Select Two (Multi-Select) Questions

Accountability for risks.

Someone must own the risk response.

Proactive communication.

Essential for timely intervention.

Transparency in reporting.

Essential for trust and management.

Portfolio Performance Reports.

Performance data informs if the charter is still valid.

Portfolio Strategic Plan.

Strategy is the basis for the charter.

Portfolio manager.

The manager facilitates the planning process.

Functional department heads.

They provide insight into resource capacity and capability.

Executive leadership team.

Leadership defines the strategy being planned.

Identification of non-compliance with the governance plan.

This is the core purpose of an audit.

Recommendations for process improvements.

This adds value to the governance process.

Summary of audit findings and observations.

Essential for the report.

A major change in available budget or key resources.

Resource changes impact the feasibility of the roadmap.

A sudden shift in organizational strategy.

Strategy drives the roadmap.

An unexpected regulatory change that impacts multiple projects.

Regulatory change can require re-prioritization.

Senior executives and business leaders.

They provide the authority and strategy.

The portfolio manager.

The manager provides the data and context.

Portfolio performance data.

This is necessary to compare against the plan.

Portfolio Management Plan.

This contains the baselines for performance monitoring.

Risk monitoring.

Ongoing requirement.

Risk identification.

First step in the cycle.

Significant changes in available budget or resources.

Constraints drive the need to re-balance the portfolio.

A major shift in organizational strategy.

The portfolio must be realigned to support the new strategy.

Provide high-level dashboards showing progress against strategic goals.

High-level metrics provide value without exposing internal operational details.

Publish formal annual reports highlighting realized benefits.

Formal reports are excellent for demonstrating value to external parties.

Stakeholder register.

This identifies the people who need engagement.

Portfolio strategic plan.

The strategy defines the goals that stakeholders need to support.

Organizational process assets.

These provide templates and historical data to guide planning.

Available Resource Capacity

If the organization cannot staff the project, it is not feasible.

Organizational Strategic Alignment

Alignment is a core feasibility criterion.

Financial viability of the project.

The project must be within budget and provide value.

Technical capability to deliver the project.

The organization must have the technical skills to deliver.

Availability of required resources.

Resources must be available to execute the work.

Ensuring all components contribute to strategic goals.

This is the primary job of the manager.

Recommending the termination of misaligned components.

Managing the portfolio includes weeding out waste.

Lack of clear performance metrics.

Without metrics, you can't see that alignment is drifting.

Poor portfolio governance.

Governance ensures components remain aligned.

Changing organizational strategic goals.

If the destination changes, the map must be updated.

A well-defined business case.

The business case justifies the component.

Resource capacity analysis.

Capacity confirms it can be done.

Prioritization of components.

Essential to assign limited resources to the right work.

Standardized reporting of resource utilization.

Needed to track and optimize usage across projects.

Resource capacity planning.

Crucial for knowing how much work can be done.

The projected risk and return on investment (ROI).

Risk/reward profile is a standard evaluation metric.

Availability of required resources.

Feasibility is critical for success.

Alignment with the organization's strategic objectives.

Strategic fit is the primary criterion.

Identify the scope and objectives of the audit.

Defining the audit scope is the first step.

Select the audit team and gather necessary data.

Resource and data preparation are critical.

Communicate the purpose and findings to relevant stakeholders.

Transparency and communication are essential.

Active participation of senior executives with decision-making authority.

Leadership commitment is essential.

A well-defined governance framework and clear decision-making processes.

Process clarity is required for effective governance.