PgMP Practice Exam

Question 1

You are a program manager of the relocation of the headquarter office from the downtown to the industrial area. Some of the stakeholders are against the program and others are supportive of the program. As a program manager, what will you do first?

Define the expectations of all stakeholders about the program.

Identify the supportive stakeholders only and send them all the documents of the program.

Identify the negative stakeholders only and send them all the documents of the program.

Send them the mission, vision, and benefits of the program with the clarification of how the program will benefit the stakeholders and the organization.

Question 2

Program management office (PMO) and Program management information system (PMIS) are very important elements in program management. PMO establishes consistent policy, standards, and training for the program. The program management information system (PMIS) consists of tools used to collect, integrate, and communicate the program information. The above elements are parts of --------------.

Program Governance framework.

Program management plan.

Program infrastructure.

Program information management plan.

Question 3

You are a program manager for the construction of a new power plant program. The program charter is approved, and now you officially commence the program planning sub-phase. During this sub-phase, the governance structure is established, the initial program organization is defined, and a team is assembled to develop the program management plan. Within the above context, which of the following is least likely for an effective governance structure?

Creating an environment for communicating and addressing program risks and uncertainties to the organization, as well as opportunities and issues that arise during the course of program performance.

Ensuring that the goals of the program remain aligned with the strategic vision, operational capabilities, and resource commitments of the sponsoring organization.

Making decisions to transition between phases, terminate, or close the program.

Resolution of project issues at the project level.

Question 4

You are a member of the selection committee to select the programs and projects that your organizations will pursuit next season. One of the selected programs is for socioeconomic changes. This program contains 3 projects and one subsidiary program. One of the projects for improving the level of behavior and morality in the neighborhood. In which of the following do you document the output/outcome of that project?

Benefits management plan.

Program risk register.

Program business case.

Program management plan.

Question 5

You are a manager of a large program. The program contains 7 projects and 3 subsidiary programs. While you are discussing the benefits register with the key stakeholders, for a clear understanding of stakeholders, you should map the benefits to program components as in ----------

The program roadmap.

The benefits management plan

The program business case.

The stakeholder map.

Question 6

Which of the following is logically linking components, milestones, and high-level activities necessary to deliver program benefits?

Program Benefits register.

Program Roadmap.

Program Architecture.

Program Master Schedule.

Question 7

Your company had been awarded a new program. You are the program manager of that program. The stakeholders don't know why the program will be pursued and they don't have any visibility about the program. Within the above context, what is the best document that will be used?

Program charter.

Program high-level scope statement.

Program benefits register.

Program business case.

Question 8

You are a program manager of a new hospital which aims to improve the treatment procedures. The components have been initiated to achieve the program objectives and benefits. One of these components is for the construction of a modern nursery for the employee's babies. During the evaluation of these component benefits, the stakeholders are not agreeing about the value that will be delivered from this component. As a program manager, what is the reason for this problem?

The expected levels of value that will be delivered from the tangible and intangible benefits are not clearly documented in the business case.

The stakeholders are not identified in the stakeholder register.

The stakeholders are not contributing to the program activities.

Program benefits register.

Question 9

You are a member in the selection committee. The following data has been given:
Program A: Cost = 30,000,000 and CBR=0.8
Program B: Cost = 20,000,000 and CBR=0.5
Program C: Cost = 40,000,000 and CBR=0.7
Program D: Cost = 35,000,000 and CBR=1.5
What program will be selected?

Program A.

Program B.

Program C.

Program D.

Question 10

The stakeholders may be internal or external to the program and may have a positive or negative impact on the outcome of the program. Program and project managers need to be aware of the stakeholders' impact and level of influence to understand and address the changing environments of programs and projects. Within the above context, you decided to categorize the stakeholders' relationships to the program. Which of the following documents can help you?

Program business case.

Program Communication management plan.

Program Stakeholders register.

Program stakeholder engagement plan.

Question 11

You are a program manager of a telecommunication program. The program contains 3 projects. Now your program is in the delivery phase and the earned value calculations are as per the given data. Within the above context, what is the situation of the program?

The program is ahead of schedule and you spent more than planned.

The program is ahead of schedule and your performance is more than planned.

The program is ahead of schedule and over budget.

The program is late and you spent less than planned.

Question 12

Your program is in the delivery phase and three components need to start. You want to identify the component managers. What will you do?

Contacting your colleagues.

Contacting the human resource team to get profiles.

Contacting the functional manager for profiles.

Hiring from the local market.

Question 13

Kelly is a manager of an infrastructure program for her organization SDF Inc. During the planning meeting with the team, she is discussing a document that contains the boundaries of the program scope. Which of the following documents is she discussing?

Program Business Case.

Program Charter.

Program Work breakdown structure.

Program Scope Statement.

Question 14

Your program contains 15 projects, 3 subsidiary programs, and program activities. While you and the component managers are in the meeting, you notice that one of the component managers is always not participating in the meeting discussion and setting silent all the time. What should you do first to know his point of view?

Escalate to the program governance board.

Request everyone in the meeting to say his point of view about the meeting.

Escalate to the Program Sponsor.

Arrange training for him in communication skills.

Question 15

You are discussing the program with an individual or a group that is required to drive changes through the organization so the operations can accommodate capabilities delivered by the program and to secure the available positive benefits and steward the handling of negative benefits. Who is that individual or group?

Program Management office.

Program Governance board.

Program Sponsor.

Executive manager.

Question 16

While you are in the delivery phase, two of the component managers need the senior consultant who is working at the program level and after discussion with them, you discovered that they need the consultant at the same time. What should you do?

Hire additional senior consultant to assign one for each component.

Use resources interdependency management by careful controlling of the schedule for scarce resources.

Assign the senior consultant to the components as prioritized by the guidelines in the program resources management plan.

Assign the senior consultant to the components as prioritized by him.

Question 17

In your program, you have defined key performance indicators and metrics for stakeholders and their desired engagement. As a program manager, what is the next step?

You should monitor and track the stakeholder engagement with help of the defined metrics and KPIs.

Get the approval of the steering committee for the metrics and KPIs.

Document the key performance indicators and the metrics in the program stakeholder engagement plan.

Document the key performance indicators and the metrics in the stakeholder register.

Question 18

You are a program manager of the construction of a new airport. You know that the Civil Aviation Authority is waiting impatiently for the airport. The delivery date of the airport after two days only. It's very important to deliver the program in time and any delay will irritate the client. The delivery is a major milestone for the program. The program performance was very good. But now you discovered technical points that can't be rectified before the delivery date. Within the above context, what will you do?

Inform the customer in a virtual meeting about the technical points, without documenting anything about these points and release the airport.

Release the airport without any reference about these points.

Develop a clear document of these technical points and their impacts, and Inform the customer in a virtual meeting about them, then get their preference about releasing the airport.

Escalate the problem to the program steering committee to get approval to release the airport without mentioning anything about these points.

Question 19

In your program, you are preparing the stakeholder engagement plan. One of the key stakeholders informs you that you have to perform stakeholder analysis and planning before developing the stakeholder engagement plan. You agree with the key stakeholder. Within the above context, what will you do first?

Identify all stakeholders by using brainstorming techniques.

Develop the program communication management plan.

Evaluate the stakeholders' ability to influence the outcome of the program.

Understanding of expectation of program benefits delivery.

Question 20

Your program is the construction of 15 buildings inside the university. While you are in the execution phase, the sponsor informed you to upgrade three existing buildings. What will you do first?

Update the benefits management plan.

Understand the stakeholders' expectations.

Identify the stakeholders of the three existing buildings.

Add the benefits of the three buildings in the benefits register.

Question 21

You are defining and prioritizing the program components and their interdependencies to create .....

Risk management strategy.

Program Charter.

Program Roadmap.

Program benefits management plan.

Question 22

You are a program manager of an important program for your company. Now you are in the initiation stage developing a milestone plan. Which of the following contains the above information?

Program benefits management plan.

Program benefits register.

Program Charter.

Program Roadmap.

