PMI PgMP Practice Test - Questions Answers, Page 32

During the program execution stage, the component project manager responsible for testing estimates that budgeted hours may exceed 200 hours. What should the program manager do?

An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review.

What should the program manager do next?

The program director of a four-year program, estimated to require 600,000 person-days effort, notices that team morale has decreased over the last three months. The program is at a critical stage with 70% completion through the test phase. A number of defects are found that result in teams working additional hours. The program director requests that the program management office (PMO) gather metrics to monitor the situation.

Which of the following metrics should the PMO capture on a monthly basis?

Stakeholders ask the program manager to assess reasons for the project's delay and provide a report. Also, the program manager must identify steps to be taken to ensure the program will finish on time and within budget.

The program manager distributes information in accordance with which of the following?

After taking over a program, a program manager reviews the program's status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US$2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US$320,000. The program has spent US$350,000 and the EV is US$340,000.

Based on this information, the program manager determines which of the following?

A program manager is identifying and verifying risks as outlined in the risk management plan. The results will be recorded in which of the following?

While setting up a program's infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program's components. What should the team also prepare, if not already provided by the organization's assets?

A program is near completion and the benefits will be delivered shortly. The program manager prepares to initiate program closeout activities to release the program resources.

Before, initiating closeout and releasing the resources, what should the program manager do?

A program is developing a next-generation product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet.

What activity should the program manager perform next?