After attending a technology exposition, an influential stakeholder believes that integrating a new technology into the program will increase benefits and help shorten the schedule. The stakeholder asks the program manager to immediately include the new technology into the program.
What should the program manager do next?
A. Assess the new technology and discuss the results with the program steering committee to determine next steps.
B. Start the change management process and submit a change request to integrate the new technology.
C. Inform the stakeholder that the program will not be changed until proof of concept (PoC) is completed.
D. Research the new technology and begin its integration during the next development cycle.
A program manager recognizes that a successful resource being used in project A could also be used in project B. What should the program manager do first to leverage the utilization of this resource?
A. Assign project A's resource to project B.
B. Reassign the resource to project B after project A ends.
C. Prioritize the resource to optimize their use across both projects A and B.
D. Mitigate risk by leveraging other resources in project A.
In a transformational program, all projects are on track and delivering their objectives. However, stakeholders are hesitant to take on the new processes because performance in the current environment may not be representative of actual performance. Stakeholders fear that the program will fail to provide the service required.
To assure positive performance in the current environment, the program manager should do which of the following?
A. Ensure the new processes will perform better than the current processes.
B. Ask the program steering committee to endorse the new processes and current program schedule and deliverables.
C. Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.
D. Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered.
Based on its board's mandate, an organization drafts a new business strategy to meet future challenges, put the business on track, and meet growth expectations. Key to this are upgrading the IT infrastructure and strategic direction to transition the computing platform from onsite to cloud-based, thereby optimizing costs, and providing scalability, performance and high availability.
How should the program manager use the program mission statement to engage program stakeholders?
A. Publish the program mission statement and interact with operational managers and stakeholders to ensure that programs receive appropriate operational support.
B. Review, capture and document the organization's current state, its new strategic direction, and how the program will support its mission
C. Incorporate the names of key stakeholders and their respective influence, power, and authority into the program mission statement.
D. Update the program mission statement to address strategic business goals, and the influence of stakeholders' interests, concerns, and expectations.
A program manager for the construction of a ship reviews the program management plan with a shipyard representative. The shipyard representative indicates that while 65 percent progress was anticipated, only 60 percent has been achieved.
What should the program manager do to ensure benefits realization?
A. Conduct a program performance analysis based upon the deviation, and update the program business case to reflect the schedule delay.
B. Inform the program sponsor and the steering committee of the delay, and validate the program business case.
C. Analyze the impact of the delay, review risks identify any corrective actions, and update the benefits management plan.
D. Update the program schedule, and escalate the issue to the program management office (PMO) to accelerate shipyard work.
A program manager is responsible for constructing a US$50 million building. Management suggests it will take three years to complete. The program manager can select a design-build option to optimize the construction schedule to 1.5 years. However, heavy demand for steel is causing price increases and delivery delays. If this trend continues, it could take as long as 4.5 years to complete construction. You learn that a new technology can yield a definitive delivery schedule of 1.25 years.
What is the expected time of delivery?
A. 1.25 years
B. 1.50 years
C. 1.75 years
D. 1.00 years
A large infrastructure development program involves three road construction projects, two sewage line construction projects, and one project to lay underground electric cables. During a program meeting, the project manager of a road construction project communicates that a project risk related to the interdependency with a sewage line project has crossed its risk threshold.
What should the program manager do next?
A. Modify the program schedule to accommodate the risk.
B. Incorporate the project risk into the program risk response strategy.
C. Instruct the project manager to escalate the risk to the program sponsor.
D. Ask the road construction project manager to manage the risk at the project level.
One of the constituent project managers asks a new program manager to obtain approval for an additional key project requirement. A tolerance range is set. If the tolerance range is too narrow on a program, what effect will multiple minor changes have on the program?
A. Reduction in program quality
B. Degradation of program communications
C. Reduction in program risk
D. Slow down in program implementation
The risk manager completes risk response planning. The risk manager believes that to effectively address all eventualities, an additional action is required. What should the program manager do next?
A. Transfer a percentage of known risks.
B. Establish a contingency reserve.
C. Avoid known critical project threats.
D. Perform a final review of project scope.
A new component project is approved by the program governance board. The funding for this component project will be provided by an organization different from the organization funding the program. Would this be an acceptable funding arrangement?
A. Yes, only component projects may have different funding sources.
B. Yes, the program and its components may have different funding sources.
C. No, the program and the project must be funded by the same organization.
D. No, component projects must be funded by program funds.
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