Question 1

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)?

Options :

A : Portfolio metrics are not related to component metrics, each is used at its own level

B : Metrics are defined at portfolio level and given as guidelines to components in order to define their own metrics

C : Portfolio metrics used at the portfolio level are the same used at components level

D : Metrics are defined at components level and rolled up to the portfolio level

Answer: D

Question 2

You have a portfolio component that is using earned value analysis. It is at the 15% point of completion, and it

is evident that it cannot be completed as planned. Adding resources will not solve the problem, and at the last

Portfolio Review Board meeting, the Board members decided to terminate this component based on its various

risks. They then decided the resources allocated to this component could be transferred to other portfolio

components enhancing their early completion and avoiding risks from competitors. As the portfolio manager,

you:

Options :

A :

Worked with the component managers to ease the transition

B : Documented these decisions in portfolio reports

C : Set up both quantitative and qualitative metrics to determine the usefulness of adding resources to the other components

D : Met with the affected component managers and their teams to explain these changes

Answer: B

Question 3

Some of your Stakeholders reported to you that they are not receiving status reports and other regular

information on the Portfolio progress. This has caused a big issue with the governance board and they

requested an immediate resolution. You have already analyzed the stakeholders and prepared the

communication matrix; what is your best course of action in this case?

Options :

A : Correctly configure the PMIS

B : Meet individually with each stakeholder and re-analyze their needs and expectations

C : Update the Communication Management Plan

D : Update the communication matrix

Answer: A

Question 4

Moving from project management to program management and now being appointed as the first portfolio manager in your cyber warfare company, you know you always wondered what happened to the various reports you had to prepare, and the metrics you had to collect. You are working now to determine critical metrics for portfolio management and decided to involve as many people as possible through questionnaires and surveys. You also held some focus groups. The purpose is to:

Options :

A : Ensure the metrics that are collected support the SMART principle

B : Maximize portfolio value

C : Represent the vital few rather than the trivial many

D : Can be gathered with minimal disruption

Answer: B

Question 5

For years, your aerospace company has been a leader in the development of sophisticated avionic hardware

systems around the world. The executives want to continue with this well-recognized product line, but also

they decided it is time to move into state-of-the art software to complement the hardware products. You have

been asked to assess whether there are skill set limitations in the company to assess resource capacity

internally. To do so, you decide to:

Options :

A : Focus on needed competencies and develop competency profiles for the internal staff

B :

Interview staff members based on performance evaluations to determine their interest in the new product

line

C :

Work with Human Resources and review the education backgrounds of internal staff and see if people

have taken recent training

D :

Set up a contingency plan by asking the Procurement Department to issue a Request for Information to

external consulting firms

Answer: A

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