PMI PgMP Practice Test - Questions Answers, Page 40
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External resources are required for a program. The program manager receives bids from multiple vendors and presents the top vendor to the program governance board. One program governance board member asks the program manager to select a vendor that was dismissed early in the selection process because they were not on the approved vendor list. The program manager learns that this program governance board member has a personal connection to this vendor.
What should the program manager do?
To meet growth expectations and its board's mandate, an organization drafts a new business strategy to meet future challenges and put the business on track.
Key to the new strategy is upgrading the IT infrastructure and strategic direction by transitioning from an on-premise to a cloud-based computing platform that will optimize costs and offer scalability, performance, and high availability.
To appropriately plan for program success, what should the program manager do to engage stakeholders?
Throughout a multiyear program, component projects are transitioned to the customer. During the project acceptance phase, a potential risk is identified and brought to the program team's attention.
What should be done with the identified potential risk?
A program manager initiates a developmental program. Significant resources and funding are required for early activities until the program cost and budget estimates are complete.
What should the program manager do to understand the financial environment?
The program charter for a new, five-component program has been approved.
What should the program manager use to communicate the program's intended direction and the linkage between organizational strategies and planned work?
A program manager, who reports to a company's CIO, is responsible for managing a strategic initiative program. During a program review meeting, the CIO informs the program manager about potential budget cuts that would impact program resources, and urges the program manager to begin delivering benefits more quickly to continue the program.
What should the program manager do first?
During program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?
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 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 request for proposal (RFP) yields a bid with a better delivery schedule and a lower cost, but originates from a vendor not on the prequalified vendor list. During the final review of the RFPs, the program manager is informed that the new bidder is a relative of the project manager. Although the bid meets all company policies, the program manager is concerned about a conflict of interest.
What should the program manager do?
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