Question 23

While you are identifying the program outputs and outcomes to provide benefits aligned with the organization's strategic goals and objectives, the sponsor asks you this question, when will the program strategic alignment be performed? Your answer is...

During the definition phase.

During the closing phase.

During the delivery phase.

Throughout the program life cycle.

Question 24

You are analyzing the stakeholders information that you have collected through interviews, focus groups, and historical information. The information is about the stakeholders' influence and impacts on the program, about who influences whom, the relations between the stakeholders, and who are in conflict with whom. All this information will be documented in.......

Benefits register.

Stakeholders engagement plan.

Stakeholders register.

Communication management plan.

Question 25

You are a manager of the construction of a new airport program in your city. Your program contains 11 projects and is now in the execution stage. While you are in a meeting with the sponsor, he requests you to provide the performance of the project managers by next week. Which of the following is most likely considered to do that?

Benefits management plan.

Program management plan.

Governance plan.

Project management plans.

Question 26

While you are in the delivery phase of your program which contains 10 projects and two subsidiary programs. The component managers are assigned early in the delivery phase. You noticed that some of them don't know how to interact with other components and don't know how to identify the issues, risks, and dependencies that may impact other program components. Within the above context, what will you do?

Provide training to the component managers on program benefits, objectives, strategy, and goals.

Review the program charter with the component managers

Update the benefits management plan with the component managers.

Understand the expectations and needs of the component managers.

Question 27

One of the stakeholders submitted you a request to change some points in the program, you discussed that request with the stakeholder and you started the impact analysis of that request. You found that the request will impact the program scope, schedule, cost, and benefits. You submitted the change request with the analysis to the program governance board for approval. After three days the governance board replied with approval, immediately you documented the approval in the change log. Within the above context, what will you do next?

Update the change log.

Communicate the approval to the stakeholders.

Update the program management plan.

Update risk, schedule, cost, scope, and benefits management plans.

Question 28

Program stakeholder communication is at the heart of program stakeholder engagement. It is key to executing program endeavors and, ultimately, delivering benefits to the organization. This critical component is a vehicle for information sharing, negotiation, and collaboration among the program team members to drive program implementation efforts. Within the above context, who is accountable for the above?

Program Manager.

Program Management Office.

Project Managers.

Program Sponsor.

Question 29

DSDS is a large organization in the production of steel. They want to increase productivity by the construction of a new factory. The management assigned you as a program manager for the construction of the new factory. Now you are in a meeting with your team identifying the impacts to the program components from overruns or underruns. In which phase are you?

Program Closing Phase.

Program Delivery Phase.

Program Planning Sub-Phase.

Program Definition Phase.

Question 30

Your program is designed to produce a new generation of electric cars. While you are in the formulation sub-phase, the sponsor informs you that MeCa Company is planning to produce the same type of cars. Immediately you started the environmental analysis. Which of the following will you use?

What-if analyses.

SWOT Analysis for optimizing the program charter and program management plan.

Feasibility studies.

Assumptions analysis.

Question 31

You are a program manager for the construction of the infrastructure of a new Village. After some analysis, you defined a misalignment between the components and the organization's strategic plan elements. Which of the following are the least significant elements in the organization's strategic plan?

Strategic goals and objectives

Values.

Organization's vision.

Organization's mission.

Question 32

Your program is critical for your organization's investments. The sponsor informed you that all the high management focuses on this program and its performance, so you decided to increase the number of health checks. Which of the following can affect the number of the previous activities?

Stakeholders register.

The period between scheduled decision-point reviews.

Program risk tolerance.

The number of the change requests.

Question 33

You are the program manager of the construction of a high dam in your country. The program consists of 20 projects and 7 subsidiary programs. The program management plan has been approved. Now you are in the delivery phase, and many risks have been identified, some of these risks are from projects that may impact other components in the program. You have noticed that the project managers report to each other only about the risks that may impact other projects and the program which leads to delay the program. Which of the following can avoid that problem in the future?

Develop a program governance plan.

Develop governance framework.

Develop escalation policies and procedures.

Develop program governance frameworks, functions, and processes.

