A large international manufacturing company is centralizing its IT which is currently spread over 16 countries. The transition means physically regrouping the infrastructure and aligning processes and organizations. The high-level scope of this transformation encompasses three main areas:
1.The technology area--assessing which technology/tooling should be retained for the target data center.
2.The policies and procedure area--aimed at establishing a common set of processes supporting the new way of delivering services.
3.The HR area--assuring the new organization best fits the diversity of the countries and functional domains, while offering equivalent compensations for comparable functions.
You have selected your team and you are preparing the business case to support 1) the team selections you made and 2) your recommendation to proceed to the program's next phase.
Which document should be present in your business case?
A program manager is appointed to manage a new program. The organization's leadership has specified a list of benefits that the program should deliver and has requested that the program manager determine when incremental benefits can be realized.
What should the program manager do first?
Robert is the program manager of the NHQ Program. His team has never worked with one another before this program and he is worried about their abilities to become a team in very short order. He would like to create a team development exercise to facilitate this process. Robert will need all of the following information except for which one to facilitate team development?
An infrastructure program has 20 projects. The first half of these projects incurred multiple change orders and failed to be completed on time. The program manager meets with the project managers to discuss lessons learned and to understand the challenges. During the meeting, the project managers complain that key risks and a lack of resources resulted in missing deadlines.
What should the program manager do to ensure that the remaining 10 component projects stay on track?
Wan is the program manager for his organization. He has been hearing reports that some
project team members are complaining about the number of hours they're required to work on the program's projects and that some scheduling of team assignments are conflicting with their regular operational duties. You investigate the problem and agree that many team members are being assigned too much work within a given time period. You decide to enforce resource leveling heuristics to thirty hours of project work per week maximum. What will likely happen to the program and projects?
You are the program manager for your organization and are working with your program team to create the
program scope. Based on the program requirements you have identified the major deliverables of each phase in your program scope. Management has requested that you plan for cost estimating to happen at each phase of the program before continuing the work. Management may elect to cancel the program at the end of each phase based on past performance of the program. What are the reviews of management called at each phase?
At what point in the project is the risk of failing to achieve the project objectives the greatest?
In which of the following processes is the program charter created?
You are the program manager for your project. You are working with the project managers regarding the procurement processes for their projects. You have ruled out one particular contract type because it is considered too risky for the program. Which one of the following contract types is usually considered to be the most dangerous for the buyer?
A small, regional utility closes a customer rewards program and transitions it to operations. The executive sponsor and program manager are concerned about the impact on benefits realization. The program manager assures the executive sponsor that any corrective actions will be included in the next phase.
What should the program manager do to ensure a successful transition?
