A program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement. The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable. The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan.
What should the program sponsor do?
A program receives initial approval from the selection committee to proceed with the program development. What should the program manager do next"?
In a transformational program, all projects are on track and delivering their objective. 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?
During program execution, how does a program manager ensure that benefits are being realized in accordance with program governance*?
A critical program for a company fails lo delivers its intended benefits. The CEO and program sponsor are both held accountable and. ultimately, their employment is terminated by the board of directors
What should the program manager do before formally closing the program?
When preparing an upfront cost estimate, the ICT distribution designer MUST consider which two of the following fees? (Select two options.)
A program sponsor is concerned about the status of high-priority risks and budget variances. The program manager should refer lo which of the following?
The program manager plans to address a negative cost variance generating a red flag in the program management status report. What should the program manager do?
After new private equity owners acquire an enterprise, they want to improve its value by reducing costs A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed A strategic component project presents significant risk to organizational objectives due to Its complexity and dependencies on external parties. After a series of board meetings, the enterprise's investment committee approves a budget to Implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility Implementation of this component project may now begin, but is already one month behind schedule The program manager now perceives significantly more risk to the larger program due to this delay.
What should the program manager do to address this risk with the program sponsor and governance board?
What is the MINIMUM lighting requirement (or telecommunications spaces?