Question 34

A key stakeholder request a change that may impact the schedule of the program, you captured the request in the change log, performed the impact analysis then take the decision on behalf of the program governance board. The key stakeholder refused your behavior and requested approval on the change request from the governance board. Which of the following will you submit to the key stakeholder to show him that you are right?

Program Charter.

Program Business case.

Program Roadmap.

Program governance plan.

Question 35

A key stakeholder request a change that may impact the schedule of the program, you captured the request in the change log, performed the impact analysis then take the decision on behalf of the program governance board. In which phase are you?

Definition phase.

Closure phase.

Delivery phase.

Planning sub-phase.

Question 36

You are the program manager of a construction of an airport in your city. The program consists of 15 projects and 4 subsidiary programs. The program management plan has been approved. Now you are in the delivery phase, and many risks have been identified. You have noticed that the project managers report to you all the project risks that have caused you to be preoccupied with project risks and loss of time needed to manage the program. Which of the following can avoid that problem in the future?

Develop a program governance plan.

Develop governance framework.

Develop escalation policies and procedures.

Develop program governance frameworks, functions, and processes.

Question 37

Kelly is a program manager of an advertisements program. Now she is in the delivery phase, and the program sponsor is worried about the current status of the program cost and benefits, within the above context, which of the following will she provide to the sponsor?

Program Charter.

Program performance report.

BSC/Dashboard.

Program business case.

Question 38

Your organization had been awarded the construction of a new airport in your city. You are the program manager of that program. While you are in the delivery phase, you are informed that one of the projects in your program is misaligned with the organization's strategic plan due to some major decisions that have been taken by the organization's CEO. Within the above context, what will you do first?

Escalate to the Program governance board.

Write a recommendation to close that project.

Do the impact analysis to know the effect of closing that project on other components of the program.

Ask your team to discuss the problem with the project manager to accelerate the project.

Question 39

Which of the following options contain the direction of the program?

Program management plan and roadmap.

Program business case.

Program Roadmap.

Program management plan.

Question 40

Your organization had been awarded the construction of a new industrial city. You are the program manager of this program. Now you and your team are developing the business case and the potential initiation of a new program to respond to some operational issues with the deployed products. Which activities are you developing?

Program formulation activities.

Program Benefits identification activities.

Program Benefits transition activities.

Program Benefits sustainment activities.

Question 41

You are assigned as a program manager for a new hospital program. Now you are in the delivery phase, one of the components is completed and you want to explain to the steering committee that this component is completed. How can you do that?

Explain to them that the closure conditions of the component are met.

Explain to them that the deliverables of the component are delivered successfully.

Explain to them that the benefits of the component are delivered.

Explain to them that the component produced the intended results in accordance with the program management plan.

Question 42

You are a program manager of the HYC program. You completed the delivery phase and are now in the Closure phase that includes program activities necessary to transition program benefits to the sustaining organization and formally close the program in a controlled manner. Within the above context, which of the following is not included in program transition?

Program resources disposition.

Program steering committee approval.

Components transition.

The transition from as-is to to-be.

Question 43

DICKO TEC is an organization for information technology. They have been awarded one of the most important programs with the Ministry of finance. You are the program manager of this program and the customer is very happy with the program performance. Now you are in the closure phase and all the program benefits have been delivered. Within the above context, what will you do to transition the program?

Close all components and their contracts.

Transfer the program immediately to the customer, since they are happy with the program performance.

Present the final performance report to the governance board.

Complete the transition of all program components.

Question 44

MANZI is a large construction company in the Middle East. You are the program manager for the construction of a new airport program. The program is complex and has 20 components. Now you are in a meeting with the portfolio manager discussing the framework in which the portfolio, program, and projects management are integrated to achieve the strategic objectives. Which one of the following options can provide the mentioned above framework?

Program management office PMO.

Program governance board.

OPM.

Program Business Case.

Question 45

Your organization just awarded the construction of a new seaport. During the portfolio meeting, some of the members prefer to pursuit it as a project, while other members suggest pursuit it as a program to enhance the delivery of benefits. How can the program enhance the delivery of benefits?

By ensuring that the strategies and work plans of the program are responsively adapted to changes in the direction or strategies of the sponsoring organization.

