Free PMI PgMP Practice Questions

Question 1

What is the formula to determine earned value (EV) for a program?

1. Percent complete times percent remaining in the program
2. Percent complete times the program cost estimate
3. Percent complete times the program budget at completion
4. Percent complete times the program cost of labor and materials

Question 2

Olive is the program manager for her organization. She has created a request for proposal for a large portion of her program. In this work to be procured she has set several requirements for the vendors to participate. The chief among these requirements is a vendor must have at least four licensed electricians in his team.

This requirement for four licensed electricians is an example of which one of the following terms?

1. Screening system
2. Scoring model
3. Vendor analysis requirements
4. Evaluation criteria

Question 3

You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders' concerns, perceived threats, and specific objectives about the program and its projects.

What document is management asking you to create in this instance?

1. Requirements document
2. Project charter
3. Business case
4. Scope statement

Question 4

You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work.

What process are you completing to ensure that the work is done according to scope?

1. Quality control
2. Scope verification
3. Quality assurance
4. Planning

Question 5

Your company and a competing company have created a teaming agreement for an opportunity. Through this team agreement you and your competitor can complete a major program for a client. This is, technically, a risk response for both organizations.

What type of risk response are you dealing with in this instance?

1. Teaming
2. Exploiting
3. Accepting
4. Sharing

Question 6

A project manager in your program has estimated the cost of a program to be $145,000. As the project manager's project comes close to completion, the project manager realizes that he has still $27,876 left in his project budget. He decides to add some additional features to the project's deliverables in an effort to use the remaining budget. These additions will add value to the project and the project customer is likely to enjoy these new features. This is an example of what term?

1. Gold plating
2. Errors and omissions
3. Expert judgment by the project manager
4. Value added change

Question 7

Andy is the program manager of the HQN Program. This program is nearing its completion and there is still $25,000 left in the program budget.

Andy has asked the program team to identify some extra deliverables that can be included in the program scope to improve the program deliverable but also to use all of the funds in the budget.

What term is assigned to the actions that Andy is trying to do in this instance?

1. Value-added change requests
2. Zero based budgeting
3. Integrated change control
4. Gold plating

Question 8

What analysis type could you use in a program to compare the positive stakeholders and their position, power, and influence over your program to the same variable components of the negative stakeholders in your program?

1. Sensitivity analysis
2. Stakeholder analysis
3. Monte Carlo simulation
4. Force field analysis

Question 9

You are the program manager of the BHG Program. One of the projects in your program will be using new materials that are somewhat untested.

You are worried that there may be delays and waste because the project team is unaware of how to accurately use these materials. You elect to send the people that will be using the new materials through training on how to complete their project work. You also allow them to purchase some of the materials to experiment on their use before the actual project work is to be done. You want to ensure that mistakes do not enter into the project.

What type of action have you provided in this scenario?

1. This is an example of a preventive action.
2. This is an example of team development.
3. This is an example of quality assurance.
4. This is an example of a corrective action.

Question 10

You are the program manager for your organization. You and your program team have been creating and transferring the program benefits to operations as feasible in your program execution. The process of delivering the program's benefits describes what process in program management?

1. Quality control
2. Benefits management
3. Direct and manage program execution
4. Quality assurance

Question 11

Eric is the project manager of the NQQ Project and has hired the ZAS Corporation to complete part of the project work for Eric's organization. Due to a change request the ZAS Corporation is no longer needed on the project even though they have completed nearly all of the project work. Is Eric's organization liable to pay the ZAS Corporation for the work they have completed so far on the project?

1. It depends on what the outcome of a lawsuit will determine.
2. No, the ZAS Corporation did not complete all of the work.
3. It depends on what the termination clause of the contract stipulates.
4. Yes, the ZAS Corporation did not choose to terminate the contract work.

Question 12

Alice is the project manager of the NHQ Project and is entering the project's closing processes. The project, she has managed, has been for another organization in a contractual relationship. Her organization requires Alice to complete performance reviews of the project team, review the deliverables with the project customer, and to obtain formal signoff of the project deliverables. There may be other conditions and activities that Alice likely will need to do in this final project phase.

Where can Alice check regarding this project?

1. Project Integration Plan
2. Project Contract
3. Project Quality Control procedures
4. Project Communications Management Plan

Question 13

If a risk has a probability of 60 percent and an impact of -$57,000 what will the expected monetary value of the risk event be?

1. -$34,200
2. -$57,000
3. -$9,500
4. You will need to know the utility function of the organization to determine this.

Question 14

You are the program manager of a new program in your organization. This program will last for one year and your program team will work full-time on the effort.

The nature of the work requires that the program team work closely together for the next year, but many of the program team members have never met one another. You decide to take the team on an outing where they can work together through challenges, learn teamwork, and get to know one another. This is an example of what process?

1. Cost of quality
2. Storming
3. Forming
4. Team development

Question 15

You are the program manager of the HNG Program. This program has a budget at completion of $2,345,900 and is expected to last two years. The program is currently 30 percent complete and you have spent $789,000. The program is supposed to be 35 percent complete but due to some delays you're slightly behind schedule. Based on this information, what is the schedule variance (SV) of this program?

1. -$85,230
2. $821,065
3. -$284,100
4. -$117,295

Question 16

Joan is the program manager for her organization. Management has asked her to create a centralized reporting system to capture information on program work, risks, changes, benefits management, and other aspects of the program.

What solution can Joan implement to capture, communicate, and record the information management wants?

1. Program management information system
2. Program management integrated change control
3. Change control systems
4. Program management plan execution

Question 17

You are the program manager for the SRQ Program. You have rejected several change requests for the program scope.

What must you do with the rejected change requests?

1. Communicate why the change request was rejected and record the results in the lessons learned documentation for your program.
2. Inform the stakeholders that their change requests have been rejected.
3. Communicate the change request status to the stakeholders and record the results of the change request in the change register.
4. Inform the stakeholders why their change requests have been rejected.

Question 18

You are the program manager for your organization. You have created a program that will create things for the organization throughout the program not only at program closure. All of the following are elements that you may transfer to the organization throughout the program's life cycle except for which one?

1. Benefits
2. Risk management outcomes
3. Program personnel
4. Outputs from team development

Question 19

You are the program manager for your organization. Your program team has 43 people that all need to be monitored and controlled. You would like to create a standardized report that you can use to monitor, control, and record the performance of each staff member in your program.

What type of report can you create that will help you track your staff and their performance?

1. Performance reports
2. Staff variance reports
3. Exceptions report
4. Lessons learned

Question 20

You are the program manager for your organization. A new program is about to be initiated and Marcy, your assistant, asks you about the themes that all new programs must map to. All of the following are themes that you can discuss with Marcy except for which one?

1. Stakeholder management
2. Requirements analysis
3. Benefits management
4. Program governance

Question 21

You are the program manager of the HNG Program. This program has a budget at completion of $2,345,900 and is expected to last two years. The program is currently 30 percent complete and you have spent $789,000. The program is supposed to be 35 percent complete but due to some delays you're slightly behind schedule. Based on this information, what is the schedule performance index (SPI) for this program?

1. $821,065
2. .86
3. 1.05
4. .89

Question 22

You are the program manager for your organization. You are planning a new program that will construct a new warehouse facility for your company. As you look forward to the conclusion of the program you need an official document that will signify the program has ended.

What document should you specify in your program management plan for the conclusion of the program?

1. Final program audit report
2. Audit of program financials
3. Lessons learned documentation
4. Certificate of program completion

Question 23

You are the project manager for the GGG Project and are about to close the project kickoff meeting. All of the project team members and the key stakeholders are in attendance.

What final item should you talk about before closing the meeting?

1. Discuss the importance of the project scope.
2. Thank everyone for attending.
3. Discuss the action items and the importance of the items being completed as planned.
4. Remind everyone that you're the project manager if they have questions.

Question 24

All of the following are benefits of a program except for which one?

1. Projects can operate independently of one another.
2. Resource management in a program allows resources to be shared across all projects in the program.
3. The program manager can use the same approach in stakeholder management for all projects in the program.
4. All projects follow the policies of the program and organization.

Question 25

You are the program manager for your organization and you are preparing to launch several constituent projects within your program. You need to ensure that each project manager is authorized to utilize the appropriate project and program resources in order to complete the project requirements.

What document do you need to create for each constituent project in your program to ensure that each project manager can use the appropriate resources?

1. Project charter
2. Project scope statement
3. Project resource requirements document
4. Roles and responsibilities chart

Question 26

You are the program manager of HYH Program for your organization. Your program is to create a new sports arena for your city within 12 months.

Your program has seven projects and you've worked with all of the project managers before. Even though you've worked with the project managers before you still need to define the authority of the project managers and their projects.

What document names the project manager for the project?

1. Project charter for each project
2. Program human resource management plan
3. Project scope statement
4. Program management charter

Question 27

Your program exists within a matrix structure. Your program has eight projects that all share resources from around the organization. You are concerned that some of the project team members may be over allocated and want to create a chart that will reflect the utilization of resources.

What kind of chart can show the utilization of project team members used in your program?

1. Resource network diagram
2. Resource breakdown structure
3. Resource histogram
4. Pareto chart

Question 28

Which of the following statements are true regarding program scope changes? (Choose three.)

1. Scope changes may originate from the stakeholders.
2. Change requests for a particular project have to be approved by the project manager irrespective of their potential impact on multiple projects.
3. The program has a change control board that analyzes changes at the program level.
4. The change control process on a program is often hierarchical.

Question 29

Which of the following can be used to help you or other project managers on future projects?

1. Sponsor
2. Charter
3. Stakeholder
4. Documentation

Question 30

What is the other name for critical delivery dates?

1. Substantial completion.
2. Phases.
3. Flags.
4. Milestones.

Question 31

What schedule analysis simulation tool allows you, the project manager, to review possible combinations of events such as optimistic, most likely and pessimistic outcomes for your project?

1. PERT
2. GERT
3. PMIS
4. Monte Carlo

Question 32

To increase its presence and promote its products and services in new markets, a company begins to implement its new business strategy. The company's CEO endorses a new program to promote and support this strategy. However, before the program is formally initiated, this strategy must be aligned with the organization's strategic goals and objectives.

What should the program manager develop first?

1. Program's risk threshold
2. Program risk management plan
3. Program resource management plan
4. Program risk and issue governance forum

Question 33

You are the program manager for your organization. This program will last for two years and has eight projects. The cost of your program is $4 million and there are some risk concerns that may affect the overall cost of the program. Management is concerned with how long it will take the program to reach the management horizon.

What is management horizon also known as?

1. Payback period
2. Cost performance index
3. Cost-to-benefits ratio
4. Return on investment

Question 34

Which of the following contract types is described in the statement below?

"The seller is reimbursed for all allowable costs for performing the contract work, and receives a fixed payment calculated as a percentage for the initial estimated project costs."

1. Cost Plus Fixed Fee Contracts (CPFF)
2. Fixed Price Incentive Fee Contracts (FPIF)
3. Firm Fixed Price Contracts (FFP)
4. Cost Plus Incentive Fee Contracts (CPIF)

Question 35

On which of the following documents do you work throughout the risk management processes?

1. Risk management plan
2. Project management plan
3. Risk register
4. Project charter

Question 36

A program experiences issues during execution. The stakeholders are concerned and the program manager feels pressure to act on these issues.

What tool should be used to trigger a planned response when receiving lower than expected results?

1. Key performance indicators
2. Benefits management plan
3. Communications management plan
4. Ishikawa diagram

Question 37

Which of the following statements is most accurate about the critical path?

1. The critical path is always one path that shows the project duration.
2. The critical path has no float.
3. The critical path is the longest path because it has the most activities.
4. The critical path reveals which path has the most risk of failure.

Question 38

A knowledge area defines a subset of program management and its processes within that domain. For example, the knowledge area of quality management includes the processes related directly to quality management only.

Which knowledge area ensures that all knowledge areas interact correctly with one another?

1. Program benefits management
2. Program management planning
3. Integration management
4. Communications management

Question 39

Stakeholders ask the program manager to assess reasons for the project's delay and provide a report. Also, the program manager must identify steps to be taken to ensure the program will finish on time and within budget.

The program manager distributes information in accordance with which of the following?

1. Stakeholder engagement plan
2. Program governance charter
3. Schedule management plan
4. Communications management plan

Question 40

A program sponsor is concerned about the status of high-priority risks and budget variances.

The program manager should refer to which of the following?

1. Program status dashboard
2. Program management plan
3. Program performance report
4. Program management information system (PMIS)

Question 41

What is the primary purpose of a project kick-off meeting?

1. To establish why the project has been initiated.
2. To establish the direction and purpose of the project management plan.
3. To establish the roles and responsibilities of the stakeholders.
4. To establish who the project manager and project sponsor are for the project.

Question 42

After program closure, the lessons learned document becomes part of ____?

1. The risk register
2. The company's organizational process assets
3. The program's performance record
4. The program charter

Question 43

The chief executive officer reminds a program manager that a program must deliver a 30% reduction in customer complaints by the end of the year.

Where is this expectation documented?

1. Program quality standards
2. Customer management plan
3. Benefits management plan
4. Benefits sustainment plan

Question 44

During program execution, how does a program manager ensure that benefits are being realized in accordance with program governance?

1. By reviewing the benefits management plan
2. By updating the benefits register
3. By conducting benefits analysis and planning
4. By reviewing the program business case

Question 45

Julie is the project manager of the NHQ Project. She and her project team have successfully finished the project and the customers have signed the project closure agreement. Julie has compiled all of the project records and the project's lessons learned documentation.

What should Julie do with the project's lessons learned documentation?

1. These are for Julie's reference when she is reviewed by the project sponsor.
2. These are given to the project sponsor so he can review the project.
3. These are given to the project steering committee so they may review the project performance.
4. These are transferred to the lessons learned knowledge base.

Question 46

After an organization initiates a strategic program, several project managers express interest in joining the program team. The program manager's supervisor recommends a list of project managers to be part of the team.

What should the program manager do to select the project managers?

1. Complete a skill set inventory and select the most suitable resource(s)
2. Ask interested project managers for their CV or résumé and conduct interviews
3. Accept the recommendation of the program manager's supervisor
4. Contact the human resource manager for project managers' availability

Question 47

You have created a control chart for a repeatable process in your program. You have discovered that the seven most recent measurements are all on the positive side of the mean in your control chart.

What is this phenomenon called?

1. Rule of Improvement
2. Mean Improvement
3. Rule of Seven
4. Low-Riding Mean

Question 48

Marty is the project manager of the recently completed NHK Project. The project was deemed successful by the project customer and they have signed the formal acceptance documentation. Marty has written the final project report, released the project team, and completed the lessons learned documentation.

What else should Marty do in the closure of the NHK Project?

1. Summarize the project variance.
2. Archive the project records.
3. Summarize the project risk costs.
4. Close the project office.

Question 49

You are the program manager for your organization and are planning the composition of the project team. In your organization resources are used from throughout the company and may serve on more than one project. While you, the program manager, will have most of the authority on the program you want the project managers to have authority over the project decisions.

What type of an organizational structure does your organization have?

