A critical program for a company fails to delivers its intended benefits. The CEO and program sponsor are both held accountable and. ultimately, their employment is terminated by the board of…

Question

Options

• AUpdate the benefits register
• BEstablish a program management information system (PMIS)
• CShare lessons learned with an program team members
• DTransfer all program documentation to the deputy program manager

• A
  15% (3)
• B
  5% (1)
• C
  75% (15)
• D
  5% (1)

Explanation

Even when a program fails and leadership is removed, sharing lessons learned (C) is a mandatory closure activity - it preserves institutional knowledge, prevents the organization from repeating the same mistakes, and fulfills the program manager's professional responsibility regardless of the outcome or circumstances.

Why the distractors are wrong:

• A (Update the benefits register): The benefits register is irrelevant at closure when benefits were never delivered; updating it adds no value and doesn't address the program's failure.
• B (Establish a PMIS): A PMIS is set up during program initiation, not closure - establishing one now is far too late and serves no purpose.
• D (Transfer documentation to the deputy program manager): Documentation should be transferred to the organization or a designated repository, not to a specific individual role; there's also no indication a deputy PM is the appropriate recipient here.

Memory tip: Think of lessons learned as the one closure task that always applies - success or failure, leadership change or not. When the exam presents a chaotic or failed program scenario, ask yourself: "What survives the chaos and benefits the organization long-term?" The answer is almost always lessons learned.

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