更新说明
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06.06

  1. You had sent Program performance report to key stakeholder. Customer has responded back with an “Appreciation”note. Your sponsor who is also your reporting Manager has responded back to you mentioning that he is not happy with the Program’s performance. What is the most likely approach you would use immediately in this situation?
    1. Use your Conflict Management skill and change Sponsor’s perception about Program Performance by showing the Customer’s “Appreciation”note as a supporting evidence
    2. Use your Negotiation skill and change Sponsor’s perception about Program Performance by showing the Customer’s”Appreciation” note as a supporting evidence
    3. User your Persuasive skill and change Sponsor’s perception about Program Performance by showing the Customer’s”Appreciation” note as a supporting evidence
    4. Request a review meeting with Sponsor to review the Program Performance

      你已经向关键利益相关者发送了计划绩效报告。客户回信说 “感谢”。你的主办方，同时也是你的报告经理，给你回信，提到他对项目的表现不满意。在这种情况下，你最有可能立即使用的方法是什么？ a. 使用你的冲突管理技能，通过展示客户的 “赞赏 “字条作为支持性证据，改变赞助商对项目表现的看法。 b. 运用你的谈判技巧，通过展示客户的 “赞赏 “字条作为支持证据，改变主办方对项目绩效的看法。 c. 运用你的说服技巧，通过展示客户的 “赞赏 “字条作为佐证，改变主办方对项目绩效的看法。 d. 要求与主办方举行审查会议，审查计划绩效。

D
解析∶ Option”d” is the correct choice.All other options are very tempting choices which may come later possibly and not an immediate solution to use.

选项 “d “是正确的选择。其他选项都是非常不错的，而且是将来能用到的，但不是应该立即使用的解决方案。

Program performance report ：计划绩效报告 key stakeholde：主要利益相关方 Custome：客户 responded back：回信 Appreciation：赞赏 sponsor ：赞助方 mentioning：提及 approach：方法 immediately ：立即 situation：情况 Conflict Management skill：冲突管理技能 Sponsor’s perception：赞助商的看法 supporting evidence：支持性证据 Negotiation skill：谈判技巧 Persuasive skill：说服力技巧 Request a review meeting：要求召开审查会议

  1. Your program is completed successfully. Now you have invited all stakeholders for the program closure meeting. What is the likely approach you will take?
    1. Start with 5 minutes video which talk about program achievement before the meeting
    2. Make the presentations as per stakeholder requirement & expectation
    3. Present the details about the program benefits achieved & ask the stakeholder’s opinion &view
    4. Take this opportunity to say “THANKS”to all your Program team members &stakeholders

      你的项目已经成功完成。现在你已经邀请所有的利益相关者参加项目结束会议。你可能采取的方法是什么？ a. 在会议开始前播放5分钟的视频，讲述项目的成就。 b. 根据利益相关者的要求和期望进行介绍。 c. 详细介绍项目所取得的效益，并征求利益相关者的意见和看法。 d. 借此机会，向所有项目团队成员和利益相关者说 “谢谢”。

C
解析∶Options “a，b&d” are partally correct but more closer is option”c” because it’s a good example for gathering data for “Lessons learnt” from the Program Stakeholders as a part of Program closure formalities.

选项 “a、b、d “部分正确，但更接近的是选项 “c”，因为它是一个很好的例子，可以从计划利益相关者那里收集 “经验教训 “的数据，作为计划结束手续的一部分。

invited ：被邀请的 stakeholders：利益相关者 closure meeting：结束会议 program achievement ：计划成就 presentations as per：按照 requirement & expectation：要求和期望 details：详细内容 program benefits achieved：实现的计划效益 opinion &view：意见和看法 opportunity：机会 partally correct：部分正确 gathering data：收集数据 Lessons learnt：经验教训 closure formalities：结案手续

  1. Who are least likely to be a part of the Stakeholder group in your program?
    1. Customer
    2. Sponsor
    3. PMO
    4. All C-Level Executives of Organization (CEO, CoO, CFO, CiO, CTO)

      在你的项目中，谁最不可能成为利益相关者群体的一部分？ a. 客户 b. 赞助商 c. PMO d. 组织的所有C级管理人员（CEO、CoO、CFO、CiO、CTO）

D
解析∶Option”d” is more closer because the key here is the usage of the word”ALL”hence its very unlikely that all C-Level executives to be a part of stakeholder group in a Program.
Whereas, Customer,PMO& Sponsor are most likely to be a part of Program Stakeholder group.

选项 “d “更接近，因为这里的关键是 “所有 “这个词的用法，因此，所有的C级管理人员都是计划中利益相关者群体的一部分，这是很不可能的。 而客户、PMO和赞助商最有可能成为项目利益相关者群体的一部分。

least likely：最不可能 Customer ：客户 Sponsor：赞助商 Level Executives of Organization：级别 行政组织 hence：因此 Whereas：鉴于

  1. One of the project in your program is nearing completion.A key stakeholder has Suggested some major changes in that project. What would be your likely response?
    1. Approve change because program has wider scope to accommodate changes
    2. Document and Analyze change
    3. Document change and inform Governance board
    4. Say NO to the change because Project is nearing completion

      你项目中的一个项目即将完成。一个关键的利益相关者建议对该项目进行一些重大的改变。你可能的反应是什么？ a. 批准变化，因为项目有更大的范围来适应变化。 b. 记录和分析变化 c. 记录变化并通知管理委员会 d. 对变化说 “不”，因为项目已经接近尾声了

B
解析∶ Option”a”is half-correct （”Program has wider scope to accommodate changes” is a correct statement.But, it doesn’t mean that all changes can be considered approved which is the in-correct part)
Option “c” is again half-correct(“Document change” is the correct part but before informing Governance board it’s important to analyze the change)
Option “d”is incorrect choice (because it is un-wise to say NO to any change without doing proper analysis.Only option which is most likely is Option “b”. Most perfect choice would be “Document & Analyze change”

选项 “a “是半正确的（”计划有更大的范围来适应变化 “是一个正确的说法，但并不意味着所有的变化都可以被认为是被批准的，这是错误的部分）。 选项 “c “也是半正确的（”文件变更 “是正确的部分，但在通知治理委员会之前，对变更进行分析很重要）。 选项 “d “是不正确的选择（因为不做适当的分析就对任何变化说 “不 “是不明智的。唯一最可能的选项是选项 “b”。最完美的选择是 “记录和分析变化”

Suggested：建议的 major changes ：主要变化 Approve：批准 wider scope to accommodate changes：扩大范围以适应变化 Analyze change ：分析变化 inform Governance board：通知管理委员会 wider：更广泛的 scope：范围 accommodate：适应 statement：声明 considered approved：考虑批准 proper：适当的

06.07

  1. You are managing Information Technology（IT）Development Program，There are 10 project managers who are reporting to you. One of the projects in your program has completed development efforts and has reached testing stage. The project manager decides to add one level of testing stage without compromising the project schedule & cost. What is your response?
    1. Advise Project manager to raise a change request in program level
    2. Strictly inform the project manager to follow the (component)schedule management plan
    3. Escalate to governance board and analyze the consequence of adding that testing stage
    4. Do nothing. Project manager can decide on this action with the level of his authority
      1. 你正在管理信息技术（IT）开发项目，有10个项目经理向你报告。在你的项目中，有一个项目已经完成了开发工作，并已达到测试阶段。项目经理决定在不影响项目进度和成本的情况下，增加一个测试阶段的级别。你的反应是什么？ a. 建议项目经理在项目层面提出变更请求。 b. 严格通知项目经理遵循（组件）进度管理计划。 c. 上升到管理委员会，分析增加该测试阶段的后果。 d. 什么都不做。项目经理可以根据他的权力水平来决定这一行动。

A
解析：Changes in Component level need to be analyzed in Program level for any impacts in the dependencies within projects

组件层面的变化需要在计划层面分析对项目内的依赖关系的任何影响。

reached：达到 without compromising the project schedule & cost：在不影响项目进度和成本的情况下达成 Advise：建议 raise：提出 Strictly：严格执行 inform：告知 schedule management plan ：进度管理计划 Escalate ：升级 consequence：侯贵 authority：主管部门 impacts：影响 dependencies：依赖性

  1. Your Program office is preparing Program Metrics to measure the Varlance Analysis for Cost, Scope & Schedule at the Program level. Program Governance board is very specific about these metrics because most of the Governance decisions are dependent on the Program’s performance & Program Variance reported by Program Office. The Program office is finding difficult to understand the “Certain & Uncertain portions of the Program. Unless that is clear,it will be difficult for them to prepare the metrics.
    1. Advise Program office to conduct”Monte Carlo”analysis
    2. Advise Program office to conduct “PERT”analysis
    3. Advise program office to discuss with all your project managers and try to understand in terms of Certain&Uncertainty
    4. Advise program office to discuss Uncertainty protion with customers and understand their inputs and consider that data for the variance Analysis metrics

