Program A NPV at |
Program B NPV at |
Program C NPV at |
Program D NPV at |
---|---|---|---|
5% = 3,524 |
5% = 2,201 |
5% = 6,400 |
5% = 3,055 |
10% = 2,901 |
10% = 2,254 |
10% = 3,275 |
10% = 2,857 |
15% = 1,563 |
15% = 1,632 |
15% = 1,679 |
15% = 1,125 |
Note: NPV = net present value.
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1. a. | Benefits register The benefits register is set up as benefits are identified and is maintained throughout the program. It Is used to measure and communicate the delivery of benefits and contains, among other things, target dates and milestones for benefit achievement. PMI®, The Standard for Program Management, 2013, 36 |
2. d. | Strategic visioning Program managers require a combination of knowledge, skills, and competencies. Strategic visioning and planning are two critical skills that are required to align program goals and benefits with the organization’s long-term goals. The program manager also must align individual project plans with the program goals and benefits. PMI®, The Standard for Program Management, 2013, 15 |
3. b. | Delivering intended benefits After the program management plan has been approved, the Program Benefit Delivery Phase begins. During this phase, the purpose is to plan, manage, and integrate components to facilitate delivery of intended benefits. PMI®, The Standard for Program Management, 2013, 68 |
4. b. | Note stakeholder considerations in your program charter It is highly appropriate to perform market research to identify any potential stakeholders who may have an interest in or influence over your program and its component projects. The program charter should describe stakeholder considerations, including an initial strategy to effectively engage them. PMI®, The Standard for Program Management, 2013, 84 |
5. b. | Disclose this relationship to the Procurement Director and to your sponsor immediately Under PMI’s “Code of Ethics and Professional Conduct”, fairness is a mandatory standard. This situation can easily be perceived as a conflict of interest as under 4.3.3 in the Code, contracts are not to be awarded based on personal considerations, one of which is nepotism. PMI®, PMI Code of Ethics and Professional Conduct. Available from http://www.pmi.org/codeofethics/PDF, 4 |
6. a. | Determine which components are affected In Program Scope Management, the program manager must determine the components that are affected by the requested scope change and update the PWBS accordingly. PMI®, The Standard for Program Management, 2013, 106 |
7. b. | Influenced by requirements As an organization manages its portfolio, programs are influenced by a number of portfolio needs, one of which is requirements; they are then translated into the program scope, deliverables, budget, and schedule. PMI®, The Standard for Program Management, 2013, 10–11 |
8. c. | Deploy the program organization In Program Preparation, which ends when the program management plan is reviewed and approved, the program organization is deployed, and an initial team is established to develop the program management plan. PMI®, The Standard for Program Management, 2013, 68 |
9. b. | Business case The business case and current goals of the organization are used to judge successful program completion. PMI®, The Standard for Program Management, 2013, 89 |
10. d. | Establishing program direction Substantive leadership skills are required to manage multiple project teams in the program life cycle. Program leadership entails establishing program direction, identifying interdependencies, communicating requirements, tracking progress, making decisions, and resolving conflicts and issues, among other important tasks. PMI®, The Standard for Program Management, 2013, 15 |
11. a. | Provide guidelines for project-level stakeholder engagement While the stakeholder engagement plan documents how stakeholders will be engaged throughout the life of the program, the program manager also provides guidelines for component stakeholder engagement to the individual projects and non-project work that are part of the program. PMI®, The Standard for Program Management, 2013, 49 |
12. c. | Program Closing phase During the Program Closing phase, all program work has been completed and program benefits are accruing. A key activity in this phase is for the program manager to review the status of the benefits with the Governance Board as the program transitions. PMI®, The Standard for Program Management, 2013, 70 |
13. a. | End user satisfaction Quality control is performed throughout the program. It is important to ensure components and the program fulfill quality requirements for adequate benefit realization. End user satisfaction is considered a key metric to gauge program quality. PMI®, The Standard for Program Management, 2013, 93–94 |
14. d. | Focus on ongoing performance and progress In addition to phase-gate reviews, Governance Boards tend to have less formal ‘periodic health check’ sessions to assess ongoing performance and progress especially toward the realization and sustainment of benefits. PMI®, The Standard for Program Management, 2013, 56 |
15. d. | Define standard measurement criteria While all of the answers relate to the initiating activities, given the high level of risk associated with the program and the skepticism of some key stakeholders, standard measurement criteria are required for success to monitor and control the program. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 8 Miller, L. Trae, “Program Initiation”, in Levin, Ginger. 2012. Program Management A Life Cycle Approach. Boca Raton, FL: CRC Press, 69–71 |
16. b. | Reducing risks Reducing risk is essential as a business case driver for financial control and compliance with external requirements such as corporate reporting and mandatory audits. PMI®, The Standard for Program Management, 2013, 28 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 Williams, David and Parr, Tim. 2006. Enterprise Program Management Delivering Value, Hampshire, England: Palgrave MacMillan, 124 |
17. a. | Using your PMO While the PMO performs many functions in support of programs, it is not uncommon for it on large and intricate programs to provide support for contracts and procurements. PMI®, The Standard for Program Management, 2013, 13 |
18. d. | Governance plan Component initiation criteria are part of the program’s governance plan, and the initial gate review for a component is at its initiation. The Governance Board typically approves the initiation of components based on their business plans. PMI®, The Standard for Program Management, 2013, 56 |
19. a. | Risk profiles In preparing the program risk management plan, it is essential to define risk profiles of the organizations involved in the program to construct the most suitable approach to manage program risk, adjust risk sensitivity, and monitor risk criticality. PMI®, The Standard for Program Management, 2013, 97 |
20. c. | Customer satisfaction surveys During Program Quality Control, it is essential to determine fitness for use of the benefits, products, or services delivered by the program by the end users. Programs therefore often use customer satisfaction surveys as a quality control measurement. PMI®, The Standard for Program Management, 2013, 94 |
21. c. | Convene a meeting of your Governance Board Program governance activities are conducted throughout the program life cycle. One purpose is to establish and enforce policies addressing managing program change. The Governance Board should be consulted about this major change and how best to handle it. PMI®, The Standard for Program Management, 2013, 58–59 |
22. a. | Benefits delivery Success on programs is measured by the degree to which programs realize the needs and benefits for which they are undertaken. PMI®, The Standard for Program Management, 2013, 8 |
23. c. | Summarize the supporting infrastructure The roadmap serves numerous functions in program management. Among other things, it provides a high-level snapshot of the supporting infrastructure and component plans. PMI®, The Standard for Program Management, Second Edition, 2013, 30 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
