PgMP : Program Management Professional : Part 10

  1. 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?

    • Earned Value Management report on the schedule performance index
    • Exceptions report
    • Status report
    • Quality Control Report
  2. Holly is the program manager for her program. She is creating with her team a plan that will address how the program team will achieve program goals based on who the program will need to interact with in the program. This plan should define all of the people, groups, and other entities the program needs to interact with in order to move the program forward. On what plan is Holly working?

    • Stakeholder management plan
    • Communications management plan
    • Human resource management plan
    • Interface management plan
  3. What is a stakeholder analysis chart?

    • It is a matrix that identifies who must communicate with whom.
    • It is a matrix that documents the stakeholders’ requirements, when the requirements were created, and when the fulfillment of the requirements took place.
    • It is a matrix that documents stakeholders’ threats, perceived threats, and communication needs.
    • It is a matrix that identifies all of the stakeholders and to whom they must report to.
  4. 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?

    • 11
    • 20
    • 3
    • 1
  5. Wanda is the program manager for her organization. Her program team consists of resources from across the organization – many of whom have not worked together before. Wanda thinks that she’ll need to complete some team development but would like to focus the development on the materials and activities that the program team will need to complete in the program. What plan should Wanda reference and update to complete her team development process?

    • Training plan
    • Communications management plan
    • Staffing management plan
    • Requirements management plan
  6. You have identified several issues in your program and have assigned issue owners. What component of program management oversees issue resolution?

    • Program governance
    • Program risk management
    • Quality assurance
    • Issue owner management
  7. You are the program manager for your organization and are coaching your project managers on the program’s schedule. Alice wants to know what the schedule control process creates. All of the following are outputs of the schedule control process except for which one?

    • Stakeholder communication information
    • Schedule variances
    • Program schedule updates
    • Change requests
  8. Leigh is working with the project stakeholders to define the project scope. The stakeholders are deciding on what type of flooring their new hotel should have in the lobby. They have narrowed their choices to either carpet or tile. The two acceptable choices of carpet or tile during scope definition is an example of what planning approach?

    • Alternative identification
    • Work packages
    • Requirements
    • Scope decomposition
  9. You are the program manager for your organization and are working with your program team to create the program scope. Based on the program requirements you have identified the major deliverables of each phase in your program scope. Management has requested that you plan for cost estimating to happen at each phase of the program before continuing the work. Management may elect to cancel the program at the end of each phase based on past performance of the program. What are the reviews of management called at each phase?

    • Phase gate estimates
    • Murder board
    • Portfolio review sessions
    • Kill points
  10. Robert is the program manager for his organization which operates in a matrix structure.

    Resources in Robert’s program will be utilized on several projects in and out of his program. He wants to be certain that all of the resources will be planned accordingly and that the project managers communicate with one another about when the resources will be needed and utilized in the projects. What plan should Robert create along with the project managers to ensure that the resources are scheduled and managed effectively?

    • Resource management plan
    • Program management calendar
    • Schedule management plan
    • Resource calendar
  11. Wan is the program manager for his organization. He has been hearing reports that some project team members are complaining about the number of hours they’re required to work on the program’s projects and that some scheduling of team assignments are conflicting with their regular operational duties. You investigate the problem and agree that many team members are being assigned too much work within a given time period. You decide to enforce resource leveling heuristics to thirty hours of project work per week maximum. What will likely happen to the program and projects?

    • The schedule to complete the work will take longer.
    • The cost of the program and project will increase.
    • The risks of failure will increase.
    • The morale of the project managers will decline.
  12. Ben is the program manager for his organization. He’s working with program team to determine what activities need to be completed in order to move the program into execution. He and the team are subdividing the program scope into smaller, manageable components to determine the activity list. What is Ben and his program team creating by subdividing the program scope in this scenario?

    • Work breakdown structure
    • Program network diagram
    • Program scope baseline
    • Activity list
  13. You are the program manager for the JQN Program in your organization. There have been some delays in your schedule and you’re about to perform some schedule control activities. Which one of the following will not help you as you perform schedule control?

    • Change requests
    • Performance reports
    • Forecasts
    • Earned value management
  14. 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?

    • Close the constituent projects before closing the program
    • Complete the program’s budget
    • Release the program’s resources
    • Sign the certificate of program closure
  15. 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 affects of the risk on the program’s cost, time, and scope ramifications. What simulation technique are you using in this situation?

    • Monte Carlo simulation
    • Sensitivity analysis
    • Force field analysis
    • Decision tree analysis
  16. You are the program manager for your project. You are working with the project managers regarding the procurement processes for their projects. You have ruled out one particular contract type because it is considered too risky for the program. Which one of the following contract types is usually considered to be the most dangerous for the buyer?

    • Cost plus incentive fee
    • Cost plus percentage of costs
    • Time and materials
    • Fixed fee
  17. 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?

    • These are for Julie’s reference when she is reviewed by the project sponsor.
    • These are given to the project sponsor so he can review the project.
    • These are given to the project steering committee so they may review the project performance.
    • These are transferred to the lessons learned knowledge base.
  18. Which of the following statements are true regarding the Monitoring and Controlling Program Risks process? Each correct answer represents a complete solution. Choose all that apply.

    • Risk Monitoring and Control is an ongoing process for the life of the program.
    • Planned risk responses should be continuously monitored for new and changing risks.
    • Monitoring reduces the impact of risk by identifying, analyzing, reporting, and managing risks on a continuous basis.
    • It is the process of selecting the most suitable response to reduce the threats to the program objectives.
  19. Rick is a Program Manager for a large construction program. The program contains four projects. Stakeholders have requested for some changes that will change the scope of the program. Rick needs to monitor and control program scope. He is required to analyze the change request with detailed deliverables, acceptance criterion, and the work of the program. Which of the following documents will help him for this?

    • Project charter
    • Program scope statement
    • Program performance report
    • Program charter
  20. Which of the following program process outputs includes causes of variances from the program management plan, corrective actions taken and their outcomes, risk mitigations, and other information of value to management and stakeholders of future programs?

    • Lessons learned
    • Supporting details
    • Program management plan updates
    • Assumptions