PgMP : Program Management Professional : Part 17
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The customer of a three-year program does not want to receive any intermediate details on the program. The program appears to be in trouble and the customer is concerned about a new system’s cost. The program manager has provided monthly performance reports throughout the program’s life cycle.
Which of the following would the customer be interested in reviewing?
- Estimate to complete
- Estimate at completion
- Original cost baseline
- Cost performance index
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A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager’s attempts to reach the stakeholder via email also fail.
What should the program manager do next?
- Escalate the issue to the stakeholder’s supervisor
- Escalate the issue to the program governance board, as delays will impact the program
- Update the program risk register to reflect a realized risk and execute the documented risk response
- Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks
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After new private equity owners acquire an enterprise, they want to improve its value by reducing costs. A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed. A strategic component project presents significant risk to organizational objectives due to its complexity and dependencies on external parties. After a series of board meetings, the enterprise’s investment committee approves a budget to implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility. Implementation of this component project may now begin, but is already one month behind schedule. The program manager now perceives significantly more risk to the larger program due to this delay.
What should the program manager do to address this risk with the program sponsor and governance board?
- Share the concerns with the program sponsor to confirm understanding of the new development. Next, update the program budget, implementation plan, and risk management plan for governance board approval.
- Update the component project’s risk register, issue log, implementation plan, and risk management plan. Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan for governance board approval.
- Revise the program budget, and implement the component project by managing it closely to recover the month-long delay. Next, update the component’s project and risk management plans for governance board approval.
- Update the program budget, and task the component project manager with implementing the plan. Next, submit a change order for approval to apply more resources to reduce the larger program’s risk profile.
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Company A acquires company B, which leads to a two-year program to integrate the processes and systems. Company B uses a different project management process, and the company’s staff is unhappy about the acquisition. As a result, company B’s project team fails to provide status and cost data in a format that conforms to the program standards.
What should the program manager do first?
- Inform the stakeholders of this issue as soon as possible
- Change the program standards, aligning them with the project standards
- Work with the reports provided to extract the required information
- Remind the project manager of the relevant program standards
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An organization initiates an innovation program to deliver exceptional performance and benefits. After the program transition plan is in place and the implementation of a benefits sustainment plan starts, the program manager discovers the program may be shut down due to lack of funding.
To ensure continued funding for the program, what should the program manager do next?
- Complete the benefits sustainment plan and update the benefits register
- Present a revised ROI to the program sponsors based on the remaining investment
- Conduct a cost-benefit analysis to ensure the program sponsors understand the program’s long-term benefits
- Review the program business case and the program’s strategic alignment and long-term benefits with the program governance board
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A program management team is invited to a company’s annual strategy planning session. The CEO discusses the mission and vision of the organization, and how the strategic plan will create opportunities to fulfill them.
How can the program manager use the company’s vision to establish a program?
- Define the program and component projects to enable the fulfillment of strategic goals.
- Set the priority matrix, and map the projects’ priorities that will be included in the program.
- Define the program roadmap, and highlight the individual projects’ benefits.
- Identify program benefits that will enable the fulfillment of strategic goals.
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Several issues are identified on one component project in a program. During a meeting with that component’s project manager, the program manager offers several suggested resolutions. Two weeks later, they meet again to review progress. The project manager had reviewed the issues and suggested resolutions, but delayed a decision. This two-week delay in taking action caused delays in the project schedule.
What should the program manager do?
- Join project-level issue resolution meetings to accelerate the decision-making process.
- Initiate discussions with the program governance board about assigning a more experienced project manager to the project.
- Emphasize that the project manager needs to address the issues and follow up at the next scheduled meeting.
- Develop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities.
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A program manager for an electronic gaming manufacturer is managing a new virtual reality program. An international trade agreement in the final stages of renegotiation will reduce supply-chain costs and delivery intervals. A materials supplier informs the program manager that when this agreement is finalized, it will shorten the product’s delivery time.
What should the program manager update first?
- Procurement management plan
- Benefits register
- Risk register
- Benefits management plan
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A program manager building the world’s largest cruise ship is resolving the conflict between the two main sponsors who cannot agree on the number of food and beverage outlets to have onboard. What should the program manager do?
- Finalize the business case and market analysis with the core program team and present the findings to the chief executive officer for approval.
- Work with the core program team to conduct a market analysis and make the decision based on the best return on investment.
- Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict.
- Engage the program stakeholders, present the market analysis and findings to facilitate the decision on the best option.