24. c. | Meet with your organizational leaders You have a conflict as these are competing programs. It is incumbent on you to meet with the organization’s leaders as the customer’s request also is one in which is not consistent with the organization’s background or the core background, experience, skills, and qualifications of its staff. PMI®, The Code of Ethics and Professional Conduct. Available from www.pmi.org/codeofethicsPDF, p. 2 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
25. a. | Prepare a program resource plan While a program resource plan is prepared in Resource Planning, it is one for the entire program as resource requirements are identified. Now that the program management plan has been approved, you are working to prioritize resource use. A program resource plan then often is prepared that describes the use of scarce resources and the priority for which component can plan for that resource. PMI®, The Standard for Program Management, 2013, 95 |
26. b. | An appropriate governance structure in place The governance structure ensures the program’s goals and objectives are aligned with the strategic goals. This program’s original governance structure may no longer be appropriate given the dramatic change to the program. Different people may now be needed as members of the Governance Board, including that of the program sponsor. PMI®, The Standard for Program Management, 2013, 55 |
27. a. | Constraints Constraints limit the options of the program management team. Once the high-level program master schedule is determined, the dates for each component are identified. These dates are used to develop the component’s schedule and are constraints for each component team. PMI®, The Standard for Program Management, 2013, 102 |
28. c. | Track schedule risks In Program Schedule Control, slippages and opportunities should be identified and used in risk management. This means program schedule risks should be tracked as part of the risk management activity. PMI®, The Standard for Program Management, 2013, 103 |
29. c. | Ensure payments were made In Program Procurement Closure, it is necessary to close out all contracts. This is done after determining all deliverables were completed satisfactorily, all payments have been made, and there are no outstanding contractual issues. PMI®, The Standard for Program Management, 2013, 91 |
30. b. | The program charter Approval of the program charter is critical as it formally authorizes the commencement of the program. PMI®, The Standard for Program Management, 2013, 85 |
31. a. | Facilitation Program managers require a number of interpersonal skills. With facilitating, one key element is to plan for success from the start of the program. Milestones can be set in the high-level program plan that can be easily met in order that early successes can lead to an atmosphere of later successes among the team. Levin, Ginger and Ward, J. LeRoy. 2011. Program Complexity A Competency Model, Boca Raton, FL: CRC Press, 87–89 |
32. b. | Through value delivery Value is delivered when the organization, community, or other program beneficiaries are able to use the program’s benefits. PMI®, The Standard for Program Management, 2013, 41 |
33. a. | Representatives from each business unit in the organization would participate in the program Such internal programs serve as a catalyst for change. Participation across the various business units is desirable so that resources can be shared. Furthermore, while the maturity assessment itself is typically conducted rather quickly, it takes time to implement the various recommendations, each of which is a specific project that depends on other projects to create a set of benefits. PMI®, The Standard for Program Management, 2013, 27 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 7 |
34. c. | Update the program roadmap The processing of the transition request is complete with updates to the roadmap. These updates reflect go/no-go decisions and approved change requests affecting major milestones, scope, or timing of major stages or blocks of the program. PMI®, The Standard for Program Management, 2013, 87 |
35. d. | Attitudes about the program and its sponsors Stakeholder analysis and planning is performed before the stakeholder engagement plan is prepared. Among other items to consider is the attitudes the stakeholders that have been identified have toward the program and is sponsors. PMI®, The Standard for Program Management, 2013, 49 |
36. b. | Use performance/earned value reports The program manager maintains visibility in Program Procurement Administration to ensure the program budget is being spent properly to deliver benefits. An output is the use of performance/earned value reports to assist in this role. PMI®, The Standard for Program Management, 2013, 91 |
37. c. | There is compliance with legal policies The Governance Board often assumes responsibility for program reporting and control. An example of one of its many functions is compliance with corporate and legal policies appropriate since this example includes so many suppliers. PMI®, The Standard for Program Management, 2013, 57 |
38. c. | Update your program plans as required Budget cuts, the organization’s fiscal year, and the budget planning cycle may affect programs and projects. If they affect your program, as program manager, you have the responsibility to revisit and update program plans as necessary. Planning is an iterative activity as competing priorities assumptions, and constraints are resolved. PMI®, The Standard for Program Management, 2013, 85 |
39. c. | Program management office (PMO) For most programs, the program management office (PMO) is the core of the program infrastructure. Program Infrastructure Development includes the PMO to support the management and coordination of the program’s work and that of the components. PMI®, The Standard for Program Management, 2013, 86 |
40. c. | Helpful to determine if the program’s benefits will be met Program performance reports include identification of resource use to determine if the program’s goals and benefits will be met and summarize the components’ progress and the program’s status relative to benefits. PMI®, The Standard for Program Management, 2013, 87 |
41. c. | Serve as a reference to measure program success The program plan has many purposes, and it is the documented reference by which the program will measure its success during the program; it includes metrics for success, a method for measurement, and a definition of success. PMI®, The Standard for Program Management, 2013, 28 |
42. c. | Standard measurement criteria On each program, standard measurement criteria for success must be defined for all consistent projects. This is done by analysis of stakeholder expectations and requirements across the projects in order to manage and control the program. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 8 |
43. a. | Use adaptive change Although the program management plan and roadmap will show the intended program direction and its benefits, the entire suite of components may not be known The program manager should provide oversight during the benefit delivery phase and if necessary replan for proper integration or changes in program direction through adaptive change. PMI®, The Standard for Program Management, 2013, 69 |
44. c. | Benefits analysis and planning Benefits are mapped into the program plan during benefits analysis and planning along with deriving and prioritizing components, deriving benefit metrics, and establishing the benefit realization plan. PMI®, The Standard for Program Management, 2013, 35 |
45. d. | Visually shows the stakeholders’ current and desired support and influence Mapping is a useful stakeholder identification technique to analyze stakeholders and map them into various categories. It visually represents the interaction of all stakeholders’ current and desired level of support and influence regarding the program. PMI®, The Standard for Program Management, 2013, 46 |
