HikeLetter | PMP Training & Certification Online Course | Project Management Learning

1

A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first?

A. Close the program immediately without analysis B. Continue all projects because funding was already approved C. Ask each project manager to redefine benefits independently D. Reassess the program business case and alignment with current strategic objectives

2

Scenario: A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? Which action is most appropriate?

A. Reassess the program business case and alignment with current strategic objectives B. Close the program immediately without analysis C. Ask each project manager to redefine benefits independently D. Continue all projects because funding was already approved

3

Application question on strategic fit: A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? What should the program manager do?

A. Reassess the program business case and alignment with current strategic objectives B. Ask each project manager to redefine benefits independently C. Continue all projects because funding was already approved D. Close the program immediately without analysis

4

During a program review focused on strategic fit, the following situation arises: A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? Which response best follows sound program management practice?

A. Reassess the program business case and alignment with current strategic objectives B. Close the program immediately without analysis C. Ask each project manager to redefine benefits independently D. Continue all projects because funding was already approved

5

Validate the program-management approach for strategic fit. A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? Select the best response.

A. Reassess the program business case and alignment with current strategic objectives B. Close the program immediately without analysis C. Ask each project manager to redefine benefits independently D. Continue all projects because funding was already approved

6

An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale?

A. The projects have identical schedules B. The components have interdependencies and coordinated benefits that require integrated management C. All projects use the same vendor D. The program manager can replace every project manager

7

Scenario: An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? Which action is most appropriate?

A. The components have interdependencies and coordinated benefits that require integrated management B. All projects use the same vendor C. The program manager can replace every project manager D. The projects have identical schedules

8

Application question on program vs portfolio: An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? What should the program manager do?

A. The projects have identical schedules B. The program manager can replace every project manager C. All projects use the same vendor D. The components have interdependencies and coordinated benefits that require integrated management

9

During a program review focused on program vs portfolio, the following situation arises: An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? Which response best follows sound program management practice?

A. All projects use the same vendor B. The program manager can replace every project manager C. The projects have identical schedules D. The components have interdependencies and coordinated benefits that require integrated management

10

Validate the program-management approach for program vs portfolio. An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? Select the best response.

A. All projects use the same vendor B. The components have interdependencies and coordinated benefits that require integrated management C. The program manager can replace every project manager D. The projects have identical schedules

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Course Questions

A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first?

Scenario: A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? Which action is most appropriate?

Application question on strategic fit: A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? What should the program manager do?

Validate the program-management approach for strategic fit. A proposed program contains several projects, but its expected outcomes no longer support the organization's updated strategy. What should the program manager do first? Select the best response.

An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale?

Scenario: An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? Which action is most appropriate?

Application question on program vs portfolio: An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? What should the program manager do?

Validate the program-management approach for program vs portfolio. An executive asks why a set of related projects should be managed as a program rather than as separate portfolio components. What is the strongest rationale? Select the best response.

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