Near the completion of a transformation program, the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations. They claim that their department did not approve this service, and is now unprepared and untrained to support the transformation.
What should the program manager have done first to prevent this?
A. Added the operations manager as a key stakeholder
B. Created a transition plan during the planning phase for the impacted operational area
C. Ensured there was a communications management plan that included the transition to operations
D. Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations
The program manager of a multinational program must reconcile data including subject matter experts' labor hour estimates, and other direct resource hour estimates. In addition, the program manager must prepare the cash flow analysis. Which of the following should be considered to get a baseline budget?
A. Currency exchange rates
B. Component cost estimates
C. Baseline schedule
D. Program payment schedules
A key stakeholder's requirement contradicts the organization's strategic objectives. The program manager meets with the stakeholder, but is unable to reach a compromise on the requirement. What should the program manager do first?
A. Meet with the program management office to update the benefits management plan
B. Meet with organization's strategic planning committee to obtain clarification
C. Meet with the program sponsor to address the issue
D. Meet the customer to determine if the stakeholder's requirement is valid
A program receives initial approval from the selection committee to proceed with the program development. What should the program manager do next?
A. Define the program architecture and assign the benefits realization to the component projects.
B. Complete the program setup to establish a firm foundation of support and approval for the program.
C. Analyze lessons learned and historical information to validate the program's expected outcomes.
D. Continue to develop the high-level program road map.
A global enterprise resource planning (ERP) program's scope includes designing and building a global template. Plans include a pilot implementation project to validate the template, to be followed by several rollout projects. During the build of the global template, a new government regulation mandates implementation of a goods and services tax (GST).
What should the program manager update?
A. Program communications management plan
B. Benefits management plan
C. Stakeholder engagement plan
D. Benefits transition plan
An IT program manager is concerned that a program is not achieving its defined incremental benefits due to a lack of delivery by the business team. The IT team has several dependencies on the business team throughout the program. However, the business team does not report to the IT program manager, and only two business team resources with the appropriate skills are available to complete the required program tasks.
To address this issue, what should the IT program manager do next?
A. Schedule a meeting with the business team to discuss transferring the two business team resources to the IT team; update the program risk register to include risk mitigation steps.
B. Escalate the lack of commitment by the business team to the program steering committee; hire a new project resource to complete the required tasks; update the program risk register to include risk mitigation steps.
C. Review and clarify the business team's program roles and responsibilities; determine the schedule impact on benefits delivery; direct the IT project manager to meet with the business team to ensure dependencies are understood and that the appropriate resources can be made available.
D. Modify the program milestone dates to include a larger contingency; determine the impact on the project implementation date; update the benefits management plan.
A software development program will launch iterative versions of new software called Alpha over two years. Following that, a program will be released to the program team and developers to create new software called Beta. While the program manager prepares the program closure plan for Alpha, the program sponsor expresses concern about its support after program closure.
What should the program manager do as part of Alpha's program closure plan?
A. Execute the transition plan, and include knowledge transfer to transition Alpha support to operations.
B. Keep the Alpha program open until support is no longer required, then execute program closure.
C. Adjust Alpha's exit criteria to ensure its support is included in the Beta program.
D. Document the program closure procedure to ensure that resources are released from Alpha to develop Beta.
A small, regional utility closes a customer rewards program and transitions it to operations. The executive sponsor and program manager are concerned about the impact on benefits realization. The program manager assures the executive sponsor that any corrective actions will be included in the next phase.
What should the program manager do to ensure a successful transition?
A. Ask each project manager to consolidate and file all program documentation in the corporate archives.
B. Obtain all project manager's contact information, and then have them reassigned back to their functional managers.
C. Ask the program's business analyst to collect all project information and create a report.
D. Ensure that all program documents, including lessons learned, are archived in the knowledge repository.
Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?
A. Decompose the program work based upon available resources
B. Decompose the program to the work package level
C. Decompose the program to the architecture baseline level
D. Decompose the program at a level sufficient to achieve control
A company is building a global monitoring network in 40 countries. The program completes the planning phase and a review is conducted of the program components' strategic alignment with the intended program and company goals. The review identifies issues that should be resolved to improve program progress. One of the issues identified is the lack of incorporation of both software and configuration management tools.
Which of the following must be addressed?
A. Program performance monitoring and controlling
B. Program management information system (PMIS)
C. Program delivery management
D. Program roadmap
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