RCDDv14 Dumps with Free 365 Days Update Fast Exam Updates [Q156-Q177]

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RCDDv14 Dumps with Free 365 Days Update Fast Exam Updates

Verified RCDDv14 dumps Q&As – 2023 Latest RCDDv14 Download

BICSI RCDDv14 Exam Syllabus Topics:

Topic	Details
Topic 1	Calculate (size) ICT horizontal pathways to ensure standards and code compliance and or client requirements are met
Topic 2	Calculate (size) ICT premise backbone pathways to ensure standards and code compliance and or client requirements are met
Topic 3	Perform field engineering observations to clarify and provide direction to the installer as to where issues exist
Topic 4	Participate in additional bid tender activities (i.e., bidders’ conference, meetings, site walks) as required
Topic 5	Assess ICT current conditions as required to determine design solutions by conducting a site survey and reviewing record documentation
Topic 6	Review ICT bids tenders for completeness to the Request for Proposal (RFP) response and compliance to the design
Topic 7	Produce ICT close-out documentation for the owner to provide the record documentation of the installation

QUESTION 156
Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template while others prefer another How should the program manager decide which template is appropriate?

Review the issue with the program management office (PMO) to determine which template to use

Review the issue with the project managers and come to mutual agreement on which template to use

Meet with the program governance board to select an appropriate template

Allow the component project managers to use their preferred templates

QUESTION 157
In an office area, a consultant needs to add the location of a fax machine to the plan. What is the approximated floor area that a fax machine occupies?

0.2 sq m (2 sq ft)

0.5 sq m (5 sq ft)

1 sq m (10 sq ft)

1.5 sq m (16 sq ft)

2 sq m (20 sq ft)

QUESTION 158
Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?

Decompose the program work based upon available resources

Decompose the program to the work package level

Decompose the program lo the architecture baseline level

Decompose the program at a level sufficient to achieve control

QUESTION 159
Company A recently signed a contract with a strategic business partner, Company B, to jointly roll out a new technology Company B is excited about the joint marketing opportunity Company A’s component Quality Assurance team has expressed concerns to you the program manager, Ural the product is being rolled out prematurely and has identified potential issues with backend support systems. QA, however, assures you that a manual work around is possible, but not ideal Company B requests an enhancement to the new product. In a meeting with Company B, you determine that additional funding will be required and resources allocated and scheduled What is your MOST appropriate next step?

Secure funding from another project that was cancelled

Use an integrated change control process

Use the available management reserve

Advise Company B that funding and resources are not available

QUESTION 160
XYZ Company hires you to make its transitioning procedure more effective in meeting close-out requirements. You review XYZ’s transitioning procedures to eliminate any that do not belong in the close-out phase.
Which of the following procedures should you removed?

Managing the transition from the “As-ls” state to the “To-Be” or Target Stale

Reviewing the status of benefits with the stakeholders and program sponsor

Managing any required transition to operations

Documenting lessons learned in the organizational database

QUESTION 161
Which two of the following are ADVANTAGES of underground conduit systems? (Select two options.)

Provide additional physical cable protection

Not adaptable for future facility placement or removal without disturbing the property

Economical over a long life

Require more installation time than aerial or direct-buried installations

Route planning is not as critical as aerial or direct-burial

QUESTION 162
A project’s closeout plan will be executed by the project manager (PM) and will be managed and approved by the

owner

contractor

lCT distribution designer

projects installation supervisor

QUESTION 163
A regional finance program is impacted by a new currency regulation issued by a country in the region. The new regulation requires changes to the financial statements of that country’s branches by the end of the fiscal year Failing to comply with the regulation may result in fines and/or closure of the branches. A branch general manager immediately meets with the program manager to select and secure a local fiscal expert to support the regulation as these types of resources are in high demand. There is a high risk that the changes will not be completed on time if the resource is not secured What should the program manager do to address the risk?

Build a coalition with local companies that can influence the government to renegotiate the imposed deadline

Create fine and closure scenarios to assess the impact on the program and create a contingency plan

Generate a delivery incentive contract with the selected fiscal expert to ensure on-time delivery of the revised financial statements

Assess the risk incorporate it in the program’s risk management plan and meet with the steering committee

QUESTION 164
A new program manager joins a mufti-year program that has been underway for almost a year. During interviews, several stakeholders state that they do not understand how the program will help the organization At the next stakeholder meeting, what should the program manager present to address their concerns?

Program charter

Program scope assessment results

Business case and program roadmap

Expected program benefits management plan

QUESTION 165
The project managers for component projects A and B schedule the same resource to perform tasks during the same timeframe, resulting in an over-allocation. The program manager reviews the program resource management plan determine that project. A can wait until the resource becomes available, and assigns the resource to project B.
This is an example of which of the following?

