A new program is comprised of four component projects. The program manager must assign project managers to each of the four projects. There are eight potential project managers to consider.What should the program manager do before assigning the project managers?

Evaluate the project managers' skills and match them to the needs of the projects

Determine budgetary constraints related to the project managers' salaries

Request performance feedback from the project managers' line managers

Evaluate the project managers' skills and match them to the needs of the projects

Interview each project manager to determine their career aspirations

A two-year program is coming to an end. Many of the initial governance board members have moved from their current posts of left the company. Several new members have joined, but have a short association with the program, which changes the board's expectations and focus. During the final phase gate review, some board members are uncertain of their roles and expectations in the process.How should the program manager handle this situation?

Review the strategic plan and benefits management plan with the board

Review the final program outcome with the program sponsor

Prepare a program change request utilizing new board member input

Review the strategic plan and benefits management plan with the board

Present the final program status, costs, and schedule reports

A program manager is working with the sponsor, stakeholders, and steering committee to formulate a program's benefits sustainment and transition plan. What should the program manager do to create this plan?

Identify key measures to compare expected benefits in the benefits management plan with actual performance once benefits sustainment and program transition starts.

Assign creation of the benefits sustainment plan to the organization responsible for monitoring and controlling the sustainment period.

Interview stakeholders, and revise the benefits management plan to provide new insight into the program's execution and benefits sustainment period.

Update the benefits management plan, and provide a copy to the organization responsible for measuring the sustainment period.

The program manager must define the program and understand the organization's target market and customer needs. What should the program manager do first?

Brainstorm with the program team to decide on the definitions of the target market.

Meet with peers to identify the company's competitors in the target market.

Meet with the project managers to identify the target market.

Work with the program sponsor to assess the needs of the target market.

A program manager notices that one project manager tends to withdraw during important team discussions to avoid conflict. What technique could the program manager use to gain more input from this project manager?

Solicit ideas from each team member individually, giving each person a chance to express their opinions.

Institute an incentive program to create competition among the team members.

Make the project manager share an office with a more assertive team member.

Solicit ideas from each team member individually, giving each person a chance to express their opinions.

Create an online message board so team members can see and respond to everyone's ideas.

To increase its presence and promote its products and services in new markets, a company begins to implement its new business strategy. The company's CEO endorses a new program to promote and support this strategy. However, before the program is formally initiated, this strategy must be aligned with the organization's strategic goals and objectives.What should the program manager develop first?

Program risk and issue governance forum

Program resource management plan

Program risk and issue governance forum

An organization requests that a junior project manager, with no previous experience or training in the industry, take over a complex program component. The program component involves senior subject matter experts and has dependencies with other large projects to deliver key benefits to the organization.How should the junior project manager respond to this request?

Reject the assignment, because of the ethical requirement not to accept work for which the project manager is not qualified.

Accept the assignment, identify the skill gaps, and request training.

Reject the assignment, because of the ethical requirement not to accept work for which the project manager is not qualified.

Accept the assignment as a challenge and an opportunity to acquire new skills and seek advice from a senior project manager.

Reject the assignment because of fear of failure and resulting negative career impact.

What actions are taken in the process of developing and maintaining a program risk register?

Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and proactively manage program issues.

Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and provide the foundation for the risk management plan.

Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify the root cause of potential risks.

Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and proactively manage program issues.

Assign ownership of risks with appropriate responsibilities, document agreed-upon response strategies, and identify residual risks.

A hotel chain initiates a program to expand meeting offerings to include telecommunications technology and virtual meetings. The program has component projects, each of which requires team members to have different technical skills and expertise. The program manager assembles a team of project managers to lead each of the projects, and learns that the desired resources will not be available at the start of the program.As a result, the program manager must do which of the following?

Apply resource leveling considering the constraints of time, budget, and quality.

Utilize team members that are currently available, even though they do not have the expertise needed.

Assign the tasks on the critical path to the resources available to adhere to the project schedule.

Delay the start of the program until the assigned resources are available.

Apply resource leveling considering the constraints of time, budget, and quality.

An aircraft manufacturer is engaged by an airline to build a fleet of new airliners. The program charter has been approved, but the stakeholders are concerned that the delivery method of the program may not meet their expectations.Using the program master schedule, what will the program manager incorporate to align the program with the expectations of the stakeholders?

Program work breakdown structure (PWBS), program scope statement, and benefits management plan

PWBS, benefits management plan, and program financial management plan

Program charter, PWBS, and program scope statement

Program scope statement, benefits management plan, and program financial management plan

The program manager defines the program objectives, requirements, and develops a high-level road map. To ensure program alignment with the enterprise strategic plan, the program manager should work with which of the following?

Project managers on the program

A company is releasing a new product geared toward a specific geographic area. The program manager has received the program objectives and developed the program roadmap, which consists of six program components. Approval from the program governance board has been obtained.What is the program manager's next step?

