PgMP : Program Management Professional : Part 14

PgMP : Program Management Professional : Part 14

1. Which of the following can be used to help you or other project managers on future projects?

   • Sponsor
   • Charter
   • Stakeholder
   • Documentation

2. What is the other name for critical delivery dates?

   • Substantial completion.
   • Phases.
   • Flags.
   • Milestones.

3. Which of the following directs the improvement efforts to those areas that will have the biggest impact?

   • Gantt chart
   • Flowchart
   • Pareto diagram
   • User Documentation

4. Which of the following shows the ratio between a task’s budgeted and actual costs?

   • To-Complete Performance Index (TCPI)
   • Schedule Variance (SV)
   • Schedule Performance Index (SPI)
   • Cost Performance Index (CPI)

5. Which of the following increases when one fast tracks the project?

   • Resource
   • Risk
   • Cost
   • Communication

6. Which of the following can be an effective tool during quality control to help determine the how the problem occurred?

   • Rework
   • Flowcharting
   • Trend Analysis
   • Pareto Diagram

7. Which of the following terms is used for a schedule compression technique where two activities that were previously scheduled to start sequentially start at the same time?

   • Fast tracking
   • Compressing
   • Float
   • Crashing

8. Which of the following individual should respond to the risk with the preplanned risk response?

   • Key stakeholder
   • Project manager
   • Risk owner
   • Project sponsor

9. Which of the following information gathering techniques is described in the statement below?

   “Project risk experts participate in this technique anonymously. A facilitator uses a Questionnaires to solicit ideas about the important project risks. The responses are summarized are then recirculated to the experts for further comment.”

   • Brainstorming
   • SWOT analysis
   • Checklist analysis
   • Delphi technique

10. Which of the following risk identification techniques is described in the statement below?

    “It is used to gather information where participants don’t know each other nor do they have to be present at the same location.”

    • Brainstorming
    • Delphi
    • SWOT analysis
    • Assumptions analysis

11. You are the program manager for your organization. Your program has a budget of $750,000 and is expected to last one year. The program is currently 30 percent complete and has spent $245,000. The program is supposed to be 40 percent at this time. What is the cost performance index for this program?

    • .83
    • -$20,000
    • .91
    • Negative ten percent

12. A new program component provides an opportunity to enhance program outcomes. What does the program manager use to document and monitor the opportunity?

    • Program risk register
    • Program scope management plan
    • Program risk management plan
    • Component project risk register

13. An unforeseen geopolitical risk impacts a program to establish a company’s operations abroad. Stakeholders now want to establish a risk response team to define a mitigation plan. Ultimately, what appeared to be a significant risk resulted in a negligible risk.

    What should the program manager recommend to stakeholders for future, similar situations?

    • Accept the risk
    • Seek an expert opinion
    • Establish an on-call risk response team
    • Review the risk severity matrix

14. A global financial system is being delivered by the program team to allow access from anywhere in the world. Following a new cross-border regulation applying to privacy of local banking data accessed from abroad, the CEO of the bank requests that an external audit be conducted to validate compliance with this new regulation. This event, which was not anticipated at this phase of the program, will generate additional work for the program team. This effort is not included in the current program roadmap and benefits delivery plan.

    What immediate actions should the program manager take?

    • Negotiate with the CEO in an attempt to avoid the audit
    • De-scope the capabilities of the system to not allow access from abroad
    • Accept the risk of the audit and continue the program as planned
    • Assess the impact of the audit and potential remediation on the program

15. A program is completed and the expected benefits are realized.

    Before executing the transition and closing of the program, what should the program manager do?

    • Create a final program report
    • Archive documents and lessons learned
    • Obtain approval from the program governance board to initiate program closure activities
    • Perform administrative and program management information system (PMIS) closure activities

16. A program manager is concerned that a program will be unable to achieve its intended benefits.

    How should the program manager handle this concern?

    • Meet with the program management office (PMO) to review critical program success factors.
    • Meet with the component project managers to reallocate resources within the program.
    • Meet with the program stakeholders to determine if a reduction in program scope is acceptable.
    • Meet with the component project managers to perform risk analysis.

17. A program to implement a new payroll processing system at a healthcare company is nearing completion and is under budget.

    What should the program manager do next?

    • Request permission from the program governance board to initiate program closure activities.
    • Present additional opportunities to the program sponsor.
    • Apply the remaining budget to operational activities.
    • Apply the remaining budget to deferred enhancement requests.

18. A multiyear program is ready to conclude. It has achieved all business objectives and is delivering its intended benefits. However, the program sponsor is not willing to sign the formal program closure acceptance document and the program continues to incur operational costs.

    What should the program manager do next?

    • Ask the finance department to increase the program budget
    • Escalate the issue to the program governance board
    • Ask key stakeholders to influence the program sponsor
    • Direct component project managers to archive all relevant project documents

19. How does a portfolio’s collection of work differ from that of a program’s collection of work?

    • Outcomes are interdependent
    • Benefits are achieved only when managed collectively
    • Components may be independent
    • Outcomes are time bound

20. A new program manager joins a multi-year program that has been underway for almost a year. During interviews, several stakeholders state that they do not understand how the program will help the organization.

    At the next stakeholder meeting, what should the program manager present to address their concerns?

    • Program charter
    • Program scope assessment results
    • Business case and program roadmap
    • Expected program benefits management plan