PgMP : Program Management Professional : Part 18
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A key stakeholder’s requirement contradicts the organization’s strategic objectives. The program manager meets with the stakeholder, but is unable to reach a compromise on the requirement.
What should the program manager do first?
- Meet with the program management office to update the benefits management plan
- Meet with organization’s strategic planning committee to obtain clarification
- Meet with the program sponsor to address the issue
- Meet the customer to determine if the stakeholder’s requirement is valid
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Near the completion of a transformation program, the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations. They claim that their department did not approve this service, and is now unprepared and untrained to support the transformation.
What should the program manager have done first to prevent this?
- Added the operations manager as a key stakeholder
- Created a transition plan during the planning phase for the impacted operational area
- Ensured there was a communications management plan that included the transition to operations
- Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations
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A program stakeholder is concerned about information they receive about a project. Who is responsible for reviewing the communications management plan to assure adequate information is provided to the stakeholder?
- Program sponsor
- Communications manager
- Project manager
- Program manager
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A program manager prepares the program for review to secure funding by senior management.
Which of the following must the program manager identify when creating the program charter?
- Milestone dates, budget, and staff details that support it
- Assumptions incorporated into the benefits management plan
- Process within the organization that will be needed to deliver the product
- Key decision makers or stakeholders in the program and their expectations and interests
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A newly appointed country manager suggests that the regional program manager use a social media platform to expedite communications and address questions. The new country manager used this social media platform at a previous job.
What should the regional program manager do to address the country manager’s request?
- Suggest that the country manager use the existing communication channels while the team becomes familiar with the new social media platform.
- Ask the country manager to champion the social media platform, as they may have more influence than the regional program manager.
- Review existing in-house social media capabilities to determine if they will meet the needs of the country manager’s request, and update the stakeholder register.
- Ask the technology, security, and project teams to assess the country manager’s request.
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A program manager for the construction of an international event venue that will impact the local community needs to determine the best approach for communications. One of the conditions of the program is that after the event takes place, a park will be built for the community’s use.
What should the program manager do to ensure community support?
- Review the scope with the program sponsor and community representatives
- Organize an advocacy group and facilitate community engagement
- Negotiate the program scope with community representatives
- Ensure community representatives are part of the steering committee
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A program manager has been assigned to a program that has received approval of the program charter and for which a stakeholder register has been prepared. During stakeholder engagement planning, the program manager should consider which of the following stakeholder’s aspects?
- Attitude about the program, external political position, and technical expertise
- Level of influence and participation and attitude about the program
- Expectations of program benefits, level of influence, and organizational culture
- Level of support/opposition, technical expertise, and organizational culture
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A program is in its execution phase when a component project manager suggests a potential change that could increase the financial benefit of the program. The program manager is hesitant to submit a change request, as it would extend the program schedule and require a scope change.
To whom should the change request be presented?
- The program governance board
- The program customer
- The program management office (PMO)
- The project governance board
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A company initiates a program to reorganize its sales and production departments. Three production departments are located at the three production plants next to the company’s headquarters. Five regional sales departments are located at different locations around the world.
At this stage of the program, what is the first step?
- Develop a program work breakdown structure
- Identify and quantify business benefits of the program
- Determine and prioritize the various components of the program
- Prepare a program organization chart covering both sales and production
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After an organization initiates a strategic program, several project managers express interest in joining the program team. The program manager’s supervisor recommends a list of project managers to be part of the team.
What should the program manager do to select the project managers?
- Complete a skill set inventory and select the most suitable resource(s)
- Ask interested project managers for their CV or résumé and conduct interviews
- Accept the recommendation of the program manager’s supervisor
- Contact the human resource manager for project managers’ availability
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A company CEO meets with key customers to learn how they can be better served. After discovering that some executive team members disagree with each other, the CEO asks the program management office (PMO) to develop a program to better serve key customers based on their strategic importance to the company’s long-term goals.
What should the program manager do to establish and successfully manage the program’s direction?
