Aligning the portfolio with the strategic objectives starts by developing the Portfolio Strategic Plan. You are currently developing this plan and are looking for a document that provides you long-term direction. What are you looking for in this case?

Assume your food additive company performed a capacity analysis and found some resources had not maintained their skill sets and basically were not as productive as others in the company. Rather than have a massive reorganization, instead the executives decided to eliminate the jobs of these staff members, many of whom had been in the company for more than 20 years. Morale among the existing staff is low as people fear there will be more layoffs. Plus the government issued a new regulation that requires an additional Food and Drug Administration quality check before a new additive can be submitted for regulatory approval. One member of the executive team wants to acquire another company to enhance market share, and the existing plants in the Asia Pacific region require infrastructure upgrades. Given resource shortages, only one component can be selected to be added to the portfolio. The Board should select:

Who is responsible for guiding the selection, balancing, and termination of portfolio components as well as monitoring portfolio performance metrics?

You have finalized optimizing your portfolio and want to avoid any delay by directly recommending the initiation of multiple portfolio components. What do you need for starting this?

Your team members were having a discussion about the purpose behind the development of the Portfolio Charter and they came to you for advice because they could not agree on a common answer. What would be your advice to them?