A new program is comprised of four component projects. The program manager must assign project managers to each of the four projects. There are eight potential project managers to consider. What should the program manager do before assigning the project managers?
A. Determine budgetary constraints related to the project managers' salaries
B. Request performance feedback from the project managers' line managers
C. Evaluate the project managers' skills and match them to the needs of the projects
D. Interview each project manager to determine their career aspirations
The program sponsor requests a weekly performance report. The tools and techniques to monitor and control program performance include which of the following?
A. Program management performance variances, business criteria reweighting, root cause identification, and statistical sampling.
B. Interviewing, SWOT analysis, run chart, and matrix-based charts.
C. Earned value management, financial reporting systems, performance measurement techniques, and program management information systems.
D. Delphi technique, scatter diagram, Pareto chart, and organization charts.
How does a portfolio's collection of work differ from that of a program's collection of work?
A. Outcomes are interdependent
B. Benefits are achieved only when managed collectively
C. Components may be independent
D. Outcomes are time bound
A multiyear program is ready to conclude. It has achieved all business objectives and is delivering its intended benefits. However, the program sponsor is not willing to sign the formal program closure acceptance document and the program continues to incur operational costs.
What should the program manager do next?
A. Ask the finance department to increase the program budget
B. Escalate the issue to the program governance board
C. Ask key stakeholders to influence the program sponsor
D. Direct component project managers to archive all relevant project documents
A new program manager joins a multi-year program that has been underway for almost a year. During interviews, several stakeholders state that they do not understand how the program will help the organization.
At the next stakeholder meeting, what should the program manager present to address their concerns?
A. Program charter
B. Program scope assessment results
C. Business and program roadmap
D. Expected program benefits management plan
A program to implement a new payroll processing system at a healthcare company is nearing completion and is under budget.
What should the program manager do next?
A. Request permission from the program governance board to initiate program closure activities.
B. Present additional opportunities to the program sponsor.
C. Apply the remaining budget to operational activities.
D. Apply the remaining budget to deferred enhancement requests.
A program manager is concerned that a program will be unable to achieve its intended benefits.
How should the program manager handle this concern?
A. Meet with the program management office (PMO) to review critical program success factors.
B. Meet with the component project managers to reallocate resources within the program.
C. Meet with the program stakeholders to determine if a reduction in program scope is acceptable.
D. Meet with the component project managers to perform risk analysis.
A global financial system is being delivered by the program team to allow access from anywhere in the world. Following a new cross-border regulation applying to privacy of local banking data accessed from abroad, the CEO of the bank requests that an external audit be conducted to validate compliance with this new regulation. This event, which was not anticipated at this phase of the program, will generate additional work for the program team. This effort is not included in the current program roadmap and benefits delivery plan.
What immediate actions should the program manager take?
A. Negotiate with the CEO in an attempt to avoid the audit
B. De-scope the capabilities of the system to not allow access from abroad
C. Accept the risk of the audit and continue the program as planned
D. Assess the impact of the audit and potential remediation on the program
A program is completed and the expected benefits are realized.
Before executing the transition and closing of the program, what should the program manager do?
A. Create a final program report
B. Archive documents and lessons learned
C. Obtain approval from the program governance board to initiate program closure activities
D. Perform administrative and program management information system (PMIS) closure activities
A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity?
A. Program risk register
B. Program scope management plan
C. Program risk management plan
D. Component project risk register
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