A program may produce different types of benefits: tangible, intangible, or both. You are making a decision as an ex ecutive sponsor about whether or not to undertake a new product development program. As you review the identified benefits, you note that a number of them are intangible. You ask the program sponsor to prioritize them to facilitate your review. This can best be done by–

A) Structuring their delivery
B) Understanding their dependencies
C) Defining them in terms of stakeholder expectations
D) Showing their contribution to business objectives
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Benefits management is both a top-down and a bottom-up process. A benefits realization plan is required for programs in your organization. You will be the manager for a new program to be implemented at the beginning of the corporation’s fiscal year. You want to concentrate on benefits management from the start. Now, as you define this program, you should–

A) Derive expected benefits from the business case
B) Analyze program results
C) Ensure that project managers complete required deliverables
D) Focus on organizational benefits
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You are a program manager in your agency. Your enterprise program management office (EPMO) has a project management information system (PMIS) and a methodology for projects that are undertaken in your agency programs. You have decided to use the agency’s PMIS for your program. It will be especially helpful to you as a tool and technique in which process?

A) Plan Communications
B) Provide Governance Oversight
C) Monitor and Control Program Risks
D) Develop Program Financial Plan
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A key member of your program staff has been complaining lately of the company’s vacation policies. He would like to take more time off but has not yet accrued enough time to do so. You are concerned that he is going to leave the company, so you monitor his e-mail, in accordance with company policy, to see whether he is sending his resume to other companies. The act of sending out his resume would be called a–

A) Risk trigger
B) Misuse of the company’s e-mail policy
C) Violation of the company’s code of ethics
D) Risk event
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You are managing a program to establish a new distribution center. The facility’s location was se lected because labor costs were low, but it is in a remote area. Now gasoline prices have increased 30 percent and are forec asted to rise another 20 percent in the next six months. In planning for the procurement of transportation services, you need to–

A) Prepare a contract management plan
B) Prepare a competitive analysis of service providers
C) Recommend to your sponsor that the program be terminated and the distribution center be moved to a more urban area
D) Encourage bidders by providing simplified legal requirements in the form of standard terms and conditions
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You are managing a business process management program for a large insurance company. After six months of effort, you have noticed that the key stakeholders seem to be losing interest in the effort and that friction has surfaced between your key staff members and key client contacts. You devise a plan to uncover the reasons for these apparent issues. You advise your deputy program manager to have lunch with her client co unterpart 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–

A) Ineffective, because clients can see through such actions
B) Negative, because it is a calculated attempt to gain information that could be obtained through more direct means
C) Positive, but bordering on being unethical
D) Positive, because you will be building stronger relationships with your client