The project managers for component projects A and B schedule the same resource to perform tasks during the same timeframe, resulting in an over-allocation. The program manager reviews the program resource management plan, determines that project A can wait until the resource becomes available, and assigns the resource to project B.
This is an example of which of the following?
A. Program resource management planning
B. Program risk mitigation
C. Resource interdependency management
D. Project resource planning
To create market advantage, a program sponsor requests accelerating the implementation of a new manufacturing process that is based on a recently improved system component. The program manager is concerned that the delivery of some program goals could be jeopardized.
What should the program manager do?
A. Document the concerns that program goals may be affected and present at the next program governance board review meeting for guidance and actions to be taken
B. Advise the program sponsor that the program will continue and follow the program management plan, unless the change control board (CCB) has approved changes to the plan
C. Work with the project managers of the affected components to implement fast tracking and update the resource management plan accordingly
D. Evaluate critical success factors and key performance indicators (KPIs) to monitor benefits throughout the program's life cycle
A biometrics firm has a facial recognition program with multiple components and project managers. The project manager from the mobile device division escalates a vendor-related risk to the program manager. After assessing the risk, the program manager determines that this risk may impact other projects within the program. However, this risk has a low degree of impact and probability of occurring.
What should the program manager do first?
A. Obtain a risk reserve from the executive sponsor, and execute a contingency plan.
B. Communicate the risk to all project managers to manage at the component level.
C. Add the risk details and analysis to the program risk register.
D. Brainstorm with the project manager to develop an appropriate risk response.
A program manager takes over a global program from another program manager. Upon arriving on-site, the program manager immediately sees that stakeholders are upset, because of a lack of updates and communications about the program.
What should the program manager do first?
A. Review the program governance plan and communication log.
B. Review the program communications management plan and stakeholder register.
C. Review the stakeholder engagement plan and stakeholder matrix.
D. Notify the executive sponsor and update the program issue log.
A program is in its last year of execution. The program manager will receive a performance bonus if executive leadership and the program steering committee determine that the program is a success.
How can the program manager justify receiving a performance bonus upon program closure?
A. Update the business case analysis document indicating how each goal was attained.
B. Prepare a financial framework to show effective financial management and alignment with profit metrics.
C. Provide a report using the benefits management plan to demonstrate overall benefits realization.
D. Conduct a customer satisfaction survey to show program success.
A program manager needs to establish direction and identify the essential aspects of a program. In addition, they must ensure that the context and framework of the program are properly defined, assessed, and documented.
Which document will be created to support this activity?
A. Program resource management plan
B. Program management plan
C. Program master schedule
D. Program scope statement
In a transformational program, all projects are on track and delivering their objectives. However, stakeholders are hesitant to take on the new processes because performance in the current environment may not be representative of actual performance. Stakeholders fear that the program will fail to provide the service required.
To assure positive performance in the current environment, the program manager should do which of the following?
A. Ensure the new processes will perform better than the current processes.
B. Ask the program steering committee to endorse the new processes and current program schedule and deliverables.
C. Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.
D. Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered.
The project manager of project A develops a communications management plan. The project manager of project B is new and is uncertain how to develop appropriate communications for the company's staff. What should the program manager do to ensure communications on the component projects are consistent?
A. Request a more experienced project manager to work on project B.
B. Create a program communications management plan across all component projects.
C. Direct all projects to use project A's communications management plan as a template.
D. Rework the communications management plans for all projects to be consistent.
A software deployment program for a multinational organization requires the engagement of subcontractors. During the program planning phase, the contracts manager informs the program manager that the primary subcontractor's agreement includes incentives that would potentially conflict with program objectives.
What should the program manager do first?
A. Review the contracts, and create a program budget contingency.
B. Draft a change request for approval by the program steering committee.
C. Ask the program management office (PMO) to conduct a risk assessment.
D. Review the program charter, and update program objectives accordingly.
A program is midway through the program delivery phase when a key stakeholder asks if the program is meeting its defined objectives. How should the program manager demonstrate the program's progress?
A. Define the key performance indicators (KPIs) for the program's outcome.
B. Invite the key stakeholder to review the program charter and the program objectives.
C. Provide additional program performance reports to the key stakeholder.
D. Maintain the benefits register and provide it to the key stakeholder.
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