In a portfolio oversight meeting, two executives have different opinions. The disagreement between them leads to many pending decisions in the portfolio managed by you. What should you do to duel with their conflict?

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D. Negotiate an agreement with these two executives As portfolio manager, you have a direct responsibility for resolving governance impediments that threaten portfolio delivery; negotiating an agreement with the two executives uses your interpersonal and stakeholder engagement skills to align decision makers, clear the pending decisions, and restore portfolio momentum.

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A. Introduce a steering committee to gain buy-in from executives A steering committee may be a long-term governance improvement, but it does not immediately resolve the specific conflict causing pending decisions and adds organizational overhead without directly addressing the disagreement.

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B. Improve the portfolio management plan Improving the portfolio management plan addresses process documentation but does not resolve the interpersonal and decision-making conflict between the two executives.

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C. Do nothing. Handling disagreement between executives is out of your job duty Resolving stakeholder conflicts that impede portfolio progress is explicitly within the portfolio manager's accountability; inaction would allow the backlog of pending decisions to grow and harm portfolio performance.

In a portfolio oversight meeting, two executives have different opinions. The disagreement between them leads to many pending decisions in the portfolio managed by you. What should you do to duel with

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