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PMI PgMP Program Management Professional (PgMP) Exam Practice Test

Demo: 67 questions
Total 452 questions

Program Management Professional (PgMP) Questions and Answers

Question 1

The program manager of a multinational program must reconcile data including subject matter experts’ labor hour estimates, and other direct resource hour estimates. In addition, the program manager must prepare the cash flow analysis.

Which of the following should be considered to get a baseline budget?

Options:

A.

Currency exchange rates

B.

Component cost estimates

C.

Baseline schedule

D.

Program payment schedules

Question 2

The program manager completed the program's benefits analysis and planning activities.

What will this ensure for the program?

Options:

A.

Information necessary to establish key benefit performance indicators

B.

A transition plan to facilitate the ongoing realization of benefits

C.

A plan to monitor performance due to operational, financial, and benefits changes

D.

A benefits management plan to guide the work through the remainder of the program

Question 3

A rapidly expanding IT company wants to mature its delivery methodology. It creates a benefits management plan that identifies formal program management governance as a key area that would add value.

What benefits would structuring work into programs bring to this organization?

Options:

A.

Delivery of initiatives and objectives through the alignment of portfolios

B.

Bundling of components or work to gain efficiencies unachievable if managed separately

C.

Increasing efficiencies by adhering to defined constraints to achieve specific activities

D.

Coordination of portfolio and project work by linking principles and practices

Question 4

Marty is the project manager of the recently completed NHK Project. The project was deemed successful by the project customer and they have signed the formal acceptance documentation. Marty has written the final project report, released the project team, and completed the lessons learned documentation. What else should Marty do in the closure of the NHK Project?

Options:

A.

Summarize the project variance.

B.

Archive the project records.

C.

Summarize the project risks costs.

D.

Close the project office.

Question 5

Wan is the program manager for his organization. He has been hearing reports that some

project team members are complaining about the number of hours they're required to work on the program's projects and that some scheduling of team assignments are conflicting with their regular operational duties. You investigate the problem and agree that many team members are being assigned too much work within a given time period. You decide to enforce resource leveling heuristics to thirty hours of project work per week maximum. What will likely happen to the program and projects?

Options:

A.

The schedule to complete the work will take longer.

B.

The cost of the program and project will increase.

C.

The risks of failure will increase.

D.

The morale of the project managers will decline.

Question 6

Who prepares the statement of work (SOW) for external projects?

Options:

A.

Customer

B.

Project management team

C.

Project Manager

D.

Chief Financial Officer (CFO)

Question 7

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?

Options:

A.

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

B.

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

C.

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

D.

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

Question 8

You are the program manager for your organization. Management would like to consider the present value for your program. If your program is predicted to be worth $450,000 in two years what is the present value of the program if the interest rate is six percent?

Options:

A.

$400,498

B.

$521,345

C.

$505,620

D.

$385,450

Question 9

Joan is the program manager for her organization. Throughout the program life cycle there will be several elements, resources, and benefits that can be transitioned from her program to the organization. What document defines how these things can be transferred from the program to the organization?

Options:

A.

Operational transfer alliance plan

B.

Program milestone list

C.

Program transition agreement

D.

Program scope statement

Question 10

A team member has made a mistake during the installation of a fixture in your program. You have requested

that the team member should correct the problem so that the fixture is installed properly. Once the team members has corrected the problem what action should be taken next?

Options:

A.

Defect repair validation

B.

Lesson learned documentation

C.

Corrective actions

D.

Preventive actions

Question 11

All of the following are resources that need to be monitored and controlled except for which one?

Options:

A.

Equipment

B.

Staff

C.

Quality

D.

Facilities

Question 12

You are the program manager for your organization. Your program will create a new condominium in your community. There are several concerns about the condos including the timing, the local economy, the environment, and the proposed schedule. You and your team are creating the program management plan to address these concerns along with identifying the constituent projects that will build the structures and deliverables. What group will need to review your program plan to approve the plan before you may proceed in the work?

Options:

A.

The local government

B.

The change control board

C.

The stakeholders

D.

The program board

Question 13

What does RACI stand for?

Options:

A.

Responsible, Account, Confirm, Inform

B.

Responsible, Accountable, Consult, Inform

C.

Roles, Accountable, Confirm, Inform

D.

Roles, Action, Consult, Inform

Question 14

Which one of the following is NOT a component of the risk monitoring and controlling process?

Options:

A.

Executing risk response plans

B.

Completing quantitative risk analysis

C.

Tracking identified risks

D.

Determining if new risks have developed

Question 15

Stakeholders make ad-hoc requests on a routine basis. This causes duplication of reporting and communication gaps that affect the program's performance.

