PgMP : Program Management Professional : Part 22
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A program delivers incremental benefits, but is far from closure. The company completes an acquisition and defines new strategic objectives.
What should the program manager do next?
- Evaluate the impact of the new strategic objectives through a change request.
- Integrate the new acquisition into the program to include the new strategic objectives.
- Assess the impact of the new acquisition on the contract management plan.
- Review the benefits management plan to assess the continued validity of the program.
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An experienced program manager is leading a development program in a new company. While reviewing company procedures for formulating a program, they discover there is no company practice for managing key suppliers.
What should the program manager do first to obtain program approval?
- Prepare the stakeholder engagement plan for approval by the program steering committee.
- Analyze the business environment to identify key stakeholders, and then perform a stakeholder analysis.
- Conduct a brainstorming session with the program team to identify and analyze external stakeholders.
- Create a project-level stakeholder analysis, and then perform a high-level program stakeholder analysis.
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A program was kicked off, but one of the key stakeholders was not present at the kick-off meeting.
What should the program manager do to ensure that the key stakeholder is familiar with the program’s benefits and supports the program?
- Note stakeholder communication needs in the program charter and document their expectations in the benefits sustainment plan.
- Note stakeholder communication needs in the communications management plan and document their expectations in the benefits management plan.
- Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits management plan.
- Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits sustainment plan.
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A company is rolling out an innovative program that includes new processes intended to define how the company will manage future programs. While program execution is going well, the program sponsor is concerned that the knowledge acquired needs to be reused for future programs.
What should the program manager do to ensure that the knowledge acquired is captured efficiently?
- Record lessons learned in the program management plan
- Create training materials summarizing team experiences and lessons learned
- Direct the project managers to create event logs to document their experiences and lessons learned
- Organize review sessions after each program stage to document successes, issues, and lessons learned
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A company hires a program manager to create a healthcare management system. After five months, the program manager identifies an opportunity to integrate an online medical solution, which could provide additional value to the stakeholders. The program sponsor approves the change in scope.
The program manager should ensure that the results obtained by this opportunity are working in tandem with which of the following?
- Critical success factors
- Key performance indicators
- Benefits management plan
- Stakeholder engagement plan
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A company CEO issues a mandate to automate a new-client onboarding process to replace manual and paper-based procedures. After the program sponsor and program manager obtain formal acceptance of the program charter, what should be done next?
- Deploy a team to develop the program management plan.
- Develop estimates for scope, resources, and cost.
- Identify the program management components, and develop the resource management plan.
- Review and update the benefits management plan and link it to program outcomes.
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A company implements a transformational business strategy and a program to change its IT infrastructure and service delivery model. While leading a program team from cross-cultural backgrounds and geographies, the program manager notices a varying level of delivery excellence, which they attribute to cultural differences and behavioral tendencies.
To achieve commitment to program goals, what should the program manager do to improve the team’s level of engagement?
- Delegate the task of managing team behavior, attitudes, and commitment to team member managers, and ask the managers for regular progress reports.
- Organize social events to support the communications enrichment plan, bond the teams, and motivate team members.
- Establish a formal mentoring, coaching, and support program to address cultural differences that will enable the team to work collaboratively.
- Email all team members mandating that, to deliver program objectives, they must focus on their roles and responsibilities.
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A program manager joins a team during its preparation phase.
What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase?
- Develop the program management plan based on the organization’s strategic plan.
- Write the program charter, including the program mission statement and stakeholder engagement plan.
- Define a high-level program roadmap of milestones and schedules supported by a preliminary estimate.
- Identify and document the anticipated program benefits in the benefits management plan.
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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?
- Obtain a risk reserve from the executive sponsor, and execute a contingency plan.
- Communicate the risk to all project managers to manage at the component level.
- Add the risk details and analysis to the program risk register.
- Brainstorm with the project manager to develop an appropriate risk response.
