DAY7
1	Your pharmaceutical company has decided to reorganize some of its business units, and has decided to manage this major effort as a program. A business case has been developed and the program is approved. Also, it has been decided that two existing projects will become componets of this program. You have been asked to manage the definition phase of the program. What does your management expect as the MAIN outputs from running the program definition phase?您所在的制药公司已决定重组一些业务单元，并决定将这项重大工作作为一个项目集来管理。商业论证已制定并且项目集已被批准。另外，已决定两个现有项目将成为这个项目集的组件。您被要求管理项目集的定义阶段。管理层希望项目集定义阶段的主要输出是什么？  A.Organization strategic plan, program roadmap, establishment of the infrastructure， component management plans, and assignment of the program manager组织战略计划、项目集路线图、建立基础设施，组件管理计划和项目集经理的任命  B.Organization strategic plan, program charter, program management plan and assignment of the program manager组织战略计划、项目集章程、项目集管理计划和项目集经理的任命  C.Program charter, assignment of the program manager and of the program sponsor, program roadmap, establishment of the governance structure项目集章程、项目集经理和项目发起人的任命、项目集路线图、建立治理结构  D.Program charter, assignment of the program manager and of the program sponsor, component planning and authorization, establishment of the governance structure项目集章程、项目集经理和项目集发起人的任命、组件规划和授权、建立治理结构	C	组件规划和授权在交付阶段
2	Which document defines how to achieve the program's strategic goals and intended benefits?哪个文件定义了如何实现项目集的战略目标和预期收益？  A.Program mandate项目集指令  B.Program approach项目集方法  C.Program management plan项目集管理计划  D.Program charter项目集章程	C.Program management plan项目集管理计划	1.定义了如何实现，”如何实现一般都是计划“； 2.定义了项目集的战略目标和收益---则就是项目集章程！
3	Program sponsor raised concern about program high priorities risk and budget variance, Program manager should refer to which of the following:项目集发起人对项目集高优先级风险和预算偏差提出关切，项目集经理应参考以下哪项：  A.Program Management Plan项目集管理计划  B.Program Management Information System项目集管理信息系统  C.Program Status Report项目集状态报告  D.Program Dashboard项目集仪表盘	C.Program Status Report项目集状态报告	可视化的话，就是仪表盘
4	You manage a program in company ABC, which manufactures and sells electronic equipment.Up to now, the company was using its own marketing channels, but the company has recently decided to split them: some equipment will still be sold through existing channels, and some equipment will be sold through the new marketing channels. This decision has a major impact on the existing company organization. Some of the strategic objectives have changed, taking into account the new marketing channels. You do not know if the program you are managing is impacted or not by the new strategy and if it is to what extent. A steering comitte meeting is planned next week and you will participate. What will be the most important asked by the steering committee about your program?您在ABC公司管理一个项目集，该公司生产和销售电子设备。到目前为止，该公司使用自己的营销渠道，但该公司最近已经决定将其拆分：一些设备仍将通过现有渠道销售，一些设备将通过新的营销渠道销售。这一决定对现有公司组织有重大影响。考虑到新的营销渠道，一些战略目标已经改变。您不知道您管理的项目集是否受到了新战略的影响，以及影响到了什么程度。下周计划召开指导委员会会议，您将参加。指导委员会询问有关您的项目集最重要的问题将是什么？  A.Is your program still expected to generate adequate revenue?您的项目集是否仍能产生足够的收入？  B.Is your program still in the updated portfolio?您的项目集是否仍在更新的项目组合中？  C.Are the component projects of your program still expected to produce the right deliverables您的项目集组件项目是否仍期望产生正确的可交付成果  D.Are the expected benefits generated by your program still in line with the new strategic objectives?您的项目集产生的预期收益是否仍符合新的战略目标？	D
5	The program is running as planned, and it is going well. But one of the stakeholder tell you that he want to know if the program will achieve the benefits as progressed. What should to be shown the stakeholder?项目集正在按计划进行，并且进展顺利。但干系人中的一人告诉您，他想知道随着项目集的进展，该项目集是否将会实现收益。应该向干系人展示什么？  A.Benefits register收益登记册  B.Program roadmap项目集路线图  C.Business case商业论证  D.Program charter项目集章程	A.Benefits register收益登记册	收益识别--产生登记册； 分析规划、交付---更新登记册
6	Congratulations! You have been selected as the program manager in charge of managing a large program which includes five projects, and lots of stakeholder. This program is key for your company. Several benefits are expected as a result of this program that should establish your company as a leader in its field. You are now proceeding in the first phase of the program life cycle, the definition phase. You know that you should develop the program roadmap before the next steering committee meeting. You have list of identified key benefits and also a high-level schedule of their planned dates. You are not sure about the difference between the benefits management plan and the program roadmap. From the list of below options, what is the best answer? 祝贺！您被选为项目集经理，负责管理一个大型项目集，其中包括五个项目和众多干系人。该项目集对您的公司至关重要。项目集的结果带来的诸多预期收益，将使您的公司成为该领域的领导者。您现在进入项目集生命周期的第一阶段，即定义阶段。您知道您应该在下次指导委员会会议之前制定项目集路线图。您拥有已识别的关键收益清单，以及它们预计日期的高层级进度计划。