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BICSI Registered Communications Distribution Designer - RCDD v15 Sample Questions:

1. A program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement. The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable. The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan.
What should the program sponsor do?

A) Direct the program manager to develop the necessary plans to ensure benefits can be transitioned and sustained after program closure.
B) Direct the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure
C) Direct the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.
D) Direct the program manager to assess the impact of this change and follow the established change management process

2. A company is evaluating the implementation of enterprise resource planning (ERP) software.
The program manager performs an analysis to confirm the program's feasibility
What other important step should the program manager complete^

A) Mapping of the financial benefits to the ERP software's functionality
B) Identification and documentation of the initial risks for ERP software Implementation
C) Review of strategic goals against any external environmental factors
D) Development of the program's vision statement

3. Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template while others prefer another
How should the program manager decide which template is appropriate?

A) Meet with the program governance board to select an appropriate template
B) Review the issue with the project managers and come to mutual agreement on which template to use
C) Review the issue with the program management office (PMO) to determine which template to use
D) Allow the component project managers to use their preferred templates

4. An organization is embarking on a new program aligned with its strategic objectives. The new program has a High level of risk due to the rapidly changing technical landscape in which the organization operates. The organization has mature program management capabilities, as measured by its resources, intellectual assets, and management processes.
Given the organization's history of delivering successful programs, what should the program manager do as part of the planning process?

A) Interview the program managers and stakeholders of previous programs to learn from their experiences.
B) Review the organization's strategic objectives risk tolerance and compliance processes, which may provide knowledge about past programs
C) Consult the repository developed as part of the organization's knowledge management initiative to capture best practices and lessons learned
D) Hire independent industry specialists and subject matter experts (SMEs) to provide additional information about market trends and uncertainties m the external environment

5. A municipal agency manages a city's water and wastewater infrastructure. A regulation requires the replacement of sewer lines throughout the city at a cost of US$2 billion over 30 years
The city has been managing this program with various program teams, and has a project controls office In place to track protects separate from the program management team A program manager is hired to standardize all deliverables from component projects under the program.
What should the program manager do next?

A) Create a program performance analysis report
B) Generate a program charter
C) Establish a program management office (PMO)
D) Develop a program management framework

Solutions: