A program with objectives that impact a large segment of the population receives negative commentary from organizations representing the public interest. What action should the program manager take first?
A. Rework the stakeholder engagement plan to foster better relationships with the affected stakeholder groups.
B. Review the stakeholder register to determine the ability of the affected stakeholder group(s) to affect program outcomes.
C. Assess the risk of sustained negative media coverage.
D. Discuss the issues with the governance board to determine next steps.
An infrastructure program has 20 projects. The first half of these projects incurred multiple change orders and failed to be completed on time. The program manager meets with the project managers to discuss lessons learned and to understand the challenges. During the meeting, the project managers complain that key risks and a lack of resources resulted in missing deadlines.
What should the program manager do to ensure that the remaining 10 component projects stay on track?
A. Rebaseline the remaining component projects.
B. Develop a change management strategy.
C. Update the program management plan.
D. Schedule weekly meetings with the project managers.
A request for proposal (RFP) yields a bid with a better delivery schedule and a lower cost, but originates from a vendor not on the prequalified vendor list. During the final review of the RFPs, the program manager is informed that the new bidder is a relative of the project manager. Although the bid meets all company policies, the program manager is concerned about a conflict of interest.
What should the program manager do?
A. Select the best bid from the prequalified vendor list.
B. Accept the bid from the new vendor and document the decision.
C. Advise the sponsor of a possible conflict of interest prior to awarding the bid.
D. Add the new vendor to the prequalified list and replace the project manager.
The program manager takes over a poorly performing program. After a review of the documentation and interviews with the program sponsor, stakeholders, and program constituents, the program manager realizes that the program is not aligned with the corporate/organizational goals. The program manager must realign the constituent projects and components to meet the program's needs.
What action should the program manager take to realign the program?
A. Assess the program schedule and determine how to maintain all projects and components within the program.
B. Discuss the situation with the program stakeholders and let them decide which projects to accelerate and which to close.
C. Discuss the situation with the program sponsor(s) and let the sponsor(s) make the decision as to which projects to accelerate and which to close.
D. Develop a change request to present to the governance board, accelerate some projects, close some projects, and reassign some resources.
A rapidly expanding IT company wants to mature its delivery methodology. It creates a benefits management plan that identifies formal program management governance as a key area that would add value. What benefits would structuring work into programs bring to this organization?
A. Delivery of initiatives and objectives through the alignment of portfolios
B. Bundling of components or work to gain efficiencies unachievable if managed separately
C. Increasing efficiencies by adhering to defined constraints to achieve specific activities
D. Coordination of portfolio and project work by linking principles and practices
A program manager, who reports to a company's CIO, is responsible for managing a strategic initiative program. During a program review meeting, the CIO informs the program manager about potential budget cuts that would impact program resources, and urges the program manager to begin delivering benefits more quickly to continue the program.
What should the program manager do first?
A. Update the benefits management plan, and send it to stakeholders for review.
B. Document the impact on the program, then present the findings to the steering committee to determine next steps.
C. Conduct a risk assessment associated with an accelerated schedule, update the risk register, and request steering committee approval.
D. Revise the program schedule to adapt to an accelerated delivery of benefits, and present it to the steering committee for approval.
During program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?
A. By reviewing the benefits management plan
B. By updating the benefits register
C. By conducting benefits analysis and planning
D. By reviewing the program business case
The program charter for a new, five-component program has been approved.
What should the program manager use to communicate the program's intended direction and the linkage between organizational strategies and planned work?
A. Program roadmap
B. Program charter
C. Program business case
D. Program management plan
A program manager initiates a developmental program. Significant resources and funding are required for early activities until the program cost and budget estimates are complete. What should the program manager do to understand the financial environment?
A. Map costs to the expected benefits realization.
B. Establish intermediate budget based on historical information.
C. Establish program financial framework.
D. Obtain intermediate funding from the executive sponsor.
Throughout a multiyear program, component projects are transitioned to the customer. During the project acceptance phase, a potential risk is identified and brought to the program team's attention. What should be done with the identified potential risk?
A. Incorporate it into the risk register and perform a thorough analysis.
B. Mitigate the risk before it is incorporated into the risk management plan.
C. Document the risk in the program transition plan and identify it as a potential issue.
D. Document it in the issue log and immediately notify the steering committee.
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