PGMP practice questions 261–270

1. Question 261 · 439 in bank

   According to Standard for Program Management, Second Edition, how many knowledge areas are involved for program management?

   • A7
   • B5
   • C9
   • D11

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   Answer: C

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2. Question 262 · 439 in bank

   A program delivers incremental benefits, but is far from closure. The company completes an acquisition and defines new strategic objectives. What should the program manager do next?

   • AEvaluate the impact of the new strategic objectives through a change request.
   • BIntegrate the new acquisition into the program to include the new strategic objectives.
   • CAssess the impact of the new acquisition on the contract management plan.
   • DReview the benefits management plan to assess the continued validity of the program.

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   Answer: D

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3. Question 263 · 439 in bank

   An experienced program manager is leading a development program in a new company. While reviewing company procedures for formulating a program, they discover there is no company practice for managing key suppliers. What should the program manager do first to obtain program approval?

   • APrepare the stakeholder engagement plan for approval by the program steering committee.
   • BAnalyze the business environment to identify key stakeholders, and then perform a stakeholder analysis.
   • CConduct a brainstorming session with the program team to identify and analyze external stakeholders.
   • DCreate a project-level stakeholder analysis, and then perform a high-level program stakeholder analysis.

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   Answer: B

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4. Question 264 · 439 in bank

   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?

   • ARecord lessons learned in the program management plan
   • BCreate training materials summarizing team experiences and lessons learned
   • CDirect the project managers to create event logs to document their experiences and lessons learned
   • DOrganize review sessions after each program stage to document successes, issues, and lessons learned

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   Answer: D

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5. Question 265 · 439 in bank

   A company hires a program manager to create a healthcare management system. After five months, the program manager identifies an opportunity to integrate an online medical solution, which could provide additional value to the stakeholders. The program sponsor approves the change in scope. The program manager should ensure that the results obtained by this opportunity are working in tandem with which of the following?

   • ACritical success factors
   • BKey performance indicators
   • CBenefits management plan
   • DStakeholder engagement plan

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   Answer: C

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6. Question 266 · 439 in bank

   A company CEO issues a mandate to automate a new-client onboarding process to replace manual and paper-based procedures. After the program sponsor and program manager obtain formal acceptance of the program charter, what should be done next?

   • ADeploy a team to develop the program management plan.
   • BDevelop estimates for scope, resources, and cost.
   • CIdentify the program management components, and develop the resource management plan.
   • DReview and update the benefits management plan and link it to program outcomes.

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   Answer: A

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7. Question 267 · 439 in bank

   A company implements a transformational business strategy and a program to change its IT infrastructure and service delivery model. While leading a program team from cross-cultural backgrounds and geographies, the program manager notices a varying level of delivery excellence, which they attribute to cultural differences and behavioral tendencies. To achieve commitment to program goals, what should the program manager do to improve the team's level of engagement?

   • ADelegate the task of managing team behavior, attitudes, and commitment to team member managers, and ask the managers for regular progress reports.
   • BOrganize social events to support the communications enrichment plan, bond the teams, and motivate team members.
   • CEstablish a formal mentoring, coaching, and support program to address cultural differences that will enable the team to work collaboratively.
   • DEmail all team members mandating that, to deliver program objectives, they must focus on their roles and responsibilities.

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   Answer: C

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8. Question 268 · 439 in bank

   A program manager joins a team during its preparation phase. What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase?

   • ADevelop the program management plan based on the organization's strategic plan.
   • BWrite the program charter, including the program mission statement and stakeholder engagement plan.
   • CDefine a high-level program roadmap of milestones and schedules supported by a preliminary estimate.
   • DIdentify and document the anticipated program benefits in the benefits management plan.

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   Answer: A

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9. Question 269 · 439 in bank

   You are the program manager of the OFE Program. You are working with your program team and project managers to ensure that there is consistency in the execution of the program plan. You stress that the work has been planned and now the team must accurately complete the work. You want to ensure that the work is done correctly the first time in the program. What type of process are you stressing to your program team and project managers?

   • AQuality assurance
   • BScope verification
   • CQuality control
   • DProcess improvement

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   Answer: A

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10. Question 270 · 439 in bank

    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?

    • ATailor program sponsor and stakeholder engagement and communications activities to meet the company's expectations
    • BInsist on maintaining a set of tightly controlled stakeholder register and engagement plan documents to meet expectations
    • CProvide detailed information to the most influential program sponsors and stakeholders
    • DEnsure that the component stakeholders have the appropriate level of communications required to meet their needs

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    Answer: A

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PGMP practice, question 261. 439 questions available.