To resolve this situation, which of the following must go through critical review and change?

Options:

A.

Program Benefits Management domain

B.

Stakeholder communications requirements

C.

Program communications report

D.

Program communications management plan

Question 16

You are the program manager for your organization. Your current program, which has just been initiated, needs to launch several projects in order to create all of the benefits of the program. What document do you need to create in order to initiate the projects within your program?

Options:

A.

Project charter

B.

Program charter

C.

Program scope statement

D.

Project preliminary scope statement

Question 17

A program manager recognizes that a successful resource being used in project A could also be used in project B.

What should the program manager do first to leverage the utilization of this resource?

Options:

A.

Assign project A's resource to project B.

B.

Reassign the resource to project B after project A ends.

C.

Prioritize the resource to optimize their use across both projects A and B.

D.

Mitigate risk by leveraging other resources in project A.

Question 18

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?

Options:

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.

Question 19

You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders concerns, perceived threats, and specific objectives about the program and its

projects. What document is management asking you to create in this instance?

Options:

A.

Requirements document

B.

Project charter

C.

Business case

D.

Scope statement

Question 20

Wanda is the program manager for her organization. Her program team consists of resources from across the organization - many of whom have not worked together before. Wanda thinks that she'll need to complete some team development but would like to focus the development on the materials and activities that the program team will need to complete in the program. What plan should Wanda reference and update to complete her team development process?

Options:

A.

Training plan

B.

Communications management plan

C.

Staffing management plan

D.

Requirements management plan

Question 21

A risk response in a project in your program has actually caused new risks. What term is assigned to the new risks that a risk response has created?

Options:

A.

Reactionary risks

B.

Chain risks

C.

Secondary risks

D.

In flux risks

Question 22

You are the program manager for your project. You are working with the project managers regarding the procurement processes for their projects. You have ruled out one particular contract type because it is considered too risky for the program. Which one of the following contract types is usually considered to be the most dangerous for the buyer?

Options:

A.

Cost plus incentive fee

B.

Cost plus percentage of costs

C.

Time and materials

D.

Fixed fee

Question 23

You are the program manager of the HNG Program. This program has a budget at completion of $2,345,900 and is expected to last two years. The program is currently 30 percent complete and you have spent

$789,000. The program is supposed to be 35 percent complete but do to some delays you're slightly behind schedule. Based on this information, what is the schedule variance (SV) of this program?

Options:

A.

-$85,230

B.

$821,065

C.

-$284,100

D.

-$117,295

Question 24

Which of the following statements are true regarding program scope statement? (Choose three.)

Options:

A.

It defines all the work and only the required work for the program.

B.

It formally authorizes the program.

C.

It sets authorities and limits for the program manager and team.

D.

It represents a common understanding of the program for the purpose of facilitating communication among the stakeholders.

Question 25

A program is in its last year of execution. The program manager will receive a performance bonus if executive leadership and the program steering committee determine that the program is a success.

How can the program manager justify receiving a performance bonus upon program closure?

Options:

A.

Update the business case analysis document indicating how each goal was attained.

B.

Prepare a financial framework to show effective financial management and alignment with profit metrics.

C.

Provide a report using the benefits management plan to demonstrate overall benefits realization.

D.

Conduct a customer satisfaction survey to show program success.

Question 26

The chief executive officer (CEO) informs the program manager that the delivery date for project A must be compressed by two months to accommodate market needs. Project A relies upon deliverables from projects B and C.

Which of the following should the program manager do first?

Options:

A.

Direct the three project managers to crash their projects, to allow project A the two months of scheduling needed.

B.

Review the program resource management plan with the three project managers emphasizing their critical paths and shared critical resources to understand the possibility of accelerating the schedule.

C.

Convene the change board to evaluate the cost/benefit of the compression and the impact on the overall program.

D.

Engage the executive sponsor and program board to evaluate the CEO's request and determine if the project manager should act on it.

Question 27

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?

Options:

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

Question 28

In a transformational program, all projects are on track and delivering their objectives. However, stakeholders are hesitant to take on the new processes because performance in the current environment may not be representative of actual performance. Stakeholders fear that the program will fail to provide the service required.

To assure positive performance in the current environment, the program manager should do which of the following?

Options:

A.

Ensure the new processes will perform better than the current processes.

B.

Ask the program steering committee to endorse the new processes and current program schedule and deliverables.

C.

Meet with stakeholders to ensure they understand that the expectations for the new processes are superior to the current processes.

D.

Discuss concerns with stakeholders and mitigate them by changing the processes that will be delivered.