- Create a program strategy to obtain the required funding from the portfolio decision team
- Develop and foster relationships with stakeholders to improve communication
- Conduct stakeholder interviews to address their concerns and expectations
- Identify a list of projects, and then assign them suitable project managers
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XYZ Company hires you to make its transitioning procedure more effective in meeting close-out requirements. You review XYZ’s transitioning procedures to eliminate any that do not belong in the close-out phase.
Which of the following procedures should you remove?
- Managing the transition from the “As-Is” state to the “To-Be” or Target State
- Reviewing the status of benefits with the stakeholders and program sponsor
- Managing any required transition to operations
- Documenting lessons learned in the organizational database
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At the beginning of the second year of a five-year strategic cycle, the program management team attends a checkpoint session to review the state of the company’s strategy. During the previous year, the company needed to comply with new government regulations that impacted this strategy.
Based on this information, what should the program manager do?
- Update the program management, benefits management, and risk management plans, and modify priorities and interdependencies.
- Meet with stakeholders, and modify the program roadmap to comply with the new regulations and ensure strategic alignment.
- Obtain stakeholder approval to stop or postpone programs that fail to comply with the new regulations, and modify the program roadmap.
- Review resource capacity and capability, program priorities, and interdependencies, and create a change request to modify the program roadmap to ensure strategic alignment.
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A country is in the process of strengthening its defense program. A key project is not meeting its specified performance objectives. The project manager initiates a change request to address this issue.
What should the program manager do NEXT?
- Consider the option to close out the key project
- Evaluate the program and re-baseline the objectives
- Assess the benefits and impact to the program
- Amend the risk register with the key project changes
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A sponsor decides that the business environment is unfavorable for continuation of a program. The sponsor asks that the program be closed.
What items should be completed as part of the program’s final report?
- Lessons learned, successes and failures, and financial and performance assessments
- Final updates to the benefits register, successes and failures, and resource disposition
- Financial and performance assessments, successes and failures, and reason(s) for program closure
- Knowledge transition, successes and failures, and reason(s) for program closure
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A regional finance program is impacted by a new currency regulation issued by a country in the region. The new regulation requires changes to the financial statements of that country’s branches by the end of the fiscal year. Failing to comply with the regulation may result in fines and/or closure of the branches. A branch general manager immediately meets with the program manager to select and secure a local fiscal expert to support the regulation, as these types of resources are in high demand. There is a high risk that the changes will not be completed on time if the resource is not secured.
What should the program manager do to address the risk?
- Build a coalition with local companies that can influence the government to renegotiate the imposed deadline.
- Create fine and closure scenarios to assess the impact on the program and create a contingency plan.
- Generate a delivery incentive contract with the selected fiscal expert to ensure on-time delivery of the revised financial statements.
- Assess the risk, incorporate it in the program’s risk management plan, and meet with the steering committee.
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The program manager wants to ensure that a program contributes to shareholder value.
The program manager should verify alignment with which of the following?
- Program charter
- Organizational structures and policies
- Organizational strategic objectives
- Program governance plan
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Stakeholders make ad-hoc requests on a routine basis. This causes duplication of reporting and communication gaps that affect the program’s performance.
To resolve this situation, which of the following must go through critical review and change?
- Program Benefits Management domain
- Stakeholder communications requirements
- Program communications report
- Program communications management plan
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A large program consists of several component projects and six project managers. The program governance board requests that all components within the program undergo user acceptance testing before being released to the production environment.
Where should the program manager document this?
- Program governance plan
- Program requirements
- Component test plan and test cases
- Program quality management plan
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A company wants to perform a preliminary stakeholder analysis to assess a new program’s support.
What should the program manager develop?
- Program communications management plan and the stakeholder charter
- Responsible, accountable, consult, and inform (RACI) matrix, stakeholder list, and escalation process
- Stakeholder strengths, weaknesses, opportunities and threats (SWOT) analysis
- Stakeholder engagement plan, stakeholder register, and stakeholder map
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