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Free RCDDv14.1 Exam Braindumps
BICSI Registered Communications Distribution Designer Exam Questions 261–274 (page: 31)

Updated On: 1-Feb-2026
Page 31 of 65
PDF with 320 Questions

When should a program manager approve the closure of a component project?

  1. When acceptance criteria of the project are met
  2. When the project has delivered the protect benefits
  3. When program deliverables are complete
  4. When project deliverables are complete

Answer(s): A



A program manager is working with the sponsor, stakeholders, and steering committee to formulate

a program's benefits sustainment and transition plan What should the program manager do to create this plan?

  1. Identify key measures to compare expected benefits in the benefits management plan with actual performance once benefits sustainment and program transition starts
  2. Assign creation of the benefits sustainment plan to the organization responsible for monitoring and controlling the sustainment period
  3. Interview stakeholders and revise the benefits management plan to provide new insight into the program's execution and benefits sustainment period
  4. Update the benefits management plan, and provide a copy to the organization responsible for measuring the sustainment period

Answer(s): D



A program manager is identifying and verifying risks as outlined in the risk management plan. The results will be recorded in which of the following?

  1. Risk register
  2. Risk monitoring and control
  3. Risk response planning
  4. Risk mitigation strategy

Answer(s): A



A program manager is appointed to manage a new program. The organization's leadership has specified a list of benefits (hat the program should deliver and has requested that the program manager determine when incremental benefits can be realized.
What should the program manager do first?

  1. Develop the benefits sustainment plan
  2. Develop the program management plan
  3. Develop the program roadmap
  4. Develop the component project schedules

Answer(s): C



A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project which could impact other components if delays occur. The program manager's attempts to reach the stakeholder via email also fail.
What should the program manager do next?

  1. Escalate the issue to the stakeholder's supervisor.
  2. Escalate the issue to the program governance board as delays will impact the program
  3. Update the program risk register to reflect a realized risk and execute the documented risk response
  4. Attempt to call the key stakeholder, if unsuccessful, visit their office to identify potential risks

Answer(s): D



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