Question 29

A program manager for the construction of an international event venue that will impact the local community needs to determine the best approach for communications. One of the conditions of the program is that after the event takes place, a park will be built for the community’s use.

What should the program manager do to ensure community support?

Options:

A.

Review the scope with the program sponsor and community representatives

B.

Organize an advocacy group and facilitate community engagement

C.

Negotiate the program scope with community representatives

D.

Ensure community representatives are part of the steering committee

Question 30

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?

Options:

A.

Estimate to complete

B.

Estimate at completion

C.

Original cost baseline

D.

Cost performance index

Question 31

Mary Anne is the program manager for her organization. In her program there are six projects. One of the projects in her program has been performing well. It is on schedule and has no cost or schedule variances. Mary Anne has decided, however, that her program needs to be terminated. Which one of the following is a likely reason why the project should be terminated?

Options:

A.

The program scope has changed.

B.

The scope is not being met as planned due to scope creep.

C.

The project resources are not completing their project tasks as assigned.

D.

The project scope has changed from the original intent of the project

Question 32

A component project of a program is completed, and will provide the intended incremental benefits.

How should the program manager proceed with the component transition?

Options:

A.

Update the program stakeholder engagement plan with stakeholders from the transition organization

B.

Define the component project’s business value in the benefits management plan

C.

Update the program roadmap to reflect completion of a key end-point objective

D.

Initiate a program change request to close out the component project

Question 33

You are the program manager for your organization and you are preparing to launch several constituent projects within your program. You need to ensure that each project manager is authorized to utilize the appropriate project and program resources in order to complete the project requirements. What document do you need to create for each constituent project in your program to ensure that each project manager can use the appropriate resources?

Options:

A.

Project charter

B.

Project scope statement

C.

Project resource requirements document

D.

Roles and responsibilities chart

Question 34

Which of the following shows the ratio between a task's budgeted and actual costs?

Options:

A.

To-Complete Performance Index (TCPI)

B.

Schedule Variance (SV)

C.

Schedule Performance Index (SPI)

D.

Cost Performance Index (CPI)

Question 35

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?

Options:

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.

Question 36

A new component project is approved by the program governance board. The funding for this component project will be provided by an organization different from the organization funding the program.

Would this be an acceptable funding arrangement?

Options:

A.

Yes, only component projects may have different funding sources.

B.

Yes, the program and its components may have different funding sources.

C.

No, the program and the project must be funded by the same organization.

D.

No, component projects must be funded by program funds.

Question 37

Which of the following types of floats are available? Each correct answer represents a complete solution. Choose two.

Options:

A.

Half float

B.

Full float

C.

Total float

D.

Free float

Question 38

Julie is the program manager of the NHQ Program for her organization and she believes the program is now complete. Julie is closing her program, and she's working with her program sponsor to review the program's deliverables and benefits. Janet, the program sponsor, is very pleased with the program and agrees that the program has met the program scope. What should Julie and the program sponsor do next?

Options:

A.

Close the constituent projects before closing the program

B.

Complete the program's budget

C.

Release the program's resources

D.

Sign the certificate of program closure

Question 39

You are the program manager for your organization. You are examining the order of the activities in your program schedule and would like to change some of the ordering to alleviate scheduling conflicts, risks, and based on your experience with the discipline the program uses. Some of the activities you can rearrange while some of the activities must be completed in a particular order. What term describes the activities that can happen in any order?

Options:

A.

Finish on constraints

B.

Discretionary dependencies

C.

Mandatory dependencies

D.

Benefits management dependencies

Question 40

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?

Options:

A.

Preventive action

B.

Corrective action

C.

Gold plating

D.

Program scope change

Question 41

A large international manufacturing company is centralizing its IT which is currently spread over 16 countries. The transition means physically regrouping the infrastructure and aligning processes and organizations. The high-level scope of this transformation encompasses three main areas:

1.The technology area--assessing which technology/tooling should be retained for the target data center.

2.The policies and procedure area--aimed at establishing a common set of processes supporting the new way of delivering services.

3.The HR area--assuring the new organization best fits the diversity of the countries and functional domains, while offering equivalent compensations for comparable functions.

You have selected your team and you are preparing the business case to support 1) the team selections you made and 2) your recommendation to proceed to the program's next phase.

Which document should be present in your business case?

Options:

A.

A detailed plan showing dependencies among the constituent projects

B.

A comprehensive analysis of the different compensation packages offered in the 16 countries

C.

An inventory detailing all physical and logical components in place and the employees in scope

D.

