The program manager plans to address a negative cost variance generating a red flag in the program management status report. What should the program manager do?

Question

Options

• AContact the project sponsors to present the details, impacts, and possible corrective actions
• BGather all the details, analyze impacts, determine corrective actions and present the findings to
• CWork with program sponsor to compile impact analysis data to obtain additional funding for the
• DAsk the program team to compile all details, analyze impacts, determine corrective actions and

• A
  11% (3)
• B
  81% (22)
• C
  4% (1)
• D
  4% (1)

Explanation

Option B is correct because a program manager's first responsibility when a red flag arises is to own the analysis process - gathering details, analyzing impacts, and determining corrective actions - before escalating to sponsors or delegating to the team. This ensures the program manager presents a complete, solution-oriented picture rather than arriving empty-handed or prematurely.

Why the distractors are wrong:

• A skips the analysis phase entirely - escalating to sponsors before understanding the problem is premature and ineffective.
• C jumps straight to seeking additional funding, which assumes the only corrective action is more money, bypassing proper analysis.
• D fully delegates the work to the program team; while the team assists, the program manager is accountable for leading and presenting the findings, not just asking others to do it.

Memory tip: Think of the program manager as a doctor - you don't call the hospital board (sponsor) the moment a patient's vitals go red. You first diagnose (gather details), assess (analyze impacts), and prescribe (determine corrective actions), then report with a recommendation. The PM leads the process, not just assigns it.

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