PGMP practice questions 381–390

1. Question 381 · 439 in bank

   A new program component depends on an external provider that has shown a lack of commitment in the past. The component is on the critical path and the program manager wants to avoid as many risks as possible. What should the program manager do?

   • AUse the provider but move the component off the critical path to avoid risks
   • BCancel the component to eliminate all the potential risks by avoiding dependency of the provider
   • CAsk the customer to be in charge of managing the relationship with the provider
   • DEstablish frequent reviews with the provider to monitor potential risks

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   Answer: D

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2. Question 382 · 439 in bank

   The portfolio manager believes there is an opportunity to create a new product offering creates a new program to bring the capability to market. The business case was approved by the sponsor. What should the program manager do next?

   • ADevelop the program charter
   • BUpdate the program roadmap
   • CCreate the benefits plan
   • DEstablish the strategic plan

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   Answer: A

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3. Question 383 · 439 in bank

   A program manager for an extensive healthcare program that aims to improve patient safety and satisfaction has developed a benefits realization plan that outlines the expected benefits and their owners, metrics, and timelines. How should the program manager communicate this plan to the stakeholders?

   • ASend the stakeholders a copy of the plan and request feedback
   • BCreate a video for the stakeholders that showcases the plan and its benefits
   • CPresent to the stakeholders a summary of the plan and highlight the key points
   • DInvite the stakeholders to a workshop to explain the plan and address their concerns

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   Answer: D

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4. Question 384 · 439 in bank

   The component project managers reported their projects are behind schedule These project managers are blaming their team members. What should the program manager do first?

   • AUpdate the key performance indicators (KPI's) to reflect the delays
   • BPromote a productive and cooperative team environment
   • CHold a separate meeting with the project managers
   • DAdjust the project schedules using available slack

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   Answer: B

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5. Question 385 · 439 in bank

   A complex technology program consisting of nine projects is at risk of delayed deliverables. A team member found a valid alternative solution that allows parallel implementation of three components previously planned to be implemented sequentially. Which document should the program manager update?

   • AProgram roadmap
   • BProgram business case
   • CProgram work breakdown structure (WBS)
   • DProgram issue log

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   Answer: A

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6. Question 386 · 439 in bank

   An organization is starting a program that includes several component projects. Many of the stakeholders require different types of information, and communication is vital to the program's success. Where should the program manager record all information?

   • AStakeholder register
   • BCommunications register
   • CStakeholder engagement plan
   • DProgram communications management plan

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   Answer: D

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7. Question 387 · 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. What should the program manager do to validate the benefits delivery of the overall program?

   • AMaintain through the dashboard
   • BUpdate through the benefits plan
   • CInitiate through the business case
   • DReview through governance

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   Answer: D

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8. Question 388 · 439 in bank

   An education reform program will be following an adaptive approach for its execution. A feasibility study on the expected outcomes was conducted and several viable options were identified. The next step is to identify the program's critical performance measures. Which document should the program manager use to identify and maintain the program's key performance indicators (KPIs)?

   • ABenefits management plan
   • BBusiness case
   • CBenefits register
   • DProgram governance plan

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   Answer: A

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9. Question 389 · 439 in bank

   A program manager has experience in a transnational finance and bank program. During the program formulation phase, the program manager asks all relevant parties to identify their expectations for this program's outcome and their interest in staying informed and involved during delivery. Which document will help the program manager?

   • AProgram communications management plan
   • BProgram communications assessment
   • CProgram charter
   • DStakeholder engagement plan

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   Answer: D

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10. Question 390 · 439 in bank

    A program manager is leading a complex program involving multiple stakeholders with conflicting interests and expectations. The program manager has conducted a stakeholder analysis and developed a stakeholder engagement plan. What should the program manager do next to demonstrate leadership and ownership?

    • ACommunicate the program vision and objectives to all stakeholders and solicit their feedback
    • BImplement the stakeholder engagement plan and monitor the stakeholder satisfaction levels.
    • CEscalate any issues or risks that may affect the stakeholder relationships to the program sponsor
    • DNegotiate with the stakeholders to align their interests and expectations with the program benefits

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    Answer: B

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PGMP practice, question 381. 439 questions available.