PgMP : Program Management Professional : Part 07

PgMP : Program Management Professional : Part 07

1. You are the program manager for a construction program. In this program you are requiring that all workers adhere to the identified safety requirements. Some of the work in the program you’ve decided is too risky for the program team members so you’ve hired specialists to manage the dangerous work. The outsourcing of the dangerous work to a specialist is what type of risk response?

   • Avoidance
   • Mitigation
   • Transference
   • Enhancing

2. 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?

   • Lessons learned are in program execution.
   • Lessons learned are created at each program deliverable.
   • Lessons learned are created during the program closure.
   • Lessons learned are created during the program archive.

3. You are the program manager for the HQM Program. Your program has sixteen constituent projects around the world. You are requiring that each project manager and project management team use the same forms, software, and templates to create standardization in each project. What term is assigned to the forms, templates, and software that your program will provide for your projects?

   • Program governance
   • Project management assets
   • Enterprise environmental factors
   • Organizational process assets

4. 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?

   • Cost of quality
   • Storming
   • Forming
   • Team development

5. 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 members has corrected the problem what action should be taken next?

   • Defect repair validation
   • Lesson learned documentation
   • Corrective actions
   • Preventive actions

6. Gary is the program manager for his organization. His current program has 432 stakeholders, some of which are external to his organization. He would like to create a chart that identifies each stakeholder’s opinion of the program, influence over program decisions, their requirements and affect on program priorities, and other information. What kind of chart should Gary create in this instance?

   • Resource breakdown structure
   • Resource management chart
   • Stakeholder analysis chart
   • RACI chart

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

   • Your program has some very dangerous activities so you hire a training company to train your program team.
   • Your program creates an opportunity that your company can realize on its own so it brings in a competitor to help seize the opportunity.
   • Your program must be completed by a given deadline as government inspectors are scheduled to review the work to determine its accuracy.
   • 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.

8. 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?

   • $821,065
   • .86
   • 1.05
   • .89

9. You are the program manager for your organization and you’re coaching Tom, an aspiring program manager, on program management. Tom is curious about controlling communications. Which one of the following is an output of the communications control process?

   • Approved change requests
   • Communications management plan
   • Stakeholder analysis charts
   • Performance reports

10. 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?

    • Program work breakdown structure
    • Program work breakdown structure dictionary
    • Program charter
    • Program scope statement

11. Mary Anne is the program manager for her organization. In her program there are six projects. One of the projects in her program has been performing well. It is on schedule and has no cost or schedule variances. Mary Anne has decided, however, that her program needs to be terminated. Which one of the following is a likely reason why the project should be terminated?

    • The program scope has changed.
    • The scope is not being met as planned due to scope creep.
    • The project resources are not completing their project tasks as assigned.
    • The project scope has changed from the original intent of the project

12. 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?

    • $1,158,250
    • It depends on the internal decision making process.
    • $2,074,249
    • $1,550,000

13. 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?

    • Build the solution if you’ll use it longer than 22 months.
    • Buy the solution if you’ll use it longer than 24 months.
    • Buy the solution if you’ll use it longer than 22 months.
    • Build the solution if you’ll use it longer than 25 months.

14. You are the program manager of the GHY Program. Your program team has identified a risk dealing with the materials you will be using in the program. It is possible that if the materials are not installed properly they will cause serious damage in future phases of the program. Your team has recommended additional training and a consultant to help the team members install the material accurately to reduce the likelihood of the risk event. You agree and the team executes the risk response. What type of risk response have you implemented in this situation?

    • Enhancing
    • Workaround
    • Mitigation
    • Avoidance

15. 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?

    • Bottom-up
    • Parametric
    • Analogous
    • Rough order of magnitude

16. You are the program manager for a large program in your matrix organization. You need to define when the resources in your program will be brought into the program and then released from the program so that the project managers, operational managers, and your program team can plan accordingly. What program management plan defines when resources are needed, how the resources will be obtained, and how the resources may be released from the program?

    • Procurement management plan
    • Resource management plan
    • Team management plan
    • Schedule management plan

17. 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?

    • Program governance
    • Organizational process assets
    • Program standards
    • Process analysis

18. 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 at this, but due to some vendor delays your program is running just a bit late. Management is concerned that your program will not be able to recoup the costs of the expenses. They’ve asked you to determine the cost variance for the program. What is the cost variance based on this information?

    • -$27,500
    • -$77,500
    • -$61,111
    • .90

19. 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?

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

20. You are the program manager for your organization and are reviewing several proposed change requests for your program. Mary, a stakeholder, who has made a change request is asking why it is taking you so long to review the change. You tell her that you must perform integrated change control to review each change request. What is integrated change control?

    • It is the review of the impact of the change on the program’s knowledge areas.
    • It is the review of the impact of the change on the time, cost, scope, and quality baselines.
    • It is the review of the impact of the change on the program’s triple constraints.
    • It is the review of the impact of the change on the program’s Iron Triangle.