PGMP practice questions 341–350

1. Question 341 · 439 in bank

   A program manager assigns a project to a qualified project 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 first to resolve this issue?

   • AApply competence assessment techniques.
   • BAssign a different project manager to this project.
   • CReassess the project manager's qualifications.
   • DSchedule a review meeting with the client.

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   Answer: C

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2. Question 342 · 439 in bank

   A municipal agency manages a city's water and wastewater infrastructure. A regulation requires the replacement of sewer lines throughout the city at a cost of US$2 billion over 30 years. The city has been managing this program with various program teams and has a project controls office in place to track projects separate from the program management team. A program manager is hired to standardize all deliverables from component projects under the program. What should the program manager do next?

   • ACreate a program performance analysis report.
   • BEstablish a program management office (PMO).
   • CDevelop a stakeholder register.
   • DDevelop a program management framework.

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   Answer: D

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3. Question 343 · 439 in bank

   The program sponsor requests that a junior project manager take over a complex component project as a professional development opportunity. The component project currently has several senior subject matter experts (SMEs) working on it and also has dependencies with other large projects to deliver key benefits to the organization. The junior project manager is both excited and concerned about the assignment and decides the best next step is to:

   • ARequest a meeting with the project sponsor to discuss the project and ensure they are qualified.
   • BAccept the assignment as a challenge and an opportunity to acquire new skills and seek advice from a senior project manager.
   • CBegin work on the project immediately to determine the important skill gaps and then request professional training.
   • DMeet with the project team to share that they cannot accept the assignment because there is too much risk.

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   Answer: B

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4. Question 344 · 439 in bank

   An IT-related program has a critical team in a region experiencing a crisis. Due to uncertainty about the region’s changing environment, the company’s senior leadership asks the program manager to decrease dependencies on the critical team. What should the program manager do first to mitigate the impacts of this request?

   • ARevisit the program management plan to clearly identify how decreasing critical team dependencies will impact component projects.
   • BMeet with the steering committee to request assistance and influence in obtaining additional resources.
   • CUpdate the procurement management plan and begin the request for proposal (RFP) process to replace the critical team by staff augmentation.
   • DLevel resources and empower the critical team to complete its work before regional instability impacts its efforts.

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   Answer: A

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5. Question 345 · 439 in bank

   A new performance financial system is delivered to all business entities on time following a 1-year implementation program. After 6 months of utilization, the global finance department, one of the main beneficiaries of the program, determines that the quality and level of granularity of the financial data is not sufficient for them to analyze the key performance indicators (KPIs) defined. Additionally, the global finance department is missing the analytical tools required to understand the causes of unsuitability. To address these shortcomings, the global finance department submits a request for a follow-up initiative through the process defined by which of the following documents?

   • ABenefits sustainment plan
   • BBenefits management plan
   • CBenefits register
   • DBenefits transition plan

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   Answer: B

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6. Question 346 · 439 in bank

   Company A has been acquired by company B. All the programs and initiatives under company A now follow company B's organizational strategic goals. What should a program manager do to ensure that the program meets the organization's strategic goals?

   • AManage the program delivery phase.
   • BAnalyze the benefits management plan.
   • CEngage the program steering committee.
   • DAssess the program benefits schedule.

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   Answer: C

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7. Question 347 · 439 in bank

   A nonprofit organization launched a program to reduce its dependence on regularly decreasing government funding sources. This program’s goal was to pay 50% of its operating expenses by selling its services to the for-profit sector. After 3 years, the goal was reached, deemed complete, and transitioned to operations. Eighteen months later, the organization discovers that its dependence on government funds has now increased to 80%, even though its operating budget has largely stayed the same. What should the program manager have done to avoid the issue of program benefits being unrealized after more than 1 year of implementation?

   • AHad the operations manager follow the benefits management plan
   • BUtilized schedule compression techniques to deliver value sooner
   • CWorked with the operations department after the program was transitioned
   • DDeveloped program transition and benefits sustainment plans as part of the transition to operations

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   Answer: D

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8. Question 348 · 439 in bank

   A multinational organization is centralizing its IT infrastructure, which is spread across 16 countries. The organization will embark on a transformation journey that encompasses three main areas: 1. Assessing which technology/tooling should be retained for the target data center. 2. Establishing a common set of processes supporting the new way of delivering services. 3. Revising human resources (HR) processes to account for the new improved services for employees in the various countries. The assigned program manager is preparing the business case for the program. Which document should be present in the program manager’s business case?

   • AA detailed plan showing dependencies among the constituent projects
   • BA comprehensive analysis of the different compensation packages offered in the 16 countries
   • CAn inventory detailing all physical and logical components in place and the employees in scope
   • DA cost-benefit analysis of the different scenarios, presenting their respective contributions

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   Answer: D

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9. Question 349 · 439 in bank

   During the steering committee meeting, the program manager shares the customer tests results. When should a program manager approve the closure of a component project?

   • AWhen acceptance criteria of the project are met
   • BWhen the project has delivered the project benefits
   • CWhen program deliverables are complete
   • DWhen project deliverables are complete

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   Answer: A

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10. Question 350 · 439 in bank

    A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters. What can the program manager do to address the program sponsor's concern?

    • ASend the benefits management plan to the program sponsor for review.
    • BReview the benefits sustainment plan with the component managers.
    • CSet up a meeting with the sponsor to review the benefits transition plan.
    • DReview the benefits register and check for the benefits requested.

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    Answer: B

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PGMP practice, question 341. 439 questions available.