PGMP practice questions 371–380

1. Question 371 · 439 in bank

   A program consists of four projects and three of those projects are executed by an outsourcing company as it requires specialized skills that are only available with the outsourcing company. The program is considered high risk as the organization has never implemented such a program before. During the initial executive steering committee meeting, one of the key influential stakeholders has concerns regarding the risk management process for this program. What should the program manager do to alleviate the stakeholder’s concerns?

   • AAsk the project managers to set up weekly sessions with the stakeholder to review project risks
   • BSchedule a meeting with all stakeholders to understand their risk concerns more in depth
   • CProvide weekly progress updates to the stakeholder that include insights into the risk register
   • DShare the program risk register with the stakeholder and explain how it is monitored

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   Answer: B

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2. Question 372 · 439 in bank

   A new program manager has been assigned to an existing program. While reviewing the benefits initially mapped to the program components, the program manager finds that some quality key performance indicators (KPIs) are not meeting the measurements. Some critical deliverables are due in a few weeks, and the program and benefits will be impacted if no action is taken. In which phase of the program is the program manager currently?

   • ABenefits analysis and planning
   • BProgram definition phase
   • CBenefits delivery
   • DProgram audit

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   Answer: C

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3. Question 373 · 439 in bank

   An experienced program manager is leading an international program and is mandated to enforce published industrial standards. Several professional key stakeholders are reluctant to accept the program manager's authority. These individuals seek to usurp the program manager's authority by convincing the program sponsor to agree that their permission and approval for all program work are required. What should the program manager do first?

   • AMeet with the program sponsor and stakeholders to clarify the importance of aligning with the industrial standards
   • BCompromise for the good of the program due to the stakeholders' level of influence
   • CAcquire the program sponsor’s support and reinforcement of the mandate for following the industrial standards
   • DDemonstrate the benefit of the program's alignment by sharing the industrial standards with all stakeholders

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   Answer: A

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4. Question 374 · 439 in bank

   A program manager is leading an overseas bullet train program across multiple countries. The program has been successful for a long time owing to the program team's technical expertise and rigorous planning. However, one country's terrain is complex and its mountains are steep which will increase the risk for the whole program. What should the program manager advise the program sponsor to do?

   • AAsk the program team to delegate more decision-making in this situation
   • BRequire the program team to monitor progress and success more diligently
   • CRespond to foreseen risks and activate the program contingency reserves
   • DInclude a higher frequency of health checks in the program governance plan

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   Answer: C

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5. Question 375 · 439 in bank

   A program sponsor is concerned that a program investment may not realize the promised benefits. What should the program manager do to show the program sponsor that the program is delivering the defined benefits?

   • AReview the benefits realization plan with the program sponsor
   • BDocument progress in the benefits register and share it with the program sponsor
   • CEvaluate the opportunities and threats affecting benefits
   • DConfirm that the program benefits are aligned with the strategic objectives

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   Answer: B

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6. Question 376 · 439 in bank

   The organization has authorized a merger and acquisition (M&A) program. During the planning phase, the program manager scheduled an online M&A training course for the 5 project managers. After the planning exercise is completed, one of the project managers informs the program manager that the training course is not needed because the project manager will apply project management best practices from many years of industry experience. How should the program manager handle the situation?

   • AEscalate to the request to Human Resources (HR)
   • BApprove an exception for the project manager to skip training
   • CRequest the project manager assist with the training session
   • DRequire all project managers to take the training

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   Answer: D

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7. Question 377 · 439 in bank

   A program manager has been directed to validate selected projects for alignment with organizational strategy. How should the program manager proceed?

   • ACreate and update the program mandate
   • BRevise and validate the program charter
   • CUpdate each component business case
   • DReview alignment with the organizational strategic plan

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   Answer: D

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8. Question 378 · 439 in bank

   A program manager of a large infrastructure program that follows a predictive approach has prepared a program status report for senior management and other key stakeholders. The report contains information on the program scope, schedule, cost, quality, risks issues, and benefits. How should the program manager present this report to the stakeholders?

   • ASend the report to all stakeholders via email and ask them to respond with any questions or comments
   • BSchedule a meeting with all stakeholders and present the report using slides and charts
   • CPublish the report on the program website and notify the stakeholders via email
   • DCustomize reports for each stakeholder group and communicate using the appropriate method

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   Answer: D

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9. Question 379 · 439 in bank

   An organizational leader in a company has initiated a new service offering after reviewing the latest marketing report that revealed a strategic opportunity for the company. A new program is approved with several projects aligned under this program. How should the program manager assess the health of the program?

   • ASchedule within the program governance plan
   • BCommunicate through the program benefits plan
   • CReview health metrics during a program steering committee meeting
   • DProvide dashboard communication to stakeholders

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   Answer: C

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10. Question 380 · 439 in bank

    A program sponsor instructs a program manager to quantify and document measurable outcomes for the stakeholder community to avoid future risks related to unclear benefits delivery. What should the program manager do for the program sponsor?

    • AAsk the program sponsor to share objectives
    • BUpdate the program governance plan
    • CCreate key performance indicators (KPIs)
    • DBrainstorm objectives with the stakeholders

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    Answer: C

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PGMP practice, question 371. 439 questions available.