You are the program manager for your organization. You're currently working with the program director, Nancy Holmes, to define a new program and the benefits the program should create. Of the following, which is the best definition of a benefit a program creates?
A. A benefit is an outcome of the constituent projects within a program.
B. A benefit is a project and program deliverables that the organization may use immediately.
C. A benefit is a deliverable of a program or project that is worth more than the cost to create the deliverable.
D. A benefit is an outcome of actions and behaviors that provides utility to stakeholders.
Two project managers in your program, Marcy and Mary, are not agreeing with the scheduling of project resources and they have asked for your help to determine the resolution. They are refusing to speak with each other and each is telling you that the other person is scheduling project resources for the project that are already scheduled to complete the work. In the communication model, what component represents the disagreement of these two project managers and their refusal to speak with each other about a resolution?
A. Conflict
B. Noise
C. Barrier
D. Ad hoc
All of the following are resources that need to be monitored and controlled except for which one?
A. Equipment
B. Staff
C. Quality
D. Facilities
You are the program manager of the NQA Program. In this program you're planning which contract types you'll allow into the program and which ones you will not. One contract type you won't accept is the cost plus percentage of cost contract. Which of the following is a valid reason you would not allow this contract type into your program?
A. The contract type requires the vendor to provide a fee for the time invested and the materials used.
B. The contract type allows the vendor to change the price of the work he's completed.
C. The contract type allows is the most dangerous for the buyer.
D. The contract type requires the vendor to provide a fixed price for the work.
Which of the following is NOT true regarding the program work breakdown structure (WBS)?
A. It defines a program and groups the program's discrete work elements in a way that helps organize and define the total work scope of the program.
B. It subdivides the program deliverables to work packages that are linked to the activities within the program.
C. It defines all the work and only the required work for the program.
D. It subdivides the program deliverables to work packages that are linked to the activities within the program.
Which of the following statements are true regarding program scope statement? (Choose three.)
A. It defines all the work and only the required work for the program.
B. It formally authorizes the program.
C. It sets authorities and limits for the program manager and team.
D. It represents a common understanding of the program for the purpose of facilitating communication among the stakeholders.
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?
A. Escalate the issue to the stakeholder's supervisor
B. Escalate the issue to the program governance board, as delays will impact the program
C. Update the program risk register to reflect a realized risk and execute the documented risk response
D. Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks
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?
A. Execute the transition plan, and include knowledge transfer to transition Alpha support to operations.
B. Keep the Alpha program open until support is no longer required, then execute program closure.
C. Adjust Alpha's exit criteria to ensure its support is included in the Beta program.
D. Document the program closure procedure to ensure that resources are released from Alpha to develop Beta.
The program manager leads a medical billing system integration program for company A, a health services provider. Company A acquires smaller company X, which delivers health services strategically aligned with company A. Company X uses a different billing approach than company A. Company A's chief information officer (CIO) seeks counsel on which solution would be the better option moving forward, requesting the program manager's assistance. How should the program manager respond to the CIO's request?
A. Document the resources required to implement the recommended solution and demonstrate how this solution will save the company money.
B. Find similar examples of the preferred approach and ask the project teams to document why the preferred approach is better
C. Gather the costs and benefits associated with each option and recommend the appropriate solution defining why the selected approach is better.
D. Conduct a thorough stakeholder analysis and develop a program management plan to implement the appropriate solution for both companies.
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?
A. Tailor program sponsor and stakeholder engagement and communications activities to meet the company's expectations
B. Insist on maintaining a set of tightly controlled stakeholder register and engagement plan documents to meet expectations
C. Provide detailed information to the most influential program sponsors and stakeholders
D. Ensure that the component stakeholders have the appropriate level of communications required to meet their needs
