When the executive committee reviews portfolios, their focus is on strategic alignment and value delivery — in other words, whether the collective efforts of programs and projects are achieving the intended benefits for the organization.
Benefits realization measures the actual value delivered (e.g., financial gain, customer satisfaction, operational efficiency) against what was planned. At the portfolio level, this value must be aggregated across all projects and programs.
Why the other options are less appropriate for evaluating success:
A. Charter the strategic objectives
This is an initial step to define objectives, not an evaluation of success.
C. Control environmental changes
Important for managing risks but not directly measuring success.
D. Monitor changes continuously
Helps with adaptation but is a process activity, not a direct measure of success.
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JesseChou_123
1 month agoJesseChou_123
1 month, 1 week ago