The primary responsibility of a program manager is to deliver benefits and maximize value for the organization. A program that is under budget presents a strategic opportunity to deliver additional value. Before proceeding to the administrative step of program closure, the program manager should proactively engage the program sponsor to discuss potential opportunities. These could include incorporating deferred scope, adding new features, or other enhancements that align with the program's strategic objectives. This action demonstrates strategic thinking and a focus on benefits realization, which are core tenets of program management.

A. Requesting to initiate closure is a valid step, but it is premature. The opportunity to maximize value with the remaining funds should be explored first.

C. Program funds are allocated for specific program objectives and cannot be unilaterally transferred to operational budgets without formal governance approval.

D. While applying the budget to deferred requests is a possibility, the program manager should first present this and other options to the sponsor for a decision, not act unilaterally.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.).

Section 3.4.2

The Role of the Program Sponsor: The sponsor is responsible for championing the program and making key decisions. Presenting opportunities to the sponsor for a decision on how to best use surplus funds is a key interaction. (p. 37).

Section 5.4

Program Financial Management: This section emphasizes that program financial management is an iterative process that includes "monitoring and controlling program costs and managing budget variances." A positive variance (underspend) should be managed strategically to support program objectives and benefits delivery. (p. 77).

Section 4.3

Program Benefits Management: This performance domain highlights the program manager's role in continuously monitoring

managing

and enhancing the expected benefits throughout the program life cycle. An underspend is a trigger to assess if benefits can be further enhanced. (p. 49).

A Gantt chart is a specific type of bar chart used in project and program management to illustrate a schedule. It visually represents activities or tasks listed on the vertical axis against a time scale (a calendar) on the horizontal axis. The length and position of each horizontal bar correspond to the start date, end date, and duration of an activity, making it the precise tool for representing the duration of activities against a calendar.

A. A pie chart illustrates numerical proportions of a whole; it does not represent data over a time-based calendar.

B. A scatter chart is used to display the relationship between two numerical variables, not for scheduling activities over time.

D. A Pareto chart is a quality management tool that combines a bar and line graph to identify the most significant factors in a dataset (the 80/20 rule).

1. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 6.5.3.1 Data Representation

p. 210. "Bar charts

also known as Gantt charts

represent schedule information where activities are listed on the vertical axis

dates are shown on the horizontal axis

and activity durations are shown as horizontal bars placed according to start and finish dates."

2. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 5.3.3.2 Scheduling Tools

p. 69. This section notes that program schedules are commonly displayed as Gantt charts

which "provide a graphical representation of the schedule information."

3. Kerzner

H. (2017). Project Management: A Systems Approach to Planning

Scheduling

and Controlling (12th ed.). John Wiley & Sons. Chapter 12

Section 12.9

p. 428. The text defines Gantt charts as "bar charts... The length of the bar is proportional to the duration of the activity."

The country manager's suggestion is a request that impacts the program's communication methods and technology infrastructure. As per standard program governance, such a request cannot be implemented without a formal assessment. The program manager's primary responsibility is to facilitate a structured evaluation of the request's feasibility, risks, and benefits. Engaging the appropriate expert teams—technology for integration and support, security for data protection and compliance, and project teams for usability and process impact—is the correct and most comprehensive first step. This ensures a holistic analysis, allowing for an informed decision that aligns with the program's objectives and organizational policies.

A. This option is a delaying tactic that incorrectly presumes the new platform will be adopted without a proper evaluation of its suitability and risks.

B. This delegates the program manager's core responsibility of due diligence and analysis to a stakeholder, which is contrary to established program governance principles.

C. This action is incomplete. While reviewing existing capabilities is useful, it fails to assess the new platform's specific technical and security implications.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 3.4.3

Program Governance Framework. The standard emphasizes that a governance framework provides a structured approach for decision-making

oversight

and control. Option D initiates this structured process by engaging relevant bodies to assess the request before a decision is made.

2. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 5.2

Program Communications Management. This performance domain states that the program manager is responsible for ensuring "timely and appropriate generation

collection

creation

distribution

storage

retrieval

management

monitoring

and the ultimate disposition of program information." Introducing a new tool is a significant change to this process and requires a formal assessment of its impact

which is what option D describes.

3. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 5.3

Program Stakeholder Engagement. This section highlights the need to manage stakeholder expectations and requests. The program manager must channel such requests through the program's defined change control and decision-making processes

rather than unilaterally accepting or deflecting them.

The program manager is accountable for the program's governance and its ultimate success in delivering benefits. Phase gate reviews are a fundamental component of the program governance framework, designed to ensure the program remains aligned with strategic objectives and that the business case is still valid at key points. Eliminating these reviews, even when the program is performing well, introduces significant risk. The program manager's primary responsibility is to advocate for and maintain the processes that ensure program effectiveness and benefits realization, rather than removing a critical control mechanism at a stakeholder's request.

A. Ask the stakeholders what they want and proceed with their recommendations.

This approach abdicates the program manager's responsibility for governance. The program manager must guide stakeholders and uphold the established governance plan, not simply follow directives that could jeopardize the program.

B. Agree with the customer and initiate change control procedures.

Agreeing to remove a critical governance control without a thorough impact analysis is premature and irresponsible. The change control process is for implementing approved changes, not for initiating a discussion about a potentially detrimental idea.

D. Replace program reviews with periodic communications of the program's status.

Status communications are informational and are not a substitute for the formal decision-making and oversight function of a phase gate review. This would significantly weaken program governance.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.).

Section 3.3

Program Governance: This performance domain states

"The program manager is responsible for ensuring that the program adheres to the established governance structure

processes

and functions" (p. 50). This supports the program manager's duty to uphold the phase gate review process.

Section 3.3.3

Program Governance Practices: This section describes phase gate reviews as formal reviews to "authorize the continuation of the program" (p. 53). Eliminating them removes a key decision point for program viability and benefits alignment.

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.).

Section 12.3.2.4

Phase Gate: While from a project perspective

the principle is identical for programs. A phase gate is "held at the end of a phase. The project’s performance and progress are compared to project and business documents... A decision (e.g.

go/no-go) is made as a result of this comparison" (p. 49). This highlights its function as a control point

which should not be easily discarded.

The core issue is a failure in preparing the operational environment to take ownership of the program's outputs and be accountable for realizing the intended benefits. A Benefits Transition Plan is the formal document that outlines the specific activities, responsibilities, and criteria for handing over the program's capabilities to the receiving organization. Executing this plan ensures the operational areas are fully prepared, not just trained, to utilize the new system effectively and begin the process of benefits realization. This directly prevents the concern that benefits will not be achieved post-program closure.

A. Collaboration with the operational staff to develop the benefits sustainment plan: A sustainment plan focuses on long-term benefits realization after the program has closed and transition is complete. The immediate problem is the handover itself.

B. Communication of the new capabilities' benefits to the operational staff: While important, communication alone is insufficient. A comprehensive plan with concrete actions is needed to ensure operational readiness, which is the purpose of a transition plan.

D. Identification of the risk in the program risk register and development of a plan to address the risk: This is a reactive measure within a single program. The question asks how to prevent the issue in the future, which requires a proactive, process-oriented solution like formal transition planning.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.).

Section 5.5

Benefits Transition: This section details the process for "finalizing the transition of program benefits to the sustaining organization." It emphasizes that this process ensures the receiving organization is prepared to accept and manage the benefits. The development and execution of a benefits transition plan is a key activity within this domain. (p. 83).

Section 5.5.2

Benefits Transition: Tools and Techniques: This section lists "Benefits transition planning" as a primary technique. It states

"The program manager works with the functional or operational managers to develop a plan for transitioning the program’s capabilities to the appropriate organization." (p. 85).

Figure 1-5

Program Management Performance Domains: The figure clearly shows "Program Benefits Management" as a central performance domain

which includes the activities of benefits identification

analysis

delivery

transition

and sustainment

highlighting the distinct and critical nature of the transition phase. (p. 13).