您不确定收益管理计划和项目集路线图之间的区别。从以下选项列表中，最佳答案是什么？  A.There is no difference between the two. They both relate to the creation of program benefits两者之间没有区别。它们都与创造项目集收益有关  B.They are different: the benefits management plan describes when and how the benefits will be created and the program roadmap is more general and provides a high-level view of the key milestones and decision points of the program, including benefits realization它们是不同的：收益管理计划描述了何时以及将如何创造收益，而项目集路线图更为宏观，并提供了项目集关键里程碑和决策点的高层级视图，其中包括收益的实现 正确答案  C.They are different: the benefits management plan describes when and how the benefits will be created and the program roadmap does not address at all the creation of this benefits它们是不同的：收益管理计划描述了何时以及将如何创造收益，而项目集路线图根本没有说明如何创建这些收益  D.They are complementary: both are outputs from 'Benefits analysis and planning' activities它们是互为补充的：两者都是“收益分析和规划” 活动的输出	B
7	You are managing a program, which is well underway. Several identified benefits have been realized and the four component projects are on track to produce their expected deliverables. A large majority of stakeholders are happy with program results, except one who is key for the success of the program. This stakeholder insists on the fact that you did not plan to track and manage her expectations. You paid a lot of attention to stakeholder engagement during the program definition phase, and you believe you effectively documented how to track stakeholders expectations during the life of the program. Where did you record, how you planned to track and manage stakeholders' expectations?您正在管理一个项目集，顺利进行中，已经实现了几个已识别的收益，四个组件项目正在按计划产生预期的可交付成果。绝大多数干系人对项目集结果感到高兴，除了一个对项目集成功至关重要的干系人。这个干系人坚持认为，您没有计划来跟踪和管理她的期望。在项目定义阶段，您非常关注干系人的争取，并且您相信有效地记录了如何在项目集生命中跟踪干系人期望。您在何处记录，如何计划来跟踪和管理干系人的期望？  A.The stakeholder engagement plan干系人争取计划  B.The program charter which describes stakeholder expectations描述干系人期望的项目集章程  C.The program business case which gives a high-level summary of stakeholder expectations提供干系人期望的高层级汇总的项目集商业论证  D.The stakeholder register干系人登记册	A.The stakeholder engagement plan干系人争取计划
8	You are managing a business process management program for a large insurance company. After eight months of effort, you have noticed that the key stakeholders seem to be losing interest. The effort and friction have surfaced between your key staff members and key client contacts. You look into the root causes to uncover the reasons for these apparent issues. You advise your deputy program manager to have lunch with her client counterpart at least once a week. Likewise, you will start taking the client's vice president out to dinner every month. This activity can be viewed as?您正在管理一家大型保险公司的业务流程管理项目集。经过八个月的努力，您已经注意到关键干系人似乎正在失去兴趣。您的关键员工和关键客户不断接触，且摩擦也慢慢出现了。您深入查看根本原因以揭示这些显而易见的问题的起因。您建议您的执行项目集经理至少每周与她的客户代表共进一次午餐。同样，您将开始每月外出宴请客户的副总裁。此活动可以被视为？  A.Develop and foster relationships with stakeholders发展和培养与干系人的关系  B.Positive but bordering on being unethical积极但在不道德的边缘  C.Negative, because it is a calculated attempt to gain information that could be obtained through other direct means消极，因为这是一种本应通过其他直接方式可以获得信息，但却试图通过算计获取。  D.Ineffective, because clients can see through such actions无效，因为客户能够看穿此类行为	A.Develop and foster relationships with stakeholders发展和培养与干系人的关系
9	Component transition and closure is an important program activity during program life cycle. Prior to the end of the program benefits delivery phase, all component areas are reviewed to verify that benefits were delivered and to transition any remaining projects and sustaining activities. Before the authorizing formal program closure, for the program final status what do you do?组件移交和关闭是项目集生命周期中的一项重要项目集活动。在项目集收益交付阶段结束之前，对所有组件领域进行审查，以验证收益已交付，并移交任何剩余项目和维持性活动。在正式授权项目集收尾之前，对于项目集的最终状态，您要做什么？  A.Completed a report to governance board完成给治理委员会的报告  B.Reported the final status to governance board向治理委员会报告最终状态  C.Prepared the lessens learned准备经验教训  D.Reviewed with the program sponsor and governance board与项目集发起人和治理委员会一起审查	D.Reviewed with the program sponsor and governance board与项目集发起人和治理委员会一起审查
10	A program manager defines a new program with great potential in an organization that has experienced both successes and failures.In preparation for the initiating process, what should the program manager do?在经历过成功和失败的组织中，项目集经理定义了一个具有巨大潜力的新项目集。在为启动过程做准备时，项目集经理应该做什么？  A.Establish a framework for funding with the sponsoring organization.与发起组织一起建立资金框架。  B.Create a strong budgetary proposal that utilizes minimal investment.创建一个使用最少投资的强有力预算提案。  C.Obtain the president's support to influence the sponsoring organization's buy-in.获得总裁的支持，以影响发起组织的认可。  D.Identify several funding sources within the organization.识别组织内的几个资金来源。	D.Identify several funding sources within the organization.识别组织内的几个资金来源。