A program manager at a pharmaceutical company plans a new drug development effort. The development is slated to yield three drug variants. The program manager articulates the program scope boundaries. Which of the following deliverables captures these items?
A. Program scope management plan
B. Program governance plan
C. Program scope statement
D. Program work breakdown structure
A component project of a program is completed, and will provide the intended incremental benefits. How should the program manager proceed with the component transition?
A. Update the program stakeholder engagement plan with stakeholders from the transition organization
B. Define the component project's business value in the benefits management plan
C. Update the program roadmap to reflect completion of a key end-point objective
D. Initiate a program change request to close out the component project
A program with six projects has been running for three years. The company's procurement and contracts department has compiled a qualified seller list. The program manager determines that one of the projects must be outsourced. The program manager will use the qualified seller list to do which of the following?
A. Plan a proposal evaluation system
B. Prepare the program procurement management plan
C. Perform the required program budget updates
D. Issue requests for proposals
A program manager building the world's largest cruise ship is resolving the conflict between the two main sponsors who cannot agree on the number of food and beverage outlets to have onboard. What should the program manager do?
A. Finalize the business case and market analysis with the core program team and present the findings to the chief executive officer for approval.
B. Work with the core program team to conduct a market analysis and make the decision based on the best return on investment.
C. Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict.
D. Engage the program stakeholders, present the market analysis and findings to facilitate the decision on the best option.
A program manager for an electronic gaming manufacturer is managing a new virtual reality program. An international trade agreement in the final stages of renegotiation will reduce supply-chain costs and delivery intervals. A materials supplier informs the program manager that when this agreement is finalized, it will shorten the product's delivery time.
What should the program manager update first?
A. Procurement management plan
B. Benefits register
C. Risk register
D. Benefits management plan
Several issues are identified on one component project in a program. During a meeting with that component's project manager, the program manager offers several suggested resolutions. Two weeks later, they meet again to review progress. The project manager had reviewed the issues and suggested resolutions, but delayed a decision. This two-week delay in taking action caused delays in the project schedule.
What should the program manager do?
A. Join project-level issue resolution meetings to accelerate the decision-making process.
B. Initiate discussions with the program governance board about assigning a more experienced project manager to the project.
C. Emphasize that the project manager needs to address the issues and follow up at the next scheduled meeting.
D. Develop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities.
A program management team is invited to a company's annual strategy planning session. The CEO discusses the mission and vision of the organization, and how the strategic plan will create opportunities to fulfill them. How can the program manager use the company's vision to establish a program?
A. Define the program and component projects to enable the fulfillment of strategic goals.
B. Set the priority matrix, and map the projects' priorities that will be included in the program.
C. Define the program roadmap, and highlight the individual projects' benefits.
D. Identify program benefits that will enable the fulfillment of strategic goals.
An organization initiates an innovation program to deliver exceptional performance and benefits. After the program transition plan is in place and the implementation of a benefits sustainment plan starts, the program manager discovers the program may be shut down due to lack of funding.
To ensure continued funding for the program, what should the program manager do next?
A. Complete the benefits sustainment plan and update the benefits register
B. Present a revised ROI to the program sponsors based on the remaining investment
C. Conduct a cost-benefit analysis to ensure the program sponsors understand the program's long-term benefits
D. Review the program business case and the program's strategic alignment and long-term benefits with the program governance board
Company A acquires company B, which leads to a two-year program to integrate the processes and systems. Company B uses a different project management process, and the company's staff is unhappy about the acquisition. As a result, company B's project team fails to provide status and cost data in a format that conforms to the program standards.
What should the program manager do first?
A. Inform the stakeholders of this issue as soon as possible
B. Change the program standards, aligning them with the project standards
C. Work with the reports provided to extract the required information
D. Remind the project manager of the relevant program standards
After new private equity owners acquire an enterprise, they want to improve its value by reducing costs. A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed. A strategic component project presents significant risk to organizational objectives due to its complexity and dependencies on external parties. After a series of board meetings, the enterprise's investment committee approves a budget to implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility. Implementation of this component project may now begin, but is already one month behind schedule. The program manager now perceives significantly more risk to the larger program due to this delay.
What should the program manager do to address this risk with the program sponsor and governance board?
A. Share the concerns with the program sponsor to confirm understanding of the new development. Next, update the program budget, implementation plan, and risk management plan for governance board approval.
B. Update the component project's risk register, issue log, implementation plan, and risk management plan. Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan for governance board approval.
C. Revise the program budget, and implement the component project by managing it closely to recover the month-long delay. Next, update the component's project and risk management plans for governance board approval.
D. Update the program budget, and task the component project manager with implementing the plan. Next, submit a change order for approval to apply more resources to reduce the larger program's risk profile.
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