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BICSI Registered Communications Distribution Designer - RCDD v15 Sample Questions:

1. A program sponsor is concerned about the status of high-priority risks and budget variances.
The program manager should refer lo which of the following?

A) Program management plan
B) Program status dashboard
C) Program performance report
D) Program management information system (PMIS)

2. Close out documentation is initially discussed in which of the following meetings?

A) Vendor Meeting
B) Weekly Progress Meetings
C) Prime Contractor and Subcontractor Meetings
D) Kickoff Meeting

3. A program manager is concerned that a program will be unable to achieve its intended benefits.
How should the program manager handle this concern?

A) Meet with the program stakeholders to determine if a reduction in program scope is acceptable
B) Meet with the program management office (PMO) lo review critical program success factors.
C) Meet with the component project managers to perform risk analysis
D) Meet with the component project managers to reallocate resources within the program

4. Throughout a multiyear program, component projects are transitioned to the customer. During the project acceptance phase, a potential risk is identified and brought to the program team's attention.
What should be done with the identified potential risk?

A) Document the risk in the program transition plan and identify it as a potential issue
B) Mitigate the risk before it is incorporated into the risk management plan
C) Document it m the issue log and immediately notify the steering committee
D) Incorporate it into the risk register and perform a thorough analysis

5. While setting up a program's infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program's components.
What should the team also prepare, if not already provided by the organization's assets?

A) Documents that enable level-adequate aggregation and consolidation of component/program information and forecasting
B) Breakdowns such as the program work breakdown structure (PWBS) component project milestones and budgets that transform top-level planning into fragments relevant to the components
C) Files, filing structures, and templates for knowledge repositories that contain centrally stored and commonly maintained program data
D) Industry standards that provide guidance to the component project managers on how to adapt their detailed planning to the program's master plan

Solutions: