PMI Portfolio Management Professional Exam Practice Test

Assume you are the portfolio manager for a telecommunications company. Your company was about to launch a new and easy to use smart phone with more features than any existing phones on the market at a lower price. However, although the phone was due to market in five days, the Federal Communications Commission issued today a regulation that would make your new phone not available for use in airplanes. Thus additional work must be done, and your executives are wondering whether a new phone should be developed for this new feature. You are ensuring that if a new phone is developed, or if the almost completed product is not to be marketed, there is still alignment to the organization's strategy. As you complete an analysis of alternatives, you also should ensure results of the analysis are reflected in the:

As the portfolio manager you have worked to consider the complexities involved of the interdependencies in your programs, projects, and ongoing work. As your portfolio process has been implemented for three years, a key challenge is that senior executives tend to change priorities often even though programs and projects are being implemented. Often these programs and projects are cross-functional, and the result is your process is not coordinated. You recognize there is a need to change, and you met with the Chair of the Portfolio Review Board and have her support for a transparent approach for portfolio standards and prioritization. You should:

As you are the portfolio manager for your state government agency, which is undergoing a series of budget cuts, you are focusing attention on managing risks to the portfolio as the budget is reduced. You realize in this process the time and budget for risk management also will be reduced; these data are in the:

Roadmaps may be prepared to show different elements, and at the beginning they may not provide details of the various components. As a high-level plan at the portfolio level, the roadmap:

Information and direction about the organization's vision, mission, prioritization, and resources should be obtained before the portfolio's strategic plan is developed by reviewing:

Capability and capacity analysis are useful tools in portfolio performance management. In using this type of analysis a best practice is to:

Assume you have determined the prioritization criteria your Portfolio Review Board will use, and you have reviewed the criteria with your key stakeholders to attain their buy off and occurrence. The purpose in establishing these criteria is to: