This page was exported from Top Exam Collection [ http://blog.topexamcollection.com ] Export date:Sun Jan 19 21:54:29 2025 / +0000 GMT ___________________________________________________ Title: Pass Exam Questions Efficiently With RCDDv14.1 Questions (2023) [Q27-Q51] --------------------------------------------------- Pass Exam Questions Efficiently With RCDDv14.1 Questions (2023)  RCDDv14.1 Questions - Truly Beneficial For Your BICSI Exam  BICSI RCDDv14.1 Certification Exam is ideal for individuals who work in the telecommunications industry, including network designers, project managers, and engineers. BICSI Registered Communications Distribution Designer certification helps individuals demonstrate their expertise in network design and implementation, which can lead to career advancement opportunities and higher salaries. Additionally, the certification program provides individuals with access to a global network of professionals, which can be beneficial in terms of networking and career development.   Q27. The new performance financial system is delivered lo all business entities on time following a one-year implementation program After six months of utilization the global finance department one of the main beneficiaries of the program, determines that quality and level of granularity of the financial data is not sufficient for them to analyze the key performance indicators (KPIs) defined Additionally, the global finance department is missing the analytical tools required to understand the causes of discrepancies To address these shortcomings the global finance department submits a request for a follow-up initiative through the process defined by which of the following documents?  Benefits sustainment plan  Benefits governance plan  Benefits realization report  Benefits transition plan Q28. The program manager compiles a program performance report for review by the program governance board. The performance report indicates that the scope, quality and schedule objectives have been me, but costs and resource utilization are higher than expected The program can no longer deliver the planned return-on-investment within an acceptable level and the intended benefits have not yet been realized After further analysis of the performance indicators the program manager should do which of the following*?  Extend the schedule to reduce costs and resource utilization  Expand the scope and continue the program until return on investment objectives can be met  Recommend cancellation of the program based on performance metrics  Transition the existing program results to the appropriate operational area Q29. Program manager B leaves the program and program manager A takes over the program responsibilities Program manager A wants to ensure that all expected benefits of the program are realized.What is used to assess the program cost/benefit justification?  Program charter  Benefits management plan  Program business case  Program scope statement Q30. A program to implement a new payroll processing system at a healthcare company is nearing completion and is under budget. What should the program manager do next?  Request permission from the program governance board to initiate program closure activities  Present additional opportunities to the program sponsor  Apply the remaining budget to operational activities  Apply the remaining budget to deferred enhancement requests Q31. A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity’?  Program risk register  Program scope management plan  Program risk management plan  Component project risk registers Q32. A program is developing a next-gene ration product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet What activity should the program manager perform next?  Program delivery management  Resource Interdependency management  Program performance monitoring and controlling  Benefits sustainment and program transition Q33. For the MAXIMUM flexibility of a cabling system in a hierarchical star topology, ALL backbone cables and links to FR’s should be terminated at the  HC (FD).  IC (BD).  TR  MC (CD) Q34. An organization is embarking on a new program aligned with its strategic objectives The new program has a High level of risk due to the rapidly changing technical landscape in which the organization operates The organization has mature program management capabilities, as measured by its resources, intellectual assets, and management processes.Given the organization’s history of delivering successful programs, what should the program manager do as part of the planning process?  Interview the program managers and stakeholders of previous programs to learn from their experiences.  Review the organization’s strategic objectives risk tolerance and compliance processes, which may provide knowledge about past programs  Consult the repository developed as part of the organization’s knowledge management initiative to capture best practices and lessons learned  Hire independent industry specialists and subject matter experts (SMEs) to provide additional information about market trends and uncertainties m the external environment Q35. What is the MINIMUM lighting requirement for telecommunications spaces?  50 lux (4.6 foot-candles) of lighting in the horizontal plane and 20 lux (1.9 foot-candles) of lighting in the vertical plane measured at 1 meter (3.28 feet) above the finished floor  200 lux (18.6 foot-candles) of lighting in the horizontal plane and 500 lux (46 foot-candles) of lighting in the vertical plane measured at 1 meter (3.28 feet) above the finished floor  500 lux (46 foot-candles) of lighting in the horizontal plane and 200 lux (18.6 foot-candles) of lighting in the vertical plane measured at 1 meter (3.28 feet) above the finished floor  500 lux (46 foot-candles) of lighting in the horizontal plane and 500 lux (46 foot-candles) of lighting in the vertical plane measured at 1 meter (3.28 feet) above the finished floor Q36. An organization initiates an innovation program to deliver exceptional performance and benefits. After the program transition plan is in place and the implementation of a benefits sustainment plan starts the program manager discovers the program may be shut down due to lack of funding.To ensure continued funding for the program, what should the program manager do next?  Complete the benefits sustainment plan and update the benefits register  Present a revised ROl to the program sponsors based on the remaining investment.  Conduct a cost-benefit analysis to ensure the program sponsors understand the program’s long-term benefits  Review the program business case and the program’s strategic alignment and long-term benefits with the program governance board. Q37. A company CEO meets with key customers to learn how they can be better served Alter discovering that some executive team members disagree with each other, the CEO asks the program management office (PWO) to develop a program to better serve key customers based on their strategic importance to the company’s long-term goals.What should the program manager do to establish and successfully manage the program’s direction?  Create a program strategy to obtain the required funding from the portfolio decision team  Develop and foster relationships with stakeholders to improve communication  Conduct stakeholder interviews to address their concerns and expectations  Identify a list of projects, and then assign them suitable project managers Q38. Which two of the following are included in the ICT distribution designer’s role of vendor and contractor coordination’? (Select two options.)  