1. Strong Matrix
2. Functional
3. Weak Matrix
4. Projectized

Question 50

Company A recently signed a contract with a strategic business partner, Company B, to jointly roll out a new technology. Company B is excited about the joint marketing opportunity. Company A's component Quality Assurance team has expressed concerns to you, the program manager, that the product is being rolled out prematurely and has identified potential issues with backend support systems. QA, however, assures you that a manual workaround is possible, but not ideal.

Company B requests an enhancement to the new product. In a meeting with Company B, you determine that additional funding will be required and resources allocated and scheduled.

What is your MOST appropriate next step?

1. Secure funding from another project that was cancelled.
2. Use an integrated change control process.
3. Use the available management reserve.
4. Advise Company B that funding and resources are not available.

Question 51

A country is in the process of strengthening its defense program. A key project is not meeting its specified performance objectives. The project manager initiates a change request to address this issue.

What should the program manager do NEXT?

1. Consider the option to close out the key project
2. Evaluate the program and re-baseline the objectives
3. Assess the benefits and impact to the program
4. Amend the risk register with the key project changes

Question 52

In your organization there are rules and procedures that the program manager must follow and abide by before the program can begin and must continue to follow once the program is in execution.

What term is assigned to the enforcement of these program management rules and procedures?

1. Program governance
2. Organizational process assets
3. Program standards
4. Process analysis

Question 53

You are identifying stakeholders for your program to create new software for your organization. The software will affect the ordering by the customer, the manufacturing of the product, inventory, and account management. Sarah, a key stakeholder in your program, is skeptical of one application affecting so many parts of the organization. She prefers that several applications be created instead of the approach your program will take. In stakeholder identification how would you categorize Sarah?

1. Active
2. Negative
3. Positive
4. Passive

Question 54

You are a program manager for your organization. You have proposed a program to the management that will last four years and will cost $35 million to create.

Management has asked to see the program charter and the proposed costs and benefits of the program.

Management agrees to your program charter and proposes to fund the program in increments at the completion of each milestone.

What type of funding does management propose for this program?

1. Tentative
2. Step funding
3. Milestone approval
4. Phase gate estimating

Question 55

A program has a BAC of $550,000 and is currently 45 percent complete though was actually scheduled to be 55 percent complete by this time.

The program has spent, however, $265,000 to date. Based on this information what is the cost performance index (CPI) for this program?

1. .93
2. .82
3. $323,889
4. -$38,889

Question 56

You are the program manager for your organization. You are examining the order of the activities in your program schedule and would like to change some of the ordering to alleviate scheduling conflicts, risks, and based on your experience with the discipline the program uses. Some of the activities you can rearrange while some of the activities must be completed in a particular order.

What term describes the activities that can happen in any order?

1. Finish on constraints
2. Discretionary dependencies
3. Mandatory dependencies
4. Benefits management dependencies

Question 57

A program manager prepares the program for review to secure funding by senior management.

Which of the following must the program manager identify when creating the program charter?

1. Milestone dates, budget, and staff details that support it
2. Assumptions incorporated into the benefits management plan
3. Process within the organization that will be needed to deliver the product
4. Key decision makers or stakeholders in the program and their expectations and interests

Question 58

Julie is the program manager of the NHQ Program for her organization and she believes the program is now complete. Julie is closing her program, and she's working with her program sponsor to review the program's deliverables and benefits. Janet, the program sponsor, is very pleased with the program and agrees that the program has met the program scope.

What should Julie and the program sponsor do next?

1. Close the constituent projects before closing the program
2. Complete the program's budget
3. Release the program's resources
4. Sign the certificate of program closure

Question 59

You are the program manager for the BHN Program. Your program has 122 stakeholders that you'll need to plan to communicate with. Considering the size of the program how many communication channels do you have in this program?

1. 244
2. 122
3. 14,884
4. 7,381

Question 60

A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk.

What should the program manager do to monitor and control the supplier?

1. Use expert judgment, and update the program procurement plan.
2. Seek stakeholder approval of program procurement management activities.
3. Examine performance reports, audits, and inspections.
4. Review proposal evaluation criteria, risk analyses, and mitigation strategies.

Question 61

You are the program manager of the GHY Program in your organization. It has come to your attention that some of the project managers in your program are adding time to each project activity in an effort to pad their durations in case some event happens in their project that will cause delays.

What principle should you share with these project managers that counterattacks the concept of padding activities with additional time?

1. Parkinson's Law
2. Law of Diminishing Returns
3. 80/20 Law
4. Pareto's Law

Question 62

As a program manager you must also understand the project management lifecycle and the project lifecycle.

What is the difference between the two?

1. The project management lifecycle and the project lifecycle are the same thing.
2. The project management lifecycle is comprised of the phases initiating, planning, executing, monitoring and controlling, and closing. The project lifecycle is comprised of phases that are unique to the project work.
3. The project management lifecycle is unique to each project while the project lifecycle is universal to all projects.
4. The project management lifecycle is universal to all projects and the project lifecycle is unique to each project.

Question 63

A program receives initial approval from the selection committee to proceed with the program development.

What should the program manager do next?

1. Define the program architecture and assign the benefits realization to the component projects.
2. Complete the program setup to establish a firm foundation of support and approval for the program.
3. Analyze lessons learned and historical information to validate the program's expected outcomes.
4. Continue to develop the high-level program road map.

Question 64

Which of the following statements is the most accurate when it comes to program change requests for the program scope?

1. The change request must not affect the schedule.
2. The change request must not affect the overall cost.
3. The quality of the program must not be affected by the change request.
4. The change request must be documented.

Question 65

The program sponsor returns from a board of directors meeting after identifying a significant risk to the program schedule. This may impact the program's benefits realization.

What should the program manager do next?

1. Update the program benefits management plan and risk register.
2. Implement the mitigation plan for the identified risk.
3. Adjust the program scope to avoid the risk.
4. Document the risk and create a mitigation plan.

Question 66

An organization initiates an innovation program to deliver exceptional performance and benefits. After the program transition plan is in place and the implementation of a benefits sustainment plan starts, the program manager discovers the program may be shut down due to lack of funding.

To ensure continued funding for the program, what should the program manager do next?

1. Complete the benefits sustainment plan and update the benefits register
2. Present a revised ROI to the program sponsors based on the remaining investment
3. Conduct a cost-benefit analysis to ensure the program sponsors understand the program's long-term benefits
4. Review the program business case and the program's strategic alignment and long-term benefits with the program governance board

Question 67

Two project managers in your program, Marcy and Mary, are not agreeing with the scheduling of project resources and they have asked for your help to determine the resolution. They are refusing to speak with each other and each is telling you that the other person is scheduling project resources for the project that are already scheduled to complete the work. In the communication model, what component represents the disagreement of these two project managers and their refusal to speak with each other about a resolution?

1. Conflict
2. Noise
3. Barrier
4. Ad hoc

Question 68

A program manager is identifying and verifying risks as outlined in the risk management plan.

The results will be recorded in which of the following?

1. Risk register
2. Risk monitoring and control
3. Risk response planning
4. Risk mitigation strategy

Question 69

A wildlife protection organization opposes your program, which involves the cutting of around 200 trees to make way for the construction of a building.

Which of the following correctly defines the organization in program management terminology?

1. Negative stakeholder
2. Positive stakeholder
3. Key stakeholder
4. Hurdle stakeholder

Question 70

Part of your job as the program manager is to coach the project managers on their duties and goals. One of the project managers, Holly, is having trouble discerning the difference between quality assurance and quality control. She understands that she needs both to help you reach the program goals.

Which statement best describes quality assurance for a project within your program?

1. Quality assurance is an inspection-driven process to keep mistakes out of the project.
2. Quality assurance is a prevention-driven process to keep mistakes out of the project.
3. Quality assurance defines quality and sets goals for the project team.
4. Quality assurance is an organization-wide process to do the work according to the organizational goals and metrics.

