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Question 1
Which of the following tools and techniques are parts of the Administer Program Procurements process? Each correct answer represents a complete solution. Choose all that apply.
A.
Inspection and audits
B.
Budget management system
C.
Supplier performance review
D.
Contract performance review
Answer:
abd
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Question 2
A company's marketing department fails an internal compliance audit. To comply with the auditor's remediation plan, the legal department mandates that a content management system (CMS) be implemented. After initiating the program for CMS implementation, the program manager discovers that the marketing department has already preselected which CMS technology will be implemented. What should the program manager do to ensure the success of the program?
A.
Meet with the vice president of purchasing to discuss the risks associated with preselecting a solution before the requirements have been gathered
B.
Host a kick-off meeting; request preliminary requirements from the marketing department; conduct a design session; present the steering committee with a solution that meets the requirements; and meet with interested vendors
C.
Ask a senior marketing executive to act as the program sponsor and participate on the steering committee; require steering committee representation from the IT, legal, and other key departments; validate that the chosen solution meets the requirements
D.
Initiate the program and begin a formal request for proposal (RFP) to validate the chosen solution and gain the confidence of the legal department
Answer:
b
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Question 3
In a transformational program, all projects are on track and delivering their objectives. However, stakeholders are hesitant to take on the new processes because performance in the current environment may not be representative of actual performance. Stakeholders fear that the program will fail to provide the service required. To assure positive performance in the current environment, the program manager should do which of the following?
A.
Ensure the new processes will perform better than the current processes.
B.
Ask the program steering committee to endorse the new processes and current program schedule and deliverables.
C.
Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.
D.
Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered.
Answer:
d
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Question 4
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.
Prepare the stakeholder engagement plan for approval by the program steering committee.
B.
Analyze the business environment to identify key stakeholders, and then perform a stakeholder analysis.
C.
Conduct a brainstorming session with the program team to identify and analyze external stakeholders.
D.
Create a project-level stakeholder analysis, and then perform a high-level program stakeholder analysis.
Answer:
a
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Question 5
You are the program manager for your organization and you're dealing with several issues about the materials used in the program. Right now, the issues have been assigned to issue owners for resolution in ten days. In the interim, what should you do with the issues?
A.
Nothing - the issue owners will manage all concerns with the issues.
B.
Record the issues in the issue register.
C.
Communicate the issue status with the program sponsor.
D.
Document the issues in the risk register.
Answer:
b
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Question 6
The program selection committee presents several programs for approval: Program A is estimated to cost US$250,000, and has an annual cash inflow of US$75,000. Program B is estimated to cost US$150,000, and has an annual cash inflow of US$55,000. Program C is estimated to cost US$100,000, and has an annual cash inflow of US$45,000. Program D is estimated to cost US$200,000, and has an annual cash inflow of US$35,000. Which program was selected based solely on a three-year return on investment?
A.
Program A
B.
Program B
C.
Program C
D.
Program D
Answer:
c
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Question 7
A software company's program manager is conducting closing procedures for a program. At the last steering committee meeting, realized benefits were presented to the program governance board. What should the program manager do next?
A.
Begin transitioning program resources, and update the resource and program management plans to reflect the change in the program's status.
B.
Initiate knowledge transfer with the receiving organization, and establish the program integration management plan.
C.
Update the financial, stakeholder, and contract management plans, and archive them in the program information repository.
D.
Obtain sponsoring organization approval to begin closeout procedures to transition benefits sustainment to the supporting organization.
Answer:
a
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Question 8
A country is in the process of strengthening its defense program. A key project is not meeting its specified performance objectives. The project manager initiates a change request to address this issue. What should the program manager do NEXT?
A.
Consider the option to close out the key project
B.
Evaluate the program and re-baseline the objectives
C.
Assess the benefits and impact to the program
D.
Amend the risk register with the key project changes
Answer:
c
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Question 9
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?
A.
Assign resources to the schedule and report the revised delivery date to the project managers.
B.
Work with the project managers to refine the project schedules and deliverables to align with the program milestones.
C.
Revise the project schedules to meet the program schedule and communicate to stakeholders.
D.
Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.
Answer:
b
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Question 10
A program manager assigns project managers to five component projects and continues to develop the program team. Which of the following represents the program manager's strategy?
A.
Rotate the responsibility for risk assessment among the program components
B.
Coach the project managers to manage project resources
C.
Cross-train the project managers to share expertise
D.
Prepare the project managers to assume larger roles with more responsibility