PMI Portfolio Management Professional Exam Practice Test

Your organization has a defined portfolio management process that it has followed for three years. As the portfolio manager, you keep your various plans up to date, and because of numerous regulatory changes involving the telecom industry, it is time to review and update the risk management plan. You have several key stakeholders working with you as you realize the importance of this plan in maintaining a competitive advantage. One way you and your team are assessing the various risks that may impact the structure of the portfolio is to use:

Before any information in your web-based technology company is communicated externally, it must be submitted to the company's Public Relations Department to ensure sensitive information is not disclosed inadvertently to competitors. The Public Relations Director must sign off on all external information. You need to, as the portfolio manager:

Your organization tried implementing portfolio management in the past, but even though it purchased a sophisticated automated software system for scoring and prioritization, it was not successful. After a year of complaints about the system, the executive team disbanded it. Now, resources are scarce, and some executives who were involved in the earlier attempt have left the company. The new CEO asked for a list of ongoing programs, projects, and operational work, and you could not provide one even though you direct the Project Management Office. He wants this inventory so it then can be used as the starting point to implement portfolio management. You and several others stated it did not work previously and do not believe it will work in the company. The CEO then hired a person to be the portfolio manager from outside who reports directly to him. The portfolio manager is emphasizing the importance of resources working on initiatives aligned with organizational strategy as part of the:

Your IT company has been successful as it is able to deliver projects on time without the need for rework and within the allocated budget. Your customers have been astonished with the results and are using your company for additional work, plus they have been recommending your company to others. Your company is experiencing tremendous growth and wants to ensure it can take on the new work with existing resources, both people and systems, or whether it will need to use outsourcing. Given its outstanding reputation, your executives wish to avoid the need to outsource. You have been asked to perform a capacity analysis. A best practice is to:

Assume you are co-owner of a small consulting firm. Previously, you worked as a managing partner in one of the larger consulting firms in your country that had a defined portfolio management process to determine key opportunities to pursue to focus not solely on proposal win ratio but to aggressively emphasize capture ratio. Now in your new company in terms of portfolio management, the best practice to follow is to:

Assume you are the portfolio manager for a leading drug store in your country that offers numerous products. In the past four years, nearly every store has had to enlarge its pharmacy unit and hire additional staff members with the aging population. Observing this change, two years ago, stores set up clinics to provide customers with immediate care. As you see the growth in the stores in the health arena, you are looking at trends and realize:

Assume your company is a leading producer of AA and AAA batteries. However, it is a competitive market, and customers desire batteries with a longer life and a smaller size so they will not require replacement. As you set up categories for portfolio components, you will continue to produce your current product line as well as pursue advanced products to meet customer needs. A useful component category, therefore, is: