Q. Determining the mix of projects across the various categories and time periods, is job done at

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Q. Fourth step in Project Portfolio Process is

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Q. In reduction of criteria set, the first screen is each project's support of the

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Q. PPP will be incapable of achieving its main objectives, without the commitment of

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Q. Fifth step in Project Portfolio Process is

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Q. Important inputs to this process are the organization's goals and

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Q. A mean for monitoring and controlling the organization's strategic projects is

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Q. Identifying separate categories facilitates achievement of multiple organizational goals e.g.,

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Q. Listing the goals of each existing and proposed project is the first step in

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Q. Multiple screens are employed to try to narrow down the number of competing projects in step

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Q. Subjective evaluations can be translated from verbal to numeric terms easily through

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Q. "Interesting" projects may not contribute to the

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Q. Sixth step in Project Portfolio Process is

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Q. A schedule of project activities, past experience, expert opinion, whatever is available to get a good estimate of the

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Q. First step in Project Portfolio Process (PPP) is

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Q. The division of authority and responsibility inherent in matrix management is

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Q. The choice of having an organizational form is determined completely by the

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Q. In selection of project organization, arrange the key tasks by sequence and decompose them into

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Q. With matrix management, the project will have access to representatives from the

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Q. When the parent organization takes on several projects, each being fully staffed, can lead to

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