46. c. | Gain an understanding of expectations of program benefit delivery One purpose of stakeholder analysis and planning is to understand the stakeholders’ expectations of program benefits delivery. After stakeholder analysis and planning is complete, the result is the stakeholder engagement plan. PMI®, The Standard for Program Management, 2013, 49 |
47. b. | Use of a common program approach The program approach defines how the program will deliver its goals and benefits; a common approach can lead to repeatable program success. PMI®, The Standard for Program Management, 2013, 153 |
48. c. | Roadmap The roadmap has many purposes one of which is that it is a valuable tool to help manage the execution of the program and to assess its progress toward achieving specific benefits. PMI®, The Standard for Program Management, 2013, 30 |
49. a. | Ongoing operations Even after the program life cycle ends, benefits management allows the organization to realize and sustain the benefits from its investment. The program manager ensures that this is accomplished within the framework of ongoing operations in the organization. PMI®, The Standard for Program Management, 2013, 41–42 |
50. a. | Analyze the stakeholder register Stakeholder engagement planning is done to outline how program stakeholders will be engaged In the program. The stakeholder register should be analyzed to help understand the environment in which the program will operate. PMI®, The Standard for Program Management, 2013, 49 |
51. d. | Follow the issue escalation process The issue escalation process should be used in this situation to escalate this issue to your Governance Board and involve them in the decision-making process as stated in your governance plan. PMI®, The Standard for Program Management, 2013, 56 |
52. d. | Manage program level issues Issues are concerns that may affect the program. It is necessary to manage program level issues, such as ones involving human resource management, finance, technology, and the schedule, by defining and selecting a course of action consistent with program scope, constraints, and objectives to achieve program benefits. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 11 |
53. a. | Benefits identification The benefits register is prepared during benefits identification and is maintained and updated until it is time to transition the benefits or if the program ends prematurely. PMI®, The Standard for Program Management, 2013, 35–36 |
54. b. | Plan the transition from program management to operations Through benefit sustainment the ongoing sustainment activities are transferred to operations or subsequent programs. The program and component managers plan for ongoing sustainment during the program. One aspect is to plan the transition of product or capability support from program management to operations. PMI®, The Standard for Program Management, 2013, 43–44 |
55. b. | Total available resources Resources—funding, equipment, and people—are limited in all organizations. In selecting a program, it is necessary to consider the total available resources that will be required to successfully implement it. The estimated resources should be included in the preliminary business case. Thiry, Michel. Program Management. 2010. Surrey, England: Gower Publishing Limited, 119 |
56. b. | Set forth in an audit plan The Governance Board may assume responsibility for creating organizational or program-specific plans for audits to be used on programs. Audit plans provide details on audit expectations, audit processes, anticipated schedules, roles and responsibilities and policies to communicate audit results. PMI®, The Standard for Program Management, 2013, 65 |
57. c. | Prioritize a list of stakeholders After the stakeholder register is prepared, information is obtained to better understand the organizational culture, politics, and concerns about the program and its overall impact. From this information, a prioritized list of stakeholders is prepared to help focus the engagement effort on the people and organizations that are most important to the program. PMI®, The Standard for Program Management, 2013, 48 |
58. b. | Delivering benefits After the benefit realization plan is prepared, the focus shifts to delivering the expected benefits as defined in the plan. PMI®, The Standard for Program Management, 2013, 39, 67 |
59. b. | Suppliers are now a major stakeholder In this situation, suppliers are a major stakeholder especially because of the changing policies and procedures in your organization. They require communications about this change and will need interaction with the program manager and his or her team so they do not become negative stakeholders. PMI®, The Standard for Program Management, 2013, 48 |
60. a. | Actively listen Program managers require strong communications skills. A key part of communications is to actively listen, understand, and respond to stakeholders. It is essential to pay close attention to the speaker and make sure there is an understanding of the speaker’s concerns, showing empathy for the points of view of others. PMI®, The Standard for Program Management, 2013, 15 Levin and Ward, 2011, 61 |
61. a. | Commend Project Manager A for his willingness to release these resources The program manager manages the individual component managers and members of the core team. The program manager, therefore, reviews the performance of these individuals. In this situation, Project Manager A should be commended as his releasing these resources will improve team engagement and help achieve greater commitment to the program’s goals. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 10 |
62. b. | Prepare a change request A key activity in Program Scope Control is to set up a change management activity. The first step in it is to capture requested scope changes following policies and procedures that are part of this change management activity. PMI®, The Standard for Program Management, 2013, 106 |
63. d. | Update your risk management plan It is important to evaluate the risks stakeholders identify, including sponsors, and then incorporate them in the risk management plan. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 14 |
64. b. | New stakeholders will become known and addressed Preparing a communications plan at the program level is far more difficult than at the project level. New stakeholders will become known and addressed, and new components will be added. Since programs take longer to complete, many stakeholders will leave during the program as new stakeholders are added. Using multiple vendors adds to the number of stakeholders to consider. PMI®, The Standard for Program Management, 2013, 74 |
65. d. | Map how the components will deliver outcomes to achieve the program’s benefits The program architecture defines the structure of the components by identifying the relationships between them and the rules that govern their inclusion in the program. PMI®, The Standard for Program Management, 2013, 39 |
66. a. | Expected benefits are in line with the benefit realization plan The gate review assesses the program with respect to a number of quality and strategic-related criteria including whether the expected benefits are in line with the benefit realization plan. PMI®, The Standard for Program Management, 2013, 56 |
67. b. | Bridge the gap between the current state and the to-be state The program manager is the champion for change. He or she needs to bridge the gap between the “as-is” state and the desired vision of the “to-be” state to show an understanding of the current state and be able to describe the benefits that will accrue as the organization moves to the “to-be” state. PMI®, The Standard for Program Management, 2013, 46 |
68. c. | Program initiation During the Program Initiation phase, the program components are defined and configured to deliver the program. This phase may also include a high-level plan for all components. PMI®, The Standard for Program Management, 2013, 84 |
69. a. | Programs and projects in the portfolio are focused on alignment to strategic objectives Portfolio management involves the process of creating, managing, and evaluating a portfolio of strategic initiatives focused on delivering lasting results and benefits. The objective is to align the portfolio to strategic objectives, approving only those components that support business objectives. If the strategic direction changes, the portfolio is reexamined. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 PMI®. The Standard for Program Management, 2013, 10–11 Williams and Parr, 2006, 19 |
70. c. | Benefits realization plan The benefits realization plan identifies the business benefits and documents the plan to realize them. It includes intended interdependencies of benefits being delivered by the various projects in the program. It identifies organizational processes and systems required, changes to these processes and systems, and how and when the transition to the new arrangements will occur. PMI®, The Standard for Program Management, 2013, 38 |
71. b. | Program business case The benefits register is established during benefits realization and uses the program’s business case since the business case is the formal declaration of the value the program is expected to deliver and the resources required to do so. PMI®, The Standard for Program Management, 2013, 36 |
72. d. | Prepare a program resource plan A program resource plan is prepared as an output of Resource Planning. In order to execute the program and its components, it is necessary to determine the needed resources, when they will be needed, and in what quantities. PMI®, The Standard for Program Management, 2013, 94–95 |
73. b. | Prepare a forecast Forecasts are part of Program Performance Monitoring and Control. They enable the program manager and stakeholders to assess the likelihood of achieving planned outcomes. PMI®, The Standard for Program Management, 2013, 87 |
74. d. | Recognize the need to address cultural, socioeconomic, and political differences Although the program manager must determine the optimal approach for overall program management, this is a global program. It is necessary to therefore tailor program management activities, processes, and interfaces to address effectively cultural, socio-economic, political, and environmental differences. PMI®, The Standard for Program Management, 2013, 142–143 |
75. d. | The components are producing deliverables as planned, but their benefits are not being realized successfully. During Component Oversight and Integration, different components produce benefits at different times. The program manager receives status information and uses it to integrate components into the program activities. In many cases the program manager may initiate a new component to conduct integration efforts especially if components are producing deliverables, but benefits are not being realized without coordinated delivery. PMI®, The Standard for Program Management, 2013, 69–70 |
76. d. | Serve as a reference for the program manager for program information and documentation accessibility Program management supporting activities may include work addressing knowledge management on programs. By organizing program management information for use as a reference, this enables the program manager to ensure that important program information and documentation are easily accessible and available to those who need it, and it can help support decision making. PMI®, The Standard for Program Management, 2013, 65 |
77. b. | Business case To help stakeholders establish common expectations of the program’s benefits, the program manager provides stakeholders with information from the program charter and the business case to summarize the details of the dependencies, risks, and benefits. PMI®, The Standard for Program Management, 2013, 50 |
78. d. | A SWOT analysis Environmental analyses are used to assess the validity of the business case and the program plan. A SWOT analysis is one type of analysis to conduct and it then provides information to develop the charter and the program plan. PMI®, The Standard for Program Management, 2013, 31 |
79. b. | Use a questionnaire to get everyone in the agency involved in the process Given the magnitude of this program in that it affects almost everyone in the agency to some extent, the questionnaire is a key approach to solicit feedback from stakeholders to have a better understanding of the organization’s culture. PMI®, The Standard for Program Management, 2013, 48 |
80. d. | They want to assess performance against benefit realization and sustainment Phase-gate reviews are not a substitute to periodic performance reviews, which are used to asses performance against expected outcomes and against the need to realize and sustain program benefits into the long term. PMI®, The Standard for Program Management, 2013, 56 |
81. b. | A detailed strategy for effective stakeholder engagement Stakeholder engagement planning shows how the stakeholders will be engaged during the program. When the plan is complete, the program manager has a detailed strategy for effective stakeholder engagement for the program. PMI®, The Standard for Program Management, 2013, 49 |
82. b. | May require access restrictions The stakeholder register should be easy to access by the program team, but it may contain political ad sensitive information. Therefore, access and review restrictions may be needed that the program manager establishes. PMI®, The Standard for Program Management, 2013, 47 |
83. a. | Ensure they are ones you can approve or reject Change requests are common on programs and their components. The program manager must ensure that the ones he or she are able to approve or reject change are within one’s scope of authority as part of Program Delivery Management. PMI®, The Standard for Program Management, 2013, 87 |
84. b. | Update the scope statement Program Scope Control is necessary as the program develops to ensure successful completion, and scope changes can originate from many sources. As a result, an output is an updated program scope statement. PMI®, The Standard for Program Management, 2013, 105–106 |
85. d. | Ensure conditions for closure are satisfied Before submitting the closure recommendation, conditions warranting closure must be satisfied and recommendations for closure must be consistent with the organization’s vision and strategy. PMI®, The Standard for Program Management, 2013, 61–62 |
86. a. | Use a stakeholder impact and issue tracking and prioritization tool Stakeholder issues and concerns should be tracked to closure. Using a tool to document, prioritize, and track these issue and stakeholder interests can help ensure the stakeholder concerns are properly addressed. PMI®, The Standard for Program Management, 2013, 50 |
87. a. | Identify and evaluate integration opportunities and needs In strategic program management, once organizational leadership for the program has been obtained, and the authorization to initiate the program is received, it then is necessary to identify and evaluate integration opportunities and needs. These range from human capital, human resource requirements and skills sets, to facilities, finance, assets, processes, and systems within the program and its operational activities to align and integrate benefits across the organization. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
88. b. | Program Initiation A statement of the program’s justification, vision, and strategic fit is included as part of the program charter, which is developed in the Program Initiation phase. The charter provides the authority to move forward to commence the program or to Planning in the life cycle from the Examination Content Outline. PMI®, The Standard for Program Management, 2013, 84–85 |
89. d. | At the end of the program formulation Among other things, at the end of the program formulation, the governance structure is described as well as stakeholder considerations as the charter is prepared. The program project sponsor and program manager are assigned. PMI®, The Standard for Program Management, 2013, 68, 84–85 |
90. c. | Stakeholder engagement plan Working to actively engage stakeholders, metrics are needed to measure performance of stakeholder engagement activities, such as meeting attendance and communication plan delivery. These metrics are part of the stakeholder engagement plan as it describes among other things how to effectively engage stakeholders in the program. PMI®, The Standard for Program Management, 2013, 49 |
91. d. | Program management information system A common way to measure resource availability is to consult the PMIS. It can assist in early identification of resource issues as well as in resource allocation activity. The program manager analyzes resource availability and allocation to ensure the resource is not overcommitted. Limitations in resources must be addressed if the program is to be successful. PMI®, The Standard for Program Management, 2013, 94 Levin and Ward, 2011, 45 |
92. d. | Monitor cost reallocation impact and results between components A number of activities are performed in Program Financial Monitoring and Control. By monitoring cost reallocation impact and results between the program’s components, the program manager is being proactive and is striving to control costs and stay within the budget baseline. PMI®, The Standard for Program Management, 2013, 81 |
93. d. | Political skills While a number of key interpersonal skills are needed in program management, the program manager must recognize the dynamic human aspects of each program stakeholder’s expectations and manage accordingly. He or she must leverage the organization’s political dynamics to promote program goals in building relationships with stakeholders. PMI®, The Standard for Program Management, 2013, 15 Levin and Ward, 2011, 73–75 |
94. b. | Communications skills Although program management requires a special blend of technical skills, time management, and a sound foundation of people skills, communications is the most important competence. The program manager requires strong communications skills to deal with all the stakeholders—team members, sponsors, executives, functional managers, customers, vendors, the public, and other stakeholders. PMI®, The Standard for Program Management, 2013, 15, 145–147 |
95. c. | Establish buy-in from stakeholders to ensure program success All the interests of stakeholders are important ones. As the program manager it is important to initiate, engage, and maintain effective stakeholder relationships to manage the program and achieve desired benefits. Active stakeholder engagement is needed to build and maintain ongoing program support. PMI®, The Standard for Program Management, 2013, 15 |
96. b. | Followed the issue escalation process The issue escalation process described in the governance plan operates at two levels, one of which is between component teams and the program management team. PMI®, The Standard for Program Management, 2013, 56 |
97. a. | Establishing the program’s performance baseline A number of key activities are performed in benefits analysis and planning in addition to preparing the benefit realization plan. One is to establish the performance baseline for the program and communicate program performance metrics to key stakeholders. PMI®, The Standard for Program Management, 2013, 37 |
98. a. | The balance between cost and benefit The program’s business case is developed to assess the program’s balance between cost and benefit. It can be high level or detailed and includes parameters used to assess the program’s objectives and constraints. PMI®, The Standard for Program Management, 2013, 27–28 |
99. a. | Communicating Communication skills are part of overall general management skills and are required by program and project managers. Program managers require strong communications skills to interact effectively with stakeholders at all levels. PMI®, The Standard for Program Management, 2013, 15 |
100. a. | Managing quality across the life cycle In many programs, it is important that program quality is ensured at the program level. Program managers prepare quality plans, which the Governance Board approves. The quality plan establishes mechanisms for ensuring program quality by identifying and applying cross-component quality standards. PMI®, The Standard for Program Management, 2013, 58 |
101. b. | The business case The program’s business case along with a program mandate are the key inputs organizational leaders consider to charter and authorize programs. PMI®, The Standard for Program Management, 2013, 28 |
102. c. | In program initiation The sponsor is selected to oversee the program in program initiation and secures funding and ensures the program delivers its intended benefits. PMI®, The Standard for Program Management, 2013, 83 |
103. b. | Scope Management Plan In Program Scope Planning, once the scope is determined, then a scope management plan to manage, document, and communicate scope changes is prepared. PMI®, The Standard for Program Management, 2013, 105 |
104. c. | Governance plan The governance plan contains several sections, which include its structure and meeting schedules. This plan may become a section in the program management plan. It describes the goals, structure, roles and responsibilities, policies, procedures and logistics for executing the governance polices. PMI®, The Standard for Program Management, 2013, 55 |
105. c. | The organization’s strategic goals would change, but the project managers were not aware of the changes Organizations face numerous complexities and challenges, which lead to changes in its strategic goals and objectives, but typically a project manager is too far removed from the process to know about these changes or lacks the experience, competencies, and skills to understand why the goals have changed and the impact on the project. Shuler, Kai. “Achieving Business Advantages through Program Management”. in Levin, Ginger. 2012. Program Management A Life Cycle Approach. Boca Raton, FL: CRC Press, 7–8 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
106. d. | Update the program resource plan Staffing internally involves identifying existing personnel qualified for the positions, negotiating for their services with their management, and then transitioning them to the program position. Changes in assignment of program staff are expected during Resource Prioritization reflected in updates to the program resource plan. PMI®, The Standard for Program Management, 2013, 95 |
107. b. | Strategic and operational assumptions The Governance Board assumes responsibility to ensure programs comply with standardized reporting and control processes applicable to all programs in many cases. One example is compliance with strategic and operational assumptions. Often assumptions turn out to be false. They require review as they can turn into risks at either the strategic or operational areas. PMI®, The Standard for Program Management, 2013, 57–58 |
108. c. | A major area of improvement The problems with these contractors show a major area of improvement is needed to prevent future, similar problems. Areas of improvement are items to discuss in the program’s final report. PMI®, The Standard for Program Management, 2013, 88 |
109. d. | Causal analysis Causal analysis is a technique that is used to provide the real reason why something has happened in order to then take corrective action for focused change activity. It emphasizes the root cause, and often cause-and-effect diagrams are used. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 13 |
110. d. | Report and distribute program deliverables and formal and informal communications The stakeholder register is used throughout the program as it lists all the stakeholders and is used for reporting, distributing program deliverables, and formal and informal communications. It is the primary output of the Program Stakeholder Identification. PMI®, The Standard for Program Management, 2013, 46–47 |
111. a. | Nominal group technique Brainstorming sessions with the program team and other stakeholders is useful in preparing the stakeholder register. The nominal group technique is a form of brainstorming that allows everyone present to discuss ideas without interruption, enabling active participation from all participants. PMI®, The Standard for Program Management, 2013, 48 |