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A program manager initiates a new global program to create a higher level of protection for a company’s intellectual property. The company exhibits a relaxed culture and environment, and is intolerant of processes to the point of being considered process-adverse. However, the company’s culture is tolerant of long-term program activities, provided there is continuous progress on improving the protection of its intellectual property. Expectations for rapid progress are low.
What should the program manager do next?
- Tailor program sponsor and stakeholder engagement and communications activities to meet the company’s expectations
- Insist on maintaining a set of tightly controlled stakeholder register and engagement plan documents to meet expectations
- Provide detailed information to the most influential program sponsors and stakeholders
- Ensure that the component stakeholders have the appropriate level of communications required to meet their needs
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When should a program manager approve the closure of a component project?
- When acceptance criteria of the project are met
- When the project has delivered the project benefits
- When program deliverables are complete
- When project deliverables are complete
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A company is evaluating the implementation of enterprise resource planning (ERP) software. The program manager performs an analysis to confirm the program’s feasibility.
What other important step should the program manager complete?
- Development of the program’s vision statement
- Review of strategic goals against any external environmental factors
- Identification and documentation of the initial risks for ERP software implementation
- Mapping of the financial benefits to the ERP software’s functionality
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A new component project is approved by the program governance board. The funding for this component project will be provided by an organization different from the organization funding the program.
Would this be an acceptable funding arrangement?
- Yes, only component projects may have different funding sources.
- Yes, the program and its components may have different funding sources.
- No, the program and the project must be funded by the same organization.
- No, component projects must be funded by program funds.
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One of the constituent project managers asks a new program manager to obtain approval for an additional key project requirement. A tolerance range is set.
If the tolerance range is too narrow on a program, what effect will multiple minor changes have on the program?
- Reduction in program quality
- Degradation of program communications
- Reduction in program risk
- Slow down in program implementation
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The risk manager completes risk response planning. The risk manager believes that to effectively address all eventualities, an additional action is required.
What should the program manager do next?
- Transfer a percentage of known risks.
- Establish a contingency reserve.
- Avoid known critical project threats.
- Perform a final review of project scope.
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A large infrastructure development program involves three road construction projects, two sewage line construction projects, and one project to lay underground electric cables. During a program meeting, the project manager of a road construction project communicates that a project risk related to the interdependency with a sewage line project has crossed its risk threshold.
What should the program manager do next?
- Modify the program schedule to accommodate the risk.
- Incorporate the project risk into the program risk response strategy.
- Instruct the project manager to escalate the risk to the program sponsor.
- Ask the road construction project manager to manage the risk at the project level.
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A program manager for the construction of a ship reviews the program management plan with a shipyard representative. The shipyard representative indicates that while 65 percent progress was anticipated, only 60 percent has been achieved.
What should the program manager do to ensure benefits realization?
- Conduct a program performance analysis based upon the deviation, and update the program business case to reflect the schedule delay.
- Inform the program sponsor and the steering committee of the delay, and validate the program business case.
- Analyze the impact of the delay, review risks, identify any corrective actions, and update the benefits management plan.
- Update the program schedule, and escalate the issue to the program management office (PMO) to accelerate shipyard work.
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A program manager is responsible for constructing a US$50 million building. Management suggests it will take three years to complete. The program manager can select a design-build option to optimize the construction schedule to 1.5 years. However, heavy demand for steel is causing price increases and delivery delays. If this trend continues, it could take as long as 4.5 years to complete construction. You learn that a new technology can yield a definitive delivery schedule of 1.25 years.
What is the expected time of delivery?
- 1.25 years
- 1.50 years
- 1.75 years
- 1.00 years
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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?
- Review the contracts, and create a program budget contingency.
- Draft a change request for approval by the program steering committee.
- Ask the program management office (PMO) to conduct a risk assessment.
- Review the program charter, and update program objectives accordingly.
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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?
- Define the key performance indicators (KPIs) for the program’s outcome.
- Invite the key stakeholder to review the program charter and the program objectives.
- Provide additional program performance reports to the key stakeholder.
- Maintain the benefits register and provide it to the key stakeholder.
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