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?

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*?

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?

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?

Q31. A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity’?

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?

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

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?

Q35. What is the MINIMUM lighting requirement for telecommunications spaces?

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?

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?

Q38. Which two of the following are included in the ICT distribution designer’s role of vendor and contractor coordination’? (Select two options.)

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 center
2. The policies and procedure area-aimed at establishing a common set of processes supporting the new way of delivering services
3. 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?

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?

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?

Q42. Which of the following two items are examples of items associated with a submittal? (Select two options.)

Q43. Smaller buildings with a serving area larger than 1000 ft2 and less than 5000 ft2 may be served by:

Q44. What is the MAXIMUM number of work areas served by a single Multiuser Telecommunications Outlet Assembly (MUTOA)?

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”

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?

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?

Q48. A company wants to perform a preliminary stakeholder analysis lo assess a new program’s support. What should the program manager develop’?

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?

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?

Q51. During the design phase, drawings for ICT communications spaces should be reviewed for Standards compliance and