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NEW QUESTION 136
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 Management Plan Updates
- C. Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Reports
- D. Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Process Assets updates
Answer: D
Explanation:
Explanation
The answer to this question is Portfolio Strategic Plan updates, Portfolio Charter, Portfolio Process Assets updates
NEW QUESTION 137
You have been asked to manage a major portfolio in order to salvage the company and and re-align it with the strategic objectives and goals. You decided to develop the strategic documents and are currently developing the charter. As a portfolio manager, which of the following would be your answer when asked of the purpose for the development of portfolio charter?
- A. Authorize portfolio components
- B. Execute portfolio management processes
- C. Start the development of Portfolio Management plan and all of its subsidiary plan
- D. Develop portfolio structure
Answer: B
NEW QUESTION 138
Your online ordering company wants to add a component to its portfolio that its sponsor believes will outdistance the competition, but it has risks and also will be subject to regulatory approval. The purpose is to use parachutes to deliver the merchandise ordered through small helicopters so the recipients receive their orders within three hours of the on line purchase. As the portfolio manager you recognize this component is a major change and will require resources if it is approved. You are now performing change management using a change structure that:
- A. Needs to assess dependencies
- B. Requires a change request
- C. Requires an update to the roadmap
- D. Facilitates impact analysis
Answer: D
NEW QUESTION 139
Following an organizational change and restructuring. One of the Portfolio Key Stakeholders got a promotion and became a director. She became less interested in your portfolio and you used to engage her very closely.
What is your best course of action in this case?
- A. Escalate the issue to the steering committee in order to solve the issue from a management perspective
- B. Meet with the stakeholder and analyze her requirements again
- C. This is a normal scenario in a given portfolio; you should continue work as normal
- D. Move her to the third quadrant (high influence, low interest)
Answer: D
Explanation:
Explanation
Escalating the issue is out of question and does not reflect the correct responsibilities of a portfolio manager.
The portfolio manager should act upon such a change and should not continue work as normal. The fact that the Stakeholder lost interest in the portfolio means that she has been already analyzed and that the portfolio manager can directly change her grouping to include her in the third quadrant of the communication strategy matrix
NEW QUESTION 140
Optimizing the portfolio is a major recurring process that the portfolio manager performs throughout the portfolio life cycle in order to balance the mix of portfolio components. During this process, the portfolio manager uses a number of graphical analytical methods to help him ease the process. Which of the following is not a graphical analytical method used in this process?
- A. Risk vs. Return charts
- B. None of the options
- C. Pie Charts
- D. Histograms
Answer: B
NEW QUESTION 141
You have already created portfolio scenarios (what-if analysis) by reviewing components against prioritization criteria and using analysis techniques (e.g., options analysis, risk analysis, SWOT analysis, financial analysis).
You now want to recommend portfolio scenario(s) and related components, based on prioritization analysis/criteria. You are doing this in order to
- A. Provide governance with a rationale for decision making
- B. Provide a guiding framework to operationalize the organizational strategic goals and objectives
- C. Evaluate and select viable options
- D. Create a basis for decision making
Answer: A
Explanation:
Explanation
You are in the "Develop Portfolio Strategic Plan" process and in particularly performing the prioritization analysis (SPM V3 Page 45 - 4.1.2.3) As per the Portfolio Management Professional Exam Content Outline, Recommend portfolio scenario(s) and related components, based on prioritization analysis/criteria, in order to provide governance with a rationale for decision making
NEW QUESTION 142
One of your component managers has submitted his resignation and left the company; a new program manager joins the portfolio replacing him. Which document you use to inform the new program manager about his responsibilities in the portfolio?
- A. Portfolio Management Plan
- B. Portfolio Roadmap
- C. Portfolio Charter
- D. Program Business Case
Answer: A
Explanation:
Explanation
The Portfolio Management Plans contains the governance model in which roles and responsibilities should be clearly defined for specific roles such as portfolio manager, sponsors, portfolio stakeholders, executive stakeholders, and program and project managers. Roles and responsibilities need to be defined for portfolio management and for various governing bodies
NEW QUESTION 143
As part of the strategic alignment, you Rank strategic priorities working with key stakeholders and using qualitative and quantitative analyses in order to
- A. Create a basis for decision making
- B. Understand the strategic priorities
- C. Create portfolio scenarios
- D. Provide a guiding framework to operationalize the organizational strategic goals and objectives
Answer: D
Explanation:
Explanation
As per the Portfolio Management Professional Exam Content Outline, you rank strategic priorities working with key stakeholders and using qualitative and quantitative analyses in order to provide a guiding framework to operationalize the organizational strategic goals and objectives
NEW QUESTION 144
Working as a portfolio manager in the Water Resources Department of the U.S. Geological Survey, you are following a scorecard approach to report progress to your executives on the components in your portfolio. You submit the scorecards monthly, and based on their results, your executives decide if a Portfolio Review Board meeting should be held. Your emphasis in these reports is to:
- A. Chart progress toward strategic goals and objectives
- B. Display raw data in a visual graph
- C. Measure performance against targets and thresholds
- D. Display data using a traffic light approach
Answer: A
NEW QUESTION 145
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 Requirement Variability
- B. Trade-Off Analysis
- C. Budget Variability
- D. Market Payoff variability
Answer: D
Explanation:
Explanation
Market Payoff variability focuses on pricing and sales forecast
NEW QUESTION 146
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 used abundantly as an input to 7 processes. When it comes to managing portfolio value, how is the portfolio roadmap used?
