PGMP practice questions 431–439

1. Question 431 · 439 in bank

   A program manager is working on an approved complex healthcare program composed of five components. The program manager is in the definition phase and has started capturing key performance indicators (KPIs) to ensure the overall benefits generated will be delivered by the target organization. The core objective of this program is to transform the way medical records are accessed by patients and caregivers in the digital era. What should the program manager do next?

   • AIntegrate the program components
   • BDevelop the business case
   • CDevelop the program roadmap
   • DPrepare the benefits register

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   Answer: D

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2. Question 432 · 439 in bank

   A program team starts working on a new program. These team members have never worked with one another in the past and this could result in high risk and low quality. What should the program manager do to ensure program success?

   • AAllow dissent among team members to motivate a diverse culture.
   • BCreate a trusting environment for differences of opinion to emerge.
   • CEnsure conflicting messages are sent by team members on a regular basis.
   • DEnforce a collective-central decision to trigger conflict resolution.

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   Answer: B

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3. Question 433 · 439 in bank

   An organization wants to know if upgrading all the legacy applications deployed in a specific group of customers will prompt them to buy additional services. This upgrade will increase profitability. A program manager has been appointed to a program initiated to address this need. How should the program manager begin this effort?

   • AUpdate the program risk management register
   • BEngage with the sponsor to approve program charter
   • CCreate a program business case
   • DDevelop a detailed program roadmap

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   Answer: B

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4. Question 434 · 439 in bank

   Two component project managers are competing for limited resources which has led to conflict between the project managers and caused program delays. What should the program manager do?

   • AAllocate the resource to any of the project managers
   • BAllow the project managers to develop a resource plan
   • CResolve the conflict at the program level
   • DImplement program conflict management

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   Answer: C

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5. Question 435 · 439 in bank

   An ongoing research program has many external dependencies and is subject to mandatory requirements from regulatory bodies. The program requires filing several documents with government and regulatory bodies for approval. Failure to comply with regulations poses a significant risk to success of the program. What program activity should the program manager pay close attention to for regulatory compliance?

   • AProgram quality assurance and controlling
   • BProgram communications management
   • CProgram information management
   • DProgram risk monitoring and controlling

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   Answer: D

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6. Question 436 · 439 in bank

   A program has a new sponsor and a few new governing board members. The program manager has been asked to brief the new members on the program's benefits, component mappings, associated target dates, and responsibility matrices. Which document will the program manager be presenting at the review meeting?

   • AProgram management plan
   • BBenefits management plan
   • CBenefits register
   • DProgram benefits plan

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   Answer: B

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7. Question 437 · 439 in bank

   The program technical lead has uncovered a significant issue that will result in a 3-month schedule delay. The program manager has acknowledged the issue and its impact. Who should the program manager communicate this situation to?

   • AComponent managers
   • BProgram sponsor
   • CProgram stakeholders
   • DTeam leads

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   Answer: C

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8. Question 438 · 439 in bank

   A component shipment was delayed due to a global supply chain issue. This resulted in stretching the schedule of one component in a program, yet the program manager was still confident in delivering the program far ahead of schedule at no extra cost. Despite this, the customer wants to apply a delay penalty on the delayed component, because the contract is unclear about considering global issues as a force majeure. After alignment with internal key stakeholders, what should the program manager do next?

   • AUpdate the program roadmap and request utilization of the contingency reserve for the penalty.
   • BUpdate the program business case and request utilization of the management reserve for the penalty.
   • CWork with the legal team to manifest an interpretation of the clauses that can support filing a case in court.
   • DNegotiate with the customer to avoid the penalty in return for crashing the full program schedule.

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   Answer: C

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9. Question 439 · 439 in bank

   A program manager is providing a fifteen-minute high-level program update during a monthly organizational town hall meeting. While speaking to the bullet points, many attendees raise their hands to request additional information about the overall program. What should the program manager do?

   • ASetup an open meeting to provide an in-depth update
   • BEstablish multiple forms of program communications
   • CTake the additional time to address the questions raised
   • DRequest inclusion on the monthly town hall agenda

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   Answer: B

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PGMP practice, question 431. 439 questions available.