PgMP 試験問題を無料オンラインアクセス

A program manager is facing a lot of reluctance from a customer's team to move a program forward. The team feels the program's implementation will negatively impact the organization's current configuration. This situation has led to many proposals being rejected and many assessments being delayed, which jeopardizes the program schedule. The program manager realizes the change management initiatives were not correctly implemented and this is causing uncertainty and mistrust. What should the program manager do to reverse this situation?

• A.Use strong leadership techniques to move the program forward because delivering value is the most important objective
• B.Adopt a best-effort attitude and if issues become more critical, blame other responsible parties
• C.Use the escalation path defined in the communications management plan to escalate to all stakeholders not collaborating with the program
• D.Create forums to openly discuss the issues and try to negotiate with the relevant stakeholders to gam engagement and commitment

As the buyer is involved in creating request for proposals (RFP. for an infrastructure project, they will provide these to sellers of services. All of the following are names used for a seller except?

• A.Supplier
• B.Service provider
• C.Contractor
• D.Acquiring organization

Program A is dependent upon program B to complete benefits sustainment for two benefits.
Program A is on track to meet program benefits. However, program B's program manager has just advised that program B has been closed.
What should program A's program manager update and review first with the stakeholders?

• A.Benefits management plan
• B.Benefits transition plan
• C.Benefits register
• D.Benefits sustainment plan

You are a Project Manager at Dewey, Cheatum, and Howe and assigned to a major construction project. The project is on schedule and under budget, but you are constantly in conflict with a member of your project team. This team member is sabotaging the project. What would be the best solution to resolve this problem?

• A.Reporting this to senior management
• B.Holding a team meeting to vote if the team member should be removed
• C.Firing the team member from the project as soon as possible
• D.Reporting this problem to senior management with a solution of replacing this team member

A component project of a multiyear program delivers all expected products and services as anticipated. The component project manager obtains approvals from the stakeholders and transitions the benefits to operations.
What should the program manager do next?

• A.Keep the component project open until the program benefits are realized
• B.Conduct a program audit to confirm that the component project is complete
• C.Reassign the component project manager to another component project or activity
• D.Verify that the benefits were delivered and authorize component project closure