PC0-005試験無料問題集「Peoplecert PeopleCert Management of Portfolio Foundation 認定」

A. Speed at which customer complaints are dealt with from point of receipt through to resolution

B. Speed at which service is provided to customers from the point of first contact

C. Speed at which initiatives, aimed at improving customer service, progress through the development pipeline

D. Speed at which requests for change are assessed and responded to by individual projects and programmes

A. Collaborative working between the Portfolio Office and the organizations communications experts

B. Tailored investment criteria

C. Guidance and templates for business case preparation

D. A consistent approach to benefits categorization

A. Enables best management practices such as PRINCE2 and MSP to be mandated

B. Detailed approaches are prescribed that are applicable to most organizations

C. Justifies the application of sophisticated software tools

D. Enables more efficient resource utilization

A. Providing a Dashboard Report with a transparent chain from strategic intent to benefits realization

B. Reporting via the documented route and schedule

C. Referring variances from plan that exceed control limits to the portfolio governance body

D. Specifying points at which reviews of initiatives are linked to funding release

A. Releasing funding for change initiatives as they complete each stage gate

B. Introduction of standard forms for estimating the programme and project staff required on initiatives

C. Prioritizing change initiatives on the basis of risk/achievability and return/attractiveness

D. The management board agree the high-level objectives for the portfolio

A. Matching demand and supply of constrained resources

B. Checking the ranked list of strategic changes for impact across the business

C. Ensuring that key stakeholders have a clear and shared understanding of the governance process

D. Applying the champion-challenger' model

A. Carrying out the co-ordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to the business

B. An approach, or line to take, designed to achieve a long-term aim

C. Successfully implementing planned change initiatives whilst ensuring the portfolio adapts to changes in strategic objectives, project and programme delivery, and lessons learned

D. A co-ordinated collection of strategic processes and decisions that together enable the most effective balance of organizational change and business as usual

A. 1, 3, 4

B. 2, 3, 4

C. 1, 2, 3

D. 1, 2, 4

A. Promote discussion of any potential conflict between departmental and shared goals

B. Create the baseline information to be input into the resource schedule

C. Provide an overview of the portfolio linked to the strategic planning cycle

D. Document the short term view of what the portfolio is to achieve