PgMP Practice Question
Your organization has launched a three-year digital transformation program composed of six interdependent projects across IT, operations, and customer service. Each department currently follows its own project-lifecycle methodology, resulting in different document templates, review cadences, and terminology. The executive sponsor has emphasized that all work must be reviewed against the same success criteria that include benefits-realization targets, risk-exposure thresholds, and regulatory-compliance checkpoints. The sponsor also warned that inconsistent reporting previously led to rework and budget overruns on a similar enterprise initiative. Senior functional managers worry about added overhead, but the PMO recommends adopting a common set of templates that map to existing enterprise policies. You have limited time before the first quarterly steering-committee meeting.
Which action will best satisfy these needs?
Wait until execution is complete to conduct an integrated benefits-realization review, avoiding disruptive interim checkpoints.
Adopt the organization's portfolio governance board without modification and ask each department to map its own documents to the board's agenda.
Delegate oversight to individual project managers and simply forward their existing status reports to the sponsor each month.
Create a program-level governance plan that tailors the enterprise framework, establishes stage-gate reviews tied to the sponsor's KPIs, and mandates common templates for all projects.