PgMP : Program Management Professional : Part 19

  1. The chief executive officer (CEO) informs the program manager that the delivery date for project A must be compressed by two months to accommodate market needs. Project A relies upon deliverables from projects B and C.

    Which of the following should the program manager do first?

    • Direct the three project managers to crash their projects, to allow project A the two months of scheduling needed.
    • Review the program resource management plan with the three project managers emphasizing their critical paths and shared critical resources to understand the possibility of accelerating the schedule.
    • Convene the change board to evaluate the cost/benefit of the compression and the impact on the overall program.
    • Engage the executive sponsor and program board to evaluate the CEO’s request and determine if the project manager should act on it.
  2. A program sponsor is concerned about the status of high-priority risks and budget variances.

    The program manager should refer to which of the following?

    • Program status dashboard
    • Program management plan
    • Program performance report
    • Program management information system (PMIS)
  3. A program will generate revenue for several years after it ends. The program manager and the operations manager, who are accountable for managing the benefits after program closure, are in disagreement. The operations manager is concerned that information necessary for managing the processes and benefits after program closure will be unavailable. The program manager expresses that managing the benefits after program closure is not within the scope and must be managed through the scope management plan.

    What should the program sponsor do?

    • Direct the operations manager to allocate a resource to the program to ensure that knowledge transfer and process development occur before closure.
    • Direct the operations manager to allocate the necessary resources to establish proper plans for accepting the benefits and processes after program closure.
    • Direct the program manager to develop the necessary plans to ensure benefits can be transitioned and sustained after program closure.
    • Direct the program manager to assess the impact of this change and follow the established change management process.
  4. In a program’s definition phase, a program manager in country A is assigned to expand a restaurant chain into country B. The program manager creates the program team by identifying the required project management resources.

    Which of the following represents an initial step needed to evaluate available resources that are aligned with the program’s needs?

    • Completing an assessment of skills and competencies
    • Obtaining resource availability information from the functional managers
    • Identifying program resource requirements
    • Creating a program resource management plan
  5. Program manager B leaves the program and program manager A takes over the program responsibilities. Program manager A wants to ensure that all expected benefits of the program are realized.

    What is used to assess the program cost/benefit justification?

    • Program charter
    • Benefits management plan
    • Program business case
    • Program scope statement
  6. A multi-year complex program will deliver advanced driver assistance system (ADAS) components for autonomous vehicles. Several key stakeholders are concerned because they have not been regularly involved with the program and do not understand the program’s benefits.

    What should the program manager do to address these key stakeholders’ concerns?

    • Meet with the stakeholders and update the stakeholder map.
    • Create a progress report to share with stakeholders after the next status meeting.
    • Capture stakeholder expectations, and revise the stakeholder engagement plan.
    • Update the communications management plan after meeting with the program steering committee.
  7. After a company’s senior executive management meeting, the CEO issues a mandate to automate a new-client on-boarding process that would effectively eliminate the current, manual, paper-based process. The assigned program sponsor selects a program manager.

    Both the program sponsor and the program manager must ensure that the program charter contains which of the following?

    • Justification, benefits management plan, scope, and resources needed
    • Justification, benefits strategy, scope, and resource management plan
    • Justification, outcomes, scope, and stakeholder considerations
    • Justification, benefits management plan, program business case, and stakeholder considerations
  8. During the last steering committee meeting, a program manager presented the benefits register to the program governance board. Since the intended benefits of the program were realized, the program manager was asked to transition the program into operations.

    At this stage, what is expected during the post-review session organized by the program manager?

    • Earned value (EV) report
    • Customer sign-off
    • Benefits register updates
    • Feedback and lessons learned
  9. A program governance board mandates that phase gate reviews must be held so each component project can be reviewed and individually authorized to proceed to the next phase. Tracking and reporting of actual benefits realized is one part of the review.

    What is the other part of the review?

    • Tracking and reporting on benefits management plan
    • Identifying factors influencing delivery of benefits
    • Demonstrating that other stage gate requirements have been met
    • Gathering additional stakeholders’ requirements
  10. A critical program for a company fails to delivers its intended benefits. The CEO and program sponsor are both held accountable and, ultimately, their employment is terminated by the board of directors.

    What should the program manager do before formally closing the program?

    • Update the benefits register.
    • Establish a program management information system (PMIS).
    • Share lessons learned with all program team members.
    • Transfer all program documentation to the deputy program manager.
  11. What would prevent a program manager from completing program closure once a program has been completed?

    • Failure to update the financial management plan
    • Failure to update the benefits register
    • Incomplete realization of all program benefits
    • Failure to obtain program steering committee approval
  12. The program manager compiles a program performance report for review by the program governance board. The performance report indicates that the scope, quality, and schedule objectives have been met, but costs and resource utilization are higher than expected. The program can no longer deliver the planned return-on-investment within an acceptable level and the intended benefits have not yet been realized.

    After further analysis of the performance indicators, the program manager should do which of the following?

    • Extend the schedule to reduce costs and resource utilization.
    • Expand the scope and continue the program until return-on-investment objectives can be met.
    • Recommend cancellation of the program based on performance metrics.
    • Transition the existing program results to the appropriate operational area.
  13. A program completes all component projects and all identified benefits are being delivered. However, the program sponsor is concerned that long-term benefits may not meet organizational performance parameters.

    To ensure the realization of long-term benefits, what should the program manager use?

    • Benefits register
    • Benefits sustainment plan
    • Benefits management plan
    • Benefits transition plan



  14. During program execution, a program manager receives feedback from an executive sponsor that some program stakeholders may not understand the intended benefits of the program.

    Which will provide the greatest value to clarify stakeholder perceptions?

    • Performing a stakeholder analysis
    • Updating the stakeholder communications requirements
    • Redistributing the benefits management plan
    • Redistributing the program charter
  15. During the execution phase of a program, a stakeholder complains to the program manager that they did not receive critical communications about one of the component projects.

    What should the program manager do to address the situation?

    • Review and update the detailed stakeholder list.
    • Review and update the stakeholder engagement plan.
    • Execute the component project’s communications management plan.
    • Update the risk register.
  16. An initiative involves the development of new technology and leverages existing technologies. It is determined critical by the program governance board and the program sponsor that a comprehensive risk management plan be put in place.

    In what phase is the risk management plan created?

    • Program definition
    • Program execution management
    • Program delivery
    • Program risk management planning
  17. A design and production company’s program comprises the design and manufacture of complex parts. During the yearly strategy alignment meeting, the program manager notices that a peer program manager started a project to develop a new manufacturing technology to further reduce operations costs.

    What should the program manager do to incorporate this new technology into the program?

    • Work with the project managers to update the program’s risk register by evaluating this new technology’s ROI.
    • Incorporate the new benefit to be obtained from this technology into the program’s transition plan.
    • Analyze the benefits management plan to determine any new risks this new technology may introduce.
    • Update the benefits management plan with an analysis of the new technology’s potential benefits.
  18. The program sponsor returns from a board of directors meeting after identifying a significant risk to the program schedule. This may impact the program’s benefits realization.

    What should the program manager do next?

    • Update the program benefits management plan and risk register.
    • Implement the mitigation plan for the identified risk.
    • Adjust the program scope to avoid the risk.
    • Document the risk and create a mitigation plan.
  19. A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk.

    What should the program manager do to monitor and control the supplier?

    • Use expert judgment, and update the program procurement plan.
    • Seek stakeholder approval of program procurement management activities.
    • Examine performance reports, audits, and inspections.
    • Review proposal evaluation criteria, risk analyses, and mitigation strategies.
  20. During a program’s definition phase, it is determined that the best approach for delivering the program’s intended benefits is to supplement corporate resources with the procurement of specific products and services from external suppliers.

    The program manager should use which of the following to determine and/or document the results of the program procurement planning activity?

    • Make-or-buy decisions, alternatives analyses, approach to competition, and best mix of contract types
    • Requests for proposals (RFPs), proposal evaluation criteria, contract management, and best mix of contract types
    • RFPs, alternatives analyses, approach to competition, and requests for quotes (RFQs)
    • Make-or-buy decisions, proposal evaluation criteria, contract management, and RFQs