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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?

A.

Define the key performance indicators (KPIs) for the program's outcome.

B.

Invite the key stakeholder to review the program charter and the program objectives.

C.

Provide additional program performance reports to the key stakeholder.

D.

Maintain the benefits register and provide it to the key stakeholder.

You are the program manager for your organization and you are dealing with your program stakeholders. You are explaining to them, along with your program team, how certain activities in the program may cause delays in the schedule if the associated risk events come into play. The cost of impact of the risk events are minimal, but the schedule impacts could be bigger. The stakeholders are concerned about delaying the schedule

beyond a given due date for the program. They would like you to determine if it is possible to add more labor, use a higher grade of material, or hire some consultants to ensure the risks do not occur in the program. They are not much concerned about the cost of the solution as long as the solution or identified risks do not delay the program completion. What type of risk response are your program stakeholders recommending in this situation?

A.

Avoidance

B.

Mitigation

C.

Transference

D.

Workaround

A rapidly expanding IT company wants to mature its delivery methodology. It creates a benefits management plan that identifies formal program management governance as a key area that would add value.

What benefits would structuring work into programs bring to this organization?

A.

Delivery of initiatives and objectives through the alignment of portfolios

B.

Bundling of components or work to gain efficiencies unachievable if managed separately

C.

Increasing efficiencies by adhering to defined constraints to achieve specific activities

D.

Coordination of portfolio and project work by linking principles and practices

What project management term would you associated with a predetermined budget you’re your program?

A.

Program governance

B.

Constraint

C.

Cost baseline

D.

Assumption

Part of your job as the program manager is to coach the project managers on their duties and goals. One of the project managers, Holly, is having trouble discerning the difference between quality assurance and quality control. She understands that she needs both to help you reach the program goals. Which statement best describes quality assurance for a project within your program?

A.

Quality assurance is an inspection-driven process to keep mistakes out of the project.

B.

Quality assurance is a prevention-driven process to keep mistakes out of the project.

C.

Quality assurance defines quality and sets goals for the project team.

D.

Quality assurance is an organization-wide process to do the work according the organizational goals and metrics.

Molly is the program manager for her organization and she is creating a program plan that defines the benefits of the program and how her program and team will create the benefits for the organization. What plan is Molly creating in this scenario?

A.

Quality management plan

B.

Business case

C.

Program management plan

D.

Benefits management plan

You are the program manager for your organization. You are examining the order of the activities in your program schedule and would like to change some of the ordering to alleviate scheduling conflicts, risks, and based on your experience with the discipline the program uses. Some of the activities you can rearrange while some of the activities must be completed in a particular order. What term describes the activities that can happen in any order?

A.

Finish on constraints

B.

Discretionary dependencies

C.

Mandatory dependencies

D.

Benefits management dependencies

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?

A.

Modify the program schedule to accommodate the risk.

B.

Incorporate the project risk into the program risk response strategy.

C.

Instruct the project manager to escalate the risk to the program sponsor.

D.

Ask the road construction project manager to manage the risk at the project level.

You are the program manager for your organization. Your current program is to create a new recreational facility in your city. Franklin, the Chief Executive Officer, is concerned about meeting all of the financial and schedule requirements of the proposed program. Martina, the mayor of your town, wants to make certain the program meets all safety requirements and building codes. Your supervisor, Mary Ann, is the Program Director, and she is concerned about the start date of your program. Another stakeholder, Hal, is worried that your resources may be spread thin on the program as some of the resources are on multiple projects in your program.

To whom will you report to in this program?

A.

Franklin

B.

Martina

C.

Hal

D.

Mary Ann

You are the project manager for your organization and are working with the project stakeholders and the business analyst to define all of the deliverables the project is to create. The stakeholders would like the option of adding more deliverables later in the project and keeping the requirements somewhat open for changes. You explain to the business analyst that you need a set of requirements that define exactly what needs to be delivered for the project. What document are you trying to create in this early stage of the project?

A.

Requirements technical documentation

B.

Project scope statement

C.

Project charter

D.

Detail design document