Spring 2023 PM.344.HSF1/PM.344.WC1 Project Governance: Program and Portfolio Management 1. The overall status of the transformation program is influenced by the status of the various individual projects. When using the status reporting tool, if one of the seven criteria for the project is in red status, while all others are in yellow status, the overall project health is deemed yellow. Select one: True False

2. According to the article "To Govern IT, or Not to Govern IT", Focusing on technology rather than on its use has yielded a culture in which business leaders resist involvement in leadership of the IT agenda. Select one: True False

3. Program status dashboards are higher level roll- up and are essentially a composition of all of the following building blocks EXCEPT:

a. Program business Case b. Program executive summary c. Program deliverables and milestones d. Program change requests 4. Completion of the program, road map, release of funding, completion of program planning phase, and completion of systems design, are all examples of __________.

a. Program Dashboard b. Program Status Report c. Program Milestones d. Program Life Cycle

5. Operational expenses include _________ while capital expenses include __________.

a. Ongoing costs for running the business, Fixed asset purchases b. Labor costs, Material costs c. Resources cost, supporting technology costs d. Installation costs, risk management costs

6. Program managers own the program's, and the project's level issues and risk management cycles from beginning to end. Select one: True False

7. The Operations transition framework compromises of three phase approach. These three phases are:

a. Plan, Develop, Execute b. Develop, Execute, Operate c. Plan, Execute, Monitor d. 8. Develop, Execute, Control ____________ is a technique used for decomposing operational processes into activities and analyzing them. a. Process mapping b. Value enhancement analysis c. Decomposition d. Operation change control

9. The _________ techniques in the program management tool kit that can be implemented across a wide range of stakeholder types at different junctures of the program to check if an output or process is in line with the expectations. a. Walkthrough b. Value driven c. Expectation Analysis d. Output driven

10. According to the article The Impact of PMOS on Strategy Implementation, PMOs that are rarely involved in project alignment to strategic objectives of the organization are nearly twice as likely to be a high-performing PMO as those frequently involved. Select one: True False