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1.Kelly's program is slipping on its schedule. Management is worried that the program will be late and this
will cost the organization several thousand dollars in fines and penalties. They've asked Kelly to use a
schedule duration compression technique that will help the program finish on time. The technique that
Kelly can use, however, should not add costs to the program.
What duration compression technique should Kelly use in this instance?
A. Crash the program
B. Add lead time to the program
C. Trim the program scope
D. Fast track the program
2.Gary is program manager for his organization. His current program is over budget and is slipping on the
program schedule. Management has demanded a change to the program scope.
What is the most likely type of change management would make to this program scope?
A. A change to add additional funds to the program scope
B. A change to reduce the program scope
C. Anything that management demands
D. A change to add additional time to the program schedule
3.You are the program manager for your organization and you are dealing with your program stakeholders.
You are explaining to them, along with your program team, how certain activities in the program may
cause delays in the schedule if the associated risk events come into play. The cost of impact of the risk
events are minimal, but the schedule impacts could be bigger. The stakeholders are concerned about
delaying the schedule beyond a given due date for the program. They would like you to determine if it is
possible to add more labor, use a higher grade of material, or hire some consultants to ensure the
risks do not occur in the program. They are not much concerned about the cost of the solution as long as
the solution or identified risks do not delay the program completion.
What type of risk response are your program stakeholders recommending in this situation?
4.At the begin