Question 71

A multiyear program is ready to conclude. It has achieved all business objectives and is delivering its intended benefits. However, the program sponsor is not willing to sign the formal program closure acceptance document and the program continues to incur operational costs.

What should the program manager do next?

1. Ask the finance department to increase the program budget
2. Escalate the issue to the program governance board
3. Ask key stakeholders to influence the program sponsor
4. Direct component project managers to archive all relevant project documents

Question 72

A regional finance program is impacted by a new currency regulation issued by a country in the region. The new regulation requires changes to the financial statements of that country's branches by the end of the fiscal year. Failing to comply with the regulation may result in fines and/or closure of the branches. A branch general manager immediately meets with the program manager to select and secure a local fiscal expert to support the regulation, as these types of resources are in high demand. There is a high risk that the changes will not be completed on time if the resource is not secured.

What should the program manager do to address the risk?

1. Build a coalition with local companies that can influence the government to renegotiate the imposed deadline.
2. Create fine and closure scenarios to assess the impact on the program and create a contingency plan.
3. Generate a delivery incentive contract with the selected fiscal expert to ensure on-time delivery of the revised financial statements.
4. Assess the risk, incorporate it in the program's risk management plan, and meet with the steering committee.

Question 73

An organization is considering a new program. The program has a cost of $1,950,000 and will last for three years.

What is the minimum future value this organization should expect to receive from this program if it is initiated and the rate of return is six percent?

1. $2,322,481
2. $1,950,000
3. $2,067,000
4. $1,950,001

Question 74

The program manager wants to increase the team's commitment to the program objectives.

The program manager should do which of the following?

1. Work with the sponsor to identify the organization's best practices.
2. Work with the program stakeholders and program management office to identify the organization's best practices.
3. Work with the program management office to identify the organization's best practices.
4. Work with the sponsor, program stakeholders, and the program management office to identify the organization's best practices.

Question 75

Near the completion of a transformation program, the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations. They claim that their department did not approve this service, and is now unprepared and untrained to support the transformation.

What should the program manager have done first to prevent this?

1. Added the operations manager as a key stakeholder
2. Created a transition plan during the planning phase for the impacted operational area
3. Ensured there was a communications management plan that included the transition to operations
4. Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations

Question 76

Which of the following documents contain a list of all problems, unfavorable events, or situations that occurred so far in the program?

1. Program charter
2. Program risk register
3. Program issue register
4. Program scope statement

Question 77

During the last steering committee meeting, a program manager presented the benefits register to the program governance board. Since the intended benefits of the program were realized, the program manager was asked to transition the program into operations.

At this stage, what is expected during the post-review session organized by the program manager?

1. Earned value (EV) report
2. Customer sign-off
3. Benefits register updates
4. Feedback and lessons learned

Question 78

You are the program manager for the GHT Program for your company. This program has a budget at completion of $789,000 and is currently 40 percent complete, though it was scheduled to be 50 percent at this time. Your program has spent $325,000 of the budget to date. Based on this information, how many pennies is your program losing per dollar spent on the work?

1. 11
2. 20
3. 3
4. 1

Question 79

A company is building a global monitoring network in 40 countries. The program completes the planning phase and a review is conducted of the program components' strategic alignment with the intended program and company goals. The review identifies issues that should be resolved to improve program progress. One of the issues identified is the lack of incorporation of both software and configuration management tools.

Which of the following must be addressed?

1. Program performance monitoring and controlling
2. Program management information system (PMIS)
3. Program delivery management
4. Program roadmap

Question 80

The program manager compiles a program performance report for review by the program governance board. The performance report indicates that the scope, quality, and schedule objectives have been met, but costs and resource utilization are higher than expected. The program can no longer deliver the planned return-on-investment within an acceptable level and the intended benefits have not yet been realized.

After further analysis of the performance indicators, the program manager should do which of the following?

1. Extend the schedule to reduce costs and resource utilization.
2. Expand the scope and continue the program until return-on-investment objectives can be met.
3. Recommend cancellation of the program based on performance metrics.
4. Transition the existing program results to the appropriate operational area.

Question 81

Robert's program is slipping on its schedule and management has asked that Robert find a method to compress the duration of the program.

What approach could Robert take that would not dramatically add risks to program if he added labor to the effort-driven activities within the program?

1. Lead time
2. Crashing
3. Lag time
4. Fast tracking

Question 82

A program manager is concerned that a program will be unable to achieve its intended benefits.

How should the program manager handle this concern?

1. Meet with the program management office (PMO) to review critical program success factors.
2. Meet with the component project managers to reallocate resources within the program.
3. Meet with the program stakeholders to determine if a reduction in program scope is acceptable.
4. Meet with the component project managers to perform risk analysis.

Question 83

Hans is the program manager for his organization. His current program has seven constituent projects that each will create deliverables for the organization.

Who is responsible for the project deliverables in this scenario?

1. Project managers
2. Hans
3. Program director
4. Hans and each project manager

Question 84

A key stakeholder's requirement contradicts the organization's strategic objectives. The program manager meets with the stakeholder, but is unable to reach a compromise on the requirement.

What should the program manager do first?

1. Meet with the program management office to update the benefits management plan
2. Meet with organization's strategic planning committee to obtain clarification
3. Meet with the program sponsor to address the issue
4. Meet the customer to determine if the stakeholder's requirement is valid

Question 85

External resources are required for a program. The program manager receives bids from multiple vendors and presents the top vendor to the program governance board. One program governance board member asks the program manager to select a vendor that was dismissed early in the selection process because they were not on the approved vendor list. The program manager learns that this program governance board member has a personal connection to this vendor.

What should the program manager do?

1. Add the vendor to the approved list
2. Report an ethics violation
3. Agree to engage the vendor due to the program governance board member's program influence
4. Initiate a new vendor selection bid process

Question 86

You are the program manager for your organization and you're dealing with several issues about the materials used in the program. Right now, the issues have been assigned to issue owners for resolution in ten days. In the interim, what should you do with the issues?

1. Nothing; the issue owners will manage all concerns with the issues.
2. Record the issues in the issue register.
3. Communicate the issue status with the program sponsor.
4. Document the issues in the risk register.

Question 87

Program management has several themes that the program manager must be aware of.

Which one of the following is not a program management theme?

1. Benefit management
2. Stakeholder management
3. Program governance
4. Organizational planning

Question 88

A municipal agency manages a city's water and wastewater infrastructure. Its six-year capital improvement program (CIP) is approximately US$4 billion, and is used for such things as improving aging infrastructure, addressing regulatory requirements, and upgrading facilities. The mayor and key stakeholders are concerned because of yearly rate increases for residents. After receiving proposals from program managers for this key program, which is half of the current CIP, a program management team is hired and receives an approved business case.

What should the program manager do next?

1. Discuss the program change and its challenges.
2. Create a program management plan.
3. Conduct a program performance analysis.
4. Develop a program charter.

Question 89

Kelly's program is slipping on its schedule. Management is worried that the program will be late and this will cost the organization several thousand dollars in fines and penalties. They've asked Kelly to use a schedule duration compression technique that will help the program finish on time. The technique that Kelly can use, however, should not add costs to the program.

What duration compression technique should Kelly use in this instance?

1. Crash the program
2. Add lead time to the program
3. Trim the program scope
4. Fast track the program

Question 90

You are the project manager for the JJY Project, which is similar to the HHG Project you managed last quarter. You would like to model the current project scope on the previous project to save time and effort. This is an example of what kind of scope definition?

1. Analogous estimating
2. Organizational process assets
3. Parametric scope definition
4. Template driven

Question 91

You are the program manager for your organization. As your program is being initiated there is some initial concern from the management about the utilization of resources in your program and the need for resources in their day-to-day roles in operations. Management has set a limit on your program that resources may only work 20 hours per week on the program.

What is this limit of resource hours in a time period known as?

1. Resource leveling heuristic
2. Resource requirements
3. Program risk
4. Resource utilization

Question 92

A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters.

To ensure the realization of long-term benefits, what should the program manager use?

1. Benefits register
2. Benefits sustainment plan
3. Benefits management plan
4. Benefits transition plan

Question 93

A program manager at a pharmaceutical company plans a new drug development effort. The development is slated to yield three drug variants.

The program manager articulates the program scope boundaries.

Which of the following deliverables captures these items?

1. Program scope management plan
2. Program governance plan
3. Program scope statement
4. Program work breakdown structure

Question 94

Terri is the program manager for her organization and she's working with Alice, a project manager in her program. Alice calls Terri and insists that she add a change to program scope. Terri agrees that the change should be entertained.

What must Alice do to move forward with her change request?

1. Add the change to the program scope herself, as she is a project manager
2. Add the change request to the scope and complete integrated change control
3. Document the change request in a change request form.
4. Create a change request charter justifying the change request

Question 95

An R&D group director approves a major program's charter. Although the director has a high level of understanding of the program's scope, they are unsure of how the program manager can be successful in delivering the program's commitments.

What should the program manager do to align stakeholders with planning and monitoring the program's progress?

1. Establish high-level program milestones
2. Develop an accountability matrix, and assign program roles and responsibilities
3. Generate a supplier management plan to identify external stakeholders
4. Create a communications management plan, and establish reporting formats

Question 96

You need to create a document that will define the costs, resources, and characteristics of each deliverable the program will create.

What document should you create?

1. Program work breakdown structure
2. Program work breakdown structure dictionary
3. Program charter
4. Program scope statement

Question 97

Which of the following tools/techniques keep program managers and executives informed of the program's progress?

1. Component analysis
2. Expert judgment
3. Review meetings
4. Capacity planning

Question 98

What would prevent a program manager from completing program closure once a program has been completed?

1. Failure to update the financial management plan
2. Failure to update the benefits register
3. Incomplete realization of all program benefits
4. Failure to obtain program steering committee approval

Question 99

Your program is to construct a new condo building in Chicago. You and the project managers are working together to define the project assumptions about the program.

Which one of the following is an example of an assumption for this program?

1. Deadlines for project milestones
2. Building codes
3. A predetermined program budget
4. Weather

Question 100

Molly is the program manager for her organization and she is creating a program plan that defines the benefits of the program and how her program and team will create the benefits for the organization.

What plan is Molly creating in this scenario?

1. Quality management plan
2. Business case
3. Program management plan
4. Benefits management plan

Question 101

A team member has made a mistake during the installation of a fixture in your program. You have requested that the team member should correct the problem so that the fixture is installed properly. Once the team member has corrected the problem what action should be taken next?

1. Defect repair validation
2. Lesson learned documentation
3. Corrective actions
4. Preventive actions

Question 102

You are the program manager of the HNG Program. This program has a budget at completion of $2,345,900 and is expected to last two years. The program is currently 30 percent complete and you have spent $789,000. The program is supposed to be 35 percent complete but due to some delays you're slightly behind schedule. Based on this information, how many pennies is the program losing per dollar invested in the program work?

1. 17
2. 11
3. 15
4. 14

Question 103

You are the program manager for your organization and you need to define all of the program resources you'll need for your program. All of the following can be considered a program resource except for which one?

1. A forklift
2. Materials for the installation of a new server
3. A positive risk response
4. Gary, an application developer

Question 104

There are 1,500 doors to be installed in Tom's program. Each of the 1,500 doors is required by the building code to swing into the room rather than swing out into the hallways. It has come to Tom's attention that part of the team installing the doors has installed nearly 200 doors to swing into the hallway rather than into the rooms. Tom instructs the team to fix the problem.

What type of action has Tom taken in this instance?

1. Scope control
2. Defect repair validation
3. Team development
4. Defect repair

Question 105

You are the program manager for your organization. You have created a statement of work, request for proposal, and an invitation to a bidder's conference for 17 possible vendors. During the conference there were questions about your request for proposal and statement of work that led to clarifications. After the vendor conference you should update what information to send back to the vendors?

1. Request for bid documents
2. Proposals
3. Statement of work
4. Program management plan

Question 106

An IT program manager is concerned that a program is not achieving its defined incremental benefits due to a lack of delivery by the business team. The IT team has several dependencies on the business team throughout the program. However, the business team does not report to the IT program manager, and only two business team resources with the appropriate skills are available to complete the required program tasks.

To address this issue, what should the IT program manager do next?

1. Schedule a meeting with the business team to discuss transferring the two business team resources to the IT team; update the program risk register to include risk mitigation steps.
2. Escalate the lack of commitment by the business team to the program steering committee; hire a new project resource to complete the required tasks; update the program risk register to include risk mitigation steps.
3. Review and clarify the business team's program roles and responsibilities; determine the schedule impact on benefits delivery; direct the IT project manager to meet with the business team to ensure dependencies are understood and that the appropriate resources can be made available.
4. Modify the program milestone dates to include a larger contingency; determine the impact on the project implementation date; update the benefits management plan.

Question 107

What does RACI stand for?

1. Responsible, Account, Confirm, Inform
2. Responsible, Accountable, Consult, Inform
3. Roles, Accountable, Confirm, Inform
4. Roles, Action, Consult, Inform

Question 108

The program manager defines the program objectives, requirements, and develops a high-level road map.

To ensure program alignment with the enterprise strategic plan, the program manager should work with which of the following?

1. Program governance board
2. Program management office
3. Change control board
4. Project managers on the program

Question 109

Tom is program manager for his organization. His program is scheduled to last ten months and has a cost estimate for the program of $550,000.

It is now month nine and Tom reports that he actually has a cost variance of a positive $56,000. While Tom is pleased, the new management is not.

Why is a positive cost variance not necessarily good news?

1. A poor cost estimate prevented the organization from adding things to the program scope.
2. Tom has overestimated the cost of the program.
3. A poor cost estimate could affect the organization's decisions to invest the funds elsewhere.
4. Tom has forgotten to include deliverables in the program.

Question 110

Identify the term described in the statement given below? "The use of it should be reviewed along with an assessment of their effectiveness. This will aid the program management in determining if risks to the program are being effectively managed. It also provides feedback to the program management on any projects that need to be recovered or terminated."

1. Budget
2. Planned Value
3. Contingency Reserve
4. Earned Value

Question 111

A company wants to perform a preliminary stakeholder analysis to assess a new program's support.

What should the program manager develop?

1. Program communications management plan and the stakeholder charter
2. Responsible, accountable, consult, and inform (RACI) matrix, stakeholder list, and escalation process
3. Stakeholder strengths, weaknesses, opportunities and threats (SWOT) analysis
4. Stakeholder engagement plan, stakeholder register, and stakeholder map

Question 112

You are the program manager for your company and management wants you to identify how you'll make decisions in the program planning processes.

What program management document should serve as the baseline for all future program decisions?

1. Program budget
2. Program management plan
3. Program scope statement
4. Program requirements

Question 113

A program is near completion and the benefits will be delivered shortly. The program manager prepares to initiate program closeout activities to release the program resources.

Before initiating closeout and releasing the resources, what should the program manager do?

1. Review the benefits management plan with the program sponsor
2. Obtain approval from the sponsor to close the program
3. Prepare performance evaluations for all program personnel
4. Prepare performance evaluations for all project personnel

Question 114

A program manager is appointed to manage a new program. The organization's leadership has specified a list of benefits that the program should deliver and has requested that the program manager determine when incremental benefits can be realized.