By ensuring that the strategies and work plans of program components are responsively adapted to component outcomes, or to changes in the direction of the sponsoring organization.

By ensuring that the strategies and work plans of the program are responsively adapted to component outcomes, or to changes in the direction or strategies of the sponsoring organization.

By ensuring that the strategies and work plans of the program and its components are responsively adapted to component outcomes, or to changes in the direction or strategies of the sponsoring organization.

Question 46

Mark is a program manager for the construction of a new road. He is discussing with the team the program benefits and outcomes. During the discussion, a team member asks about the return of investment that may help to fund the future benefits. Within the above context, which of the following can provide a visual of when the return on investment may help funds of future program benefits?

Program Business Case.

Program Charter.

Program Benefits register.

Program Roadmap.

Question 47

Your company just awarded 15 projects, each project scope is "construction of a new factory", in the same industrial city. All factories are different and all will be funded and supported by the government. All projects material will be provided from Hitachi Japan, as a preferred vendor. Now, you are a program manager of an existing program and your manager requests your proposal on; how you will manage these projects. What is the best proposal?

Will be managed as a program.

Will be managed as separate projects.

Will be managed as a portfolio.

Will be managed as a sub-program.

Question 48

DEGA is a large organization in the production of steel. They what to increase productivity by the construction of a new steel factory. The management assigned you as a program manager for the construction of the new factory. During the planning sub-phase, the program sponsor got his annual vacation. Within the above context, who may assume the role of the program sponsor?

You, because you are the program manager.

Program management office PMO.

Any executive manager in the organization.

The program steering committee.

Question 49

You are a program manager of the construction of a new hospital. During the execution of the program, you have identified a delay in getting resources allocated to the program components. Within the above context, what is your action?

Escalate the matter to the program sponsor.

Escalate the matter to the PMO.

Update the program master schedule.

Escalate the matter to the functional manager.

Question 50

X and Y are two programs in the same portfolio. You are the program manager of Program Y, which is not critical to the portfolio. You have a risk strategy in your program that needs a scarce resource. But this scarce resource was assigned to program X. Within the above context, what will you do?

Call the Program manager-X and request him to inform you when the scarce resource is not scheduled in his program and change your program schedule accordingly.

Meet the program manager X for optimization of resources and need then inform the sponsor when the resource can be available to your program and plan accordingly.

Discuss with the sponsor about program X and get the guideline to do your own work and don't think about the scarce resource.

Perform resource prioritization process.

Question 51

You are the program manager of the construction of the new airport extension in your city. Now you are in the delivery phase and one of your team informed you that many of the products and deliverables have been tested many times by the same test which leads to increase in the cost. As a program manager, what will you do first?

Review the program schedule management plan.

Review the risk management plan.

Escalate to the program steering committee.

Review the program quality management plan.

Question 52

You are a program manager of the construction of a new tower in your city. The program contains 4 projects (project 1 up to project 4). While the program was in the delivery phase, an identified risk (R1) of project 1 occurred. Within the above context and the given data, what is the remaining contingency reserve of the program?

1,420,000$

1,500,000$

1,460,000$

1,300,000$

Question 53

You are a program manager of the construction of a new road for your organization ASDDM Inc. During the meeting, you and the sponsor are discussing the level of confidence in the appraisal of the activity durations. In which phase are you working?

Planning Sub-phase.

Formulation Sub-phase.

Delivery phase.

Closing phase.

Question 54

During the delivery phase of your program, a program team member has reached you to inform you about new activities that can accelerate the program schedule. What will you do FIRST?

Escalate to Program Governance board.

Create a change request.

Update the program risk register.

Update the program schedule.

Question 55

The Program governance comprises the framework, functions, and processes by which a program is monitored, managed, and supported in order to meet organizational strategic and operational goals. The Governance board ensures that the program is performing well and is on track to achieve expected program benefits. Within the above context, which of the following is the best tool used by the governance board for this?

Earned value forecasting.

Program governance plan.

Program benefits metrics.

Program periodic health checks

PgMP Practice Exam - Quiz 3