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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Stakeholder Management | 16% | - Develop strategies to engage stakeholders effectively throughout the program lifecycle. - Identify stakeholders and analyze their expectations and interests. |
| Topic 2: Strategic Program Management | 15% | - 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. - 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. |
| Topic 3: Benefits Management | 11% | - Ensure that the program achieves its intended benefits and value creation. - Identify, plan, and manage benefits realization. |
| Topic 4: 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 5: 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 # 427
A large infrastructure program has three component projects. Project 1 is being built in collaboration with a vendor company and has a high-level risk that could delay the timeline and increase the costs of two of the three projects. Project 1 could also delay the program delivery date. Fortunately, the program team reviewed the program management plan and realizes there are contingency reserves at the program and project levels. What should the program manager do to utilize the contingency reserves?
Answer: C
Explanation:
Using the program contingency reserves is appropriate because the high-level risk affects multiple projects and the overall program delivery, providing a centralized fund to manage cross- project impacts effectively.
NEW QUESTION # 428
You are the program manager for your organization and you need to define all of the program resources you'll need for your program. All of the following can be considered a program resource except for which one?
Answer: C
NEW QUESTION # 429
You are the program manager for your organization and working to create the program statement of work for approval by the program director. All of the following information is defined in the program statement of work except for which one?
Answer: D
NEW QUESTION # 430
You are the program manager for your organization. You have proposed a program that will cost $750,000 and will last for four years. Management is concerned with the cost of the program in relation to the return your program will bring. If the rate of return is six percent what is the minimum value your project should return in four years based on the investment of the program?
Answer: C
NEW QUESTION # 431
A company CEO issues a mandate to automate a new-client onboarding process to replace manual and paper-based procedures. After the program sponsor and program manager obtain formal acceptance of the program charter, what should be done next?
Answer: C
NEW QUESTION # 432
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