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?

• A. An inventory detailing all physical and logical components in place and the employees in scope
• B. A comprehensive analysis of the different compensation packages offered in the 16 countries
• C. A detailed plan showing dependencies among the constituent protects
• D. A cost/benefit analysis of the different scenarios, presenting their respective contributions

The program manager plans to address a negative cost variance generating a red flag in the program management status report. What should the program manager do?

• A. Gather all the details, analyze impacts, determine corrective actions and present the findings to the governance board for direction
• B. Contact the project sponsors to present the details, impacts, and possible corrective actions regarding the negative cost variance
• C. Work with program sponsor to compile impact analysis data to obtain additional funding for the program
• D. Ask the program team to compile all details, analyze impacts, determine corrective actions and present to the governance board for direction

After taking over a program, a program manager reviews the program's status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs The program manager establishes earned value (EV) metrics and determines that the program has a budget of USS2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US$320,000. The program has spent US$350,000 and the EV is US$340,000 Based on this information, the program manager determines which of the following?

• A. The cost is USS20.000 over budget
• B. The schedule is US%30.000 under budget
• C. The cost is US$20.0O0 under budget
• D. The schedule is US$10.000 over budget

In a transformational program, all projects are on track and delivering their objective. However stakeholders are hesitant to take on the new processes because performance in the current environment may not be representative of actual performance Stakeholders fear that the program will fail to provide the service required.
To assure positive performance in the current environment, the program manager should do which of the following?

• A. Ensure the new processes will perform better than the current processes
• B. Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered
• C. Ask the program steering committee to endorse the new processes and current program schedule and deliverables
• D. Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes