Assume you are managing your city's portfolio, and its overall strategic goal is to promote economic development to attract more visitors to the city. It is a difficult challenge as the city is not a major metropolitan area and also is not a preferred winter or summer destination. Nonetheless, you are planning and allocating resources according to the city's strategy. Not to be overlooked as you do so is the need to:
A. Obtain support from your key stakeholders
B. Determine a communication strategy to explain your approach
C. Maximize return considering the city's risk tolerance
D. Continually update the portfolio inventory
The Scenario Analysis is used twice as a tool and technique, once while developing the charter and another time while managing Supply and Demand (It also exists as part of the quantitative and qualitative analysis as part of the optimize Portfolio process). When it comes to Manage Supply and Demand, which of the following represents a correct description of the Scenario Analysis?
A. All of the Options
B. Helps differentiate between the resources capability and capacity
C. Helps determine various possibilities of resource allocations and the impact to component schedules
D. Enables decision makers to create a variety of portfolio scenarios using different combinations of both potential components and current components
One of the major steps for a portfolio manager is to know which components qualify to be included in the mix of components that will achieve the strategic objectives sought by the portfolio. As a program manager, you will use a variety of methods to help you achieve this purpose. Which of the following are valid tools and techniques?
A. Capability and Capacity Analysis, Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative and Qualitative Analysis, PMIS
B. Integration of Subsidiary Plans, Organizational Structure Analysis, Elicitation techniques
C. Weighted Ranking and scoring techniques, Portfolio Component inventory, Categorization
D. Capability and Capacity Analysis, Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative and Qualitative Analysis
Assume you are working in a division in your country's Department of Interior. The Department is set up in Bureaus, and your work falls within Natural Resources. Your division is the Water Resource Division. You are responsible as the portfolio manager for the work in this Division. As you work on the portfolio for the upcoming year, you point out to the members of the Portfolio Review Committee that:
A. The projects in the portfolio have interdependencies between them
B. Your portfolio reflects your Division's objectives
C. Each program and project in the portfolio have related objectives
D. Your portfolio addresses different strategies than those in other parts of the Department
You have been asked to be the manager for a governmental portfolio, and your starting point should be tendering a strategic plan to the board for validation and approval for continuation. Which documents/ artifacts do you have debuting the portfolio that you can use to develop the strategic plan?
A. Prioritization analysis, portfolio process assets, portfolio roadmap
B. EEF's, portfolio component inventory, organizational process assets
C. Organizational strategy and objectives, inventory of work, portfolio process assets
D. Portfolio charter, portfolio roadmap, organizational strategy and objectives
Your company is currently on the verge of bankruptcy due to the lack of transparency within the organization; this alerted the CEO to take decisive actions and request that new reporting lines be established in order to be fully transparent. Following this, the portfolio structure has changed to cope with the new reporting lines. Where is this change reflected when it comes to portfolio documents?
A. Portfolio Charter updates
B. Portfolio Strategic Plan updates
C. Portfolio Management Plan updates
D. Portfolio Roadmap updates
ecause your company's Portfolio Review Board consists of the Directors of its five business units and is chaired by the CEO, the meetings tend to be contentious as there is limited funding available to authorize all the proposed programs and projects. Dissension also is the norm if resources are reallocated from one business unit to another. As a result, the CEO:
A. Strives to use consensus to make decisions, but this approach rarely is effective
B. Decided to use an outside facilitator when meetings are held
C. Uses multi-voting and makes the final decision
D. Often uses a Delphi approach
A recent development in the market gave your competitors a leading edge. Your company's CEO and executive members want to focus on new developments and gain the market leadership once again. You wanted to show the new structure to the Portfolio stakeholders and strategies have changed. As a portfolio manager, your best course of action is to perform a
A. Capability and Capacity Analysis
B. Scenario Analysis
C. Gap Analysis
D. SWOT Analysis
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. You are currently developing the guidelines and approaches for managing risks and are looking for methods to help you. What are you looking for?
A. Weighted Ranking and scoring techniques, Quantitative and Qualitative Analysis
B. Weighted Ranking and scoring techniques, Pf Component inventory, Categorization
C. Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative and Qualitative Analysis
D. Capability and Capacity, Weighted Ranking and scoring techniques, Graphical Analytical methods, Quantitative and Qualitative Analysis
The Strategic Plan is an important document that is referenced throughout the portfolio life cycle. Which of the following is correct regarding the Strategic Plan purpose and focus?
A. Articulates the options, preferences, and factors that will be considered in a specific portfolio
B. Describes the approach and intent of management in identifying, approving, procuring, prioritizing, balancing, managing, and reporting a portfolio
C. Identifies recipients for information associated with the portfolio management process
D. Shows how and when the portfolio resources will be planned, balanced, and allocated to the portfolio components
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