PGMP · Question #427
A program manager concurrently implements a software program at four client locations. The client's objective is to maintain quality while shortening the software implementation timeline. What key ele
The correct answer is D. Plans for defining metrics and key performance indicators (KPIs), and procedures to measure. The benefits register tracks the intended outcomes of the program and how they will be measured and verified. To achieve the client's dual objective of maintaining quality while shortening the timeline, the register must include defined metrics and KPIs along with the procedures
Question
A program manager concurrently implements a software program at four client locations. The client's objective is to maintain quality while shortening the software implementation timeline. What key elements should be included in the benefits register to achieve this goal?
Options
- APlans for tracking and communicating risks associated with the program
- BPlans for conducting program quality assurance and control on a regular basis
- CPlans for program schedule control to meet the shorter timeline
- DPlans for defining metrics and key performance indicators (KPIs), and procedures to measure
How the community answered
(46 responses)- A17% (8)
- B7% (3)
- C4% (2)
- D72% (33)
Explanation
The benefits register tracks the intended outcomes of the program and how they will be measured and verified. To achieve the client's dual objective of maintaining quality while shortening the timeline, the register must include defined metrics and KPIs along with the procedures to measure them-this is what allows the program to track whether the actual outcomes (quality sustained, timeline reduced) are being achieved against targets. Plans for tracking and communicating risks (A) belong in the risk management plan. Plans for quality assurance and control (B) belong in the quality management plan. Plans for schedule control (C) belong in the schedule management plan. The benefits register specifically requires measurable definitions of success, not operational management plans.
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