The chief executive officer (CEO) informs the program manager that the delivery date for project A must be compressed by two months to accommodate market needs. Project A relies upon deliverables from

Question

Options

• ADirect the three project managers to crash their projects, to allow project A the two months of
• BReview the program resource management plan with the three project managers emphasizing
• CConvene the change board to evaluate the cost/benefit of the compression and the impact on the
• DEngage the executive sponsor and program board to evaluate the CEO's request and determine if

• A
  5% (3)
• B
  69% (42)
• C
  8% (5)
• D
  18% (11)

Explanation

When the CEO requests a two-month schedule compression for Project A, which is dependent on deliverables from Projects B and C, the program manager must first understand what resources are available and what impact the compression would have across all three interdependent projects. Reviewing the program resource management plan with all three project managers (B) provides the factual foundation needed before any decisions can be made. Option A (immediately crashing all projects) is premature and potentially costly without impact analysis. Option C (convening the change board) and Option D (engaging the executive sponsor) are appropriate follow-on steps but require the resource and impact data that Option B generates first. In program management, informed decision-making always begins with understanding resource capacity and dependencies.

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