A program was kicked off, but one of the key stakeholders was not present at the kick-off meeting.
What should the program manager do to ensure that the key stakeholder is familiar with the program's benefits and supports the program?
A. Note stakeholder communication needs in the program charter and document their expectations in the benefits sustainment plan.
B. Note stakeholder communication needs in the communications management plan and document their expectations in the benefits management plan.
C. Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits management plan.
D. Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits sustainment plan.
A program delivers incremental benefits, but is far from closure. The company completes an acquisition and defines new strategic objectives. What should the program manager do next?
A. Evaluate the impact of the new strategic objectives through a change request.
B. Integrate the new acquisition into the program to include the new strategic objectives.
C. Assess the impact of the new acquisition on the contract management plan.
D. Review the benefits management plan to assess the continued validity of the program.
The program manager leads a medical billing system integration program for company A, a health services provider. Company A acquires smaller company X, which delivers health services strategically aligned with company A. Company X uses a different billing approach than company A. Company A's chief information officer (CIO) seeks counsel on which solution would be the better option moving forward, requesting the program manager's assistance. How should the program manager respond to the CIO's request?
A. Document the resources required to implement the recommended solution and demonstrate how this solution will save the company money.
B. Find similar examples of the preferred approach and ask the project teams to document why the preferred approach is better
C. Gather the costs and benefits associated with each option and recommend the appropriate solution defining why the selected approach is better.
D. Conduct a thorough stakeholder analysis and develop a program management plan to implement the appropriate solution for both companies.
The program manager has a global program with five component projects. The program sponsor wants the management plans, processes/procedures, and technology to be uniform across the program. The requirements will create issues and result in increased costs The program sponsor is new and has imposed these new requirements six months into a three-year program.
What should the program manager do next?
A. Accept what the program sponsor requires and implement the changes.
B. Discuss the proposed changes with the stakeholders and project managers, and give the program sponsor the best option.
C. Respond to the program sponsor if the program sponsor asks about it a second time.
D. Present the risks and benefits of the changes to the program sponsor.
The program selection committee presents several programs for approval:
Program A is estimated to cost US$250,000, and has an annual cash inflow of US$75,000. Program B is estimated to cost US$150,000, and has an annual cash inflow of US$55,000. Program C is estimated to cost US$100,000, and has an annual cash inflow of US$45,000. Program D is estimated to cost US$200,000, and has an annual cash inflow of US$35,000.
Which program was selected based solely on a three-year return on investment?
A. Program A
B. Program B
C. Program C
D. Program D
After meeting with the program sponsor and stakeholders, the program manager is asked by the sponsor to accelerate the program to replace two legacy financial systems. The legacy systems are at risk of premature failure. What should the program manager do next?
A. Accelerate the projects and components of the program that replace the two legacy systems.
B. Analyze the impact of accelerating the program, and present the pros and cons to the program sponsor.
C. Identify the parts of the program that need to be accelerated and, if it is cost effective and increases benefits realization, implement the change.
D. Create several "what-if" scenarios of alternatives to present to the program sponsor.
A software company's program manager is conducting closing procedures for a program. At the last steering committee meeting, realized benefits were presented to the program governance board. What should the program manager do next?
A. Begin transitioning program resources, and update the resource and program management plans to reflect the change in the program's status.
B. Initiate knowledge transfer with the receiving organization, and establish the program integration management plan.
C. Update the financial, stakeholder, and contract management plans, and archive them in the program information repository.
D. Obtain sponsoring organization approval to begin closeout procedures to transition benefits sustainment to the supporting organization.
A company's marketing department fails an internal compliance audit. To comply with the auditor's remediation plan, the legal department mandates that a content management system (CMS) be implemented. After initiating the program for
CMS implementation, the program manager discovers that the marketing department has already preselected which CMS technology will be implemented.
What should the program manager do to ensure the success of the program?
A. Meet with the vice president of purchasing to discuss the risks associated with preselecting a solution before the requirements have been gathered
B. Host a kick-off meeting; request preliminary requirements from the marketing department; conduct a design session; present the steering committee with a solution that meets the requirements; and meet with interested vendors
C. Ask a senior marketing executive to act as the program sponsor and participate on the steering committee; require steering committee representation from the IT, legal, and other key departments; validate that the chosen solution meets the requirements
D. Initiate the program and begin a formal request for proposal (RFP) to validate the chosen solution and gain the confidence of the legal department
Near the end of an ongoing project, the program manager is terminated due to underperformance and a new program manager joins the team. The program's last component project will go live in one week. What must the new program manager do before program closure?
A. Review the benefits management plan to ensure that the first component project launched met stakeholder expectations.
B. Ask the program steering committee to allow program closure to start immediately following the launch of the last component project.
C. Begin to collect lessons learned from all stakeholders, and prepare mitigation strategies in advance of the last component project's launch.
D. Work with the program sponsor to identify who is responsible for benefits sustainment, and identify measures from the benefits management plan to measure success.
A program with 10 components is in the planning phase. Project managers who oversee the component projects request detailed schedules. These schedules will be merged into one document to create a master schedule. What should the program manager do to ensure that the overall program life cycle will meet stakeholder needs and deliver planned benefits?
A. Establish a quality review for the project schedules to ensure that resource leveling and baselines are followed and component projects are delivered on time
B. Work with the project managers to decompose their schedules to minimize risk and better understand the dependencies and resource needs
C. Decompose the component schedules to determine if work can be executed more quickly to deliver value earlier than planned
D. Create a work breakdown structure (WBS) to align program execution with stakeholder expectations and the benefits management plan
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