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The program manager must define the program and understand the organization's target market and customer needs. What should the program manager do first?

A.

Brainstorm with the program team to decide on the definitions of the target market.

B.

Meet with peers to identify the company's competitors in the target market

C.

Meet with the project managers to identify the target market

D.

Work with the program sponsor to assess the needs of the target market

A program has been established and preparation is complete. Component projects are planned as a part of which of the following?

A.

Program definition phase

B.

Program formulation

C.

Program planning

D.

Program delivery phase

A program manager assigns project managers lo five component projects and continues to develop the program team. Which of the following represents the program manager's strategy?

A.

Rotate the responsibility for risk assessment among the program components

B.

Coach the project managers to manage project resources

C.

Cross-train the project managers to share expertise

D.

Prepare the project managers to assume larger roles with more responsibility.

The program manager takes over a poorly performing program After a review of the documentation and interviews with the program sponsor, stakeholders and program constituents, the program manager realizes that the program is not aligned with the corporate/organizational goals. The program manager must realign the constituent protects and components to meet the program's needs

What action should the program manager take to realign the program?

A.

Assess the program schedule and determine how to maintain all projects and components within the program

B.

Discuss the situation with the program stakeholders and let them decide which projects to accelerate and which to close

C.

Discuss the situation with the program sponsor(s) and let the sponsor(s) make the decision as to which projects to accelerate and which to close

D.

Develop a change request to present to the governance board, accelerate some projects, close some projects and reassign some resources

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 program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk

What should the program manager do to monitor and control the supplier?

A.

Use expert judgment and update the program procurement plan

B.

Seek stakeholder approval of program procurement management activities

C.

Examine performance reports, audits, and inspections

D.

Review proposal evaluation criteria, risk analyses, and mitigation strategies