A multinational organization has launched a transformation program made up of five interdependent projects. Each project currently uses its own templates for status reports, risk logs, and resource-tracking spreadsheets. To streamline oversight, the program manager mandates a single governance framework, introduces a common resource-management tool, and requires a uniform status-reporting template for all projects.
What is the PRIMARY benefit of this decision?
It removes the need for a program management information system since information is now collected manually.
It lengthens project approval cycles because all reports now require an extra layer of review.
It reduces duplicate work and conflicting metrics, giving stakeholders a clearer view of program performance.
It increases the variety of templates available, improving flexibility for project teams.
Applying common governance processes and consistent reporting aligns project-level work with program objectives, eliminates duplicated data entry, and allows stakeholders to compare performance on like-for-like metrics. Standardization therefore reduces confusion and wasted effort, whereas the other options either describe negative side-effects that effective governance should prevent or misstate the impact on information systems.
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PgMP
Governance
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