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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Program Life Cycle Management | 44% | - Managing the program from initiation to closure, including planning, execution, and monitoring. - Coordinate the concurrent and sequential execution of program components. |
| Topic 2: Governance | 14% | - Maintain oversight and decision-making frameworks across the program lifecycle. - Establish a governance framework including policies, procedures, and standards. |
| Topic 3: Stakeholder Management | 16% | - Develop strategies to engage stakeholders effectively throughout the program lifecycle. - Identify stakeholders and analyze their expectations and interests. |
| Topic 4: Strategic Program Management | 15% | - Define the program mission statement by evaluating the stakeholders' expectations. - Define the high-level road map and financial framework to set a baseline for program definition, planning, and execution. - Perform an initial program assessment by defining the program objectives, requirements, and risks to ensure alignment with the organization's strategic plan, objectives, priorities, vision, and mission statement. - Establish a high-level road map with milestones and preliminary estimates to obtain initial validation and approval from the executive sponsor. |
| Topic 5: Benefits Management | 11% | - Ensure that the program achieves its intended benefits and value creation. - Identify, plan, and manage benefits realization. |
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NEW QUESTION # 722
A program manager is working on a complex media program with multiple simultaneous ongoing projects. Suddenly, a proposed scope change to one of the projects was approved, which then resulted in rebaselining its schedule. Given the dependencies among the projects, another project in the program will need to be rebaselined. The program manager notified the relevant stakeholders about the revision and some have asked questions regarding the rebaselining. What should the program manager do next?
Answer: B
Explanation:
Following the approved program communication and benefits strategy ensures that information about changes and their impacts is communicated consistently, transparently, and according to agreed protocols, maintaining stakeholder trust and program alignment.
NEW QUESTION # 723
Your program has a budget at completion of $1,550,000 and is expected to last one year.
Currently your program is 45 percent complete and has spent $725,000. According to the program schedule you are actually to be fifty percent complete by this time, but due to some vendor delays your program is running just a bit late. Based on this information which is performing worse, the cost or schedule?
Answer: D
NEW QUESTION # 724
An organization requests that a junior project manager, with no previous experience or training in the industry, take over a complex program component. The program component involves senior subject matter experts and has dependencies with other large projects to deliver key benefits to the organization.
How should the junior project manager respond to this request?
Answer: D
Explanation:
Section: Volume D
NEW QUESTION # 725
A program with objectives that impact a large segment of the population receives negative commentary from organizations representing the public interest.
What action should the program manager take first?
Answer: A
NEW QUESTION # 726
Martha is sharing her experience of her last project as the project manager. She tells that when she presented customer a formal acceptance and sign-off document, they refused to sign, claiming that the product does not meet their expectation. Taking which of the following steps could have been prevented the situation? Each correct answer represents a complete solution. Choose all that apply.
Answer: A,B,D
Explanation:
Section: Volume A
NEW QUESTION # 727
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