PMI PGMP Online Practice Questions and Exam Preparation

PMI PGMP Online Questions & Answers

• Question 141:

  The program manager completed the program's benefits analysis and planning activities. What will this ensure for the program?

  A. Information necessary to establish key benefit performance indicators
  B. A transition plan to facilitate the ongoing realization of benefits
  C. A plan to monitor performance due to operational, financial, and benefits changes
  D. A benefits management plan to guide the work through the remainder of the program
  D. A benefits management plan to guide the work through the remainder of the program

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  Explanation/Reference:

• Question 142:

  Martha is the program manager for her organization. One of the projects of a program is done but is also considerably over budget. Kay, the project manager, has elected to crash the project in order to recoup schedule delays but this increased the project costs. What should Martha instruct Kay to do with the information regarding the schedule delays and cost overruns?

  A. Create an entry in the lessons learned documentation and explain her reasoning behind the corrective actions.
  B. File the information as part of the project final report.
  C. Create a variance report.
  D. Create an exceptions report.
  A. Create an entry in the lessons learned documentation and explain her reasoning behind the corrective actions.

• Question 143:

  What is another term that can be assigned to the pre-program analysis and research to determine if a program should be initiated?

  A. Program scope statement definition
  B. Feasibility study creation
  C. Business case creation
  D. Program charter creation
  B. Feasibility study creation

• Question 144:

  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?

  A. Earned value (EV) report
  B. Customer sign-off
  C. Benefits register updates
  D. Feedback and lessons learned
  D. Feedback and lessons learned

• Question 145:

  A large infrastructure development program involves three road construction projects, two sewage line construction projects, and one project to lay underground electric cables. During a program meeting, the project manager of a road construction project communicates that a project risk related to the interdependency with a sewage line project has crossed its risk threshold.

  What should the program manager do next?

  A. Modify the program schedule to accommodate the risk.
  B. Incorporate the project risk into the program risk response strategy.
  C. Instruct the project manager to escalate the risk to the program sponsor.
  D. Ask the road construction project manager to manage the risk at the project level.
  B. Incorporate the project risk into the program risk response strategy.

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  Explanation/Reference:

• Question 146:

  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?

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

• Question 147:

  You are trying to determine if you should buy or build a solution for your program. If you build the solution it'll cost you $45,000 to create and $7,000 per month to support. A vendor reports that they can create the solution for you for $1,000 but you'll have to pay them $9,000 per month to support the solution. Should you buy or build this solution?

  A. Build the solution if you'll use it longer than 22 months.
  B. Buy the solution if you'll use it longer than 24 months.
  C. Buy the solution if you'll use it longer than 22 months.
  D. Build the solution if you'll use it longer than 25 months.
  C. Buy the solution if you'll use it longer than 22 months.

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  Explanation/Reference:

• Question 148:

  An organization is considering a new program. The business analyst believes that the benefits to the organization would equate to $1,550,000 in five years. If the rate of return for this program is six percent what is the maximum amount the organization should invest in this program?

  A. $1,158,250
  B. It depends on the internal decision making process.
  C. $2,074,249
  D. $1,550,000
  A. $1,158,250

• Question 149:

  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?

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

• Question 150:

  The number of emerging risks increases in a component project and the program manager falls behind in reviewing and approving the plans. This impacts the component project manager's ability to effectively address the risks. In this situation, what should the program manager change about the risk management plan?

  A. Allow the component project manager to delegate risk management responsibilities.
  B. Assign the resolution of project-level risks to the component project manager.
  C. Include risk escalation policies and procedures in the risk response plan.
  D. Increase flexibility with risks that require a risk response.
  B. Assign the resolution of project-level risks to the component project manager.