1、(单选题)
Your program is to develop a cure for leukemia in six years, including time for regulatory approval. Obviously, the benefits of this program are huge and have far-reaching societal benefits. You are working to prepare a baseline budget for this program and have had your program management plan approved, along with approval of seven components. In doing so, you are—
A. Focusing on component costs
B. Using your PWBS
C. Including component costs and program costs
D. Assessing the cost of using contractors for the majority of the needed resources
2、(单选题)
You are managing a program to develop a new product to protect all workers from germs in the workplace, so everyone is assured that the workplace is clean. They will not have to worry in the future if a co-worker has a transmittable disease. However, you have just learned that there was a failure to adhe
re to a major scope element in the work breakdown structure (WBS) of one of the key projects. This problem means that—
A. Interactions and realignment of this project must be managed
B. Rebaselining may be required
C. A change request has been approved
D. New metrics are required
3、(单选题)
You are working on an emergency response program for your city and have realized that you lack the needed resources to support your program. Over the years, your organization’s Procurement and Contracts Department has compiled a qualified seller list. This list will be extremely helpful to you when you—
A. Prepare your program procurement management plan
B. Issue requests for proposals (RFPs) or requests for quotations (RFQs)
C. Plan contract evaluation criteria
D. Advertise in the local newspaper for your procurement requirements
4、(单选题)
As you work on this emergency response program for your city, you recognize you will need a number of different types of supplies and services to support your program and its component projects. One common approach is to use—
A. Expert judgment
B. Formalized proposal evaluation criteria
C. Screening systems
D. Weighting systems
5、(单选题)
As a program manager, once your team is in place you need to focus on—
A. Providing mentoring
B. Setting up a team-based reward and recognition system
C. Promoting integrity in all interactions
D. Striving to be a role model for the team
6、(单选题)
You have identified seven candidate components to comprise your program. You also have identified seven capable project managers to manage these components who have the requisite knowledge, skills, and competencies to do the required work against an aggressive schedule and with demanding stakeholders. Before each project can officially begin, it is important that—
A. The program’s business case is updated
B. The scope of work is formalized
C. A component initiation request is approved
D. Each project has a defined charter
7、(单选题)
Assume you are the program manager for your pharmaceutical company for a new product designed to cure sleep apnea. As part of your program potential patients will not need to first go to a hospital to diagnose whether they have this condition and stay the night. You of course must get regulatory approval and conduct numerous clinical trials before your new product is ready, so your program will last at least five years. You hope to be the first to market with this product even though your business development manager has said that a competitor is also working in this area. Based on your previous work on long programs, you know it is hard to sustain morale among your team, and many often then volunteer to work on projects that may be in trouble just to see results. Therefore, this time, you are—
A. Setting up a process where your resources are dedicated to your team and cannot be used on other projects
B. Analyzing the risks associated with possible poor morale of team members
C. Asking each team member to sign a commitment statement to your program as he or she joins your team
iapp免费源码分享网站D. Having weekly performance reviews with your project managers, who in turn will have similar performance reviews with their team members
8、(单选题)
Program reporting is essential in Program Delivery, and each program tends to have numerous stakeholders, which increase each time a new component is added to the program. As the program manager, you are preparing reports and gathering information from your components to do so. The next step is to—
A. Use the information distribution activity
B. Make sure that information is available in a format that has a template, so a lot of time is not spent on the reporting process
C. Set up the reports to be provided on a weekly basis to all stakeholders
D. Evaluate the program status while maintaining current program information
9、(单选题)
Working on a major program to upgrade the software used in your country’s airspace system to make it far easier for the air traffic controllers to use and also to avoid incidents of their falling asleep at times when there is limited activity or having tremendous stress when there is a lot of activity, you are facing many challenges in your role as a program manager. You have seven projects on your program and expect to add others. One project is about to close. You need to make sure before it does close that—
A. Deliverables are complete, and scope is compliant with the functional overview
B. A request to close the project is prepared and sent to the program steering committee
C. The detailed administrative procedures for program closure have been followed, which are managed by your Program Management Office
D. The program manager and team have been reassigned to other projects now that this project is complete
10、(单选题)
Program management is new to your company. You are managing the first program as you have taken program management training and have a track record of successfully managing complex and multiple
projects. Your team is new to program management, and no one on the team has been exposed to it. Some team members have questioned the new approach, and others have asked why the organization has decided to manage projects as programs rather than as standalone projects. The project managers on your program are concerned they may lack visibility in this concept, limiting their opportunities for advancement and benefits. This shows that you must—
A. Persuade them that program management is desirable and becoming a program manager then can be the next step in their career
B. Set up a training session for your project managers and team members to explain the benefits of program management
C. Establish an open-door policy and invite anyone who has concerns to meet individually with you or to call you without any fears that in doing so their performance may be criticized
D. Establish a policy of “no surprises” and provide your team with the same status information that the other stakeholders receive

版权声明：本站内容均来自互联网，仅供演示用，请勿用于商业和其他非法用途。如果侵犯了您的权益请与我们联系QQ:729038198，我们将在24小时内删除。