The Closing the Program questions on the PgMP® certification exam, which constitute three percent of the exam, or five questions, emphasize the last phase in the program life cycle according to the Examination Content Outline, Program Closure. This phase formalizes the acceptance of products, services, or results that brings the program or one of its projects to completion. The program’s work is complete, and benefits from the program are accruing and will continue to do so in the future.
In The Standard for Program Management—Third Edition (2013), closing is covered in the Program Closure phase of its life cycle with the purpose to execute a controlled closure of the program. This phase concentrates on program transition as well as program closeout and includes program financial closure, program transition and benefits sustainment, program closure, and program procurement closure.
This phase tracks to the benefits transition phase in the program benefits management life cycle. At this time, the benefits from the project and non-project activities are consolidated, and the ongoing responsibility to sustain the benefits is transferred in accordance with the program transition plan. Many associated ongoing activities are involved with ensuring and sustaining benefits, and these activities differ in each organization. Benefit related questions primarily are covered in the Benefits section of this book
You should recognize that administrative closure is ongoing and should not wait until the program is complete. Each project within the program is closed at different times, as are the associated contracts. If a project is terminated for any reason, it may be closed earlier than scheduled or anticipated. Lessons learned are collected throughout the program life cycle. Closure activities, therefore, occur throughout the program and not just at completion of the program.
Following is a list of the major topics covered in Closing the Program. Use this list to focus your study efforts on the areas most likely to appear on the exam.
Program Closure Phase
Conduct a Post-Review Meeting
Report Lessons Learned and Best Practices
Intellectual Property Requirements
Communication of Program Results
INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.
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1. a. | An activity to be done as part of closing the program The activities in the Program Closure lead to transition of artifacts, benefits monitoring, and ongoing operations to other groups. One key activity, which is generally defined by contract, is to provide customer support to an operational support function to ensure that guidance and maintenance are available in case any issues arise, or any defects are detected after release. PMI®, The Standard for Program Management, 2013, 70, 88 |
2. b. | Covered as you close the program Component Transition and Closure occurs as each component closes. All of its areas are reviewed to ensure benefits are delivered and the transition to other projects and sustaining areas is complete. Final component status is reviewed with the program sponsor and the Governance Board before authorizing formal closure. Closure activity occurs throughout the program. PMI®, The Standard for Program Management, 2013, 70 |
3. b. | Program charter The program ends if its charter is fulfilled or conditions arise that bring the program to an early close. The charter is reviewed before the program is closed. PMI®, The Standard for Program Management, 2013, 88 |
4. b. | Confirm that the project’s benefits have been delivered Program component closure focuses on closure issues at the program level. It involves ensuring that closure has taken place at the project level, but it is not a substitute for normal project closure activities. The program manager is responsible for executing the transition or closeout of all program and component project plans. PMI®. Program Management Professional (PgMP)® Examination Content Outline, 2011, 11 |
5. d. | The procurement process for outstanding issues Key activities are performed in Program Procurement Closure. They include ensuring each contract has been formally closed, all deliverables have been completed satisfactorily, all payments have been made, and to see if there are any outstanding contractual issues. PMI®, The Standard for Program Management, 2013, 91 |
6. b. | Estimates of the cost to sustain the benefits are finalized As part of Program Financial Closure, estimates may be required to determine costs of sustaining the benefits of the program. While many of these costs may be captured in the benefit delivery phase as components are delivered, there may be some residual activities required to oversee the ongoing benefits. PMI®, The Standard for Program Management, 2013, 82 |
7. b. | The Governance Board is consulted Prior to program transition the program manager should meet with the Governance Board to determine if the program has met its desired benefits, the transition work has been performed successfully, and there is a sustaining activity to oversee the benefits from the charter. PMI®, The Standard for Program Management, 2013, 70 |
8. d. | Archiving lessons learned The program transition plan is executed, and the program and project plans are closed. During this process, administrative and PMIS program closure activities are performed, program documents are archived, lessons learned are documented, and the ongoing activities are transferred for sustainability. PMI®. Program Management Professional (PgMP)® Examination Content Outline, 2011, 11 |
9. d. | All deliverables are completed satisfactorily In Program Procurement Closure, each contract must be formally closed after confirming all deliverables have been satisfactorily completed, all payments have been made, and there are no outstanding issues. PMI®, The Standard for Program Management, 2013, 90 |
10. a. | Occur throughout the program Program closure activities do not occur only at the end of a program; rather, they occur throughout the program, each time a project is completed. All components must be completed, and all contracts must be closed before the program closes. PMI®, The Standard for Program Management, 2013, 89 |
11. c. | Program documentation archive plan The program’s final report contains information to be applied to future programs and projects and information senior management requires for corporate governance. Among other things, it should include a program documentation archive plan. PMI®, The Standard for Program Management, 2013, 88 |
12. d. | Program governance Efficient and appropriate release of resources is essential. At the program level, program governance handles resource releases as part of a number of activities leading to program closure approval. PMI®, The Standard for Program Management, 2013, 70, 88–89 |
13. b. | Share lessons learned with team members Lessons learned are a key part of Knowledge Transition in program closure. As part of this activity, the program manager assesses overall performance and shares lessons learned with team members. PMI®, The Standard for Program Management, 2013, 88 |
14. b. | Add any additional lessons learned to the program’s final report Upon program completion, a meeting should be held with the team to discuss lessons learned. If there are any others than the ones the program manager identified, they should be added to the program’s final report. PMI®, The Standard for Program Management, 2013, 88 |
15. b. | Reallocate resources to other program components At the program level, resources that become available from one project may be reallocated to other components that are active in the program or to another program in the organization. PMI®, The Standard for Program Management, 2013, 89 |
16. a. | Obtain stakeholder support Before beginning to close the program or any components in it, stakeholder support to initiate the closing activities is required to ensure the stakeholders are satisfied that the program has successfully delivered its benefits. PMI®. Program Management Professional (PgMP)® Examination Content Outline, 2011, 11 |
17. b. | Ensuring that support is properly scheduled for Projects A and B After a product is deployed, any support must be scheduled to avoid interruption to the customers’ use of the item to the greatest extent practicable. Benefit sustainment may be handled through operations, maintenance, new projects, or other efforts. PMI®, The Standard for Program Management, 2013, 88 |
18. d. | Knowledge transfer activities are performed As benefits are transitioned to other organizations for sustainment, it is necessary to include knowledge transfer activities to support ongoing benefit sustainment. This is handled by providing the new supporting organization with documentation, training, or materials, PMI®, The Standard for Program Management, 2013, 88 |
19. a. | Benefits are delivered Program financial closure begins when sustainment budgets are developed, benefits are delivered, and sustainment has started. PMI®, The Standard for Program Management, 2013, 82 |
20. a. | Lessons learned are readily accessible Lessons learned should be identified and documented throughout the program management processes. As people leave and when the program closes, lessons learned should be regularly accessible to existing and future programs to avoid any pitfalls and for continuous learning. PMI®, The Standard for Program Management, 2013, 88 |
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