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PMI PgMP - Program Management Professional (PgMP)

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Total 452 questions

A program manager initiates a new global program to create a higher level of protection for a company's intellectual property. The company exhibits a relaxed culture and environment, and is intolerant of processes to the point of being considered process-adverse. However, the company's culture is tolerant of long-term program activities, provided there is continuous progress on improving the protection of its intellectual property. Expectations for rapid progress are low.

What should the program manager do next?

A.

Tailor program sponsor and stakeholder engagement and communications activities to meet the company's expectations

B.

Insist on maintaining a set of tightly controlled stakeholder register and engagement plan documents to meet expectations

C.

Provide detailed information to the most influential program sponsors and stakeholders

D.

Ensure that the component stakeholders have the appropriate level of communications required to meet their needs

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?

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.

At what point in the project is the risk of failing to achieve the project objectives the greatest?

A.

During project planning

B.

During the project execution

C.

At the project start

D.

At the end of the project

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.

A program to implement a company's new system is nearing completion and the program manager attempts to close the program. However, despite training provided to the operational staff on the new system, there is concern that the defined expected benefits will not be fully realized.

To prevent this concern in the future, which of the following should occur?

A.

Collaboration with the operational staff to develop the benefits sustainment plan

B.

Communication of the new capabilities' benefits to the operational staff

C.

Development and execution of a benefits transition plan to prepare the operational areas

D.

Identification of the risk in the program risk register and development of a plan to address the risk

Which of the following documents provides the mandate to execute the program within a certain timeline and also presents milestones for the delivery of products or incremental benefits?

A.

Program architecture baseline

B.

Program risk register

C.

Program WBS

D.

Program charter

Near the end of an ongoing project, the program manager is terminated due to underperformance and a new program manager joins the team. The program's last component project will go live in one week.

What must the new program manager do before program closure?

A.

Review the benefits management plan to ensure that the first component project launched met stakeholder expectations.

B.

Ask the program steering committee to allow program closure to start immediately following the launch of the last component project.

C.

Begin to collect lessons learned from all stakeholders, and prepare mitigation strategies in advance of the last component project's launch.

D.

Work with the program sponsor to identify who is responsible for benefits sustainment, and identify measures from the benefits management plan to measure success.

A program in a matrix organization includes subprojects for specific required technologies. The program manager assembles a team of project managers to lead each of the component projects. Each component project requires unique technical skills and expertise. To ensure that there are no budget overruns, the program manager leverages the existing time reporting process.

What is a critical component of the Program Schedule Management Process?

A.

A list of all the projects that team members are working on

B.

Activity or component start and finish dates, as well as intermediate milestones

C.

Time management training programs for all team members, as well as the project managers

D.

Skill levels of the various project team members, as well as the project managers

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

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