Strategic Alignment ◾ 21
11. d. Link project, program, and portfolio principles with organizational
enablers
Through these links to the enablers (structural, cultural, technological,
and human resource practices), using organizational project manage-
ment can best support strategic goals.
Portfolio Management Standard, p. 7
Task 7 in the ECO in Strategic Alignment
12. d. Review the portfolio charter
The portfolio charter identies the portfolio and any sub- portfolios as it
considers areas in the organization in scope, hierarchies, and the goals
of the portfolio.
Portfolio Management Standard, pp.64, 66
Task 4 in the ECO in Strategic Alignment
13. a. Review the organization’s mission statement
The organization’s strategy and objectives are an input to the develop-
ment of the portfolio strategic plan. The input can be in a document
with the mission, vision, and objectives.
Portfolio Management Standard, p. 41
Task 1 in the ECO in Strategic Alignment
14. b. Conduct a readiness assessment
A readiness assessment is a tool and technique in managing strategic
change. It determines the if, when, what, and how as to how best to
implement the change and move from the ‘as is’ to the ‘to be’ state.
Portfolio Management Standard, p. 55
Task 7 in the ECO in Strategic Alignment
15. d. Management approach
The portfolio management plan contains numerous elements. Of signi-
cance with these acquisitions, is the need to update this plan because
of changes in the management approach; other reasons to update it are
changes in priorities and the organizational structure.
Portfolio Management Standard, p. 55
Task 7 in the ECO in Strategic Alignment
22 ◾ PfMP® Exam Practice Tests and Study Guide
16. c. Portfolio roadmap
The roadmap presents a high- level strategic direction and information
in a chronological fashion for portfolio execution.
Portfolio Management Standard, p. 39
Task 8 in the ECO in Strategic Alignment
17. c. Within the portfolio and between organizational areas
The roadmap shows the internal and external dependencies; the exter-
nal dependencies are between organizational areas.
Portfolio Management Standard, p. 50
Task 8 in the ECO in Strategic Alignment
18. b. Contained in the portfolio strategic plan
Among other things, the portfolio strategic plan contains the priori-
tization model, which is useful as a decision framework to structure
components.
Portfolio Management Standard, pp. 46, 48
Task 6 in the ECO in Strategic Alignment
19. c. Integrate and respond to changes in the portfolio
The portfolio is not static, and organizational strategy changes fre-
quently based on internal and external factors. An adaptive approach to
change is required.
Portfolio Management Standard, p. 44
Task 7 in the ECO in Strategic Alignment
20. a. Easily quantiable
In a simple model, criteria examples are alignment to strategic goals,
expected ROI, investment risks, and dependencies.
Portfolio Management Standard, p. 45
Task 6 in the ECO in Strategic Alignment
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