- A. Dependencies shown at the roadmap level have positive impacts on the value realized
- B. It is not used in managing the portfolio value
- C. Dependencies shown at the roadmap level have negative impacts on the value realized
- D. Delays in delivery of portfolio component results may adversely affect the value derived from the portfolio
Answer: D
NEW QUESTION 147
Your sponsor has urged you to analyze Portfolio Risk before the end-of-week governance board meeting as the CEO will be present and is interested in Portfolio risk data in particular. Currently, you do not have adequate risk information in order to analyze data and give recommendations. Which tool is the most suitable for you to use in this case?
- A. Delphi
- B. Graphical Analytical methods
- C. Weighted Ranking and Scoring Techniques
- D. Cumulative distribution
Answer: A
NEW QUESTION 148
In a portfolio you have a continuous interaction between the portfolio and its components. The approach is top down when it comes to offering guidelines and approaches and becomes bottom up when the components report status and progress to the portfolio. What is the relation between the portfolio and portfolio components when it comes to defining the performance measures and targets (metrics)?
- A. Portfolio metrics used at the portfolio level are the same used at components level
- B. Metrics are defined at portfolio level and given as guidelines to components in order to define their own metrics
- C. Metrics are defined at components level and rolled up to the portfolio level
- D. Portfolio metrics are not related to component metrics, each is used at its own level
Answer: C
NEW QUESTION 149
You are the portfolio manager in a large organization including a diversity of stakeholders. From the start, you knew the importance of correctly managing the stakeholders requirements and concerns and you grouped them in order to
- A. Group stakeholders having same concerns and interests
- B. Facilitate stakeholders identification
- C. Group stakeholders from the same functional area
- D. Group stakeholders as internal and external
Answer: B
NEW QUESTION 150
Chartering the portfolio is an important step towards the initiation of the endeavor. It authorizes the portfolio managers to use the resources and marks the first step towards the allocation of resources to the components upon their initiation. Which of the below can help you while developing the charter?
- A. Strategic Alignment Analysis, Prioritization Analysis, Portfolio Component Inventory
- B. Scenario Analysis, Capability & Capacity Analysis
- C. Prioritization Analysis, Interdependency Analysis, Cost-Benefit Analysis
- D. Gap Analysis, Readiness Assessment, Stakeholder Analysis
Answer: B
NEW QUESTION 151
Portfolio Governance is important in a portfolio to maintain correct alignment, monitor and control performance and status, reshuffle the mix of components as found necessary, etc. Governance management includes which of the following processes?
- A. Manage Supply & Demand
- B. Develop Charter
- C. Optimize Portfolio
- D. Develop Portfolio Communication Plan
Answer: C
NEW QUESTION 152
Your organization, given the economic downturn in your country, decided to reduce its staff by 90% and outsource all operational activities including those of program and project managers and their teams. It has, however, retained the portfolio manager, and it has a Portfolio Review Board comprised of senior executives that meets monthly. Since outsourcing is the norm and not the exception, the manager of Procurement and Contracting is a major stakeholder. Her areas of interest are:
- A. Change decisions
- B. Financial standing
- C. Benefits and outcomes toward strategic goals
- D. Overall portfolio performance
Answer: B
NEW QUESTION 153
Your team members were having a discussion about the contents of the Portfolio Charter and they came to you for advice because they could not agree on a common answer. What would be your advice to them?
- A. Scope and timelines, all success criteria and justification
- B. Portfolio structure, scenario analysis, capability and capacity analysis
- C. Scenario analysis, capability and capacity analysis
- D. High-level scope and high-level timelines, critical success criteria and justification
Answer: D
Explanation:
Explanation
Scenario analysis and capability & capacity analysis are tools and techniques to develop portfolio charter process and they are not part of charter's content. The charter includes high-level scope and high-level timelines, critical success criteria and justification
NEW QUESTION 154
In a portfolio, data is an abundant asset, and managing the information aiming for a better decision making is critical. Which of the following help you with managing the portfolio value?
- A. Elicitation techniques, Capability & Capacity Analysis, PMIS
- B. Scenario Analysis, Capability & Capacity Analysis, Quantitative & Qualitative
- C. PMIS, Elicitation techniques, Communication Requirements Analysis, Communications Methods
- D. Elicitation techniques, Communication Requirements Analysis, Stakeholder analysis
Answer: C
Explanation:
Explanation
This questions relates to the tools and techniques of the "Manage Portfolio Information" process. The answer to this question is PMIS, Elicitation techniques, Communication Requirements Analysis, Communications Methods
NEW QUESTION 155
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. None of the options
- B. Funds
- C. Program and project managers
- D. Assets
Answer: A
Explanation:
Explanation
Organizational resources include funds, other tangible and intangible assets, as well as key human resources, such as program and project managers and subject matter experts.
NEW QUESTION 156
Assume you completed your portfolio performance management plan, and it was approved by the Oversight Committee. This plan, with an overall purpose to maximize portfolio performance, describes resource allocation and resource-related issues among other items. In it a key component is benefits realization. This emphasis on benefits planning provides:
- A. Methods to assist in benefit identification
- B. Examples for templates for benefits realization planning
- C. Methods to evaluate the expected net benefits
- D. An approach focusing on continuous improvement in overall performance
Answer: C
NEW QUESTION 157
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