While your organization maintains a decision register after each meeting of the Portfolio Review Board, this register only notes decisions that are made when a component is added to the portfolio or if the Board terminates a component. If the component is terminated, the reason for the termination is not listed. Also if a proposed component is not approved, the reason is not listed. It is evident this register is lacking in its usefulness, which means it requires updating as it is:

1. A. In the portfolio management plan
2. B. A portfolio process asset
3. C. An organizational process asset
4. D. Part of the governance model

Correct Answer: B

While Optimizing your portfolio, you need to present to the governance board how your components will be ranked and balanced in a quantifiable way. How will you do this?

1. A. Graphical analytical methods
2. B. Value measurement and scoring
3. C. Scenario Analysis
4. D. Weighted ranking and scoring

Correct Answer: D

Based on the following table, assume you have been asked to perform a prioritization analysis based on these data. You realize risk is a major concern to the company, but you have some data available about potential benefits. These data show A and D have the greatest benefits. A and D are followed in terms of benefits by C, then B, then F, and finally

1. A. Assume three of the programs and projects can be added to the portfolio when the Board meet
2. B. Your recommendation is to select:
3. C. A, B, and C
4. D. A, D, and C
5. E. A, F, and C
6. F. D, B, and C

Correct Answer: B

Your organization tried implementing portfolio management in the past, but even though it purchased a sophisticated automated software system for scoring and prioritization, it was not successful. After a year of complaints about the system, the executive team disbanded it. Now, resources are scarce, and some executives who were involved in the earlier attempt have left the company. The new CEO asked for a list of ongoing programs, projects, and operational work, and you could not provide one even though you direct the Project Management Office. He wants this inventory so it then can be used as the starting point to implement portfolio management. You and several others stated it did not work previously and do not believe it will work in the company. The CEO then hired a person to be the portfolio manager from outside who reports directly to him. The portfolio manager is emphasizing the importance of resources working on initiatives aligned with organizational strategy as part of the:

1. A. Portfolio performance plan
2. B. Portfolio roadmap
3. C. Portfolio communications strategy
4. D. Portfolio charter

Correct Answer: C

A major strategic change has occurred and you are managing the change at portfolio level. You are currently performing gap analysis and you receive information on a stakeholder that is extremely unhappy with how the change will be handled in your portfolio. What should be your best course of action?

1. A. Perform prioritization analysis in order to position the change with relations to other changes
2. B. Check the Communication Strategy matrix and ignore the stakeholder if he lies in the lower quadrants
3. C. Escalate the issue to steering committee before any further damage happens
4. D. Perform Stakeholder Analysis

Correct Answer: D