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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?

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Robert is the program manager for his organization which operates in a matrix structure.
Resources in Robert’s program will be utilized on several projects in and out of his program. He wants to be certain that all of the resources will be planned accordingly and that the project managers communicate with one another about when the resources will be needed and utilized in the projects. What plan should Robert create along with the project managers to ensure that the resources are scheduled and managed effectively?

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?

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Ben is the program manager for his organization. He’s working with program team to determine what activities need to be completed in order to move the program into execution. He and the team are subdividing the program scope into smaller, manageable components to determine the activity list. What is Ben and his program team creating by subdividing the program scope in this scenario?

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You are the program manager for the JQN Program in your organization. There have been some delays in your schedule and you’re about to perform some schedule control activities. Which one of the following will not help you as you perform schedule control?

Julie is the program manager of the NHQ Program for her organization and she believes the program is now complete. Julie is closing her program, and she’s working with her program sponsor to review the program’s deliverables and benefits. Janet, the program sponsor, is very pleased with the program and agrees that the program has met the program scope. What should Julie and the program sponsor do next?

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You are the program manager for your organization and you are trying to determine the possible outcomes of a risk event. You’re analyzing the risk event’s worst case scenario, most likely scenario, and optimistic scenario to simulate the possible affects of the risk on the program’s cost, time, and scope ramifications. What simulation technique are you using in this situation?

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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?

Julie is the project manager of the NHQ Project. She and her project team have successfully finished the project and the customers have signed the project closure agreement. Julie has compiled all of the project records and the project’s lessons learned documentation. What should Julie do with the project’s lessons learned documentation?

Which of the following statements are true regarding the Monitoring and Controlling Program Risks process? Each correct answer represents a complete solution. Choose all that apply.