112. c. | Governance Board Often program funding is provided through a budget process that is controlled by a Governance Board responsible for overseeing several programs. The purpose is to ensure funds are provided in a manner consistent with both program and organizational priorities that may be defined by portfolio management. PMI®, The Standard for Program Management, 2013, 54 |
113. c. | Updating your stakeholder register Stakeholder Engagement is a continuous activity on programs as the list of stakeholders and their attitudes to the program will change. After each of these meetings, the stakeholder register should be updated. It should be referenced often and evaluated by the program manager and the team and updated as needed. PMI®, The Standard for Program Management, 2013, 49 |
114. b. | It is difficult to keep its information current and relevant A high-level program roadmap or framework can set a baseline for program definition, planning, and execution. It is dynamic and is prepared or updated along with the portfolio management process. A disadvantage to it is that developing and updating the roadmap requires discipline that many organizations lack to keep its information current and relevant. PMI®, The Standard for Program Management, 2013, 29–30 Milosevic, Dragan Z., Martinelli, Russ J., and Waddell, James M. 2007. Program Management for Improved Business Results. Hoboken, New Jersey: John Wiley & Sons, 295–296 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
115. b. | The program manager has the desired level of control The program work breakdown structure (PWBS) does not replace the work breakdown structure (WBS) on each of the program’s projects. From a program perspective, the PWBS should be decomposed to the level of control that the program manager requires, which typically corresponds to the first one or two levels of the WBS of the component projects. PMI®, The Standard for Program Management, 2013, 105 |
116. d. | Prepare a scope management plan Once the program scope is determined and has been described, a scope statement has been prepared, and a PWBS has been prepared, the next step is to prepare the scope management plan. It serves to manage, document, and communicate scope changes. PMI®, The Standard for Program Management, 2013, 105 |
117. b. | Suggest to the Governance Board that this project be moved from your program to be a distinct program Compliance programs are initiated because of legislation, regulations, or contractual obligations. This situation is an example of the need to establish a new program because of the new regulations as even though it is not a strategic initiative, it is one that must be performed by the organization. PMI®, The Standard for Program Management, 2013, 141 |
118. b. | Constraints Constraints are factors that limit the program team’s options; typically, they affect schedule, cost, resources, or program deliverables. They are common throughout parts of a program may restrict action. PMI®, The Standard for Program Management, 2013, 165 |
119. a. | A forecast The Estimate at Completion is a forecasting technique; it is an estimate to complete the remaining work for an activity, program package, or control account. It is an output from Program Financial Monitoring and Control. PMI®, The Standard for Program Management, 2013, 81–82 |
120. c. | Meet with the sponsor for a closure review It is important to obtain formal acceptance of the program through a review with the sponsor. The program is formally closed after receiving closure acceptance from the Governance Board or the sponsor that the program has achieved its objectives. PMI®, The Standard for Program Management, 2013, 89 |
121. c. | Developing the next-generation cellular phone and related products The development of the next-generation cellular phone and related products is best suited to be managed as a program. It will include numerous projects that should be managed in a coordinated way to obtain greater benefits and control than would be possible if they were managed individually. PMI®, The Standard for Program Management, 2013, 4 |
122. d. | Have a sponsor organization Establishing governance in organizations requires a sponsoring organization to implement governance processes that then enable the organization to monitor the program’s goals and objectives to ensure they remain in compliance with organizational needs. PMI®, The Standard for Program Management, 2013, 54 |
123. a. | When the resources will be needed Resource availability should be part of the program resource plan. Among other things, it indicates availability of the personnel, assets, materials, or capital resources that are required to accomplish program goals and deliverables and is a key factor in determining whether or not to conduct procurements. PMI®, The Standard for Program Management, 2013, 94–95 |
124. b. | Ensure costs are within expected parameters It is necessary to manage the expenditures on the program infrastructure to ensure these costs are within their expected parameters and do not have an impact on the budget baseline and need corrective actions. PMI®, The Standard for Program Management, 2013, 81 |
125. c. | The program is linked to the ongoing work and strategic priorities When the charter is approved, the program has formal authority to start. Approval of the charter also links the program to the organization’s ongoing work and strategic priorities. PMI®, The Standard for Program Management, 2013, 85 |
126. c. | Identifying interdependences among the constituent projects As a program manager, you must ensure that the independencies among the constituent projects are reflected and managed in the program schedule, whereas the project manager concentrates on detailed activities in the project schedule. Internal and external dependencies are a key input to this process. The program schedule includes component milestones that represent an output to the program or share an interdependency with other components. PMI®, The Standard for Program Management, 2013, 101 |
127. c. | Decision-tree analysis Decision-tree analysis is used to assist in choosing available alternatives when some future scenarios or outcomes are uncertain. It helps organizations identify the relative values of alternate actions. In program management it is a technique that is helpful in analyzing and updating the benefit realization plan and sustainment plans for uncertainty, risk identification, risk mitigation, and risk opportunity. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 13 |
128. a. | Business value measurement Business value measurement is useful in overall benefit measurement but especially in measuring intangible benefits. This approach tests the intangible benefits against business strategies and objectives continually to ensure they are robust, relevant, and in some way measureable even if against an artificial scale aligned to a business objective. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 13 Williams and Parr, 2006, 179 |
129. b. | Issue management Issue escalation is an activity that occurs within governance. Skillfully tracking, managing, and resolving program-level and inter-component issues helps enable effective governance. PMI®, The Standard for Program Management, 2013, 56–57 |
130. a. | Program A Program A will drop features if necessary in a trade-off situation. It is schedule-driven and supports the time-to-market attribute of the company, thus aligning itself with the organization’s culture and environment. Milosevic et al., 2007, 75–76 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
131. c. | Determine program financial metrics In Program Financial Management Plan Development, the program’s financial management plan is a key output. However, other outputs are program funding schedules, component payment schedules, program operational costs, and program financial metrics. These metrics are necessary as they are used to measure the program’s benefits. PMI®, The Standard for Program Management, 2013, 79–80 |
