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PMI PfMP - Portfolio Management Professional (PfMP)

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Total 495 questions

As a portfolio manager you need to continuously balance the need and requirements with the available resources to maintain a balanced portfolio and portfolio resources in order to optimize delivery. One of your key stakeholders came to you asking to skip the manage supply and demand process as you have already prioritized and allocated resources through the strategic management and the governance processes. As a portfolio manager you should

A.

Raise this to the steering committee for approval

B.

Skip the step as the stakeholder is correct and you can always re-do the process as part of managing a strategic change

C.

Continue work and ignore the stakeholder's request as this stakeholder is known to resist change and hates collaboration

D.

Continue your work and perform the manage supply and demand process

A junior Portfolio manager has come to you for advice. He is hearing a lot about the focus of portfolio management practices, however, he is not sure anymore of the exact answer. What do you, as an experienced portfolio manager tell him?

A.

Portfolio is undertaken to produce deliverables that support specific organizational objectives

B.

Portfolio is undertaken to achieve one or more organizational strategies and objectives

C.

Portfolio is undertaken to achieve benefits

D.

Portfolio is undertaken to handle operational daily activities

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

Assuming a portfolio manager position means one has more stakeholders than in program, project, or operational roles. The goal is to identify all interested stakeholders but often overlooked are:

A.

Consumer groups

B.

Alliances

C.

Associations

D.

External resource providers

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. Multiple risks have already been spotted in your portfolio and you are now identifying, assessing and developing risk response plans for them, in addition to monitoring and controlling them. What are you looking for? You were finding this hard at first however you asked the help from a senior portfolio manager and he redirected you to use

A.

Weighted Ranking and scoring techniques, Portfolio Component inventory, Categorization

B.

Weighted Ranking and scoring techniques, Quantitative & Qualitative Analysis

C.

Capability & Capacity, Weighted Ranking and scoring techniques, Graphical Analytical methods, Quantitative & Qualitative Analysis

D.

Weighted Ranking and scoring techniques, Graphical Analytical Methods, Quantitative & Qualitative Analysis

Your State Governor is fiscally conservative and has limited significantly the financial resources to be provided to each University in the eight Universities in the State's system. Recognizing your University is going to have a 55% reduction in its budget, your Chancellor is re-evaluating all the work that is under way to see how much it can do with fewer resources. Every department will have layoffs at all levels. However, the University does have a portfolio management process in place, which people support. This means for effective portfolio management:

A.

Each portfolio in the University should have the same restrictions in terms of available funding

B.

An effective resource assignment process is required

C.

Pareto analysis should be used to focus attention on those components with the greatest impact

D.

Portfolio maturity should be a factor in determining plans and decisions

You are the portfolio management for a big corporate with existence in 3 continents. While planning the performance management and in particular the dashboards and reporting tools, which of the following options is the most important to account for the different geographical locations?

A.

Organizational Process Assets

B.

Portfolio Process Assets

C.

Enterprise Environmental Factors (EEFs)

D.

A good sponsor to back you up

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. As part of managing risks, the portfolio manager applies multiple analyzes and uses tools to help dealing with risks. What does the portfolio manager use to visualize risks impact on portfolio strategic objectives such as profitability?

A.

Sensitivity Analysis

B.

Risk Breakdown Structure

C.

Efficient Frontier

D.

Probability and Impact matrix

Organizations pass by a strategic planning cycle on regular basis in order to align existing strategies, remove strategies and add new ones. When it comes to the implementation, which of the following options represents the activities through which the organizational strategies are implemented?

A.

Portfolio Components

B.

Portfolio Strategic Management

C.

Portfolio Components and Ongoing Operations

D.

Ongoing Operations

Risk management is an integral part of project, program and portfolio management and is invoked throughout the project, program and portfolio life cycle. Which of the following highlights the difference between portfolio risk and program or project risks?

A.

Portfolio risks focus on strategies, whereas program and project risks focus on implementation

B.

Portfolio Risks may be actively accepted in anticipation of high rewards, whereas, program and project level risks are not

C.

Portfolio risks are the aggregation of subsidiary programs and projects risks

D.

Portfolio risks can not be mitigated to other third parties, whereas program and project risks can