PGMP练-DAY21
| DAY21 | ||
| 1 | A small regional utility close 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？一家小型区域公用事业公司关闭了客户奖励项目集并将其过渡到运营。执行发起人和项目集经理关注对收益实现的影响。项目集经理向执行发起人保证，任何纠正措施都将包含在下一阶段。项目集经理应该怎么做才能确保成功过渡？ A.Ask each project manager to consolidate and file all program documentation in the corporate archives要求每个项目经理合并并归档公司档案中的所有项目集文档 B.Obtain all project managers contact information,and then have them reassigned back to their function manager获取所有项目经理的联系信息，然后将其重新分配给其职能经理 C.Ask the programs business analysis to collect all project information and create a report要求项目集业务分析收集所有项目信息并创建报告 D.Ensure that all program document including lessons learned,are archives in the knowledge repository确保所有项目集文档，包括经验教训.都是知识库中的存档 | D.Ensure that all program document including lessons learned,are archives in the knowledge repository确保所有项目集文档，包括经验教训.都是知识库中的存档 |
| 2 | In which subphase the program manager is assigned?在哪个子阶段指派项目集经理？ A.Definition定义 B. Formulation 构建 C. Preparation 准备 D. Initiation启动 | B. Formulation 构建 产生章程，指定PG |
| 3 | An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review.What should the program manager do next?组织必须加速产品上市。项目集经理完成初步项目集步骤并召开启动会议。项目经理提交他们的初步进度以供审查。项目集经理下一步应该做什么？ A.Assign resources to the schedule and report the revised delivery date to the project managers.为进度计划分配资源，并向项目经理报告修改后的交付日期。 B.Work with the project managers to refine the project schedules and deliverables to align with the program milestones.与项目经理一起改进项目进度和交付物，使之与项目集里程碑保持一致。 C.Revise the project schedules to meet the program schedule and communicate to stakeholders.修改项目时间表，以满足项目集时间表并与利益相关者沟通 D.Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.将项目进度计划整合到项目集进度计划中，并向项目经理报告修改后的交付日期。 | D.Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.将项目进度计划整合到项目集进度计划中，并向项目经理报告修改后的交付日期。 |
| 4 | Near the completion of a transformation program,the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations.They claim that their department did not approve this service and is now unprepared and untrained to support the transformation.What should the program manager have done first to prevent this在转型计划即将完成时，运营经理担心他们的部门未能在将新服务转换为运营之前收到通知。他们声称他们的部门没有批准这项服务，现在没有准备好，也没有接受过培训来支持转型。项目集经理应该首先做些什么来防止这种情况？ A.Added the operations manager as a key stakeholder将运营经理添加为关键利益干系人 B.Created a transition plan during the planning phase for the impacted operational area在规划阶段为受影响的运营区域制定了过渡计划 C.Ensured there was a communications management plan that included the transition to operations确保有一个包括向运营过渡的通信管理计划 D.Drafted a training plan with assistance from the program management office(PMO)or human resource department before transitioning it to operations在计划管理办公室（PMO）或人力资源部门的协助下起草培训计划，然后将其过渡到运营 | B.Created a transition plan during the planning phase for the impacted operational area在规划阶段为受影响的运营区域制定了过渡计划 |
| 5 | A program manager with a program to merge two banking entities has several cost and schedule variances that could negatively impact its overall benefits delivery. What should the program manager do next to take corrective action?合并两个银行实体的项目集存在若干成本和进度差异，可能对其整体收益交付产生负面影响。项目集经理接下来应该做什么来采取纠正措施？ A.Identify risk mitigation for the cost and schedule variances.确定成本和进度差异的风险减轻措施 B.Develop what-if scenarios and identify corrective actions. 制定假设情景并确定纠正措施 C.Perform a risk assessment and add outcomes to the program risk register. 执行风险评估并将结果添加到项目集风险登记册中 D.Develop contingency plans and implement changes.制定应急计划并实施变更 | B.Develop what-if scenarios and identify corrective actions. 制定假设情景并确定纠正措施 题目中已经说明[应该做什么来采取纠正措施？]，所以直接选纠正。C是识别 |
| 6 | A new component project is approved by the program governance board. The funding for this component project will be provided by an organization different from the organization funding the program.Would this be an acceptable funding arrangement?项目集治理委员会批准了一个新的组件项目。该组件项目的资金将由不同于给该项目集出资的组织提供。这是一种可接受的资金安排吗？ A.Yes, only component projects may have different funding sources.是的，只有组件项目可能有不同的资金来源。 B.Yes, the program and its components may have different funding sources.是的，项目集及其组件可能有不同的资金来源。 C.No, the program and the project must be funded by the same organization.不，项目集和项目必须由同一组织资助。 D.No, component projects must be funded by program funds.不，组件项目必须由项目集资助 | B.Yes, the program and its components may have different funding sources.是的，项目集及其组件可能有不同的资金来源。 |
| 7 | A program manager is concerned that a project will be unable to achieve its intended benefit.How should the program manage handle this situation?项目集经理担心项自无法实现其预期收益。项目集经理应如何处理这种情况？ A.Ask PMO to evaluate the program's overall key factors of success.请PMO评估该项目集成功的总体关键因素 B.Ask project manager to perform benefit analysis.请项目经理执行收益分析 C.Ask stakeholder to reduce the program scope to ensure a successful delivery.请利益相关者缩小项目集范围，以确保成功交付 D.Ask project manager to perform a risk analysis.请项目经理进行风险分析 | D.Ask project manager to perform a risk analysis.请项目经理进行风险分析 |
| 8 | A critical program for a company fails to delivers its intended benefits. The CEO and program sponsor are both held accountable and, ultimately, their employment is terminated by the board of directors.What should the program manager do before formally closing the program?公司的一个关键项目集不能交付它预期的收益。CEO和项目集发起人都要承担最终责任，最终，他们的雇佣关系会被董事会终止。在正式结束项目集之前，项目集经理应该做些什么？ A.Update the benefits register.更新收益登记册 B.Establish a program management information system (PMIS).建立项目集管理信息系统（PMIS） C.Share lessons learned with all program team members.与所有项目集团队成员分享经验教训 D.Transfer all program documentation to the deputy program manager.将所有项目集文件移交给副手项目集经理 | C.Share lessons learned with all program team members.与所有项目集团队成员分享经验教训 |
| 9 | Which document is considered the baseline document that guides the delivery of benefits during the program's performance?哪份文件被视为指导项目集执行期间收益交付的基线文件？ A. The business case业务论证 B.The benefits register收益登记册 C.The benefits management plan收益管理计划 D. The program roadmap项目集路线图 | C.The benefits management plan收益管理计划 *收益交付的基线文件、确保项目集收益交付的基础 |
| 10 | You as program manager is performing benefit analysis and planning. What can get from this activity as a foundation to ensure program benefits delivery?作为项目集经理，您正在执行收益分析和计划。作为确保项目集收益交付的基础，这项活动可以从中获得什么？ A.Key Performance Indicator(KPI)关能绩效指标（KPI） B.Benefits register收益登记 C.Monitoring and control of performance of benefits监测和控制收益绩效 D.Benefits management plan收益管理计划 | D.Benefits management plan收益管理计划 |
原文地址：https://blog.csdn.net/lovemelovefish/article/details/143676845
免责声明：本站文章内容转载自网络资源，如本站内容侵犯了原著者的合法权益，可联系本站删除。更多内容请关注自学内容网（zxcms.com）！