132. c. | Ensuing communication of critical component-related information to stakeholders In most organizations, the Governance Board approves the initiation of individual components. Governance approval includes several key activities, one of which is to communicate critical component-related information to key stakeholders. Such communication is essential for stakeholder engagement and support. PMI®, The Standard for Program Management, 2013, 60–61 |
133. a. | At the program level To achieve consistency at the program level across all construction activities, responsibilities regarding subcontractors and their selection and performance should be defined at the program level as the buyer or owner. Shimizu, Motoh. 2012. Fundamentals of Program Management Strategic Program Bootstrapping for Business Innovation and Change. Newtown Square, PA: Project Management Institute, 89 |
134. b. | Analyze the change request As part of Program Scope Control, a change management activity should be established to handle scope changes. After the change request is accepted, the next step is to evaluate or analyze it. PMI®, The Standard for Program Management, 2013, 106 |
135. b. | Focus groups Focus groups are useful to provide a deeper understanding of the program impacts than can be done through individual interviews or a questionnaire; they provide feedback from groups of stakeholders regarding their attitude toward the program and approaches for communications and impact mitigation. PMI®, The Standard for Program Management, 2013, 48 |
136. a. | Establish a balance between people who have negative views about the program and those who are advocates After the stakeholder register has been prepared and the stakeholder concerns are better understood, it is up to the program manager to establish a balance to mitigate the effects of stakeholders who have negative views about the program and encourage the active support of positive proponents for it. PMI®, The Standard for Program Management, 2013, 48–49 |
137. d. | Program D The payback period can be determined by dividing the initial fixed investment in the program by the estimated annual net cash inflows. In this example, the payback period for Program D is 2.2 years, and it should be selected. PMI®, Program Management Professional (PgMP)® Examination Content Outline, April 2011, 6 Milosevic et al., 2007, 21 and 42 |
138. d. | Have the project managers report procurement results to the program manager In Program Procurement Administration, administration and closeout of many contracts is handled by the components. The details of contract deliverables, requirements, deadlines, costs, and quality are handled at the component level. PMI®, The Standard for Program Management, 2013, 91 |
139. b. | Scope Estimates of scope, resources, and scope are prepared in program initiation. These studies are determined early to assess the organization’s ability to execute the program, as the program is being compared with other initiatives to determine its priority. PMI®, The Standard for Program Management, 2013, 83 |
140. a. | Use project management to perform the upgrade Delivered benefits must be sustained when the program is over. It may be necessary to assure that ongoing product support adds value by managing the post-production life cycle. Project management is often used to deliver upgrades to the product during its life cycle. PMI®, The Standard for Program Management, 2013, 43–44 |
141. c. | Support mentoring Mentoring is a key personal competency for the program manager and encourages and facilitates team member professional development. It differs from coaching and among other things encourages the program manager to display a genuine interest in team member performance as well as in team development. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 10 Levin and Ward, 2011, 90–93 |
142. c. | Use an issue log Stakeholder meetings serve two main purposes: communicating program status and hearing issues and concerns of the stakeholders. These issues and concerns then are captured in an issue log to document, prioritize, and track them to help understand the feedback that is provided. PMI®, The Standard for Program Management, 2013, 50 |
143. c. | Program C In using net present value (NPV) as a selection criterion, the time value of money is considered based on the fact that a dollar one year from now is worth less than a dollar today. The more the future is discounted (that is, the higher the discount rate), then the less the NPV of the program. If the NPV is higher, then the program is rated higher. In this situation, you would select Program C. Milosevic, Dragan. 2003. Project Management ToolBox: Tools and Techniques for the Practicing Project Manager. Hoboken, NJ: John Wiley & Sons, 43–44 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
144. a. | Add program overhead costs Although the majority of the program’s cost is attributable to the components and to work done by contractors, the budget cannot be baselined until program overhead is added to the initial budget figure. PMI®, The Standard for Program Management, 2013, 80 |
145. c. | Checklists Checklists are contained in the program quality plan. Checklists can be very helpful in ensuring that items are not missed and also for use in quality assurance and quality control. PMI®, The Standard for Program Management, 2013, 93 |
146. a. | Request for information The request for information is used to help the organization to formulate its requirements and identify qualified sellers to support program procurement in a timely way. PMI®, The Standard for Program Management, 2013, 98 |
147. d. | Risk avoidance Benefits tend to be categorized as tangible and intangible. However risk avoidance should be considered as a further benefit as in many instances risk avoidance can be the main driver for a change. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 13 Williams and Parr, 2006, 179 |
148. c. | Ways to ensure all stages of the program are managed in a way to satisfy the use of the program’s outputs The benefits realization plan defines each benefit, associated assumptions, and determines how each benefit will be achieved. Among other items, it should ensure all stages of the program are managed in a way to satisfy the utilization of the program’s outputs, since the objective of managing by programs is to ensure there are more benefits than if projects were managed in a standalone way. PMI®, The Standard for Program Management, 2013, 38–39 |
149. c. | Aligning program objectives with strategic goals Competencies can be personal ones or performance based. In the early stages, the program manager must ensure the program objectives are aligned with the strategic goals of the organization to best realize business value. Organizational and business strategies must be assessed to assist in this alignment. PMI®, The Standard for Program Management, 2013, 26–27 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 Levin and Ward, 2011, 11, 22, and 32 |
150. b. | Develop a qualified seller list The program manager negotiates and finalizes program-wide policies and agreements. Qualified seller lists can facilitate the procurement process, as procurement documents can be sent to these prospective sellers to gauge interest and to see whether they want to present a proposal or quotation. PMI®, The Standard for Program Management, 2013, 91 |
151. d. | Manage risk in accordance with the risk management plan Using contractors is a way to transfer risks. All risks, however, need to be managed in accordance with the risk management plan in order to ensure benefit realization. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 11 |
152. d. | You realize project stakeholders are also program stakeholders The stakeholder register identifies stakeholders and their roles and responsibilities. Each component project also will have stakeholder engagement guidelines to be considered at the program level. The project stakeholders are also program stakeholders since dissatisfaction by project stakeholders can negatively impact stakeholder acceptance criteria of the whole program. PMI®, The Standard for Program Management, 2013, 47, 49 |
