PgMP: Program Management Professional

Question #: 121
Topic #: 1
Identify the term described in the statement given below? “The use of it should be reviewed along with an assessment of their effectiveness. This will aid the program management in determining if risks to the program are being effectively managed. It also provides feedback to the program management on any projects that need to be recovered or terminated.”

A. Budget
B. Planned Value
C. Contingency Reserve
D. Earned Value

Selected Answer: C

Question #: 122
Topic #: 1
You work as a program manager for a large construction program. Your program includes constructing hotels across the country. You collect information on the status of the program. During comparison with the original plan you find the 200 hotels have been completed as against 275 hotels planned as of today. In which program process are you working on?

A. Monitor and Control Program Scope
B. Monitor and Control Project Performance
C. Monitor and Control Program Schedule
D. Manage Program Issues

Selected Answer: C

Question #: 123
Topic #: 1
You are working with Sam, a project manager on one of the projects within your program. Sam doesn’t understand all of the rules and procedures that he’s required to do as a project manager in your program. What are the rules and procedures called in project that Sam must abide by?

A. Project governance
B. Process procedures
C. Enterprise environmental factors
D. Program governance

Selected Answer: C

Question #: 124
Topic #: 1
What is another term that can be assigned to the pre-program analysis and research to determine if a program should be initiated?

A. Program scope statement definition
B. Feasibility study creation
C. Business case creation
D. Program charter creation

Selected Answer: C

Question #: 125
Topic #: 1
You are the program manager for a new software development program. One of the developers has been adding extra fields for information in the software that was not part of the original program scope. While the fields are a good idea, the customer did not ask for the information and some time has been wasted on this work that was not in the program scope. This is an example of which one of the following terms?

A. Preventive action
B. Corrective action
C. Gold plating
D. Program scope change

Selected Answer: C

Question #: 126
Topic #: 1
You are the program manager for your organization. Your current program has a budget at completion of $3,450,000 and is expected to last two years. The program is currently 30 percent complete and has spent ten percent more than what it should have to arrive at this point in the program schedule. Based on this information, what is estimate at completion (EAC) for this program?

A. $2,656,500
B. There is not enough information to know.
C. $3,795,000
D. $1,035,000

Selected Answer: A

Question #: 127
Topic #: 1
A program has a BAC of $550,000 and is currently 45 percent complete though was actually scheduled to be 55 percent complete by this time. The program has spent, however, $265,000 to date. Based on this information what is the cost performance index (CPI) for this program?

A. .93
B. .82
C. $323,889
D. -$38,889

Selected Answer: A

Question #: 128
Topic #: 1
Communication is large percentage of program execution as the program manager must communicate with the appropriate stakeholders. In larger programs face- to-face communication is not always possible. When emails are used what verbal aspect of communication is lost?

A. Barriers
B. Noise
C. Nonverbal
D. Paralingual

Selected Answer: D

Question #: 129
Topic #: 1
Who owns the program?

A. Program manager
B. Project manager
C. Program director
D. Program sponsor

Selected Answer: C

Question #: 130
Topic #: 1
What does CPI value less than 1.0 indicates?

A. Cost overrun for work completed
B. Scheduled performance is great
C. Cost underrun of performance to date
D. Cost for completed work is as per estimate

Selected Answer: C

Question #: 131
Topic #: 1
A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity?

A. Program risk register
B. Program scope management plan
C. Program risk management plan
D. Component project risk register

Selected Answer: A

Question #: 132
Topic #: 1
An unforeseen geopolitical risk impacts a program to establish a company’s operations abroad. Stakeholders now want to establish a risk response team to define a mitigation plan. Ultimately, what appeared to be a significant risk resulted in a negligible risk.
What should the program manager recommend to stakeholders for future, similar situations?

A. Accept the risk
B. Seek an expert opinion
C. Establish an on-call risk response team
D. Review the risk severity matrix

Selected Answer: A

Question #: 133
Topic #: 1
A program is completed and the expected benefits are realized.
Before executing the transition and closing of the program, what should the program manager do?

A. Create a final program report
B. Archive documents and lessons learned
C. Obtain approval from the program governance board to initiate program closure activities
D. Perform administrative and program management information system (PMIS) closure activities

Selected Answer: A

Question #: 134
Topic #: 1
A program manager is concerned that a program will be unable to achieve its intended benefits.
How should the program manager handle this concern?

A. Meet with the program management office (PMO) to review critical program success factors.
B. Meet with the component project managers to reallocate resources within the program.
C. Meet with the program stakeholders to determine if a reduction in program scope is acceptable.
D. Meet with the component project managers to perform risk analysis.

Selected Answer: A

Question #: 135
Topic #: 1
How does a portfolio’s collection of work differ from that of a program’s collection of work?

A. Outcomes are interdependent
B. Benefits are achieved only when managed collectively
C. Components may be independent
D. Outcomes are time bound

Selected Answer: B

Question #: 136
Topic #: 1
A new program manager joins a multi-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?

A. Program charter
B. Program scope assessment results
C. Business and program roadmap
D. Expected program benefits management plan

Selected Answer: D

Question #: 137
Topic #: 1
The program sponsor requests a weekly performance report. The tools and techniques to monitor and control program performance include which of the following?

A. Program management performance variances, business criteria reweighting, root cause identification, and statistical sampling.
B. Interviewing, SWOT analysis, run chart, and matrix-based charts.
C. Earned value management, financial reporting systems, performance measurement techniques, and program management information systems.
D. Delphi technique, scatter diagram, Pareto chart, and organization charts.

Selected Answer: C

Question #: 138
Topic #: 1
The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year.
Where is this expectation documented?

A. Program quality standards
B. Customer management plan
C. Benefits management plan
D. Benefits sustainment plan

Selected Answer: C

Question #: 139
Topic #: 1
A two-year program is coming to an end. Many of the initial governance board members have moved from their current posts or left the company. Several new members have joined, but have a short association with the program, which changes the board’s expectations and focus. During the final phase gate review, some board members are uncertain of their roles and expectations in the process.
How should the program manager handle this situation?

A. Review the final program outcome with the program sponsor
B. Prepare a program change request utilizing new board member input
C. Review the strategic plan and benefits management plan with the board
D. Present the final program status, costs, and schedule reports

Selected Answer: C

Question #: 140
Topic #: 1
The program manager must define the program and understand the organization’s target market and customer needs.
What should the program manager do first?

A. Brainstorm with the program team to decide on the definitions of the target market.
B. Meet with peers to identify the company’s competitors in the target market.
C. Meet with the project managers to identify the target market.
D. Work with the program sponsor to assess the needs of the target market.

Selected Answer: D

Question #: 141
Topic #: 1
To increase its presence and promote its products and services in new markets, a company begins to implement its new business strategy. The company’s CEO endorses a new program to promote and support this strategy. However, before the program is formally initiated, this strategy must be aligned with the organization’s strategic goals and objectives.
What should the program manager develop first?

A. Program’s risk threshold
B. Program risk management plan
C. Program resource management plan
D. Program risk and issue governance forum

Selected Answer: A

Question #: 142
Topic #: 1
An organization requests that a junior project manager, with no previous experience or training in the industry, take over a complex program component. The program component involves senior subject matter experts and has dependencies with other large projects to deliver key benefits to the organization.
How should the junior project manager respond to this request?

A. Accept the assignment, identify the skill gaps, and request training.
B. Reject the assignment, because of the ethical requirement not to accept work for which the project manager is not qualified.
C. Accept the assignment as a challenge and an opportunity to acquire new skills and seek advice from a senior project manager.
D. Reject the assignment because of fear of failure and resulting negative career impact.

Selected Answer: A

Question #: 143
Topic #: 1
Program A is dependent upon program B to complete benefits sustainment for two benefits. Program A is on track to meet program benefits. However, program
B’s program manager has just advised that program B has been closed.
What should program A’s program manager update and review first with the stakeholders?

A. Benefits sustainment plan
B. Benefits register
C. Benefits management plan
D. Benefits transition plan

Selected Answer: D

Question #: 144
Topic #: 1
What actions are taken in the process of developing and maintaining a program risk register?

A. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and provide the foundation for the risk management plan.
B. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify the root cause of potential risks.
C. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and proactively manage program issues.
D. Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify residual risks.

Selected Answer: A

Question #: 145
Topic #: 1
A hotel chain initiates a program to expand meeting offerings to include telecommunications technology and virtual meetings. The program has component projects, each of which requires team members to have different technical skills and expertise. The program manager assembles a team of project managers to lead each of the projects, and learns that the desired resources will not be available at the start of the program.
As a result, the program manager must do which of the following?

A. Utilize team members that are currently available, even though they do not have the expertise needed.
B. Assign the tasks on the critical path to the resources available to adhere to the project schedule.
C. Delay the start of the program until the assigned resources are available.
D. Apply resource leveling considering the constraints of time, budget, and quality.

Selected Answer: D

Question #: 146
Topic #: 1
A company is releasing a new product geared toward a specific geographic area. The program manager has received the program objectives and developed the program roadmap, which consists of six program components. Approval from the program governance board has been obtained.
What is the program manager’s next step?

A. Assign project managers and resources
B. Classify the program’s benefits
C. Identify the program sponsor and program stakeholders
D. Develop the program business case

Selected Answer: C

Question #: 147
Topic #: 1
A project is assigned to a qualified project manager by the program manager. The client rejects the project manager due to a lack of proper qualifications to manage such a project.
What should the program manager do next?

A. Reassess the project manager’s credentials
B. Assign a different project manager
C. Review the skill requirements of the project
D. Apply the competence assessment techniques to resolve the issue

Selected Answer: C

Question #: 148
Topic #: 1
A natural disaster shuts down operations for two days. The program has a major milestone that includes a timed payment of US$1 million.
Since the shutdown was not anticipated, what should the program manager do first?

