Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template, while others prefer another. How should the program manager decide which template is appropriate?
A. Review the issue with the program management office (PMO) to determine which template to use.
B. Review the issue with the project managers and come to mutual agreement on which template to use.
C. Meet with the program governance board to select an appropriate template.
D. Allow the component project managers to use their preferred templates.
A program manager evaluates conflicting stakeholder demands associated with cost, schedule, and intended benefits. The implementation team has a strong interest in cost and schedule, and a limited interest in the benefits being produced. The client is only focused on benefits.
Which of the following actions should the program manager take?
A. Focus on the internal stakeholders to ensure cost and schedule objectives are achieved.
B. Balance stakeholder needs through the use of trade-offs among the stakeholder groups.
C. Focus on the external stakeholders to ensure the intended benefits are achieved.
D. Conduct a stakeholder meeting to allow everyone to state their priorities.
A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk. What should the program manager do to monitor and control the supplier?
A. Use expert judgment, and update the program procurement plan.
B. Seek stakeholder approval of program procurement management activities.
C. Examine performance reports, audits, and inspections.
D. Review proposal evaluation criteria, risk analyses, and mitigation strategies.
During a program's definition phase, it is determined that the best approach for delivering the program's intended benefits is to supplement corporate resources with the procurement of specific products and services from external suppliers. The program manager should use which of the following to determine and/or document the results of the program procurement planning activity?
A. Make-or-buy decisions, alternatives analyses, approach to competition, and best mix of contract types
B. Requests for proposals (RFPs), proposal evaluation criteria, contract management, and best mix of contract types
C. RFPs, alternatives analyses, approach to competition, and requests for quotes (RFQs)
D. Make-or-buy decisions, proposal evaluation criteria, contract management, and RFQs
A design and production company's program comprises the design and manufacture of complex parts. During the yearly strategy alignment meeting, the program manager notices that a peer program manager started a project to develop a new manufacturing technology to further reduce operations costs.
What should the program manager do to incorporate this new technology into the program?
A. Work with the project managers to update the program's risk register by evaluating this new technology's ROI.
B. Incorporate the new benefit to be obtained from this technology into the program's transition plan.
C. Analyze the benefits management plan to determine any new risks this new technology may introduce.
D. Update the benefits management plan with an analysis of the new technology's potential benefits.
The program sponsor returns from a board of directors meeting after identifying a significant risk to the program schedule. This may impact the program's benefits realization. What should the program manager do next?
A. Update the program benefits management plan and risk register.
B. Implement the mitigation plan for the identified risk.
C. Adjust the program scope to avoid the risk.
D. Document the risk and create a mitigation plan.
An initiative involves the development of new technology and leverages existing technologies. It is determined critical by the program governance board and the program sponsor that a comprehensive risk management plan be put in place. In what phase is the risk management plan created?
A. Program definition
B. Program execution management
C. Program delivery
D. Program risk management planning
During the execution phase of a program, a stakeholder complains to the program manager that they did not receive critical communications about one of the component projects. What should the program manager do to address the situation?
A. Review and update the detailed stakeholder list.
B. Review and update the stakeholder engagement plan.
C. Execute the component project's communications management plan.
D. Update the risk register.
During program execution, a program manager receives feedback from an executive sponsor that some program stakeholders may not understand the intended benefits of the program.
Which will provide the greatest value to clarify stakeholder perceptions?
A. Performing a stakeholder analysis
B. Updating the stakeholder communications requirements
C. Redistributing the benefits management plan
D. Redistributing the program charter
A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters. To ensure the realization of long-term benefits, what should the program manager use?
A. Benefits register
B. Benefits sustainment plan
C. Benefits management plan
D. Benefits transition plan
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