A hotel chain initiates a program to expand meeting offerings to include telecommunications technology and virtual meetings. The program has component projects, each of which requires team members to have different technical skills and expertise. The program manager assembles a team of project managers to lead each of the projects, and learns that the desired resources will not be available at the start of the program.
As a result, the program manager must do which of the following?
A. Utilize team members that are currently available, even though they do not have the expertise needed.
B. Assign the tasks on the critical path to the resources available to adhere to the project schedule.
C. Delay the start of the program until the assigned resources are available.
D. Apply resource leveling considering the constraints of time, budget, and quality.
Program A is dependent upon program B to complete benefits sustainment for two benefits. Program A is on track to meet program benefits. However, program B's program manager has just advised that program B has been closed.
What should program A's program manager update and review first with the stakeholders?
A. Benefits sustainment plan
B. Benefits register
C. Benefits management plan
D. Benefits transition plan
What actions are taken in the process of developing and maintaining a program risk register?
A. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and provide the foundation for the risk management plan.
B. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify the root cause of potential risks.
C. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and proactively manage program issues.
D. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify residual risks.
An organization requests that a junior project manager, with no previous experience or training in the industry, take over a complex program component. The program component involves senior subject matter experts and has dependencies with other large projects to deliver key benefits to the organization.
How should the junior project manager respond to this request?
A. Accept the assignment, identify the skill gaps, and request training.
B. Reject the assignment, because of the ethical requirement not to accept work for which the project manager is not qualified.
C. Accept the assignment as a challenge and an opportunity to acquire new skills and seek advice from a senior project manager.
D. Reject the assignment because of fear of failure and resulting negative career impact.
To increase its presence and promote its products and services in new markets, a company begins to implement its new business strategy. The company's CEO endorses a new program to promote and support this strategy. However, before the program is formally initiated, this strategy must be aligned with the organization's strategic goals and objectives.
What should the program manager develop first?
A. Program's risk threshold
B. Program risk management plan
C. Program resource management plan
D. Program risk and issue governance forum
A program manager notices that one project manager tends to withdraw during important team discussions to avoid conflict. What technique could the program manager use to gain more input from this project manager?
A. Institute an incentive program to create competition among the team members.
B. Make the project manager share an office with a more assertive team member.
C. Solicit ideas from each team member individually, giving each person a chance to express their opinions.
D. Create an online message board so team members can see and respond to everyone's ideas.
The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year. Where is this expectation documented?
A. Program quality standards
B. Customer management plan
C. Benefits management plan
D. Benefits sustainment plan
A two-year program is coming to an end. Many of the initial governance board members have moved from their current posts or left the company. Several new members have joined, but have a short association with the program, which changes the board's expectations and focus. During the final phase gate review, some board members are uncertain of their roles and expectations in the process.
How should the program manager handle this situation?
A. Review the final program outcome with the program sponsor
B. Prepare a program change request utilizing new board member input
C. Review the strategic plan and benefits management plan with the board
D. Present the final program status, costs, and schedule reports
The program manager must define the program and understand the organization's target market and customer needs. What should the program manager do first?
A. Brainstorm with the program team to decide on the definitions of the target market.
B. Meet with peers to identify the company's competitors in the target market.
C. Meet with the project managers to identify the target market.
D. Work with the program sponsor to assess the needs of the target market.
A program manager is working with the sponsor, stakeholders, and steering committee to formulate a program's benefits sustainment and transition plan. What should the program manager do to create this plan?
A. Identify key measures to compare expected benefits in the benefits management plan with actual performance once benefits sustainment and program transition starts.
B. Assign creation of the benefits sustainment plan to the organization responsible for monitoring and controlling the sustainment period.
C. Interview stakeholders, and revise the benefits management plan to provide new insight into the program's execution and benefits sustainment period.
D. Update the benefits management plan, and provide a copy to the organization responsible for measuring the sustainment period.
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