What would prevent a program manager from completing program closure once a program has been completed?
A. Failure to update the financial management plan
B. Failure to update the benefits register
C. Incomplete realization of all program benefits
D. Failure to obtain program steering committee approval
The program manager compiles a program performance report for review by the program governance board. The performance report indicates that the scope, quality, and schedule objectives have been met, but costs and resource utilization are higher than expected. The program can no longer deliver the planned return-on-investment within an acceptable level and the intended benefits have not yet been realized.
After further analysis of the performance indicators, the program manager should do which of the following?
A. Extend the schedule to reduce costs and resource utilization.
B. Expand the scope and continue the program until return-on-investment objectives can be met.
C. Recommend cancellation of the program based on performance metrics.
D. Transition the existing program results to the appropriate operational area.
A program governance board mandates that phase gate reviews must be held so each component project can be reviewed and individually authorized to proceed to the next phase. Tracking and reporting of actual benefits realized is one part of the review.
What is the other part of the review?
A. Tracking and reporting on benefits management plan
B. Identifying factors influencing delivery of benefits
C. Demonstrating that other stage gate requirements have been met
D. Gathering additional stakeholders' requirements
A critical program for a company fails to delivers its intended benefits. The CEO and program sponsor are both held accountable and, ultimately, their employment is terminated by the board of directors. What should the program manager do before formally closing the program?
A. Update the benefits register.
B. Establish a program management information system (PMIS).
C. Share lessons learned with all program team members.
D. Transfer all program documentation to the deputy program manager.
During the last steering committee meeting, a program manager presented the benefits register to the program governance board. Since the intended benefits of the program were realized, the program manager was asked to transition the program into operations.
At this stage, what is expected during the post-review session organized by the program manager?
A. Earned value (EV) report
B. Customer sign-off
C. Benefits register updates
D. Feedback and lessons learned
After a company's senior executive management meeting, the CEO issues a mandate to automate a new-client on-boarding process that would effectively eliminate the current, manual, paper-based process. The assigned program sponsor selects a program manager.
Both the program sponsor and the program manager must ensure that the program charter contains which of the following?
A. Justification, benefits management plan, scope, and resources needed
B. Justification, benefits strategy, scope, and resource management plan
C. Justification, outcomes, scope, and stakeholder considerations
D. Justification, benefits management plan, program business case, and stakeholder considerations
A multi-year complex program will deliver advanced driver assistance system (ADAS) components for autonomous vehicles. Several key stakeholders are concerned because they have not been regularly involved with the program and do not understand the program's benefits.
What should the program manager do to address these key stakeholders' concerns?
A. Meet with the stakeholders and update the stakeholder map.
B. Create a progress report to share with stakeholders after the next status meeting.
C. Capture stakeholder expectations, and revise the stakeholder engagement plan.
D. Update the communications management plan after meeting with the program steering committee.
In a program's definition phase, a program manager in country A is assigned to expand a restaurant chain into country B. The program manager creates the program team by identifying the required project management resources. Which of the following represents an initial step needed to evaluate available resources that are aligned with the program's needs?
A. Completing an assessment of skills and competencies
B. Obtaining resource availability information from the functional managers
C. Identifying program resource requirements
D. Creating a program resource management plan
Program manager B leaves the program and program manager A takes over the program responsibilities. Program manager A wants to ensure that all expected benefits of the program are realized. What is used to assess the program cost/benefit justification?
A. Program charter
B. Benefits management plan
C. Program business case
D. Program scope statement
A program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement. The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable. The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan.
What should the program sponsor do?
A. Direct the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure.
B. Direct the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.
C. Direct the program manager to develop the necessary plans to ensure benefits can be transitioned and sustained after program closure.
D. Direct the program manager to assess the impact of this change and follow the established change management process.
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