What should the program manager do first?

1. Develop the benefits sustainment plan.
2. Develop the program management plan.
3. Develop the program roadmap.
4. Develop the component project schedules.

Question 115

An ice cream company wants to introduce a new flavor to a new market. The executive sponsor requests a sampling for the test market and the sample group provides negative feedback. As this type of program had previously been conducted by the company, the program manager questions whether similar results were experienced during testing.

What should the program manager do next?

1. Document the results to share with the program governance board.
2. Facilitate another test market sampling.
3. Contact the R&D department for product testing results.
4. Review the program management information system (PMIS) for lessons learned.

Question 116

You are the program manager for your organization and are working with Tracy, one of the project managers in your program. Tracy is having some trouble understanding the concept of the critical path in her project's network diagram.

Which one of the following is the best definition of the critical path?

1. It is the path that carries the most risk of project failure.
2. It is the path that reveals the earliest date the project can finish.
3. It is the path with the most important activities in the project.
4. It is the duration of all the project activities if the labor is summed.

Question 117

You are the program manager for your organization and you are trying to determine the possible outcomes of a risk event. You're analyzing the risk event's worst case scenario, most likely scenario, and optimistic scenario to simulate the possible effects of the risk on the program's cost, time, and scope ramifications.

What simulation technique are you using in this situation?

1. Monte Carlo simulation
2. Sensitivity analysis
3. Force field analysis
4. Decision tree analysis

Question 118

A company initiates a program to reorganize its sales and production departments. Three production departments are located at the three production plants next to the company's headquarters. Five regional sales departments are located at different locations around the world.

At this stage of the program, what is the first step?

1. Develop a program work breakdown structure
2. Identify and quantify business benefits of the program
3. Determine and prioritize the various components of the program
4. Prepare a program organization chart covering both sales and production

Question 119

What does a CPI value less than 1.0 indicate?

1. Cost overrun for work completed
2. Scheduled performance is great
3. Cost underrun of performance to date
4. Cost for completed work is as per estimate

Question 120

Component project managers create project management plans for all component projects in a program. The program manager notices that some project managers prefer one status report template, while others prefer another.

How should the program manager decide which template is appropriate?

1. Review the issue with the program management office (PMO) to determine which template to use.
2. Review the issue with the project managers and come to mutual agreement on which template to use.
3. Meet with the program governance board to select an appropriate template.
4. Allow the component project managers to use their preferred templates.

Question 121

You are the program manager for your organization. One of the projects within your program is to install 15,000 light fixtures throughout your organization's corporate campus. The new fixtures will save on electrical costs.

Which one of the following choices is an ideal approach to quality assurance and the installation of the light fixtures for this project team?

1. The cost and time of each installation should go down because of the learning curve.
2. The project manager should work with the project team to understand how each fixture is to be installed.
3. The project team members should develop their own system for installation of the fixtures.
4. Use a checklist for the installation because it is repeatable work.

Question 122

A program is developing a next-generation product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet.

What activity should the program manager perform next?

1. Program delivery management
2. Resource interdependency management
3. Program performance monitoring and controlling
4. Benefits sustainment and program transition

Question 123

Who makes Go/No-Go decisions during phase gate reviews?

1. Program Governance board
2. Program Manager
3. Board of Project Managers
4. Stakeholders

Question 124

A project manager in your program is using progressive elaboration as part of their planning approach. This approach is also known as what planning methodology?

1. Waterfall management
2. Rolling wave planning
3. Scope refinements
4. Incremental planning

Question 125

While setting up a program's infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program's components.

What should the team also prepare, if not already provided by the organization's assets?

1. Breakdowns such as the program work breakdown structure (PWBS), component project milestones, and budgets that transform top-level planning into fragments relevant to the components
2. Industry standards that provide guidance to the component project managers on how to adapt their detailed planning to the program's master plan
3. Documents that enable level-adequate aggregation and consolidation of component/program information and forecasting
4. Files, filing structures, and templates for knowledge repositories that contain centrally stored and commonly maintained program data

Question 126

You are the program manager of the NHQ Program for your organization. Your program is nearing the completion of one of its major phases and there are several resources that should be released at this time.

What program management plan will guide you to release of the program resources and transfer the resources and benefits to operations within the organization?

1. Resource management plan
2. Transition plan
3. Communications management plan
4. Benefits management plan

Question 127

A program manager evaluates conflicting stakeholder demands associated with cost, schedule, and intended benefits. The implementation team has a strong interest in cost and schedule, and a limited interest in the benefits being produced. The client is only focused on benefits.

Which of the following actions should the program manager take?

1. Focus on the internal stakeholders to ensure cost and schedule objectives are achieved.
2. Balance stakeholder needs through the use of trade-offs among the stakeholder groups.
3. Focus on the external stakeholders to ensure the intended benefits are achieved.
4. Conduct a stakeholder meeting to allow everyone to state their priorities.

Question 128

At the beginning of the second year of a five-year strategic cycle, the program management team attends a checkpoint session to review the state of the company's strategy. During the previous year, the company needed to comply with new government regulations that impacted this strategy.

Based on this information, what should the program manager do?

1. Update the program management, benefits management, and risk management plans, and modify priorities and interdependencies.
2. Meet with stakeholders, and modify the program roadmap to comply with the new regulations and ensure strategic alignment.
3. Obtain stakeholder approval to stop or postpone programs that fail to comply with the new regulations, and modify the program roadmap.
4. Review resource capacity and capability, program priorities, and interdependencies, and create a change request to modify the program roadmap to ensure strategic alignment.

Question 129

A program stakeholder is concerned about information they receive about a project.

Who is responsible for reviewing the communications management plan to assure adequate information is provided to the stakeholder?

1. Program sponsor
2. Communications manager
3. Project manager
4. Program manager

Question 130

You are the program manager for your company and evaluating the sellers to determine the seller to buy from. In your analysis you've created a histogram to display the pros and cons for each seller. You've created five categories of interest and assigned values to each category for each vendor. Your five categories are:

• Cost

• Schedule

• Experience

• Certification

• Warranty

Each category has a different point value and the vendor that receives the maximum points in total will win the contract.

What type of seller evaluation are you performing?

1. Monte Carlo simulation
2. Expert judgment
3. Weighted scoring model
4. Benchmarking

Question 131

A program manager, who reports to a company's CIO, is responsible for managing a strategic initiative program. During a program review meeting, the CIO informs the program manager about potential budget cuts that would impact program resources, and urges the program manager to begin delivering benefits more quickly to continue the program.

What should the program manager do first?

1. Update the benefits management plan, and send it to stakeholders for review.
2. Document the impact on the program, then present the findings to the steering committee to determine next steps.
3. Conduct a risk assessment associated with an accelerated schedule, update the risk register, and request steering committee approval.
4. Revise the program schedule to adapt to an accelerated delivery of benefits, and present it to the steering committee for approval.

Question 132

Josh is the program manager for his organization and he's leading the analysis for a new program that may be initiated by his company. The analysis is a focus on the return on investment for new software that may be created if the program is initiated.

What type of a document is Josh likely creating for his company?

1. Business case
2. Program charter
3. Program scope statement
4. Statement of work

Question 133

You are the program manager of the NHQ Program. You will need to initiate six projects for your program.

When should project initiating happen within a program?

1. Whenever the program needs to initiate projects, it may, as long as the program has not entered the closing processes of the program.
2. With program execution
3. With program initiation
4. With program planning

Question 134

Which project management meeting allows stakeholders to meet one another and to learn about the project?

1. Project scope review
2. Project authorization meeting
3. Project status meeting
4. Project kick-off meeting

Question 135

Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?