Program resource management planning

Program risk mitigation

Resource interdependency management

Project resource planning

QUESTION 166
A program was kicked off, but one of the key stakeholders was not present at the kick-off meeting. What should the program manager do to ensure that the key stakeholder is familiar with the program’s benefits and supports the program’?

Note stakeholder communication needs in the program charter and document their expectations in the benefits sustainment plan

Note stakeholder communication needs in the communications management plan and document their expectations in the benefits management plan

Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits management plan

QUESTION 167
When estimating an ICT distribution designer project timeline schedule based on the scope of work which two scheduling methods use network diagrams lo integrate logical activities and identify critical paths on the project? (Select two options.)

If This Then That (IFTT)

Gantt Chart

Work Breakdown Structure (WBS)

Critical Path Method (CPM)

Program Evaluation Review Technique (PERT)

QUESTION 168
A program manager is identifying and verifying risks as outlined in the risk management plan. The results will be recorded in which of the following?

Risk register

Risk monitoring and control

Risk response planning

Risk mitigation strategy

QUESTION 169
A key stakeholder’s requirement contradicts the organization’s strategic objectives. The program manager meets with the stakeholder but is unable to reach a compromise on the requirement What should the program manager do first?

Meet with the program management office to update the benefits management plan

Meet with the organization’s strategic planning committee to obtain clarification

Meet with the program sponsor to address the issue

Meet with the customer to determine if the stakeholder’s requirement is valid

QUESTION 170
A program manager is concerned that a program will be unable to achieve its intended benefits. How should the program manager handle this concern?

Meet with the program management office (PMO) lo review critical program success factors.

Meet with the component project managers to reallocate resources within the program

Meet with the program stakeholders to determine if a reduction in program scope is acceptable

Meet with the component project managers to perform risk analysis

QUESTION 171
After meeting with the program sponsor and stakeholders, the program manager is asked by the sponsor to accelerate the program to replace two legacy financial systems. The legacy systems are at risk of premature failure.
What should the program manager do next?

Accelerate the projects and components of the program that replace the two legacy systems

Analyze the impact of accelerating the program, and present the pros and cons to the program sponsor

Identify the parts of the program that need to be accelerated and. if it is cost effective and increases benefits realization, implement the change

Create several “what-if” scenarios of alternatives to present to the program sponsor

QUESTION 172
A program receives initial approval from the selection committee to proceed with the program development.
What should the program manager do next”?

Define the program architecture and assign the benefits realization to the component projects.

Complete the program setup to establish a firm foundation of support and approval for the program

Analyze lessons learned and historical information to validate the programs expected outcomes

Continue to develop the high-level program road map

QUESTION 173
A country is in the process of strengthening its defense program. A key project is not meeting its specified performance objectives. The project manager initiates a change request to address this issue.
What should the program manager do NEXT?

Consider the option to close out the key project

Evaluate the program and re-baseline the objectives

Assess the benefits and impact to the program.

Amend the risk register with the key project changes

QUESTION 174

The above performance report shows the earned value (EV) analysis for a program The program director performs a high-level analysis and must present a summary narrative to the steering committee What do the current findings show?

Project C is running behind schedule and is over budget, projects A, B and D are on schedule

Project A is running ahead of schedule and is under budget projects B, C and D are behind schedule

The overall program is performing within an acceptable level of variance

Project A is running behind schedule and is over budget projects B, C, and D are on schedule

QUESTION 175
A program management team is invited to a company’s annual strategy planning session The CEO discusses the mission and vision of the organization, and how the strategic plan will create opportunities to fulfill them How can the program manager use the company’s vision to establish a program?

Define the program and component projects to enable the fulfillment ol strategic goals

Set the priority matrix and map the projects” priorities that will be included in the program

Define the program roadmap, and highlight the individual protects’ benefits

identity program benefits that will enable the fulfillment of strategic goals

QUESTION 176
Which of the following statements Is CORRECT concerning best practice for horizontal cable management panels?

One RU of management panel for each RU of cable patch panel plus one additional RU of cable management

Two RU of cable management panel for each RU of patch panel

Three RU of cable management panel for each RU of patch panel

Two RUs of management panel for each RU of cable patch panel plus two additional RUs of cable management

QUESTION 177
A program completes all component projects and all identified benefits are being delivered However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters To ensure the realization of long-term benefits what should the program manager use?

Benefits register

Benefits sustainment plan

Benefits management plan

Benefits transition plan