A. Implement the appropriate risk response plan and inform the stakeholders of the planned actions.
B. Utilize contingency reserves to hire contractors, which will accelerate the schedule to meet the original milestone.
C. Evaluate the impact, reassess the program risk, and determine options to be presented to the governance board.
D. Collaborate with the sponsor to determine options and negotiate a new date for the milestone.

Selected Answer: C

Question #: 149
Topic #: 1
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?

A. Project C is running behind schedule and is over budget; projects A, B, and D are on schedule.
B. Project A is running ahead of schedule and is under budget; projects B, C, and D are behind schedule.
C. The overall program is performing within an acceptable level of variance.
D. Project A is running behind schedule and is over budget; projects B, C, and D are on schedule.

Selected Answer: B

Question #: 150
Topic #: 1
A large automaker begins a program to create the next-generation car. As the program team is composed, key stakeholders are identified.
Key stakeholders for the program should include which of the following?

A. Potential customers, government regulatory agencies, and competitors
B. Project management office (PMO), third-party contractors, and agents
C. Local car dealers, factory workers, and corporate officers
D. Vice president of logistics, potential customers, and corporate executives

Selected Answer: A

Question #: 151
Topic #: 1
An R&D group director approves a major program’s charter. Although the director has a high level of understanding of the program’s scope, they are unsure of how the program manager can be successful in delivering the program’s commitments.
What should the program manager do to align stakeholders with planning and monitoring the program’s progress?

A. Establish high-level program milestones
B. Develop an accountability matrix, and assign program roles and responsibilities
C. Generate a supplier management plan to identify external stakeholders
D. Create a communications management plan, and establish reporting formats

Selected Answer: D

Question #: 152
Topic #: 1
A program manager has four projects pending approval. Senior management asks the program manager to identify a project for potential elimination based on the return on investment. The program manager has the following information to guide and support the decision:

Which project should the program manager select to be cancelled?

A. Project A
B. Project B
C. Project C
D. Project D

Selected Answer: D

Question #: 153
Topic #: 1
In preparation for the development and submission of the program master schedule to a client, the program manager meets with the component project manager and master program scheduler to discuss the work breakdown structure (WBS).
During the meeting, the master scheduler indicates that the master program schedule should include which of the following?

A. Program benefits and all component project activities
B. Component resources and their activity assignment/responsibility metrics
C. Program-level activities and integrated component projects
D. Program activities, component activities, and all other work

Selected Answer: C

Question #: 154
Topic #: 1
An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review.
What should the program manager do next?

A. Assign resources to the schedule and report the revised delivery date to the project managers.
B. Work with the project managers to refine the project schedules and deliverables to align with the program milestones.
C. Revise the project schedules to meet the program schedule and communicate to stakeholders.
D. Integrate the project schedules into the program schedule and report the revised delivery date to the project managers.

Selected Answer: D

Question #: 155
Topic #: 1
After taking over a program, a program manager reviews the program’s status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US$2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US$320,000. The program has spent US$350,000 and the EV is US$340,000.
Based on this information, the program manager determines which of the following?

A. The schedule is US$30,000 under budget
B. The cost is US$20,000 under budget
C. The schedule is US$10,000 over budget
D. The cost is US$20,000 over budget

Selected Answer: C

Question #: 156
Topic #: 1
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?

A. Risk register
B. Risk monitoring and control
C. Risk response planning
D. Risk mitigation strategy

Selected Answer: D

Question #: 157
Topic #: 1
While setting up a program’s infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program’s components.
What should the team also prepare, if not already provided by the organization’s assets?

A. Breakdowns such as the program work breakdown structure (PWBS), component project milestones, and budgets that transform top-level planning into fragments relevant to the components
B. Industry standards that provide guidance to the component project managers on how to adapt their detailed planning to the program’s master plan
C. Documents that enable level-adequate aggregation and consolidation of component/program information and forecasting
D. Files, filing structures, and templates for knowledge repositories that contain centrally stored and commonly maintained program data

Selected Answer: A

Question #: 158
Topic #: 1
A program is near completion and the benefits will be delivered shortly. The program manager prepares to initiate program closeout activities to release the program resources.
Before initiating closeout and releasing the resources, what should the program manager do?

A. Review the benefits management plan with the program sponsor
B. Obtain approval from the sponsor to close the program
C. Prepare performance evaluations for all program personnel
D. Prepare performance evaluations for all project personnel

Selected Answer: A

Question #: 159
Topic #: 1
A program is developing a next-generation product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet.
What activity should the program manager perform next?

A. Program delivery management
B. Resource interdependency management
C. Program performance monitoring and controlling
D. Benefits sustainment and program transition

Selected Answer: C

Question #: 160
Topic #: 1
The customer of a three-year program does not want to receive any intermediate details on the program. The program appears to be in trouble and the customer is concerned about a new system’s cost. The program manager has provided monthly performance reports throughout the program’s life cycle.
Which of the following would the customer be interested in reviewing?

A. Estimate to complete
B. Estimate at completion
C. Original cost baseline
D. Cost performance index

Selected Answer: A