Practice Test 1 ◾ 199
144. b. Ensure the criteria and categories are aligned with the portfolio roadmap
The portfolio roadmap is used help identify components, categorize
them, and determine scoring criteria from its existing information. This
means as a minimum the criteria and categories require alignment with
the roadmap.
Portfolio Management Standard, p. 66
Task 8 in the ECO in Strategic Alignment
145. b. Portfolio algorithms
Portfolio process assets are an input to the Develop Portfolio Risk
Management Plan process and contain specic portfolio information to
aid in developing this plan. An example is the algorithms used in scor-
ing components and prioritizing them.
Portfolio Management Standard, p. 124
Task 2 in the ECO in Risk Management
146. c. Meet the organization’s objectives
The communication’s strategy ensures important stakeholder informa-
tion needs are met. This information as it is collected is used to ensure
the organization’s objectives are met.
Portfolio Management Standard, p. 105
Task 1 in the ECO in Communications
147. c. Assess gaps in meeting the Agency’s strategic objectives
This is an initial list of the work under way, and it will require main-
tenance; however, with the list, it now is possible to determine what
is being done and whether there are any gaps to ll to meet Agency
objectives.
Portfolio Management Standard, pp. 43–44
Task 4 in the ECO in Strategic Alignment
148. b. Enterprise environmental factor
In preparing or updating the performance management plan, enterprise
environmental factors must be considered and require monitoring.
Portfolio Management Standard, p. 61
Task 4 in the ECO in Governance
200 ◾ PfMP® Exam Practice Tests and Study Guide
149. a. Risk checklists
Updates to organizational process assets are an output of the Develop
Risk Management Plan process. Often, organizations have risk check-
lists to make sure nothing that has occurred in the past has been over-
looked as the risk management plan is prepared. New risk categories or
sub- categories also may require updates.
Portfolio Management Standard, p. 129
Task 2 in the ECO in Risk Management
150. b. A, D, and C
These programs and projects have the greatest benets associated with
them and also are the ones that have the least risk.
Turner, Huemann, Anbari, and Bredillet, pp.120–121
Portfolio Management Standard, p. 51
Task 7 in the ECO in Strategic Alignment
151. d. External resource providers
While they are a type of supplier, they focus only on providing
resources to complement what is available or to perform a key function,
such as resources for a Project Management Ofce or for IT.
Portfolio Management Standard, pp.106–107
Task 1 in the ECO in Communications
152. c. A way to set up a common set of decision lters
Through the use of categories, a common set of decision lters and cri-
teria can be used for evaluating, selecting, and prioritizing components.
Portfolio Management Standard, p. 64
Task 3 in the ECO in Strategic Alignment
153. d. The possible expected level of return for its level of risk
This approach is useful as a tool and technique in the Manage Portfolio
Value process, and it is an analytical tool to analyze portfolios in light
of resource constraints.
Portfolio Management Standard, p. 102
Task 6 in the ECO in Performance
Practice Test 1 ◾ 201
154. c. Weighted ranking and scoring techniques
These techniques are used by the portfolio manager and the gover-
nance oversight group to assess risks in multiple portfolios in the orga-
nization and to the overall portfolio structure. They can be applied to
any technical and management risk details as a tool and technique in
the Develop Portfolio Risk Management Plan process. The high- level
plans for risk management thus are dened by ranking and scoring,
Portfolio Management Standard, p. 125
Task 2 in the ECO in Risk Management
155. c. Compare the current portfolio mix with that with this change
A gap analysis is used to compare the current mix of components with
the new strategy and the organization’s ‘to- be’ vision.
Portfolio Management Standard, p. 54
Task 7 in the ECO in Strategic Alignment
156. b. Facilitates impact analysis
In change management impact analysis that may be part of the propos-
als for new components is used to then lead to reviews of the compo-
nent and either its approval or disapproval.
Portfolio Management Standard, p. 63
Task 4 in the ECO in Governance
157. d. Impact the availability of work managed in the portfolio
Ideally, all work is managed by the portfolio, but in most organizations
it is limited to programs and projects. Then when working in matrix or
functional organizations, resources may be committed to both program/
project work as well as operational work.
Portfolio Management Standard, pp.92–93
Task 7 in the ECO in Performance
158. b. $50,000
By setting up a cumulative cost chart for the investment in the portfolio
over a certain period, one can then see the level of investment that is
required for certain probabilities of success.
Portfolio Management Standard, p. 103
Task 1 in the ECO in Risk Management
202 ◾ PfMP® Exam Practice Tests and Study Guide
159. b. Portfolio process assets
In conducting a strategic alignment analysis, its results then are part of
the portfolio process assets and can be referenced later and as needed
by the portfolio manager.
Portfolio Management Standard, pp.54–55
Task 3 in the ECO in Strategic Alignment
160. b. Provides information about interdependencies that may affect objectives
The roadmap is an input to the Plan Communication Management Plan
process. Since it includes interdependencies among the components,
it is useful to review as this information may affect communications
objectives.
Portfolio Management Standard, p. 108
Task 2 in the ECO in Communications
161. b. Decided to use a an outside facilitator when meetings are held
In the Provide Portfolio Oversight process, elicitation techniques, includ-
ing facilitation, often are used to provide oversight.
Portfolio Management Standard, p. 83
Task 1 in the ECO in Governance
162. d. Use a standardized format across components
Portfolio reports are an input to the Manage Portfolio Value process.
While a variety of reports can be used, the objective is to ensure
the reports support content and follow a standardized format across
components.
Portfolio Management Standard, p. 98
Task 3 in the ECO in Performance
163. a. Evaluate if the benets of the portfolio are aligned with organizational
strategy
Reports on benets are useful as they explain whether there is utility to
the organization and other beneciaries. Therefore, these reports show
alignment with strategy. If the components are not aligned with strat-
egy, the portfolio process is not adding value, and changes are needed.
Portfolio Management Standard, p. 83
Task 1 in the ECO in Governance
Practice Test 1 ◾ 203
164. a. Portfolio management plan as it shows all elements in it have communi-
cations requirements
The communications management plan often is a subsidiary plan to the
management plan or is part of it. Regardless, the management plan is
the guiding artifact to consider, and it shows communications require-
ments of all elements in it such as risks that require communications to
a variety of stakeholders.
Portfolio Management Standard, p. 109
Task 2 in the ECO in Communications
165. d. The overall value of the portfolio is affected adversely
The roadmap is an input to the Manage Portfolio Value process. It can
show a ripple effect when there are changes to the components, such
as delivery delays or cancellations, thereby affecting portfolio value.
Portfolio Management Standard, p. 98
Task 8 in the ECO in Performance
166. b. A portfolio process asset
As an output of the Provide Portfolio Oversight process, portfolio
process assets may need updating, such as the decision register and
open issues.
Portfolio Management Standard, p. 84
Task 2 in the ECO in Governance
167. d. Dene the portfolio vision and objectives to align with organizational
strategy
The purpose of setting up a portfolio is to ensure all work in progress
supports organizational strategy as resources are limited, and the com-
ponents require justication and alignment.
Portfolio Management Standard, pp. 43–44
Task 1 in the ECO in Strategic Alignment
168. d. Portfolio process assets
This is one of several portfolio process assets that should be considered
as an input to the Plan Communication Management process to recog-
nize roles and responsibilities.
Portfolio Management Standard, p. 109
Task 3 in the ECO in Communications
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