A cost/benefit analysis of the different scenarios, presenting their respective contributions

Question 42

A program is in its execution phase when a component project manager suggests a potential change that could increase the financial benefit of the program. The program manager is hesitant to submit a change

request, as it would extend the program schedule and require a scope change. To whom should the change request be presented?

Options:

A.

The program governance board

B.

The program customer

C.

The program management office (PMO)

D.

The project governance board

Question 43

What is another term that can be assigned to the pre-program analysis and research to determine if a program should be initiated?

Options:

A.

Program scope statement definition

B.

Feasibility study creation

C.

Business case creation

D.

Program charter creation

Question 44

A company is rolling out an innovative program that includes new processes intended to define how the company will manage future programs. While program execution is going well, the program sponsor is concerned that the knowledge acquired needs to be reused for future programs.

What should the program manager do to ensure that the knowledge acquired is captured efficiently?

Options:

A.

Record lessons learned in the program management plan

B.

Create training materials summarizing team experiences and lessons learned

C.

Direct the project managers to create event logs to document their experiences and lessons learned

D.

Organize review sessions after each program stage to document successes, issues, and lessons learned

Question 45

You are the project manager of a construction project. You have to close a phase of the project. Which is the only technique (or tool) available in the Close Project or Phase process?

Options:

A.

Change control meetings

B.

Project management information system

C.

Expert judgment

D.

Observations

Question 46

An initiative involves the development of new technology and leverages existing technologies. It is determined critical by the program governance board and the program sponsor that a comprehensive risk management plan be put in place.

In what phase is the risk management plan created?

Options:

A.

Program definition

B.

Program execution management

C.

Program delivery

D.

Program risk management planning

Question 47

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?

Options:

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

Question 48

A program manager is concerned that a program will be unable to achieve its intended benefits.

How should the program manager handle this concern?

Options:

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.

Question 49

The program manager wants to increase the team’s commitment to the program objectives.

The program manager should do which of the following?

Options:

A.

Work with the sponsor to identify the organization’s best practices.

B.

Work with the program stakeholders and program management office to identify the organization’s best practices.

C.

Work with the program management office to identify the organization’s best practices.

D.

Work with the sponsor, program stakeholders, and the program management office to identify the organization’s best practices.

Question 50

The program director of a four-year program, estimated to require 600,000 person-days effort, notices that team morale has decreased over the last three months. The program is at a critical stage with 70% completion

through the test phase. A number of defects are found that result in teams working additional hours. The program director requests that the program management office (PMO) gather metrics to monitor the situation.

Which of the following metrics should the PMO capture on a monthly basis?

Options:

A.

Billable hours charged to the program, non-billable hours charged to the program, quantity of defects per full-time equivalent (FTE)

B.

Absenteeism rate, staff turnover, quantity of defects, total hours worked, average number of FTEs

C.

Amount of hours spent on rework of software coding, retesting, and on non-rework activities

D.

Absenteeism rate, staff turnover and leave liability

Question 51

Olive is the program manager for her organization. She has created a request for proposal for a large portion of her program. In this work to be procured she has set several requirements for the vendors to participate. The chief among these requirements is a vendor must have at least four licensed electricians in his team. This requirement for four licensed electricians is an example of which one of the following terms?

Options:

A.

Screening system

B.

Scoring model

C.

Vendor analysis requirements

D.

Evaluation criteria

Question 52

A new program is comprised of four component projects. The program manager must assign project managers to each of the four projects. There are eight potential project managers to consider.

What should the program manager do before assigning the project managers?

Options:

A.

Determine budgetary constraints related to the project managers’ salaries

B.

Request performance feedback from the project managers’ line managers

C.

Evaluate the project managers’ skills and match them to the needs of the projects

D.

Interview each project manager to determine their career aspirations

Question 53

Which of the following documents describes the details for each component in the WBS?

Options:

A.

WBS detail

B.

Risk register

C.

WBS dictionary

D.

Project charter

Question 54

After new private equity owners acquire an enterprise, they want to improve its value by reducing costs. A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed. A strategic component project presents significant risk to organizational objectives due to its complexity and dependencies on external parties. After a series of board meetings, the enterprise’s

investment committee approves a budget to implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility. Implementation of this component project may now begin, but is already one month behind schedule. The program manager now perceives significantly more risk to the larger program due to this delay.

What should the program manager do to address this risk with the program sponsor and governance board?

Options:

A.

Share the concerns with the program sponsor to confirm understanding of the new development. Next, update the program budget, implementation plan, and risk management plan for governance board approval.

B.

Update the component project’s risk register, issue log, implementation plan, and risk management plan.

Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan for governance board approval.

C.

Revise the program budget, and implement the component project by managing it closely to recover the month-long delay. Next, update the component’s project and risk management plans for governance board approval.

D.

Update the program budget, and task the component project manager with implementing the plan. Next, submit a change order for approval to apply more resources to reduce the larger program’s risk profile.

Question 55

You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work. What process are you completing to ensure that the work is done accordingly to scope?

Options:

A.

Quality control

B.

Scope verification

C.

Quality assurance

D.

Planning

Question 56

Which of the following statements is most accurate about the critical path?

Options:

A.

The critical path is always one path that shows the project duration.

B.

The critical path has no float.

C.

The critical path is the longest path because it has the most activities.

D.

The critical path reveals which path has the most risk of failure.

Question 57

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?

Options:

A.

Program delivery management

B.

Resource interdependency management

C.

Program performance monitoring and controlling

D.

Benefits sustainment and program transition

Question 58

Martha is sharing her experience of her last project as the project manager. She tells that when she presented customer a formal acceptance and sign-off document, they refused to sign, claiming that the product does not meet their expectation. Taking which of the following steps could have been prevented the situation? Each correct answer represents a complete solution. Choose all that apply.

Options:

A.

Performing quality inspections regularly

B.

Archiving sign-off at important milestones

C.

Documenting the requirements

D.

Completing the project behind the schedule

Question 59

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?

Options:

A.

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

B.

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

C.

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.

D.

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 sustainment plan.

Question 60

After a company's senior executive management meeting, the CEO issues a mandate to automate a new- client on-boarding process that would effectively eliminate the current, manual, paper-based process. The assigned program sponsor selects a program manager.

Both the program sponsor and the program manager must ensure that the program charter contains which of the following?

Options:

A.

Justification, benefits management plan, scope, and resources needed

B.

Justification, benefits strategy, scope, and resource management plan

C.

Justification, outcomes, scope, and stakeholder considerations

D.

Justification, benefits management plan, program business case, and stakeholder considerations

Question 61

You are the program manager for your organization. A new program is about to initiated and Marcy, your assistant, asks you about the themes that all new programs must map to. All of the following are themes that you can discuss with Marcy except for which one is not a program theme?

Options:

A.

Stakeholder management

B.

Requirements analysis

C.

Benefits management

D.

Program governance

Question 62

Which of the following statements are true regarding the Monitoring and Controlling Program Risks process? Each correct answer represents a complete solution. Choose all that apply.

Options:

A.

Risk Monitoring and Control is an ongoing process for the life of the program.

B.

Planned risk responses should be continuously monitored for new and changing risks.

C.

Monitoring reduces the impact of risk by identifying, analyzing, reporting, and managing risks on a continuous basis.

D.

It is the process of selecting the most suitable response to reduce the threats to the program objectives.

Question 63

A municipal agency manages a city's water and wastewater infrastructure. Its six-year capital improvement program (CIP) is approximately US$4 billion, and is used for such things as improving aging infrastructure, addressing regulatory requirements, and upgrading facilities. The mayor and key stakeholders are concerned because of yearly rate increases for residents. After receiving proposals from program managers for this key program, which is half of the current CIP, a program management team is hired and receives an approved business case.

What should the project manager do next?

Options:

A.

Discuss the program change and its challenges.

B.

Create a program management plan.

C.

Conduct a program performance analysis.

D.

Develop a program charter.

Question 64

A program manager has a multiple-project program that is scheduled to be completed by year’s end. During the program delivery phases of the projects, several mandatory changes are identified that would extend the program’s completion date.

What is the next step for the program manager?

Options:

A.

Apply resource leveling to ensure the program is completed on schedule

B.

Update the schedule to reflect the extended completion date

C.

Adjust working hours to ensure the program is completed on schedule

D.

Submit a change request to extend the program schedule

Question 65

You are the program manager for your organization. You have created a program that will create things for the organization throughout the program not only at program closure. All of the following are elements that you may transfer to the organization throughout the program's life cycle except for which one?

Options:

A.

Benefits

B.

Risk management outcomes

C.

Program personnel

D.

Outputs from team development

Question 66

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

Options:

A.

Decompose the program work based upon available resources

B.

Decompose the program to the work package level

C.

Decompose the program to the architecture baseline level

D.

Decompose the program at a level sufficient to achieve control

Question 67

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, that 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?

Options:

A.

Secure funding from another project that was cancelled.

B.

Use an integrated change control process.

C.

Use the available management reserve.

D.

Advise Company B that funding and resources are not available.

Demo: 67 questions
Total 452 questions