PMI PGMP Online Practice Questions and Exam Preparation

PMI PGMP Online Questions & Answers

• Question 171:

  In the last year, all program phase gate reviews received excellent feedback and exceeded stakeholder expectations. Recently, the customer decides that there is no need to continue phase gate reviews. What should the program manager do next?

  A. Ask the stakeholders what they want and proceed with their recommendations.
  B. Agree with the customer and initiate change control procedures.
  C. Continue periodic gate reviews to maintain program effectiveness for benefits realization.
  D. Replace program reviews with periodic communications of the program's status.
  C. Continue periodic gate reviews to maintain program effectiveness for benefits realization.

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  Explanation/Reference:

• Question 172:

  You have completed a project for a client at his facility. The project has lasted for 18 months and you have generated many reports, plans, change request forms, and other documents about the project work. What should you do with the project documentation?

  A. Give it to the client for his information.
  B. Destroy it, as this information is relevant to the client.
  C. Archive it as part of your organization's process assets.
  D. Leave it as is for the client to destroy or archive.
  C. Archive it as part of your organization's process assets.

• Question 173:

  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?

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

• Question 174:

  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?

  A. Deadlines for project milestones
  B. Building codes
  C. A predetermined program budget
  D. Weather
  D. Weather

• Question 175:

  A risk response in a project in your program has actually caused new risks. What term is assigned to the new risks that a risk response has created?

  A. Reactionary risks
  B. Chain risks
  C. Secondary risks
  D. In flux risks
  C. Secondary risks

• Question 176:

  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?

  A. 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.
  B. 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.
  C. 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.
  D. Modify the program milestone dates to include a larger contingency; determine the impact on the project implementation date; update the benefits management plan.
  C. 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.

• Question 177:

  You are the program manager for your program and are creating a communications management plan. Management wants you to address the type of communications based on the number of communication channels you'll have within the program. Currently there are 345 stakeholders in your program but next week you'll have 387 stakeholders. How many more communication channels will you have next week in your program?

  A. 59,340
  B. 15,351
  C. 861
  D. 74,691
  B. 15,351

• Question 178:

  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?

  A. Program delivery management
  B. Resource interdependency management
  C. Program performance monitoring and controlling
  D. Benefits sustainment and program transition
  B. Resource interdependency management

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  Explanation/Reference:

  B is the right answer, during the execution PM is responsible to deploy resources between components.

• Question 179:

  The program sponsor requests a weekly performance report. The tools and techniques to monitor and control program performance include which of the following?

  A. Program management performance variances, business criteria reweighting, root cause identification, and statistical sampling.
  B. Interviewing, SWOT analysis, run chart, and matrix-based charts.
  C. Earned value management, financial reporting systems, performance measurement techniques, and program management information systems.
  D. Delphi technique, scatter diagram, Pareto chart, and organization charts.
  C. Earned value management, financial reporting systems, performance measurement techniques, and program management information systems.

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  Explanation/Reference:

• Question 180:

  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?

  A. Determine budgetary constraints related to the project managers' salaries
  B. Request performance feedback from the project managers' line managers
  C. Evaluate the project managers' skills and match them to the needs of the projects
  D. Interview each project manager to determine their career aspirations
  C. Evaluate the project managers' skills and match them to the needs of the projects