1. Decompose the program work based upon available resources
2. Decompose the program to the work package level
3. Decompose the program to the architecture baseline level
4. Decompose the program at a level sufficient to achieve control

Question 136

Which of the following risk identification techniques is described in the statement below?

"It is used to gather information where participants don't know each other nor do they have to be present at the same location."

1. Brainstorming
2. Delphi
3. SWOT analysis
4. Assumptions analysis

Question 137

Which of the following increases when one fast tracks the project?

1. Resource
2. Risk
3. Cost
4. Communication

Question 138

A program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement. The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable. The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan.

What should the program sponsor do?

1. Direct the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure.
2. Direct the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.
3. Direct the program manager to develop the necessary plans to ensure benefits can be transitioned and sustained after program closure.
4. Direct the program manager to assess the impact of this change and follow the established change management process.

Question 139

A critical program for a company fails to deliver its intended benefits. The CEO and program sponsor are both held accountable and, ultimately, their employment is terminated by the board of directors.

What should the program manager do before formally closing the program?

1. Update the benefits register.
2. Establish a program management information system (PMIS).
3. Share lessons learned with all program team members.
4. Transfer all program documentation to the deputy program manager.

Question 140

To meet growth expectations and its board's mandate, an organization drafts a new business strategy to meet future challenges and put the business on track.

Key to the new strategy is upgrading the IT infrastructure and strategic direction by transitioning from an on-premise to a cloud-based computing platform that will optimize costs and offer scalability, performance, and high availability.

To appropriately plan for program success, what should the program manager do to engage stakeholders?

1. Outline how stakeholders will be engaged using the stakeholder register and stakeholder map.
2. Understand the organizational culture and politics, the overall program impact, and program-related stakeholder concerns.
3. Identify and clearly outline stakeholders' key requirements and expected benefits to create a framework that addresses ongoing program activities and stakeholder needs.
4. Capture stakeholder issues and concerns in the issue log to help the program team understand stakeholder feedback and manage them to closure.

Question 141

Which of the following shows the ratio between a task's budgeted and actual costs?

1. To-Complete Performance Index (TCPI)
2. Schedule Variance (SV)
3. Schedule Performance Index (SPI)
4. Cost Performance Index (CPI)

Question 142

You are the program manager for your organization and are coaching Bonnie, a project manager who would like to be a program manager and wants to know what a program is.

Which one of the following statements best defines what a program is for Bonnie?

1. A program is a collection of projects that work together to create one deliverable for the organization
2. A program is a collection of projects managed to gain benefits for the organization; the organization could not realize the benefits of the project if they were managed independently.
3. A program is a uniform set of goals that are too large to be managed as one independent project so the project is subdivided into multiple objectives led by multiple project managers and orchestrated by one program manager.
4. A program is a large collection of projects led by a single project manager.

Question 143

A new program manager joins a multi-year program that has been underway for almost a year. During interviews, several stakeholders state that they do not understand how the program will help the organization.

At the next stakeholder meeting, what should the program manager present to address their concerns?

1. Program charter
2. Program scope assessment results
3. Business and program roadmap
4. Expected program benefits management plan

Question 144

Which of the following directs the improvement efforts to those areas that will have the biggest impact?

1. Gantt chart
2. Flowchart
3. Pareto diagram
4. User Documentation

Question 145

You are the program manager for your organization and are about to execute your procurement management plan. You need to procure materials for your program and you want only the vendor to provide you with a price for the goods you need to procure.

What type of a document should you provide to the vendor in this scenario?

1. Statement of work
2. Request for quote
3. Proposal
4. Program charter

Question 146

What should a program manager do when a scope change has been approved that will drastically affect the program costs assuming that the costs will be added to the program budget?

1. Adjust the cost baseline
2. Communicate cost of the change to all stakeholders
3. Adjust the quality baseline
4. Communicate the change to all stakeholders

Question 147

When is the lessons learned document updated?

1. At closing phase
2. At planning phase
3. Throughout the project lifecycle
4. At execution phase

Question 148

Which of the following plans should a project manager implement if a selected risk strategy fails to be fully effective?

1. Fallback plan
2. Risk response plan
3. Mitigation management plan
4. Mitigation plan

Question 149

A program manager is leading a program to transform an organization's sales and customer service operations by introducing a new customer relationship management

(CRM) 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 CRM platform with another application. The program manager advises that this is out of scope, as it will require analysis and development and be a project on its own. The program manager then requests additional funding via the formal change management process and the new scope is approved.

What should the program manager do next?

1. Secure additional approvals from senior stakeholders.
2. Assign a new project manager to own the delivery of the new project.
3. Redefine the priorities of the existing program components to ensure optimal resource allocation and management of interdependencies.
4. Discontinue one of the existing program components, and reallocate all of that component's resources to the newly approved project.

Question 150

You are the program manager for your organization. Your current program is to create a new recreational facility in your city. Franklin, the Chief Executive Officer, is concerned about meeting all of the financial and schedule requirements of the proposed program. Martina, the mayor of your town, wants to make certain the program meets all safety requirements and building codes. Your supervisor, Mary Ann, is the Program Director, and she is concerned about the start date of your program. Another stakeholder, Hal, is worried that your resources may be spread thin on the program as some of the resources are on multiple projects in your program.

To whom will you report in this program?

1. Franklin
2. Martina
3. Hal
4. Mary Ann

Question 151

All of the following are resources that need to be monitored and controlled except for which one?

1. Equipment
2. Staff
3. Quality
4. Facilities

Question 152

A program manager has a multiple-project program that is scheduled to be completed by year's end. During the program delivery phases of the projects, several mandatory changes are identified that would extend the program's completion date.

What is the next step for the program manager?

1. Apply resource leveling to ensure the program is completed on schedule
2. Update the schedule to reflect the extended completion date
3. Adjust working hours to ensure the program is completed on schedule
4. Submit a change request to extend the program schedule

Question 153

A project is assigned to a qualified project manager by the program manager. The client rejects the project manager due to a lack of proper qualifications to manage such a project.

What should the program manager do next?

1. Reassess the project manager's credentials
2. Assign a different project manager
3. Review the skill requirements of the project
4. Apply the competence assessment techniques to resolve the issue

Question 154

Your program has a budget at completion of $1,550,000 and is expected to last one year.

Currently your program is 45 percent complete and has spent $725,000. According to the program schedule you are actually to be fifty percent complete by this time, but due to some vendor delays your program is running just a bit late. Based on this information which is performing worse, the cost or schedule?

1. The schedule is performing worse because the SPI is .90
2. The cost is performing worse because the EAC is $1,611,111.
3. The schedule is performing worse because the SV is -$27,500.
4. The cost is performing worse because the CPI is .96.

Question 155

Which one of the following is the best example of transference?

1. Your program has some very dangerous activities so you hire a training company to train your program team.
2. Your program creates an opportunity that your company cannot realize on its own so it brings in a competitor to help seize the opportunity.
3. Your program must be completed by a given deadline as government inspectors are scheduled to review the work to determine its accuracy.
4. Your program is dealing with a new technology that you and your program team are not familiar with so you hire a consulting company to complete this work for you.

Question 156

A component is scheduled to close at the end of the week.

What should the program manager verify prior to allowing the component to close?

1. The component has released resources to meet program objectives
2. The component has met the quality requirements to meet program objectives
3. The component has met the schedule requirements to meet program objectives
4. The component has met the benefits realization criteria to meet program objectives

Question 157

A program has a BAC of $1,750,000 and is expected to last two years. The program is currently at the third milestone which represents 35 percent of the program work. As it happens, this program has already spent $620,000 of the budget. Management is concerned that the program may also be slipping on schedule because the program should be forty percent complete by this time. Based on this information which type of underperformance is present in this scenario?

