PGMP practice questions 421–430

1. Question 421 · 439 in bank

   A large infrastructure program has three component projects. Project 1 is being built in collaboration with a vendor company and has a high-level risk that could delay the timeline and increase the costs of two of the three projects. Project 1 could also delay the program delivery date. Fortunately, the program team reviewed the program management plan and realizes there are contingency reserves at the program and project levels. What should the program manager do to utilize the contingency reserves?

   • AAsk the two project managers of the impacted projects to use their contingency reserves because the high-risk delay will impact them
   • BAsk the project manager of project 1 to use its contingency reserve because of the high risk on this project
   • CUse the program contingency reserves because the high-level risk impacts the whole program and two of its components
   • DReview the contract with the procurement office to understand if the contingency reserves can be used to prevent delays

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   Answer: C

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2. Question 422 · 439 in bank

   During a program progress review, a key stakeholder disagrees with the program's engineering team, which is responsible for the program's delivery schedule. This leads to a conflict in which both parties try to impose their expectations for the program schedule. What should the program manager do?

   • AFacilitate a negotiation session among stakeholders to address their conflict on expectations
   • BFacilitate a negotiation session among engineering team members to address their conflict on expectations
   • CAsk the program sponsor to explain the program’s expectations
   • DAsk the engineering team to revise the program schedule

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   Answer: A

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3. Question 423 · 439 in bank

   A procurement lead raises an issue that will impact the delivery date of a key component from the primary vendor. This delay will impact the timeline of three of the projects in the program. How should the program manager address this situation?

   • AAssess the program impact and work with the vendor to provide a resolution to the issue
   • BCommunicate with and ask the project managers to report on the significance
   • CConduct a meeting with the project managers to resolve the issue
   • DAssess the program impact and provide recommendations to the steering committee

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   Answer: A

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4. Question 424 · 439 in bank

   An organizational leader has been reviewing the newest marketing strategy plan and believes there is an opportunity to begin a new service line. A new program is approved with several active projects realigned under this program. What should the program manager do next?

   • AEstablish the program roadmap
   • BDevelop the program charter
   • CEstablish the program committee
   • DDevelop the program definition

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   Answer: B

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5. Question 425 · 439 in bank

   A program sponsor of a large financial organization informs a mergers & acquisitions (M&A) program manager that the current M&A program, still in the planning phase, may be impacted due to the recent acquisition of another company. The program manager decides to review and update the program risk management plan and risk register. Which type of risks should the program manager focus on?

   • AProgram risk thresholds
   • BProgram risk response strategy
   • CExternal program risks with vendors
   • DStrategic alignment risks of the program

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   Answer: D

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6. Question 426 · 439 in bank

   A program manager asks a project team to accelerate the timelines of multiple deliverables to avoid a regulatory compliance issue for the organization. The team completes the accelerated request. What should the program manager do next?

   • AAsk the project manager to thank the teams and purchase a small gift card for each team member
   • BInvite leadership to the next team meeting and publicly thank team members for their leadership
   • CInform leadership during the stakeholder meeting that the accelerated timeline was met
   • DSend an acknowledgment email to the team for their hard work to meet the accelerated timeline

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   Answer: D

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7. Question 427 · 439 in bank

   A program steering committee has initiated an 8-year overseas infrastructure construction program. This program will compliment several other overseas programs already underway. The three key engineers have already been assigned to other programs and are unavailable to commit to the new program. What should the program manager do?

   • ARecruit several senior technical experts and retain those who can adapt to the program style
   • BReport this gap to the program sponsor and work together to seek a win-win solution
   • CEstimate the gap between expected competence and actual competence, then provide training and recruitment for the program
   • DAsk the program sponsor to recall the three core technical experts from the other programs regardless of their busy schedules

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   Answer: B

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8. Question 428 · 439 in bank

   Several program managers in an organization are looking for opportunities to establish continuous improvement. What should the program managers recommend to senior leadership?

   • AEstablish a portfolio structure and align all programs into it
   • BIncorporate continuous improvement metrics into the benefits register
   • CAdd continuous improvement measurements in each program
   • DSet up a program management office (PMO) in the organization

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   Answer: D

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9. Question 429 · 439 in bank

   A program manager is using a hybrid approach in a healthcare improvement program. The program manager has defined and validated the program benefits management plan with the benefits owners. What should the program manager do next to establish the program's key performance indicators (KPIs)?

   • AEstablish the benefits governance structure and assign roles and responsibilities
   • BEstablish the benefits measurement criteria and methods for each benefit
   • CEstablish the benefits realization baseline and track it throughout the program life cycle
   • DEstablish the benefits transition plan and ensure alignment with operational processes

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   Answer: B

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10. Question 430 · 439 in bank

    A governing program sponsor will select a program manager during program formulation. What should the program manager do to ensure the program objectives are aligned with the business strategy?

    • AReview the program strategy
    • BDevelop a program roadmap
    • CRewrite the program charter
    • DCreate a program business case

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    Answer: A

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PGMP practice, question 421. 439 questions available.