Having worked in portfolio management before, you are pleased you were selected to implement it and be the portfolio manager for your motorcycle company, well known throughout the world.
As it is a new function, you worked with the Enterprise Program Management Office to ensure you had a complete inventory of the work in progress. Now as you prepared your various portfolio management artifacts, and have a Portfolio Review Board meeting upcoming in two weeks, sponsors will be proposing new components. This means:

• A. The meeting should have a set agenda, and each member should be contacted before it to learn of key issues
• B. A master schedule of resource allocation is needed
• C. People throughout the organization should know about this meeting and its decisions
• D. The meeting also should focus on reviewing existing components to see if they are aligned with current strategy

During a review of a draft portfolio management plan, a portfolio manager discovers that portfolio goals are misaligned with organizational strategy. What should the portfolio manager do next?

• A. Organize a brainstorming session with key stakeholders.
• B. Rebalance the portfolio based on the organizational strategy.
• C. Document the gaps in the portfolio management plan.
• D. Escalate the issue to senior management.

One of the junior portfolio managers learned that she needs to perform organizational structure analysis as part of the portfolio management plan development. She does not understand why and she came to you for advice. What is your advice to her?

• A. This analysis, along with the analysis of the portfolio structure from the charter, help in the selection of strategically aligned portfolio components
• B. This analysis will help in prioritizing the portfolio
• C. This analysis is part of the develop strategic plan and not develop portfolio management plan
• D. Portfolio Management roles and responsibilities are defined based on this analysis

What type of analysis should a portfolio manager use to determine the measures needed for organizational improvement and to increase the market value of portfolio components?

• A. Business value
• B. Market/competitor
• C. Quantitative
• D. Cost-benefit

You are approaching a major checkpoint and right before the review meeting, one of the key stakeholders asked you to add a small component which is of high interest to her and requires minimal effort and spans a short duration. What should you, as a portfolio manager do?

• A. Add it directly to the portfolio after prioritization because it is a quick project and it will have high value to a key stakeholder
• B. Propose the request during the upcoming steering committee meeting
• C. Directly reject the request as it is unethical
• D. Find out its strategic alignment and present it to the steering committee