A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager's attempts to reach the stakeholder via email also fail.
What should the program manager do next?
A. Escalate the issue to the stakeholder's supervisor
B. Escalate the issue to the program governance board, as delays will impact the program
C. Update the program risk register to reflect a realized risk and execute the documented risk response
D. Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks
The customer of a three-year program does not want to receive any intermediate details on the program. The program appears to be in trouble and the customer is concerned about a new system's cost. The program manager has provided monthly performance reports throughout the program's life cycle.
Which of the following would the customer be interested in reviewing?
A. Estimate to complete
B. Estimate at completion
C. Original cost baseline
D. Cost performance index
A program is developing a next-generation product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet. What activity should the program manager perform next?
A. Program delivery management
B. Resource interdependency management
C. Program performance monitoring and controlling
D. Benefits sustainment and program transition
A program is near completion and the benefits will be delivered shortly. The program manager prepares to initiate program closeout activities to release the program resources. Before initiating closeout and releasing the resources, what should the program manager do?
A. Review the benefits management plan with the program sponsor
B. Obtain approval from the sponsor to close the program
C. Prepare performance evaluations for all program personnel
D. Prepare performance evaluations for all project personnel
A program manager is identifying and verifying risks as outlined in the risk management plan. The results will be recorded in which of the following?
A. Risk register
B. Risk monitoring and control
C. Risk response planning
D. Risk mitigation strategy
While setting up a program's infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program's components. What should the team also prepare, if not already provided by the organization's assets?
A. Breakdowns such as the program work breakdown structure (PWBS), component project milestones, and budgets that transform top-level planning into fragments relevant to the components
B. Industry standards that provide guidance to the component project managers on how to adapt their detailed planning to the program's master plan
C. Documents that enable level-adequate aggregation and consolidation of component/program information and forecasting
D. Files, filing structures, and templates for knowledge repositories that contain centrally stored and commonly maintained program data
After taking over a program, a program manager reviews the program's status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US$2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US$320,000. The program has spent US$350,000 and the EV is US$340,000.
Based on this information, the program manager determines which of the following?
A. The schedule is US$30,000 under budget
B. The cost is US$20,000 under budget
C. The schedule is US$10,000 over budget
D. The cost is US$20,000 over budget
Stakeholders ask the program manager to assess reasons for the project's delay and provide a report. Also, the program manager must identify steps to be taken to ensure the program will finish on time and within budget. The program manager distributes information in accordance with which of the following?
A. Stakeholder engagement plan
B. Program governance charter
C. Schedule management plan
D. Communications management plan
The program director of a four-year program, estimated to require 600,000 person-days effort, notices that team morale has decreased over the last three months. The program is at a critical stage with 70% completion through the test phase. A number of defects are found that result in teams working additional hours. The program director requests that the program management office (PMO) gather metrics to monitor the situation.
Which of the following metrics should the PMO capture on a monthly basis?
A. Billable hours charged to the program, non-billable hours charged to the program, quantity of defects per full-time equivalent (FTE)
B. Absenteeism rate, staff turnover, quantity of defects, total hours worked, average number of FTEs
C. Amount of hours spent on rework of software coding, retesting, and on non-rework activities
D. Absenteeism rate, staff turnover and leave liability
An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review. What should the program manager do next?
A. Assign resources to the schedule and report the revised delivery date to the project managers.
B. Work with the project managers to refine the project schedules and deliverables to align with the program milestones.
C. Revise the project schedules to meet the program schedule and communicate to stakeholders.
D. Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.
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