1. Schedule, because the program's planned value is only $700,000.
2. Cost, because the program has a cost variance of -$7,500.
3. Schedule, because the program has a schedule performance index of .88.
4. Cost, because the program has an estimate to complete of $1,151,429.

Question 158

A new program is comprised of four component projects. The program manager must assign project managers to each of the four projects. There are eight potential project managers to consider.

What should the program manager do before assigning the project managers?

1. Determine budgetary constraints related to the project managers' salaries
2. Request performance feedback from the project managers' line managers
3. Evaluate the project managers' skills and match them to the needs of the projects
4. Interview each project manager to determine their career aspirations

Question 159

You are the program manager for your organization. Management would like to consider the present value for your program. If your program is predicted to be worth $450,000 in two years what is the present value of the program if the interest rate is six percent?

1. $400,498
2. $521,345
3. $505,620
4. $385,450

Question 160

A company is releasing a new product geared toward a specific geographic area. The program manager has received the program objectives and developed the program roadmap, which consists of six program components. Approval from the program governance board has been obtained.

What is the program manager's next step?

1. Assign project managers and resources
2. Classify the program's benefits
3. Identify the program sponsor and program stakeholders
4. Develop the program business case

Question 161

What quality control chart compares two or more variables over time to determine how closely the variables may be related to one another?

1. Run chart
2. Scatter diagram
3. Control chart
4. Pareto diagram

Question 162

You are the program manager for your organization. Management is considering a new program but they are worried about the program risks that may affect the program success. You know that there are three positive risk responses and three negative risk responses that each risk can have. Management asks you which risk response would be most appropriate for a large risk event if they wanted to hire a third party to own the risk event for the program.

What risk response is most appropriate?

1. Transference
2. Mitigation
3. Avoidance
4. Sharing

Question 163

The program charter for a new, five-component program has been approved.

What should the program manager use to communicate the program's intended direction and the linkage between organizational strategies and planned work?

1. Program roadmap
2. Program charter
3. Program business case
4. Program management plan

Question 164

Your program has been selected and its program charter is now being created. The program charter defines all of the following characteristics except for which one?

1. Program constraints
2. Program scope
3. High-level objectives for the program
4. Project scope statement for all projects within the program

Question 165

Which of the following documents provides the mandate to execute the program within a certain timeline and also presents milestones for the delivery of products or incremental benefits?

1. Program architecture baseline
2. Program risk register
3. Program WBS
4. Program charter

Question 166

A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager's attempts to reach the stakeholder via email also fail.

What should the program manager do next?

1. Escalate the issue to the stakeholder's supervisor
2. Escalate the issue to the program governance board, as delays will impact the program
3. Update the program risk register to reflect a realized risk and execute the documented risk response
4. Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks

Question 167

The program manager of a multinational program must reconcile data including subject matter experts' labor hour estimates, and other direct resource hour estimates. In addition, the program manager must prepare the cash flow analysis.

Which of the following should be considered to get a baseline budget?

1. Currency exchange rates
2. Component cost estimates
3. Baseline schedule
4. Program payment schedules

Question 168

A hotel chain initiates a program to expand meeting offerings to include telecommunications technology and virtual meetings. The program has component projects, each of which requires team members to have different technical skills and expertise. The program manager assembles a team of project managers to lead each of the projects, and learns that the desired resources will not be available at the start of the program.

As a result, the program manager must do which of the following?

1. Utilize team members that are currently available, even though they do not have the expertise needed.
2. Assign the tasks on the critical path to the resources available to adhere to the project schedule.
3. Delay the start of the program until the assigned resources are available.
4. Apply resource leveling considering the constraints of time, budget, and quality.

Question 169

Stakeholders make ad-hoc requests on a routine basis. This causes duplication of reporting and communication gaps that affect the program's performance.

To resolve this situation, which of the following must go through critical review and change?

1. Program Benefits Management domain
2. Stakeholder communications requirements
3. Program communications report
4. Program communications management plan

Question 170

You are the program manager for the HNY Corporation and you complete programs for other companies in your role. You have just been assigned a new program that is very similar to a recently completed program you did for your company. Management has asked you to create a cost estimate for the program so you base your current cost estimate on the recently finished program.

What type of estimating technique have you used in this instance?

1. Bottom-up
2. Parametric
3. Analogous
4. Rough order of magnitude

Question 171

During the program execution stage, the component project manager responsible for testing estimates that budgeted hours may exceed 200 hours.

What should the program manager do?

1. Communicate to the program sponsor regarding the additional estimated cost and request a change order.
2. Determine which component projects have excess capacity and rebalance those resources to the project that needs additional hours.
3. Request that the project manager make the team members work additional hours and not bill the project.
4. Talk with the project manager and find ways to reduce hours in another part of the project.

Question 172

A large program consists of several component projects and six project managers. The program governance board requests that all components within the program undergo user acceptance testing before being released to the production environment.

Where should the program manager document this?

1. Program governance plan
2. Program requirements
3. Component test plan and test cases
4. Program quality management plan

Question 173

Martha is sharing her experience of her last project as the project manager. She says that when she presented the customer a formal acceptance and sign-off document, they refused to sign, claiming that the product does not meet their expectation. Taking which of the following steps could have prevented the situation? Each correct answer represents a complete solution.

Choose all that apply.

1. Performing quality inspections regularly
2. Archiving sign-off at important milestones
3. Documenting the requirements
4. Completing the project behind the schedule

Question 174

A request for proposal (RFP) yields a bid with a better delivery schedule and a lower cost, but originates from a vendor not on the prequalified vendor list. During the final review of the RFPs, the program manager is informed that the new bidder is a relative of the project manager. Although the bid meets all company policies, the program manager is concerned about a conflict of interest.

What should the program manager do?

1. Select the best bid from the prequalified vendor list.
2. Accept the bid from the new vendor and document the decision.
3. Advise the sponsor of a possible conflict of interest prior to awarding the bid.
4. Add the new vendor to the prequalified list and replace the project manager.

Question 175

You are the program manager for the NHQ Program. Your program has a budget of $4,500,000 and has lasted for two years. Your program has just completed its final deliverable and you're completing the final program closure processes.

What document must the program customer now sign as part of program closure?

1. The customer must now sign the program scope.
2. The customer must now sign the payment for the program work.
3. The customer must now sign the certificate of program closure.
4. The customer must now sign the operational transfer agreement.

Question 176

After a company's senior executive management meeting, the CEO issues a mandate to automate a new-client on-boarding process that would effectively eliminate the current, manual, paper-based process. The assigned program sponsor selects a program manager.

Both the program sponsor and the program manager must ensure that the program charter contains which of the following?

1. Justification, benefits management plan, scope, and resources needed
2. Justification, benefits strategy, scope, and resource management plan
3. Justification, outcomes, scope, and stakeholder considerations
4. Justification, benefits management plan, program business case, and stakeholder considerations

Question 177

During program execution, a program manager receives feedback from an executive sponsor that some program stakeholders may not understand the intended benefits of the program.

Which will provide the greatest value to clarify stakeholder perceptions?

1. Performing a stakeholder analysis
2. Updating the stakeholder communications requirements
3. Redistributing the benefits management plan
4. Redistributing the program charter

Question 178

A two-year program is coming to an end. Many of the initial governance board members have moved from their current posts or left the company.

Several new members have joined, but have a short association with the program, which changes the board's expectations and focus. During the final phase gate review, some board members are uncertain of their roles and expectations in the process.

How should the program manager handle this situation?

1. Review the final program outcome with the program sponsor
2. Prepare a program change request utilizing new board member input
3. Review the strategic plan and benefits management plan with the board
4. Present the final program status, costs, and schedule reports