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| Section | Weight | Objectives |
|---|---|---|
| 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. |
| Benefits Management | 11% | - Ensure that the program achieves its intended benefits and value creation. - Identify, plan, and manage benefits realization. |
| Stakeholder Management | 16% | - Develop strategies to engage stakeholders effectively throughout the program lifecycle. - Identify stakeholders and analyze their expectations and interests. |
| Strategic Program Management | 15% | - Define the high-level road map and financial framework to set a baseline for program definition, planning, and execution. - Establish a high-level road map with milestones and preliminary estimates to obtain initial validation and approval from the executive sponsor. - Define the program mission statement by evaluating the stakeholders' expectations. - 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. |
| Governance | 14% | - Maintain oversight and decision-making frameworks across the program lifecycle. - Establish a governance framework including policies, procedures, and standards. |
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NEW QUESTION # 364
You are the program manager for your organization. Your current program, which has just started, has eight projects and many of the projects share resources such as equipment and people. Management has asked that you identify when the project resources will be utilized on each project within your program. They are worried some resources may be idle or overscheduled. What approach can you use to consider the availability of resources when the project managers begin sequencing their project activities?
Answer: B
NEW QUESTION # 365
You are the project manager of a construction project. You have to close a phase of the project. Which is the only technique (or tool) available in the Close Project or Phase process?
Answer: C
Explanation:
Section: Volume B
NEW QUESTION # 366
Your program has 121 stakeholders that you'll need to communicate with. Your communications management plan defines how the communication should happen, what should be communicated, and the expected modality of the communications. You'll also need which one of the following as an input to the information distribution process in your program?
Answer: C
Explanation:
Section: Volume A
NEW QUESTION # 367
A program manager is responsible for constructing a US$50 million building. Management suggests it will take three years to complete. The program manager can select a design-build option to optimize the construction schedule to 1.5 years. However, heavy demand for steel is causing price increases and delivery delays. If this trend continues, it could take as long as 4.5 years to complete construction. You learn that a new technology can yield a definitive delivery schedule of 1.25 years.
What is the expected time of delivery?
Answer: A
Explanation:
Section: Volume D
NEW QUESTION # 368
A program manager is leading a financial program. During the program delivery, a key stakeholder who rarely engages in the program emphasized that information auditing is a critical and necessary component omitted from the planned benefits list to develop the whole organization. Two weeks later, in the decision point review, the key stakeholder asked the program manager to present the program benefit changes graphically and visually. What should the program manager do?
Answer: D
Explanation:
Documenting the benefits changes in the program benefits management plan ensures that updates, such as the addition of information auditing, are formally captured and managed, providing a clear and controlled basis for communicating benefits changes visually.
NEW QUESTION # 369
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