PgMP Practice Question
Your organization's consumer-electronics transformation program consists of three approved projects-manufacturing automation, global marketing redesign, and a post-sale digital service platform. Six months into delivery, the corporate strategy office announces a growth initiative to enter the wearable health-device market. Early analysis shows that 60 % of the required R&D and supply-chain capabilities already exist inside the current program, and adding the new product line could increase net program benefits by an estimated 25 %. However, it would introduce additional FDA regulatory work packages and draw the same senior firmware engineers who are currently critical to the digital-platform project. The chief strategy officer has asked the program manager to "fold this into your roadmap if it makes sense." The next governance-board meeting, where budget reallocations and scope changes are approved, is in three weeks.
What should the program manager do first to exploit this opportunity while protecting the benefits promised by the existing business case?
Convene a rapid workshop with project managers to re-baseline all schedules and immediately move firmware engineers to the wearable effort.
Carve out the digital-platform project and replace it with a dedicated wearable-device project, reallocating its entire budget.
Analyse how the wearable initiative aligns with program objectives, update the benefits-realization plan, and submit a formal change request for sponsor and governance-board approval.
Place the opportunity in the backlog until the next annual planning cycle to avoid disrupting in-flight projects.