Conduct final ICT inspections to ensure standard and code compliance, design intent, and/or client requirements are met.  Monitor project schedule for delays  Produce ICT closeout documentation for the owner to provide the record documentation of the installation  Communicate status to stakeholders  Assist in the resolution of unforeseen conditions, change orders. RFIs, and changes to the project’s critical path Q39. A large international manufacturing company is centralizing its IT which is currently spread over 16 countries. The transition means physically regrouping the infrastructure and aligning processes and organizations The high-level scope of this transformation encompasses three main areas.1. The technology area-assessing which technology/tooling should be retained for the target data center2. The policies and procedure area-aimed at establishing a common set of processes supporting the new way of delivering services3. The HR area-assuring the new organization best fits the diversity of the countries and functional domains, while offering equivalent compensations for comparable functions You have selected your team and you are preparing the business case to support 1) the team selections you made and 2) your recommendation to proceed to the program’s next phase Which document should be present m your business case?  A detailed plan showing dependencies among the constituent protects  A comprehensive analysis of the different compensation packages offered in the 16 countries  An inventory detailing all physical and logical components in place and the employees in scope  A cost/benefit analysis of the different scenarios, presenting their respective contributions Q40. Near the completion of a transformation program, the operations manager is concerned that their department failed lo 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?  Added the operations manager as a key stakeholder  Created a transition plan during the planning phase for the impacted operational area  Ensured there was a communications management plan that included the transition to operations  Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations Q41. A program manager concurrently implements a software program at four client locations. The client’s objective is to maintain quality while shortening the software implementation timeline What key elements should be included in the benefits register to achieve this goal?  Plans for tracking and communicating risks associated with the program  Plans for conducting program quality assurance and control on a regular basis  Plans for program schedule control to meet the shorter timeline  Plans for defining metrics and key performance indicators (KPIs), and procedures to measure benefits Q42. Which of the following two items are examples of items associated with a submittal? (Select two options.)  Request tor permits  As-built  Shop Drawings  Product Data  Punch List Q43. Smaller buildings with a serving area larger than 1000 ft2 and less than 5000 ft2 may be served by:  self-contained cabinets.  wall cabinets.  shallow rooms.  enclosed cabinets. Q44. What is the MAXIMUM number of work areas served by a single Multiuser Telecommunications Outlet Assembly (MUTOA)?  18  12  10  5 Q45. Alter an organization initiates a strategic program several project managers express interest in joining the program Team. The program manager’s supervisor recommends a list of project managers to be part of the team What should the program manager do to select the project managers”  Complete a skill set inventory and select the most suitable resource(s)  Ask interested project managers for their CV or resume and conduct Interviews  Accept the recommendation of the program manager’s supervisor  Contact the human resource manager tor project managers’ availability Q46. The number of emerging risks increases in a component project and the program manager tails behind in reviewing) and approving the plans. This Impacts the component project manager’s ability to effectively address the risks.In this situation, what should the program manager change about the risk management plan?  Allow the component project manager to delegate risk management responsibilities  Assign the resolution of project-level risks to the component project manager  Include risk escalation policies and procedures in the risk response plan  Increase flexibility with risks that require a risk response Q47. A program manager initiates a developmental program. Significant resources and funding are required (or early activities until the program cost and budget estimates are complete What should the program manager do to understand the financial environment?  Map costs to the expected benefits realization  Establish intermediate budget based on historical information  Establish program financial framework  Obtain intermediate funding from the executive sponsor Q48. A company wants to perform a preliminary stakeholder analysis lo assess a new program’s support. What should the program manager develop’?  Program communications management plan and the stakeholder charter  Responsible accountable consult and inform (RACI) matrix stakeholder list, and escalation process  Stakeholder strengths weaknesses, opportunities and threats (SWOT) analysis  Stakeholder engagement plan, stakeholder register, and stakeholder map Q49. A program manager is concerned that a program will be unable to achieve its intended benefits. How should the program manager handle this concern?  Meet with the program management office (PMO) lo review critical program success factors.  Meet with the component project managers to reallocate resources within the program  Meet with the program stakeholders to determine if a reduction in program scope is acceptable  Meet with the component project managers to perform risk analysis Q50. A request for proposal (RFP) yields a bid with a better delivery schedule and a lower cost, but originates from a vendor not on the prequalified vendor list During the final review of the RFPs the program manager is informed that the new bidder is a relative of the project manager. Although the bid meets all company policies, the program manager is concerned about a conflict of interest.What should the program manager do?  Select the best bid from the prequalified vendor list  Accept the bid from the new vendor and document the decision.  Advise the sponsor of a possible conflict of interest prior to awarding the bid  Add the new vendor to the prequalified list and replace the project manager Q51. During the design phase, drawings for ICT communications spaces should be reviewed for Standards compliance and  cost projections.B OSHA specifications  client requirements  equipment availability  Loading … Truly Beneficial For Your BICSI Exam: https://www.topexamcollection.com/RCDDv14.1-vce-collection.html --------------------------------------------------- Images: https://blog.topexamcollection.com/wp-content/plugins/watu/loading.gif https://blog.topexamcollection.com/wp-content/plugins/watu/loading.gif --------------------------------------------------- --------------------------------------------------- Post date: 2023-08-08 13:00:53 Post date GMT: 2023-08-08 13:00:53 Post modified date: 2023-08-08 13:00:53 Post modified date GMT: 2023-08-08 13:00:53