      你的计划办公室正在准备计划指标，以衡量计划层面的成本、范围和时间表的偏差分析。计划管理委员会对这些指标非常明确，因为大多数管理决策都取决于计划办公室报告的计划绩效和计划差异。计划办公室发现很难理解 “计划的确定和不确定部分”。除非这一点很清楚，否则他们将很难准备指标。 a. 建议计划办公室进行 “蒙特卡洛 “分析。 b. 建议项目办公室进行 “PERT “分析。 c. 建议项目办公室与所有的项目经理进行讨论，并尝试从确定和不确定的角度来理解。 d. 建议项目办公室与客户讨论不确定性方案，了解他们的投入，并考虑这些数据作为差异分析的指标。

B
解析：Option”b” is correct because PERT analysis will consider “Pessimistic,Optimistic,Most Likely” factors are taken into consideration. Option “c&d” will not help. Option”a” is incorrect either

选项b是正确的，因为PERT分析会考虑 “悲观、乐观、最可能 “等因素。选项 “c&d “没有帮助。选项 “a “也不正确。

Program Metrics：计划指标 measure：措施 Varlance Analysis for Cost, Scope & Schedule：成本、范围和进度偏差分析 Governance decisions：管理决策 dependent：依靠 Program Variance reported：报告计划差异 “Certain & Uncertain portions of the Program：计划的确定和不确定性部分 Monte Carlo”analysis：蒙特卡洛分析 Uncertainty protion with customers：与客户的不确定性假设 Pessimistic,Optimistic,Most Likely：悲观的、乐观的、最可能的 either：或者

  1. You are Program manager for the Program ABC and you have received a mall from CEO of your company where he has forwarded you the mail sent by one of the Project manager within your Program, mentioning that something really wrong is happening in his Project. What is your reaction?
    1. Speak to your CEO and reply with the possible fix for that solution
    2. Speak to the concerned Project Manager about the issue and get it fixed
    3. Discuss about the Escalation path with the Project Manager and ensure the proper communication protocol is followed within the Program level
    4. Nothing to react. Let Project manager work with CEO to resolve that issue because he is the one who highlighted it.

      你是ABC项目的经理，你收到了来自公司CEO的邮件，他把你项目中的一个项目经理的邮件转发给你，说他的项目真的出了问题。你的反应是什么？ a. 与你的首席执行官交谈，并回复该解决方案的可能修复方法。 b. 与相关的项目经理谈论这个问题，并将其解决。 c. 与项目经理讨论升级路径，并确保在项目层面上遵循适当的沟通协议。 d. 没有任何反应。让项目经理与CEO一起解决这个问题，因为他是强调这个问题的人。

C
解析：Option “c” will come first. Defining the escalation path & setting the communication protocol will form the base for all Program Level communications and set the expectations very clear. Option “b” will be followed by Option “c” &then followed by Option “A” Option “D” is irrelevant

选项 “c “将首先出现。定义升级路径和设定沟通协议将构成所有计划层面沟通的基础，并将期望设定得非常清楚。选项 “b “之后是选项 “c”，然后是选项 “A” 选项 “D “是不相关的。

forwarded：转发 reply：回复 Escalation path：升级路径 ensure the proper communication protoco：确保适当的沟通协议 Defining：定义 expectations very clear：非常明确的期望 irrelevant：不相关

  1. A Construction Program which was scheduled for 10 years didn’t progressed well. Because 90% of the work got completed in 8 years as planned and the rest 10% of the work took almost additional 5 years to complete. At what point in time, the Program can be requested for closure?
    1. When Program Manager decides that the program is a failure
    2. When the Program budget is completed
    3. When key stakeholders asked to close the program since it was a failure
    4. When the sponsoring organization send closure request

      一个计划了10年的建筑项目没有取得良好的进展。因为90%的工作按计划在8年内完成，而其余10%的工作几乎需要额外的5年才能完成。在什么时候可以要求关闭该计划？ a. 当项目经理决定该计划是失败的时候 b. 当计划预算完成时 c. 当主要的利益相关者要求关闭该计划时，因为它是一个失败的计划。 d. 当赞助组织发出关闭请求时

D
解析： Refer SPM4 Section 7.1.4 Page97

Construction Program：施工方案 scheduled：预定 additional ：额外的 Program budget：计划预算