Identify the program sponsor and program stakeholders

Assign project managers and resources

Classify the program's benefits

Identify the program sponsor and program stakeholders

Develop the program business case

A project is assigned to a qualified project manager by the program manager. The client rejects the project manager due to a lack of proper qualifications to manage such a project.What should the program manager do next?

Apply the competence assessment techniques to resolve the issue

Reassess the project manager's credentials

Assign a different project manager

Review the skill requirements of the project

Apply the competence assessment techniques to resolve the issue

A program manager concurrently implements a software program at four client locations. The client's objective is to maintain quality while shortening the software implementation timeline.What key elements should be included in the benefits register to achieve this goal?

Plans for defining metrics and key performance indicators (KPIs), and procedures to measure benefits.

Plans for tracking and communicating risks associated with the program

Plans for conducting program quality assurance and control on a regular basis

Plans for program schedule control to meet the shorter timeline

Plans for defining metrics and key performance indicators (KPIs), and procedures to measure benefits.

A three-year program using vendor contracts, incorporating related projects, and each with specific stakeholders is coming to an end. What should be completed first to close all appropriate contracts?

Assess all contracts to ensure all agreed conditions are met

Conduct a procurement audit to review the procurement process

Assess all contracts to ensure all agreed conditions are met

Review contract management plan for completeness

A natural disaster shuts down operations for two days. The program has a major milestone that includes a timed payment of US$1 million.Since the shutdown was not anticipated, what should the program manager do first?

Evaluate the impact, reassess the program risk, and determine options to be presented to the governance board.

Implement the appropriate risk response plan and inform the stakeholders of the planned actions.

Utilize contingency reserves to hire contractors, which will accelerate the schedule to meet the original milestone.

Evaluate the impact, reassess the program risk, and determine options to be presented to the governance board.

Collaborate with the sponsor to determine options and negotiate a new date for the milestone.

The above performance report shows the earned value (EV) analysis for a program. The program director performs a high-level analysis and must present a summary narrative to the steering committee.What do the current findings show?

Project A is running behind schedule and is over budget; projects B, C, and D are on schedule.

Project C is running behind schedule and is over budget; projects A, B, and D are on schedule.

Project A is running ahead of schedule and is under budget; projects B, C, and D are behind schedule.

The overall program is performing within an acceptable level of variance.

Project A is running behind schedule and is over budget; projects B, C, and D are on schedule.

A program manager learns that their company's organizational strategy has changed. This change impacts one component project of a program, misaligning it with both the program objectives and the new organizational strategy. This component project, however, is already 90 percent complete.What should the program manager do next?

Assess the impact of closure on other component projects, and generate a recommendation for submission to the program governance board.

Immediately submit a component project closure request to the program sponsor so that resources can be reallocated to strategically aligned component projects.

Assess the impact of closure on other component projects, and generate a recommendation for submission to the program governance board.

Recommend that the component project manager complete work activity to deliver benefits to the organization.

Update the benefits management plan to reflect the impact of the change on the program and its intended benefits.

An ice cream company wants to introduce a new flavor to a new market. The executive sponsor requests a sampling for the test market and the sample group provides negative feedback. As this type of program had previously been conducted by the company, the program manager questions whether similar results were experienced during testing.What should the program manager do next?

Review the program management information system (PMIS) for lessons learned.

Document the results to share with the program governance board.

Facilitate another test market sampling.

Contact the R&D department for product testing results.

Review the program management information system (PMIS) for lessons learned.

A large automaker begins a program to create the next-generation car. As the program team is composed, key stakeholders are identified.Key stakeholders for the program should include which of the following?

Project management office (PMO), third-party contractors, and agents

Potential customers, government regulatory agencies, and competitors

Project management office (PMO), third-party contractors, and agents

Local car dealers, factory workers, and corporate officers

Vice president of logistics, potential customers, and corporate executives

An R&D group director approves a major program's charter. Although the director has a high level of understanding of the program's scope, they are unsure of how the program manager can be successful in delivering the program's commitments.What should the program manager do to align stakeholders with planning and monitoring the program's progress?

Establish high-level program milestones

Develop an accountability matrix, and assign program roles and responsibilities

Generate a supplier management plan to identify external stakeholders

Create a communications management plan, and establish reporting formats

A component project of a multiyear program delivers all expected products and services as anticipated. The component project manager obtains approvals from the stakeholders and transitions the benefits to operations.What should the program manager do next?

Verify that the benefits were delivered and authorize component project closure

Reassign the component project manager to another component project or activity

Verify that the benefits were delivered and authorize component project closure

Conduct a program audit to confirm that the component project is complete

Keep the component project open until the program benefits are realized

An organization is embarking on a new program aligned with its strategic objectives. The new program has a high level of risk due to the rapidly changing technical landscape in which the organization operates. The organization has mature program management capabilities, as measured by its resources, intellectual assets, and management processes.Given the organization's history of delivering successful programs, what should the program manager do as part of the planning process?

Consult the repository developed as part of the organization's knowledge management initiative to capture best practices and lessons learned.

Interview the program managers and stakeholders of previous programs to learn from their experiences.

Review the organization's strategic objectives, risk tolerance, and compliance processes, which may provide knowledge about past programs.

Consult the repository developed as part of the organization's knowledge management initiative to capture best practices and lessons learned.

Hire independent industry specialists and subject matter experts (SMEs) to provide additional information about market trends and uncertainties in the external environment.

The program manager wants to increase the team's commitment to the program objectives. The program manager should do which of the following?

Work with the sponsor, program stakeholders, and the program management office to identify the organization's best practices.

Work with the sponsor to identify the organization's best practices.

Work with the program stakeholders and program management office to identify the organization's best practices.

Work with the program management office to identify the organization's best practices.

Work with the sponsor, program stakeholders, and the program management office to identify the organization's best practices.

In preparation for the development and submission of the program master schedule to a client, the program manager meets with the component project manager and master program scheduler to discuss the work breakdown structure (WBS). During the meeting, the master scheduler indicates that the master program schedule should include which of the following?

Program activities, component activities, and all other work

Program benefits and all component project activities

Component resources and their activity assignment/responsibility metrics

Program-level activities and integrated component projects

Program activities, component activities, and all other work

A program manager has a multiple-project program that is scheduled to be completed by year's end. During the program delivery phases of the projects, several mandatory changes are identified that would extend the program's completion date.What is the next step for the program manager?

Submit a change request to extend the program schedule

Apply resource leveling to ensure the program is completed on schedule

Update the schedule to reflect the extended completion date

Adjust working hours to ensure the program is completed on schedule

Submit a change request to extend the program schedule

During the program execution stage, the component project manager responsible for testing estimates that budgeted hours may exceed 200 hours. What should the program manager do?

Determine which component projects have excess capacity and rebalance those resources to the project that needs additional hours.

Communicate to the program sponsor regarding the additional estimated cost and request a change order.

Determine which component projects have excess capacity and rebalance those resources to the project that needs additional hours.

Request that the project manager make the team members work additional hours and not bill the project.

Talk with the project manager and find ways to reduce hours in another part of the project.

An organization must accelerate a product to market. The program manager completes the preliminary program steps and holds a kick-off meeting. Project managers submit their preliminary schedules for review.What should the program manager do next?

Work with the project managers to refine the project schedules and deliverables to align with the program milestones.

Assign resources to the schedule and report the revised delivery date to the project managers.

Work with the project managers to refine the project schedules and deliverables to align with the program milestones.

Revise the project schedules to meet the program schedule and communicate to stakeholders.

Integrate the project schedules into the program schedule and report the revised delivery date to the project managers

The program director of a four-year program, estimated to require 600,000 person-days effort, notices that team morale has decreased over the last three months. The program is at a critical stage with 70% completion through the test phase. A number of defects are found that result in teams working additional hours. The program director requests that the program management office (PMO) gather metrics to monitor the situation.Which of the following metrics should the PMO capture on a monthly basis?

Absenteeism rate, staff turnover, quantity of defects, total hours worked, average number of FTEs

Billable hours charged to the program, non-billable hours charged to the program, quantity of defects per full-time equivalent (FTE)

Absenteeism rate, staff turnover, quantity of defects, total hours worked, average number of FTEs

Amount of hours spent on rework of software coding, retesting, and on non-rework activities

Absenteeism rate, staff turnover and leave liability

After taking over a program, a program manager reviews the program's status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US$2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US$320,000. The program has spent US$350,000 and the EV is US$340,000.Based on this information, the program manager determines which of the following?

The cost is US$20,000 over budget

The schedule is US$30,000 under budget

The cost is US$20,000 under budget

The schedule is US$10,000 over budget

The cost is US$20,000 over budget

While setting up a program's infrastructure and plan, a program management team develops documents and processes that provide commonality and consistency throughout the program's components. What should the team also prepare, if not already provided by the organization's assets?

Breakdowns such as the program work breakdown structure (PWBS), component project milestones, and budgets that transform top-level planning into fragments relevant to the components

Industry standards that provide guidance to the component project managers on how to adapt their detailed planning to the program's master plan

Documents that enable level-adequate aggregation and consolidation of component/program information and forecasting

Files, filing structures, and templates for knowledge repositories that contain centrally stored and commonly maintained program data

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?

Obtain approval from the sponsor to close the program

Review the benefits management plan with the program sponsor

Obtain approval from the sponsor to close the program

Prepare performance evaluations for all program personnel

Prepare performance evaluations for all project personnel

A program is developing a next-generation product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet.What activity should the program manager perform next?

Resource interdependency management

Program performance monitoring and controlling

Benefits sustainment and program transition

PMI PgMP Practice Test 8 - Free Online Exam Prep & Questions

The program sponsor requests a weekly performance report. The tools and techniques to monitor and control program performance include which of the following?

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PMI PgMP Practice Test 8

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