making is critical. For this you use a variety of Quantitative and Qualitative analysis methods. These methods are performed in 4 of the portfolio management processes and serve a slightly different purpose in each and every one of them. Considering that you are currently performing risk assessment and handling risk responses, how can you make use of the quantitative and qualitative analysis?
A. Performing resource leveling, project sequencing techniques and dependency analysis
B. Performing Cost-benefit analysis, quantitative analysis, scenario analysis, probability analysis, SWOT analysis, Market/competitor analysis and business value analysis
C. Performing Status and trend analysis, Rebalancing methods, Investment choice tools, exposure charts
D. Performing Quantitative analysis and Sensitivity analysis
Embracing a management-by-projects culture means there tends to be far more projects to pursue than available resources. An approach then is required to guide decisions as to components in the portfolio. A best practice to follow is to:
A. Set forth in the portfolio strategic plan a prioritization model
B. Develop a portfolio roadmap
C. Focus on both internal and external environmental changes
D. Focus on sustainment of project benefits
One of your component managers came to you to tell you about a risk affecting his component that will
badly impact the component and might affect the portfolio. After assessment, the risk turned out to be of
low probability with high impact.
What do you do as a portfolio manager?
A. Inform him to submit a change request to raise the component contingency because of this risk
B. Inform the component manager to add the risk to the risk register and follow up on it closely
C. Inform the component manager to add the risk to the risk register, assign a senior risk owner to it in order to follow up on it closely
D. Inform him that he does not need to worry, you will have a risk contingency reserve for his risk at a portfolio level
Having worked in portfolio management before, you are pleased you were selected to implement it and be the portfolio manager for your motorcycle company, well known throughout the world. As it is a new function, you worked with the Enterprise Program Management Office to ensure you had a complete inventory of the work in progress. Now as you prepared your various portfolio management artifacts, and have a Portfolio Review Board meeting upcoming in two weeks, sponsors will be proposing new components. This means:
A. A master schedule of resource allocation is needed
B. The meeting also should focus on reviewing existing components to see if they are aligned with current strategy
C. People throughout the organization should know about this meeting and its decisions
D. The meeting should have a set agenda, and each member should be contacted before it to learn of key issues
Your executive management has been recently undergoing a change from a functional organization to a projectized one and is currently assessing the volume of work that the organization can execute. Which of the following tools and techniques will decide the volume of work and components that the organization can execute?
A. Weighted Ranking and Scoring
B. SWOT Analysis
C. Capability and Capacity Analysis
D. Quantitative and Qualitative Analysis
Assume you are the portfolio manager for a legacy software company. For many years, your company was one of the top five leaders in software development, but as newer and more efficient software was invented, it began to lose market share. Your company then found its services were needed as legacy systems were converted, especially since Cloud computing now is so popular. But it has lost revenues increasingly over the years. To gain market share and provide greater portfolio value, the executive team decided it should:
A. Focus on channel partnerships
B. Hire people with competencies in Cloud computing and enter this market
C. Recognize change takes time but retrain employees to enhance customer satisfaction
D. Focus on supplier value by partnering agreements
You prepared a portfolio risk management plan when you replaced the previous portfolio manager three years ago. However, recent structural and execution risks have affected the portfolio adversely, resulting in lost opportunities and a decrease in overall return on investment. You are updating the risk management plan as now stakeholders can see its value. In doing so, you can use some portfolio process assets such as:
A. Lessons learned
B. Portfolio algorithms
C. Vision statements
D. Risk categories
Strategies are changing, the portfolio mix is changing, the portfolio is progressing and you are doing a great job optimizing the mix of components. What tools and techniques are you using in the case?
A. Weighted Ranking and scoring techniques, Portfolio Component inventory, Categorization
B. Integration of Subsidiary Plans, Organizational Structure Analysis, Elicitation techniques
C. Capability and Capacity Analysis, Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative and Qualitative Analysis, PMIS
D. Capability and Capacity Analysis, Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative and Qualitative Analysis
In managing strategic change, the portfolio manager performs stakeholder analysis in order to consider the changing requirements. Which of the following options is referenced in this case to provide guidance on the communication required to ensure successful change?
A. Portfolio Strategic Plan
B. Portfolio Management Plan
C. Portfolio Roadmap
D. Portfolio Charter
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