In program management, stakeholders are individuals, groups, or organizations that may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of the program. They are classified based on their attitude and potential impact. The wildlife protection organization actively opposes the program's objectives due to the negative environmental impact. Therefore, it is correctly defined as a negative stakeholder, as its interests are in conflict with the program's goals, and it may actively work against the program's success.

B. Positive stakeholder: This term describes a stakeholder who supports the program and its objectives, which is the opposite of the organization's position.

C. Key stakeholder: While this organization might be a key stakeholder due to its influence, "negative stakeholder" is more specific to its opposing stance described in the scenario.

D. Hurdle stakeholder: This is not a standard term used in the PMI lexicon for program management; it is an invalid and distracting option.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 5.3.2

Stakeholder Identification

p. 59. "Stakeholders may be positive (supporters of the program) or negative (resistors of the program)."

2. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 5.4.2

Stakeholder Analysis

p. 62. "Stakeholder analysis is used to...understand their perspectives (positive

negative

or neutral) toward the program."

3. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Figure 5-4

Example of a Stakeholder Register

p. 60. The example register includes a column for "Attitude (Positive/Negative/Neutral)

" confirming this is a standard classification method.

The program manager's primary role is to deliver the program's intended benefits while managing constraints. The scenario describes a classic conflict between the "iron triangle" constraints (cost, schedule) and the strategic objective (benefits). The most effective and appropriate action is to manage these competing stakeholder demands proactively. This involves a process of negotiation and making informed trade-off decisions to find an optimal balance that serves the program's overall strategic goals. This approach acknowledges the validity of all stakeholder interests while ensuring decisions are aligned with the ultimate goal of benefits realization.

A. Focusing only on internal stakeholders and their constraints would jeopardize the realization of benefits, which is the fundamental purpose of the program.

C. Focusing only on external stakeholders and benefits without regard to cost and schedule constraints is unrealistic and could lead to program failure.

D. The program manager has already evaluated the conflicting demands. A meeting to simply restate known priorities is not a resolution; the core action is to manage and resolve the conflict, which requires balancing and trade-offs.

1. Project Management Institute. (2017). The Standard for Program Management – Fourth Edition.

Supporting Correct Answer (B): Section 3.5

Program Integration Management

states

"The program manager is responsible for guiding the program team to work through these conflicts and make the necessary trade-offs among the components to achieve the desired program outcome" (p. 51). This directly supports balancing needs through trade-offs.

Supporting Incorrectness of A & C: The definition of a program emphasizes delivering benefits that are not available from managing projects individually (p. 9). This requires a holistic view

not a singular focus on either internal constraints or external benefits.

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition.

Supporting Correct Answer (B): Section 1.2.4.1

Competing Constraints

notes that project managers (and by extension

program managers at a higher level) are responsible for balancing competing constraints

which include scope

quality

schedule

budget

resources

and risk

to achieve the project/program goals.

3. Thiry

M. (2007). The role of the program manager: a study of the abilities required. Project Management Journal

38(1)

53-64.

Supporting Correct Answer (B): This article emphasizes the program manager's strategic role in "value optimization." This is achieved by navigating complex stakeholder environments and making strategic trade-offs to align program components with organizational strategy and benefits realization

which is synonymous with balancing stakeholder needs. (DOI: https://doi.org/10.1177/875697280703800106)

The program manager's primary role at the outset is to ensure the program is aligned with the organization's strategic objectives. The program sponsor is the key stakeholder who champions the program and provides the link to this strategy. Therefore, the first and most critical step for the program manager is to work directly with the sponsor to understand the business case, strategic goals, and the intended target market and its needs. This collaboration establishes the foundational strategic context upon which the program will be defined, planned, and executed.

A. The program team is responsible for program execution, not for making initial strategic decisions like defining the target market. This is a top-down activity.

B. Identifying competitors is a part of market analysis, but it should only be done after the primary target market has been clearly defined with the sponsor.

