Managing Strategic Change is an integral part of any portfolio in order to remain aligned with the strategic objectives. Your portfolio has undergone a major strategic change and you are currently interviewing senior executive stakeholders and analyzing requirements and expectations for strategic change in order to re-align the portfolio. Which of the following tools and techniques are you currently using?
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:
Stakeholders are concerned about the purpose of optimizing a portfolio while already having defined the portfolio with its related components, and are worried that this will cause a lot of time to be wasted. What is your advice to the stakeholders?
A portfolio manager needs to continuously balance the need and requirements with the available resources and needs to maintain a balanced portfolio and portfolio resources in order to optimize delivery. Capability and Capacity analysis is performed in 4 of the portfolio management processes and it serves a slightly different purpose in each and every one of them. You are currently using it in the development of your charter. What is its purpose in this case?
In a portfolio, data is an abundant asset, and managing the information aiming for a better decision making is critical. Which of the following are considered outputs to the Manage Portfolio Information process?
