A program manager is concerned because several change requests in a component project are causing delays to the program's work package milestones. There are insufficient skilled resources within the component project to complete both the change requests and the milestone tasks.
What should the program manager do next to address this risk?
A. Prioritize which resources are critical to the project based on an impact analysis of the critical change requests and update the program roadmap.
B. Prioritize which change requests are critical to the project based on an impact analysis, resource only critical change requests until overdue milestones are achieved, and update the risk register.
C. Mandate that no component project change requests will be processed until overdue milestones have been completed and update the risk register to reflect this.
D. Add the lack of skilled resources to facilitate the large number of change requests to the issue log.
The program manager completed the program's benefits analysis and planning activities. What will this ensure for the program?
A. Information necessary to establish key benefit performance indicators
B. A transition plan to facilitate the ongoing realization of benefits
C. A plan to monitor performance due to operational, financial, and benefits changes
D. A benefits management plan to guide the work through the remainder of the program
A municipal agency manages a city's water and wastewater infrastructure. Its six-year capital improvement program (CIP) is approximately US$4 billion, and is used for such things as improving aging infrastructure, addressing regulatory requirements, and upgrading facilities. The mayor and key stakeholders are concerned because of yearly rate increases for residents. After receiving proposals from program managers for this key program, which is half of the current CIP, a program management team is hired and receives an approved business case.
What should the project manager do next?
A. Discuss the program change and its challenges.
B. Create a program management plan.
C. Conduct a program performance analysis.
D. Develop a program charter.
A program manager assigns project managers to five component projects and continues to develop the program team. Which of the following represents the program manager's strategy?
A. Rotate the responsibility for risk assessment among the program components
B. Coach the project managers to manage project resources
C. Cross-train the project managers to share expertise
D. Prepare the project managers to assume larger roles with more responsibility
A program manager is appointed to manage a new program. The organization's leadership has specified a list of benefits that the program should deliver and has requested that the program manager determine when incremental benefits can be realized.
What should the program manager do first?
A. Develop the benefits sustainment plan.
B. Develop the program management plan.
C. Develop the program roadmap.
D. Develop the component project schedules.
A component is scheduled to close at the end of the week.
What should the program manager verify prior to allowing the component to close?
A. The component has released resources to meet program objectives
B. The component has met the quality requirements to meet program objectives
C. The component has met the schedule requirements to meet program objectives
D. The component has met the benefits realization criteria to meet program objectives
The number of emerging risks increases in a component project and the program manager falls behind in reviewing and approving the plans. This impacts the component project manager's ability to effectively address the risks. In this situation, what should the program manager change about the risk management plan?
A. Allow the component project manager to delegate risk management responsibilities.
B. Assign the resolution of project-level risks to the component project manager.
C. Include risk escalation policies and procedures in the risk response plan.
D. Increase flexibility with risks that require a risk response.
A program has been established and preparation is complete. Component projects are planned as a part of which of the following?
A. Program definition phase
B. Program formulation
C. Program planning
D. Program delivery phase
A program manager is leading a program to transform an organization's sales and customer service operations by introducing a new customer relationship management (CRM) solution. As the program progresses, the sponsor and other stakeholders are satisfied with the pace of the program's performance.
A stakeholder from the sales department now requests a new feature to integrate the CRM platform with another application. The program manager advises that this is out of scope, as it will require analysis and development and be a project on its own. The program manager then requests additional funding via the formal change management process and the new scope is approved.
What should the program manager do next?
A. Secure additional approvals from senior stakeholders.
B. Assign a new project manager to own the delivery of the new project.
C. Redefine the priorities of the existing program components to ensure optimal resource allocation and management of interdependencies.
D. Discontinue one of the existing program components, and reallocate all of that component's resources to the newly approved project.
Status information, including program and component status, cost information, risk analysis and other relevant information, is provided in which of the following?
A. Program performance report
B. Communications management plan
C. Communications log updates
D. Information gathering and retrieval system
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