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A program with six projects has been running for three years. The company’s procurement and contracts department has compiled a qualified seller list. The program manager determines that one of the projects must be outsourced.
The program manager will use the qualified seller list to do which of the following?
- Plan a proposal evaluation system
- Prepare the program procurement management plan
- Perform the required program budget updates
- Issue requests for proposals
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A program manager at a pharmaceutical company plans a new drug development effort. The development is slated to yield three drug variants. The program manager articulates the program scope boundaries.
Which of the following deliverables captures these items?
- Program scope management plan
- Program governance plan
- Program scope statement
- Program work breakdown structure
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A component project of a program is completed, and will provide the intended incremental benefits.
How should the program manager proceed with the component transition?
- Update the program stakeholder engagement plan with stakeholders from the transition organization
- Define the component project’s business value in the benefits management plan
- Update the program roadmap to reflect completion of a key end-point objective
- Initiate a program change request to close out the component project
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A company is building a global monitoring network in 40 countries. The program completes the planning phase and a review is conducted of the program components’ strategic alignment with the intended program and company goals. The review identifies issues that should be resolved to improve program progress. One of the issues identified is the lack of incorporation of both software and configuration management tools.
Which of the following must be addressed?
- Program performance monitoring and controlling
- Program management information system (PMIS)
- Program delivery management
- Program roadmap
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Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?
- Decompose the program work based upon available resources
- Decompose the program to the work package level
- Decompose the program to the architecture baseline level
- Decompose the program at a level sufficient to achieve control
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A small, regional utility closes a customer rewards program and transitions it to operations. The executive sponsor and program manager are concerned about the impact on benefits realization. The program manager assures the executive sponsor that any corrective actions will be included in the next phase.
What should the program manager do to ensure a successful transition?
- Ask each project manager to consolidate and file all program documentation in the corporate archives.
- Obtain all project manager’s contact information, and then have them reassigned back to their functional managers.
- Ask the program’s business analyst to collect all project information and create a report.
- Ensure that all program documents, including lessons learned, are archived in the knowledge repository.
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A software development program will launch iterative versions of new software called Alpha over two years. Following that, a program will be released to the program team and developers to create new software called Beta. While the program manager prepares the program closure plan for Alpha, the program sponsor expresses concern about its support after program closure.
What should the program manager do as part of Alpha’s program closure plan?
- Execute the transition plan, and include knowledge transfer to transition Alpha support to operations.
- Keep the Alpha program open until support is no longer required, then execute program closure.
- Adjust Alpha’s exit criteria to ensure its support is included in the Beta program.
- Document the program closure procedure to ensure that resources are released from Alpha to develop Beta.
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An IT program manager is concerned that a program is not achieving its defined incremental benefits due to a lack of delivery by the business team. The IT team has several dependencies on the business team throughout the program. However, the business team does not report to the IT program manager, and only two business team resources with the appropriate skills are available to complete the required program tasks.
To address this issue, what should the IT program manager do next?
- Schedule a meeting with the business team to discuss transferring the two business team resources to the IT team; update the program risk register to include risk mitigation steps.
- Escalate the lack of commitment by the business team to the program steering committee; hire a new project resource to complete the required tasks; update the program risk register to include risk mitigation steps.
- Review and clarify the business team’s program roles and responsibilities; determine the schedule impact on benefits delivery; direct the IT project manager to meet with the business team to ensure dependencies are understood and that the appropriate resources can be made available.
- Modify the program milestone dates to include a larger contingency; determine the impact on the project implementation date; update the benefits management plan.
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A global enterprise resource planning (ERP) program’s scope includes designing and building a global template. Plans include a pilot implementation project to validate the template, to be followed by several rollout projects. During the build of the global template, a new government regulation mandates implementation of a goods and services tax (GST).
What should the program manager update?
- Program communications management plan
- Benefits management plan
- Stakeholder engagement plan
- Benefits transition plan
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A program receives initial approval from the selection committee to proceed with the program development.
What should the program manager do next?
- Define the program architecture and assign the benefits realization to the component projects.
- Complete the program setup to establish a firm foundation of support and approval for the program.
- Analyze lessons learned and historical information to validate the program’s expected outcomes.
- Continue to develop the high-level program road map.
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The program manager of a multinational program must reconcile data including subject matter experts’ labor hour estimates, and other direct resource hour estimates. In addition, the program manager must prepare the cash flow analysis.
Which of the following should be considered to get a baseline budget?
- Currency exchange rates
- Component cost estimates
- Baseline schedule
- Program payment schedules
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