I agree with @srg36 and @cdj24 that the four categories are in order. Upper management is responsible for developing the strategic plan and how it can be executed. I agree that it can be frustrating for upper management to make these decisions without having input from the Project/Portfolio managers who will end up doing the work, but the reality is, especially for large companies with over 5,000 employees, upper management isn’t looking for more perspectives or input Portfolio/Program/Project managers at that stage. Upper management is focused on creating a strategic plan/direction for the company and expects the Portfolio/Program/Project managers to achieve the strategic goals. As noted in Dr. Simon’s lecture and PMBOK reading managing a project includes; identifying requirements, making clear and doable objectives, addressing the various needs/concerns/expectations of the stakeholders as the project is panned and carried out, and balancing demands for time, cost, quality, and scope. As @cdj24 mentions a solution would be to have a project/program manager present at the upper management meetings, but again I think that would only really be feasible for a small company, because large companies have many portfolios and many project members and would not be able to invite all of their comments/opinions when making high-level strategic decisions.