A.Having sufficient status to be effective across the organization

B.Possessing sufficient skill to produce timely and reliable analyses

C.Reporting into the Business Change or Portfolio Director

D.Being involved fully with programme and project management delivery

A.A mandatory requirement should be reviewed to ensure that the planned change is cost effective

B.Mandatory projects should not be included in the normal prioritization process

C.A segmented portfolio should use the same criteria to prioritize each segment

D.Prioritization of initiatives should be based on an estimate of financial benefits that may be achieved

A.Staged release of funding

B.Post-implementation reviews

C.Regular reporting of progress against plan

D.Alignment of the portfolio and financial reporting cycles

A.To ensure a single set of investment criteria are applied to all change initiatives

B.To ensure the portfolio contains all business change within the organization

C.To ensure the collection of change initiatives is sufficient to achieve the required strategic contribution

D.To actively manage the deployment of project and programme staff

A.Portfolio management controls the major changes to BAU; BAU realizes benefits when major changes are successfully implemented

B.Portfolio management realizes benefits when major changes are successfully implemented; BAU realizes benefits from tactical improvements

C.Portfolio management runs the business; BAU changes the business

D.Portfolio management realizes benefits when major changes are successfully implemented; BAU controls the major changes delivered by portfolio management