260 ◾ PfMP® Exam Practice Tests and Study Guide
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Practice Test 2 ◾ 261
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262 ◾ PfMP® Exam Practice Tests and Study Guide
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Practice Test 2 ◾ 263
Answer Key for Practice Test 2
1. a. Organizational structure and organizational areas
Through alternatives analysis an integrated view of the portfolio strat-
egy can be prepared depicting multiple portfolio components in the
areas of the organization; the organizational structure and areas there-
fore are described in more detail in the strategic plan.
Portfolio Management Standard, pp.44, 46
Task 1 in the ECO in Strategic Alignment
2. c. Portfolio, sub- portfolios, programs, and projects based on organizational
areas
The structure aligns to the portfolio strategic plan. It also includes
hierarchies, timelines, and goals for programs, projects, and operational
activities.
Portfolio Management Standard, p. 47
Task 1 in the ECO in Governance
3. b. Using trade- off analysis
Investment choices are a tool and technique as part of quantitative and
qualitative analysis used in the Develop Risk Management Plan process.
Trade- off analysis is one approach to consider since it determines the
effect of changing at least one factor in the portfolio.
Portfolio Management Standard, p. 127
Task 2 in the ECO in Risk Management
4. d. Key stakeholder expectations and communication requirements
For strategic change to be effective, key stakeholders need to be part
of the process to ensure the change is accepted. The portfolio man-
ager, while managing the strategic changes, should consult the portfolio
strategic plan and consider how best to handle stakeholder expectations
and communication requirements.
Portfolio Management Standard, p. 53
Task 5 in the ECO in Performance
264 ◾ PfMP® Exam Practice Tests and Study Guide
5. a. Relationships among them
Stakeholder analysis is used to prepare the portfolio communication
management plan. The interests of each stakeholder, their level of inu-
ence, and the relationships between them require consideration during
the planning process.
Portfolio Management Standard, p. 110
Task 2 in the ECO in Communications
6. b. Compare strategic objectives
The rst step in preparing a prioritization analysis is to compare the
proposed components in terms of their support to the organization’s
strategic objectives.
Portfolio Management Standard, p. 51
Task 7 in the ECO in Strategic Alignment
7. a. Earned value
The progress measurement techniques used in managing portfolio value
are the same as those at the component level; the most useful is earned
value.
Portfolio Management Standard, p. 102
Task 9 in the ECO in Performance
8. a. The company’s workload had increased
If components are not aligned and the organization lacks a success-
ful evaluation and denition process, unnecessary and poorly planned
components are in the portfolio, and as a result, the organization’s
workload increases.
Portfolio Management Standard, p. 64
Task 2 in the ECO in Governance
9. b. A project sponsor
Functional groups, such as production, manufacturing, nance, market-
ing, legal, information systems, human resources, administrative ser-
vices, etc., may be stakeholders in the portfolio and also can serve as
sponsors of portfolio components.
Portfolio Management Standard, p. 5
Task 6 in the ECO in Performance
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