153. a. | Ensuring communications of closure to stakeholders Approval by the Governance Board is typically required to close or transition a program component. As the Governance Board reviews recommendations for transition or closure a number of activities is performed. One is to ensure communications with program-level stakeholders that the component is ready to close in order that the stakeholders agree the component has met its requirements and delivered its benefits to the program. PMI®, The Standard for Program Management, 2013, 61 |
154. d. | Focus on management processes Audis may be conducted by people internal or external to the organization. Program audits focus on program finances, management processes and practices, program quality, and program documentation. PMI®, The Standard for Program Management, 2013, 65 |
155. b. | A strong connection between execution output and strategic objectives Organizational culture is an important part of the success of program management. If executives view development efforts as strategic and linked to the success of the business rather than as tactical, program management is recommended. PMI®, The Standard for Program Management, 2013, 5, 14 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 Milosevic et al., 2007, 430–431 |
156. d. | Financial reports The status report, financial report, and resource deviation report are examples of reports submitted to the Governance Board to assist the Board members in their ability to monitor program progress and strengthen the organization’s ability to assess status and conformance with organizational controls. PMI®, The Standard for Program Management, 2013, 57–58 |
157. c. | Communications Communications are the primary tool for engaging stakeholders; negotiation, conflict management, and influencing are also important, but communications are the most important competency for program managers. PMI®, The Standard for Program Management, 2013, 15, 45 |
158. b. | Propose a solution to these risks escalated by the project managers As the program manager, you must resolve risks raised by your project managers. When risks remain unresolved, the program manager ensures that they are escalated progressively higher in the organization until they are resolved. The escalation approach can be part of the risk management plan as part of authority levels for decision making. PMI®, The Standard for Program Management, 2013, 96–97 |
159. b. | Program B Programs should have a strategic fit with the organization’s long-term goals. In this example, Program B fully supports four of the five goals. PMI®, The Standard for Program Management, 2008, 23 Milosevic et al., 2007, 286 |
160. b. | Document the relevant parties’ responsibilities regarding risk. At the program level, responsibility in Program Procurement it is necessary to negotiate and finalize various agreements and award contracts that will support the project components and other ongoing work of the program. If these agreements involve insurance or services to protect the program, the relative parties’ responsibilities regarding potential risks must be documented and incorporated into contracts and program files. PMI®, The Standard for Program Management, 2013, 90–91 |
161. c. | Set up a program management information system Project governance provides support to program management. The Governance Board may support the program management capabilities by establishing a program management information system that enables collecting, accessing, reporting, and analysis of information relevant to program management. PMI®, The Standard for Program Management, 2013, 65 |
162. c. | Determine how the program will help the organization meet its business and strategic goals There are many reasons why a business case should be prepared, and its primary reason is to answer the following critical question: “How will this program help our company meet its business and strategic goals?” With a business case, all crucial information for the program is included. It then is used to assess the feasibility of investing in the program based on cost, benefit, and business risk and once prepared can provide the vision to guide program planning and execution. PMI®. The Standard for Program Management, 201, 23 Milosevic et al., 2007, 284 |
163. a. | PWBS In Program Procurement Planning, techniques such as make-or-buy decisions and the PWBS aid the program manager in developing the procurement management plan, determining procurement standards, and determining whether updates are needed to the program’s financial plan or to the budget. PMI®, The Standard for Program Management, 2013, 90 |
164. d. | Review the benefits realization plan The benefits realization plan, among other items, should ensure the program delivers its expected benefits. This plan is reviewed in Benefit Delivery before the benefits are transitioned by the Governance Board. The actual benefits delivered should be regularly evaluated against the expected benefits in the plan. PMI®, The Standard for Program Management, 2013, 39–41 |
165. a. | Market needs and expectations Market knowledge is required to understand customer and end-user expectations. Such knowledge is helpful in making the business case for a program, because it provides information—such as market size, market segmentation, and sales potential—that will increase the probability of program and organizational success. Milosevic et al., 2007, 368 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 |
166. a. | Address commonalities and differences across components Early and intensive planning is critical to success in planning program procurements. The program manager looks across all components to develop the procurement management plan to optimize objectives and for benefit delivery. By addressing commonalities and differences across components, then the best type of procurement approaches for the program can be determined. PMI®, The Standard for Program Management, 2013, 90 |
167. c. | Using mentoring Mentoring can be used effectively in this scenario to model the appropriate behavior these two project managers should follow especially as they learn the various standard processes to use. As they gain confidence, the mentoring relationship then can change from one that is less formal and is more consultative as they will not need your active involvement as often. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 10 Levin and Ward, 2011, 90–93 |
168. c. | Quality Changes on programs should be managed in accordance with the change management plan in order to control scope, quality, schedule, cost, contacts, risks, and rewards. PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 11 |
169. b. | Describe the business opportunity and product, service, or result that you are proposing Before going into detail in the business case, first define the business opportunity. Then, relate it to the organization’s strategic goals and show the benefits associated with this program. Later, describe the cost/benefit analysis and other financial benefits, intangible benefits, and the risk and complexity. PMI®, The Standard for Program Management, 2008, 28 PMI®, Program Management Professional (PgMP)® Examination Content Outline, 2011, 6 Milosevic et al., 2007, 285 |
170. d. | Provide training in program management Program governance is responsible for a number of supporting functions. It can support program management by providing organizational training in it, especially in program management roles and responsibilities, skills, capabilities, and competencies. This sponsorship by governance enables focused training on specific practices and needs of the organization to ensure those responsible for important programs are prepared to fulfill their roles. PMI®, The Standard for Program Management, 2013, 66 |
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