PgMP Practice Question
A program manager is leading a five-year, enterprise-wide digital transformation program. The program consists of four major workstreams: legacy system modernization (waterfall), new customer-facing application development (agile), enterprise-wide employee retraining, and a marketing campaign to manage the external brand transition. During a recent review, the Program Governance Board expressed concern over the complexity of the performance reports. They have requested a single, unified 'master KPI' dashboard, focusing primarily on overall schedule and budget adherence to simplify their oversight. The program manager is concerned that this oversimplification will obscure critical issues within the diverse workstreams, such as adoption rates for the retraining or customer engagement with the new app, which are key to long-term benefits realization. What is the most effective approach the program manager should take to address the board's request while ensuring robust program control?
Agree to the board's request and consolidate all reporting into a single dashboard based on Earned Value Management (EVM) metrics to standardize performance measurement across all workstreams.
Advocate for each workstream lead to report their unique KPIs directly to the board to ensure full transparency of their individual progress and challenges.
Propose a tiered reporting structure that presents a summary dashboard of strategic KPIs to the board, while maintaining detailed, workstream-specific KPIs for the program team's use.
Implement the simplified master KPI dashboard as requested, but supplement it with separate, detailed risk reports to flag any non-financial issues to the board.