PGMPPreview

An organization is considering a new program. The business analyst believes that the benefits to the organization would equate to $1,550,000 in five years. If the rate of return for this program is six percent what is the maximum amount the organization should invest in this program?

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 program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement. The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable. The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan.
What should the program sponsor do?

A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters.
To ensure the realization of long-term benefits, what should the program manager use?

The new performance financial system is delivered to all business entities on time following a one-year implementation program. After six months of utilization the global finance department, one of the main beneficiaries of the program, determines that quality and level of granularity of the financial data is not sufficient for them to analyze the key performance indicators (KPIs) defined. Additionally, the global finance department is missing the analytical tools required to understand the causes of discrepancies.
To address these shortcomings, the global finance department submits a request for a follow-up initiative through the process defined by which of the following documents?

A large international manufacturing company is centralizing its IT which is currently spread over 16 countries. The transition means physically regrouping the infrastructure and aligning processes and organizations. The high-level scope of this transformation encompasses three main areas:

1. The technology area--assessing which technology/tooling should be retained for the target data center.
2. The policies and procedure area--aimed at establishing a common set of processes supporting the new way of delivering services.
3. The HR area--assuring the new organization best fits the diversity of the countries and functional domains, while offering equivalent compensations for comparable functions.
   You have selected your team and you are preparing the business case to support 1) the team selections you made and 2) your recommendation to proceed to the program's next phase.
   Which document should be present in your business case?

A program manager is working on benefits. The program team created and updated a benefits register earlier in the program.
The benefits register should include which of the following?

A program in a matrix organization includes subprojects for specific required technologies. The program manager assembles a team of project managers to lead each of the component projects. Each component project requires unique technical skills and expertise. To ensure that there are no budget overruns, the program manager leverages the existing time reporting process.
What is a critical component of the Program Schedule Management Process?

In the last year, all program phase gate reviews received excellent feedback and exceeded stakeholder expectations. Recently, the customer decides that there is no need to continue phase gate reviews.
What should the program manager do next?

A program manager joins a team to fix a troubled enterprise-wide customer relationship management (CRM) system. Analysis indicates that duplicate customer information data is resulting in redundant client information. The program manager accesses the knowledge repository for similar programs to gather historical data and trends. A corrective action is identified, and a change in process is implemented to regain data integrity.
What should the program manager do with the knowledge gained from this activity?

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 projects and components to meet the program's needs.
What action should the program manager take to realign the program?

A municipal agency manages a city's water and wastewater infrastructure. Its six-year capital improvement program (CIP) is approximately US$4 billion, and is used for such things as improving aging infrastructure, addressing regulatory requirements, and upgrading facilities. The mayor and key stakeholders are concerned because of yearly rate increases for residents. After receiving proposals from program managers for this key program, which is half of the current CIP, a program management team is hired and receives an approved business case.
What should the project manager do next?

After meeting with the program sponsor and stakeholders, the program manager is asked by the sponsor to accelerate the program to replace two legacy financial systems. The legacy systems are at risk of premature failure.
What should the program manager do next?

The program manager has a global program with five component projects. The program sponsor wants the management plans, processes/procedures, and technology to be uniform across the program. The requirements will create issues and result in increased costs The program sponsor is new and has imposed these new requirements six months into a three-year program.
What should the program manager do next?

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 program stakeholder is concerned about information they receive about a project. Who is responsible for reviewing the communications management plan to assure adequate information is provided to the stakeholder?

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?

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?

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?

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?

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?

What does CPI value less than 1.0 indicates?

Who owns the program?

Holly is the program manager for her program. She is creating with her team a plan that will address how the program team will achieve program goals based on who the program will need to interact with in the program. This plan should define all of the people, groups, and other entities the program needs to interact with in order to move the program forward. On what plan is Holly working?

You are the program manager for a new software development program. One of the developers has been adding extra fields for information in the software that was not part of the original program scope. While the fields are a good idea, the customer did not ask for the information and some time has been wasted on this work that was not in the program scope. This is an example of which one of the following terms?