PgMP : Program Management Professional : Part 23

  1. Based on its board’s mandate, an organization drafts a new business strategy to meet future challenges, put the business on track, and meet growth expectations. Key to this are upgrading the IT infrastructure and strategic direction to transition the computing platform from onsite to cloud-based, thereby optimizing costs, and providing scalability, performance and high availability.

    How should the program manager use the program mission statement to engage program stakeholders?

    • Publish the program mission statement and interact with operational managers and stakeholders to ensure that programs receive appropriate operational support.
    • Review, capture and document the organization’s current state, its new strategic direction, and how the program will support its mission
    • Incorporate the names of key stakeholders and their respective influence, power, and authority into the program mission statement.
    • Update the program mission statement to address strategic business goals, and the influence of stakeholders’ interests, concerns, and expectations.
  2. The program manager plans to address a negative cost variance generating a red flag in the program management status report.

    What should the program manager do?

    • Contact the project sponsors to present the details, impacts, and possible corrective actions regarding the negative cost variance.
    • Gather all the details, analyze impacts, determine corrective actions and present the findings to the governance board for direction.
    • Work with program sponsor to compile impact analysis data to obtain additional funding for the program.
    • Ask the program team to compile all details, analyze impacts, determine corrective actions and present to the governance board for direction.
  3. After attending a technology exposition, an influential stakeholder believes that integrating a new technology into the program will increase benefits and help shorten the schedule. The stakeholder asks the program manager to immediately include the new technology into the program.

    What should the program manager do next?

    • Assess the new technology and discuss the results with the program steering committee to determine next steps.
    • Start the change management process and submit a change request to integrate the new technology.
    • Inform the stakeholder that the program will not be changed until proof of concept (PoC) is completed.
    • Research the new technology and begin its integration during the next development cycle.
  4. A program manager recognizes that a successful resource being used in project A could also be used in project B.

    What should the program manager do first to leverage the utilization of this resource?

    • Assign project A’s resource to project B.
    • Reassign the resource to project B after project A ends.
    • Prioritize the resource to optimize their use across both projects A and B.
    • Mitigate risk by leveraging other resources in project A.
  5. 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?

    • Ensure the new processes will perform better than the current processes.
    • Ask the program steering committee to endorse the new processes and current program schedule and deliverables.
    • Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.
    • Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered.
  6. 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?

    • Request a more experienced project manager to work on project B.
    • Create a program communications management plan across all component projects.
    • Direct all projects to use project A’s communications management plan as a template.
    • Rework the communications management plans for all projects to be consistent.
  7. 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?

    • Program resource management planning
    • Program risk mitigation
    • Resource interdependency management
    • Project resource planning
  8. 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?

    • 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
    • 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
    • Work with the project managers of the affected components to implement fast tracking and update the resource management plan accordingly
    • Evaluate critical success factors and key performance indicators (KPIs) to monitor benefits throughout the program’s life cycle
  9. 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?

    • Program resource management plan
    • Program management plan
    • Program master schedule
    • Program scope statement
  10. 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?

    • Update the business case analysis document indicating how each goal was attained.
    • Prepare a financial framework to show effective financial management and alignment with profit metrics.
    • Provide a report using the benefits management plan to demonstrate overall benefits realization.
    • Conduct a customer satisfaction survey to show program success.
  11. 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?

    • Review the program governance plan and communication log.
    • Review the program communications management plan and stakeholder register.
    • Review the stakeholder engagement plan and stakeholder matrix.
    • Notify the executive sponsor and update the program issue log.