PGMP practice questions 351–360

1. Question 351 · 439 in bank

   A program manager is leading a program introducing a new customer relationship management solution. As the program progresses, the sponsor and other stakeholders are satisfied with the pace of the program's performance. A stakeholder from the sales department now requests a new feature to integrate the platform with another application. The program manager advises that this is out of scope and requests additional funding via the formal change management process, and the new scope is approved. What should the program manager do next?

   • ASecure additional approvals from senior stakeholders.
   • BAssign a new project manager to own the delivery of the new project.
   • CRedefine the priorities of the existing program components.
   • DCancel an existing component and reallocate resources to the new project.

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   Answer: D

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2. Question 352 · 439 in bank

   A program manager is assigned to a large cross-functional program that includes five different technologies and multiple workstreams. Some potential stakeholders have conflicting program expectations. What should the program manager do next?

   • ASend out satisfaction surveys and document the results in the program's stakeholder engagement plan.
   • BUpdate the stakeholder register to document stakeholders’ positions relative to the program.
   • CDocument stakeholder expectations in the program’s risk register to determine their influence.
   • DShare the approved program business case with key stakeholders and conduct interviews with them.

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   Answer: B

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3. Question 353 · 439 in bank

   A program is in the closing phase and is preparing to start delivering benefits to stakeholders. The stakeholders did not receive adequate information to sustain the program once in operations and are concerned the program will fail once the program team exits. What should the program sponsor do?

   • ADirect the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure.
   • BDirect the program manager to review the necessary plans to ensure benefits can be transitioned and sustained after program closure.
   • CDirect the program manager to assess the impact of this change and follow the established change management process.
   • DDirect the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.

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   Answer: B

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4. Question 354 · 439 in bank

   A program has several components and operations activities embedded within its scope. At the beginning of the definition phase, a program manager needs to consider risk throughout the program along with the interdependencies with the operational activities. Knowing the impact can be much larger than the program itself, what should the program manager do to ensure that operations is included in the program risk management activities?

   • ACreate a program risk management strategy that includes operations
   • BConduct a program risk assessment to determine where help is needed
   • CEnsure that a program performance report is sent to operations stakeholders
   • DDevelop a program risk response strategy to address operational concerns

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   Answer: A

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5. Question 355 · 439 in bank

   A financial company is transitioning to a new billing system and is approaching completion. Before the transition starts, a mandatory requirement must be met to check on some program performance metrics. To address this requirement, a phase-gate review has been scheduled for the following month. In preparation for this important review, what can the program manager do to ensure the program is on track to meet the requirements?

   • ASchedule a health check to review key performance indicators (KPIs)
   • BSchedule a health check to review the program governance plan
   • CSchedule a health check to review the benefits management plan
   • DSchedule a health check to review benefits realization and issue logs

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   Answer: A

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6. Question 356 · 439 in bank

   A program manager is initiating a cross-industry program comprised of several projects. Due to multiple constraints and the complex nature of different industrial requirements, the investors hold a conservative attitude regarding the program risks. What should the program manager do when developing the program risk strategy?

   • AEncourage the stakeholders to be optimistic and set higher thresholds due to sufficient reserve funding
   • BSet lower risk thresholds based on the stakeholders' risk preference and organizational risk appetite after risk assessment
   • CEstablish the risk thresholds based on the differences among the stakeholders' preferences recorded in the program risk response strategy
   • DIdentify each risk based on the risk thresholds grounded into a number of criteria set in the program risk response strategy

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   Answer: B

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7. Question 357 · 439 in bank

   A program manager for a multiyear software development program following an agile approach has identified several program risks and assigned them to the appropriate component teams for mitigation. The program manager notices that some of the teams are not following the risk management plan and are not reporting the status of their risk responses. What should the program manager do next?

   • AChange the risk management plan to allow more flexibility and autonomy for the component teams.
   • BConduct a program risk audit and review the risk register to ensure alignment and accountability
   • CEscalate the issue to the program sponsor and request that the risk management plan be enforced
   • DAccept the issue as long as the program deliverables are not affected by the risks

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   Answer: B

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8. Question 358 · 439 in bank

   During the delivery phase of a program, a program manager found opportunities to improve benefits by initiating multiple components within the current program structure. What should the program manager do next?

   • APresent the new opportunities to the program governance board for approval to initiate
   • BAssess the new and current components per the current program prioritization
   • CList the program's components by teams as they are needed to maximize benefits
   • DDetermine the required resource allocation and interdependencies to initiate the components

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   Answer: A

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9. Question 359 · 439 in bank

   A program manager is kicking off a new program in a company. The program team is comprised of team members with less than 1 year of experience. What can the program manager do to help prevent lack of experience from impacting benefits delivery?

   • AAsk senior team members to mentor the junior team members
   • BRecord the risk in the program risk register and begin work on high-risk projects
   • CAsk the program sponsor to extend the delivery schedule to reduce risk
   • DEngage with the team members to provide coaching and training

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   Answer: D

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10. Question 360 · 439 in bank

    A program has had a history of difficulties reaching agreements on scope priorities among its agile component projects. What should the program manager do proactively to help resolve this unproductive pattern?

    • AWork with Scrum leads to facilitate better decisions
    • BPlay the role of mediator for program scope
    • CNegotiate with product owners and agile teams to align with objectives
    • DEngage stakeholders to develop a stakeholder engagement matrix.

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    Answer: C

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PGMP practice, question 351. 439 questions available.