Strategic Alignment ◾ 17
Answer Sheet
1. a b c d
2. a b c d
3. a b c d
4. a b c d
5. a b c d
6. a b c d
7. a b c d
8. a b c d
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19. a b c d
20. a b c d
Strategic Alignment ◾ 19
Answer Key
1. b. Ensure compliance with regulatory requirements
The portfolio manager has a duciary responsibility to conform to stan-
dards and regulatory requirements.
Portfolio Management Standard, p. 14
Task 2 in the ECO in Strategic Alignment
2. b. Opportunities to be pursued
The work under way should be validated against organizational strategy
updates through strategic alignment analysis. Factors indicating there
may be a need to do so include obsolete goals, opportunities to pursue,
or responses to regulatory changes.
Portfolio Management Standard, pp. 44–45
Task 3 in the ECO in Strategic Alignment
3. b. Is documented in the portfolio strategic plan
The organization’s performance strategy, along with the communica-
tion’s strategy and the tolerance for risks, are documented in the strate-
gic plan.
Portfolio Management Standard, p. 60
Task 1 in the ECO in Strategic Alignment
4. a. A simple sum of selected criteria
This scoring model is easy to construct and use but does not take into
account reective importance among the criteria in the model.
Milosevic, pp.22–27
Portfolio Management Standard, pp.100–101
Task 6 in the ECO in Strategic Alignment
5. c. The components can be quantied
In a portfolio, all components must be quantiable so they can be mea-
sured, ranked, and prioritized.
Portfolio Management Standard, p. 3
Task 6 in the ECO in Strategic Alignment
20 ◾ PfMP® Exam Practice Tests and Study Guide
6. d. Capacity factors such as nancial and asset considerations
Capacity is focused on resources, while capability focuses on con-
straints such as skill set limitations and nancial and asset limitations.
Portfolio Management Standard, p. 48
Task 5 in the ECO in Strategic Alignment
7. b. Creating an up- to- date list of components
In order to dene the portfolio, an up- to- date list of components is
required for regular evaluation, selection, and prioritization.
Portfolio Management Standard, p. 44
Task 4 in the ECO in Strategic Alignment
8. c. Program A
In this example, Program A has the highest number of points with 60
than the other three possible components and should be recommended.
Rechenthin, pp.54–55
Portfolio Management Standard, p. 69
Task 5 in the ECO in Strategic Alignment
9. d. Extent of organizational change
It is necessary to recognize and formalize the organization’s ability to
handle changes to ensure benets of portfolio management are real-
ized. The extent of the changes the organization is able to accept then
is a key factor used to determine the appropriate mix of components in
the portfolio as it relates to strategic objectives, which are inputs to the
decision process.
Portfolio Management Standard, p. 27
Task 2 in the ECO in Strategic Alignment
10. a. It is helpful to group stakeholders by category
By grouping stakeholders, one can then best recognize their positions
toward the strategic change; determine their levels of power, inuence,
and interest; and determine the best way to manage their expectations
and gain their support.
Portfolio Management Standard, pp. 16, 54, 110
Task 7 in the ECO in Strategic Alignment
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