A program meeting was held virtually to discuss the program scope. Without face-to-face interactions, the program charter seemed ambiguous and program team members appear to be lacking motivation and are unsure of their roles. What should the program manager do to improve productivity?

• A.Focus on team-building activities to promote trust and ownership among team members
• B.Train the team in a workshop, focusing on working virtually.
• C.Spend more time improving communication and collaboration
• D.Reduce ambiguity by introducing the RACI matrix to have a tight control on the program

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What quality control chart compares two or more variables over time to determine how closely the variables may be related to one another?

• A.Run chart
• B.Scatter diagram
• C.Control chart
• D.Pareto diagram

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Marty is the project manager of the recently completed NHK Project. The project was deemed successful by the project customer and they have signed the formal acceptance documentation. Marty has written the final project report, released the project team, and completed the lessons learned documentation. What else should Marty do in the closure of the NHK Project?

• A.Summarize the project variance.
• B.Archive the project records.
• C.Summarize the project risks costs.
• D.Close the project office.

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A program manager is assigned to a large cross-functional program that includes five different technologies and multiple workstreams.
Some potential stakeholders have conflicting program expectations.
What should the program manager do next?

• A.Share the approved program business case with key stakeholders and conduct interviews with them.
• B.Document stakeholder expectations in the program's risk register to determine their influence.
• C.Send out satisfaction surveys and document the results in the program's stakeholder engagement plan.
• D.Update the stakeholder register to document stakeholders' positions relative to the program.

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An infrastructure program has 20 projects. The first half of these projects incurred multiple change orders and failed to be completed on time. The program manager meets with the project managers to discuss lessons learned and to understand the challenges. During the meeting, the project managers complain that key risks and a lack of resources resulted in missing deadlines.
What should the program manager do to ensure that the remaining 10 component projects stay on track?

• A.Schedule weekly meetings with the project managers.
• B.Update the program management plan.
• C.Develop a change management strategy.
• D.Rebaseline the remaining component projects.

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