C. Project managers are responsible for individual components (projects) and are not the source for defining the overall program's strategic direction or target market.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.).

Section 1.6.2

Role of the Program Sponsor: This section details the sponsor's role in providing "guidance and support to the program manager

" "championing the program

" and ensuring it is aligned with organizational strategy. The program manager's first point of contact for strategic clarification

such as defining the target market

is the sponsor.

Section 3.3

Program Definition Phase: This phase focuses on authorizing the program and developing the program charter and business case. The text states

"During this phase

the program manager works with stakeholders to reach a common understanding of the program's strategy

goals

and objectives..." The sponsor is the principal stakeholder for this activity.

Section 4.2

Program Business Case: The business case

often developed by the program manager in collaboration with the sponsor

"provides the basis to determine...the target market and market window." This confirms that assessing market needs is a foundational activity performed with the sponsor.

In the Program Schedule Control process the program manager analyses performance data (e.g., schedule variance) but does not list that metric itself as an “output.” The formally recorded outputs are (1) updated versions of the approved program schedule, (2) change-requests that arise from variance analyses, and (3) stakeholder communications that convey the results of control activities. “Schedule variance” is an analytical value generated during the tools-and-techniques step; it feeds the outputs but is not issued or archived as a standalone deliverable, thus it is the only item not regarded as an output.

A. Stakeholder communication information – explicitly named as a control-schedule output to inform interested parties of status and corrective actions.

C. Program schedule updates – primary output; baseline and forecast dates are revised after approved changes.

D. Change requests – produced whenever variance exceeds thresholds, requiring corrective or preventive action.

1. PMI

The Standard for Program Management

4th ed.

2017

Section 8.5 “Control Schedule

” pp. 112-113 (Outputs list: schedule updates

change requests

program communications).

2. PMI

Practice Standard for Scheduling

3rd ed.

2022

§10.4 “Control Schedule

” p. 138 (communications and change requests as outputs; variances classified as performance data).

3. Kerzner

H. & Saladis

F. (2017). Program Management for Improved Business Results

2nd ed.

Wiley

Ch. 9

p. 257 (control schedule deliverables include updated schedule and stakeholder reports

not raw variance metrics).

4. Jensen

K. (2019). “Governance of Program Time Management

” Project Management Journal 50(6)

pp. 692-703. DOI:10.1177/8756972819874 (discusses variances as analysis inputs

not outputs).

The To-Complete Performance Index (TCPI) is the specific Earned Value Management (EVM) metric used to determine the future cost efficiency required to complete the remaining work within a specific budget. It is calculated as the ratio of the work remaining (Budget at Completion - Earned Value) to the funds remaining (Budget at Completion - Actual Cost). This index directly answers how likely it is that the program will complete on budget by showing the level of performance that must be maintained. A TCPI greater than 1.0 indicates that future performance must be more efficient than originally planned.

A. Estimate at completion (EAC) is a forecast of the total program cost, not a measure of the performance efficiency needed to meet the budget.

B. Variance at completion (VAC) is a forecast of the amount of budget deficit or surplus at the end, not the required performance level.

D. Estimate to complete (ETC) is a forecast of the cost for the remaining work, not the efficiency required to execute that work.

1. Project Management Institute. (2017). The Standard for Program Management (4th ed.). Section 5.5.3

Program Financial Framework

p. 78. "The to-complete performance index (TCPI) is a comparative EVM metric that is used to determine the feasibility of achieving the cost objective of a program component."

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th ed.). Section 7.4.2.2

Data Analysis

p. 265. "The to-complete performance index (TCPI) is a measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal

expressed as the ratio of the cost to finish the outstanding work to the remaining budget."

3. Project Management Institute. (2011). Practice Standard for Earned Value Management (2nd ed.). Section 4.6

To-Complete Performance Index (TCPI)

p. 23. "The TCPI is the calculated cost performance index that is achieved on the remaining work to meet a specified management goal

such as the BAC or the EAC."