A program manager learns that their company's organizational strategy has changed. This change impacts one component project of a program, misaligning it with both the program objectives and the new o

Question

Options

• AImmediately submit a component project closure request to the program sponsor so that
• BAssess the impact of closure on other component projects, and generate a recommendation
• CRecommend that the component project manager complete work activity to deliver benefits to
• DUpdate the benefits management plan to reflect the impact of the change on the program and

• A
  28% (8)
• B
  55% (16)
• C
  7% (2)
• D
  10% (3)

Explanation

Even when a component project is misaligned with the new strategy, the program manager must first assess the impact that closing (or not closing) that component would have on the other five or more interdependent component projects before generating a recommendation. Dependencies, shared resources, downstream deliverables, and contractual obligations could make early closure more harmful than completing the remaining 10%. This assessment produces an informed recommendation with evidence. Immediately submitting a closure request (A) skips the impact analysis and could cause cascading harm to other components. Recommending completion simply because it is 90% done (C) ignores the strategic misalignment without analysis. Updating the benefits management plan (D) is premature-you update the plan after a decision is made, not before assessing the situation.

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