PFMP · Question #730
Your organization tried implementing portfolio management in the past, but even though it purchased a sophisticated automated software system for scoring and prioritization, it was not successful…
The correct answer is C. Portfolio communications strategy. The previous portfolio management implementation failed not because of a lack of tools or documentation, but because of poor stakeholder buy-in, resistance to change, and lack of engagement - the sophisticated software system was abandoned after a year of complaints. When…
Question
Your organization tried implementing portfolio management in the past, but even though it purchased a sophisticated automated software system for scoring and prioritization, it was not successful. After a year of complaints about the system, the executive team disbanded it. Now, resources are scarce, and some executives who were involved in the earlier attempt have left the company. The new CEO asked for a list of ongoing programs, projects, and operational work, and you could not provide one even though you direct the Project Management Office. He wants this inventory so it then can be used as the starting point to implement portfolio management. You and several others stated it did not work previously and do not believe it will work in the company. The CEO then hired a person to be the portfolio manager from outside who reports directly to him. The portfolio manager is emphasizing the importance of resources working on initiatives aligned with organizational strategy as part of the:
Options
- APortfolio performance plan
- BPortfolio roadmap
- CPortfolio communications strategy
- DPortfolio charter
How the community answered
(24 responses)- A8% (2)
- B13% (3)
- C75% (18)
- D4% (1)
Explanation
The previous portfolio management implementation failed not because of a lack of tools or documentation, but because of poor stakeholder buy-in, resistance to change, and lack of engagement - the sophisticated software system was abandoned after a year of complaints. When restarting portfolio management in an environment of skepticism and organizational resistance, the first critical artifact is a communications strategy to address that resistance, build trust, manage expectations, and secure commitment from key stakeholders. The charter (D), roadmap (B), and performance plan (A) are all important artifacts, but without a communications strategy to overcome the cultural and political barriers, the implementation will fail again for the same reasons.
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