Ipm Chapter 3

Front 1

Is assessing whether the right thing is being done of all portfolio components with a mission vision values and purpose of an organization.

Back 1

Portfolio strategic management

Front 2

It explains the key components of the portfolio management lifecycle, describing the key initiation decision, planning criteria, governance and optimization considerations, and execution elements

Back 2

Portfolio strategic plan

Front 3

Is a collection of projects programs subsidiary portfolios and operations management as a group to achieve strategic objectives

Back 3

Portfolio

Front 4

Achieve excellence in a strategic execution

Back 4

Guiding principles

Front 5

It explains the overall approach for achieving the vision

Back 5

Strategic mission statement

Front 6

Describes where the business sees itself

Back 6

Strategic vision statement

Front 7

Establishes the overall direction and tone of the business execution that shapes and defines its components

Back 7

Portfolio management

Front 8

It is stated simply and easy to understand

Back 8

Understandable

Front 9

A strategic goal should be what?

Back 9

Understandable

Suitable

Acceptable

Flexible

Front 10

Can it be adapted and change as needed?

Back 10

Flexible

Front 11

Does it fit with the mission and vision?

Back 11

Suitable

Front 12

What are the example of strategic objectives

Back 12

Innovation

Productivity

Social responsibility

Customer satisfaction

Front 13

Organizations execute their strategies through the creation of ______

Back 13

Strategic initiatives

Front 14

The process of defining a strategic initiatives based on the organizational strategy needs to be elaborated

Back 14

Defining strategic initiatives

Front 15

Where in the vision describes the goals, a strategy is a choice about how to reach that goal

Back 15

Strategic objectives

Front 16

Does it fit the value of the organization and employees?

Back 16

Acceptable

Front 17

These initiatives comprise portfolios of programs and projects aimed at achieving future state

Back 17

Portfolio programs and projects

Front 18

This process can involve elements of strategic gap analysis and application of a balanced scorecard

Back 18

Techniques for selection

Front 19

Define as the amount and type of risk that an organization is willing to take in order to meet its strategic objectives

Back 19

Strategic risk appetite

Front 20

Is the document that formally authorizes the portfolio managers to apply resources to the portfolio components and should be present with every occurrence of formal portfolio strategic planning

Back 20

Portfolio charter

Front 21

When developing the portfolio charter and defining the portfolio structure it is important to be guided by the____

Back 21

Portfolio strategic plan

Front 22

The development value charter the portfolio managers should leverage the portfolios plans, policies, procedures and guidelines and then existing documentation of stakeholder relationships scope, benefits and portfolio goals

Back 22

Portfolio process assets

Front 23

It is a visual high-level artifact

Back 23

Portfolio road map

Front 24

It may consist of organizational, environmental and governmental variables that may contribute to and constrain the process of developing the portfolio charter.

Back 24

Enterprise environmental factors

Front 25

It is built using and set of subsidiary portfolios programs projects and operational activities managed in a coordinated way.

Back 25

Portfolio

Front 26

What are the key components of portfolio

Back 26

Program and projects

Operational activities

Investment

Resource allocation

Front 27

What are the key factors that needed to be evaluate

Back 27

Realization factors

Organization objective objective oriented factors

External factors

Front 28

It is crucial in portfolio success

Back 28

Selection of key components

Front 29

This include costs, duration, resource, capacity, expected results

Back 29

Realization factors

Front 30

Represents ratio between positive and negative affect

Back 30

Organizations objective

Front 31

Include contribution of organizations image

Back 31

External factors

Front 32

What are the factors to consider

Back 32

Organizational strategy and objectives

Inventory at work

Portfolio process assets

Organizational process assets

Enterprise environmental factors

Front 33

What are the two categories of environmental factors

Back 33

Internal and external factors

Front 34

An organization may not have a portfolio that is a prioritized list of components

Back 34

Inventory at work

Front 35

In developing the portfolio structure and portfolio charter, the portfolio management team needs to know the process assets that stakeholders are willing to provide

Back 35

Portfolio process assets

Front 36

Organizational and environmental variables that can contribute to the determination of how to manage certain aspects of a portfolio

Back 36

Enterprise environmental factors

Front 37

Include any or all processes related to the assets from the organization's involved in our portfolio that can be used to influence the portfolio success

Back 37

Organizational process assets

Front 38

Is the ongoing practice by which benefits risk and resources are balance and optimized

Back 38

Portfolio optimization

Front 39

Considerations in optimizing in the portfolio

Back 39

Selection and prioritize the right components

Forecast the cost of delivering the project portfolio

Provide real-time status reporting for executives

Initiate project governance consistent processes

Achieve a complete view of all portfolio components

Front 40

Is critical and manager strategic change because it helps ensure continuity and aligns key stakeholders expectations with the changing strategy and resulting portfolio realignment

Back 40

Stakeholder analysis

Front 41

Single true vision of the project status

Back 41

Achieve a complete view of all portfolio components

Front 42

Track the cost of portfolios on all levels and monitor them accordingly

Back 42

For cause the costs of delivering the project portfolio

Front 43

Recognizing the sequence of component conclusion based on organizational goal

Back 43

Select and prioritize right components

Front 44

Real-time visibility of the status of components in order to make the best decisions for the organization

Back 44

Provide real-time status reporting for executives

Front 45

Compares the current portfolio mix and components with the new strategic direction and the future organizational vision

Back 45

Gap analysis

Front 46

Gauge the ability of the organization to perform the steps necessary to bridge the gap between the current portfolio state and future state

Back 46

Readiness assessment

Front 47

Is anybody who can affect or is affected by an organization strategy or project

Back 47

Stakeholder