PMI PGMP Online Practice Questions and Exam Preparation

PMI PGMP Online Questions & Answers

• Question 271:

  After new private equity owners acquire an enterprise, they want to improve its value by reducing costs. A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed. A strategic component project presents significant risk to organizational objectives due to its complexity and dependencies on external parties. After a series of board meetings, the enterprise's investment committee approves a budget to implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility. Implementation of this component project may now begin, but is already one month behind schedule. The program manager now perceives significantly more risk to the larger program due to this delay.

  What should the program manager do to address this risk with the program sponsor and governance board?

  A. Share the concerns with the program sponsor to confirm understanding of the new development. Next, update the program budget, implementation plan, and risk management plan for governance board approval.
  B. Update the component project's risk register, issue log, implementation plan, and risk management plan. Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan for governance board approval.
  C. Revise the program budget, and implement the component project by managing it closely to recover the month-long delay. Next, update the component's project and risk management plans for governance board approval.
  D. Update the program budget, and task the component project manager with implementing the plan. Next, submit a change order for approval to apply more resources to reduce the larger program's risk profile.
  B. Update the component project's risk register, issue log, implementation plan, and risk management plan. Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan for governance board approval.

• Question 272:

  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?

  A. Business case
  B. Program charter
  C. Program scope statement
  D. Statement of work
  A. Business case

• Question 273:

  What is the other name for critical delivery dates?

  A. Substantial completion.
  B. Phases.
  C. Flags.
  D. Milestones.
  D. Milestones.

• Question 274:

  You are the program manager for your organization and are planning the program. One of the plans you need to create will define how you'll transfer the benefits of the program to the operations of your organization. Which program management plan defines this process?

  A. Operational transfer plan
  B. Program transition plan
  C. Benefits transfer plan
  D. Program closure plan
  B. Program transition plan

• Question 275:

  Paula is program manager for her organization. It has come to her attention that several of the projects within her program have stalled which has now caused her project to be delayed. Paula is required by her organization to create a certain type of report when there are variances in the program dealing with time and cost. What type of report is Paula likely to create in this instance?

  A. Earned Value Management report on the schedule performance index
  B. Exceptions report
  C. Status report
  D. Quality Control Report
  B. Exceptions report

• Question 276:

  You are the program manager for your organization and management has asked you to be certain to finalize the lessons learned documentation for your program. When will the lessons learned documentation be created?

  A. Lessons learned are in program execution.
  B. Lessons learned are created at each program deliverable.
  C. Lessons learned are created during the program closure.
  D. Lessons learned are created during the program archive.
  C. Lessons learned are created during the program closure.

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  Explanation/Reference:

• Question 277:

  A program management team is invited to a company's annual strategy planning session. The CEO discusses the mission and vision of the organization, and how the strategic plan will create opportunities to fulfill them. How can the program manager use the company's vision to establish a program?

  A. Define the program and component projects to enable the fulfillment of strategic goals.
  B. Set the priority matrix, and map the projects' priorities that will be included in the program.
  C. Define the program roadmap, and highlight the individual projects' benefits.
  D. Identify program benefits that will enable the fulfillment of strategic goals.
  A. Define the program and component projects to enable the fulfillment of strategic goals.

• Question 278:

  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 do to some delays you're slightly behind schedule. Based on this information, what is the schedule performance index (SPI) for this program?

  A. $821,065
  B. .86
  C. 1.05
  D. .89
  B. .86

• Question 279:

  What percentage of communication is nonverbal?

  A. 55 percent
  B. 50 percent
  C. 90 percent
  D. 45 percent
  A. 55 percent

• Question 280:

  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?

  A. Review the benefits management plan with the program sponsor
  B. Obtain approval from the sponsor to close the program
  C. Prepare performance evaluations for all program personnel
  D. Prepare performance evaluations for all project personnel
  B. Obtain approval from the sponsor to close the program