A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program manager's attempts to reach the stakeholder via email also fail.What should the program manager do next?

Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks

Escalate the issue to the stakeholder's supervisor

Escalate the issue to the program governance board, as delays will impact the program

Update the program risk register to reflect a realized risk and execute the documented risk response

Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks

After new private equity owners acquire an enterprise, they want to improve its value by reducing costs. A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed. A strategic component project presents significant risk to organizational objectives due to its complexity and dependencies on external parties. After a series of board meetings, the enterprise's investment committee approves a budget to implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility. Implementation of this component project may now begin, but is already one month behind schedule. The program manager now perceives significantly more risk to the larger program due to this delay.What should the program manager do to address this risk with the program sponsor and governance board?

Update the component project's risk register, issue log, implementation plan, and risk management plan. Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan forgovernance board approval.

Share the concerns with the program sponsor to confirm understanding of the new development. Next, update the program budget, implementation plan, and risk management plan for governance board approval.

Update the component project's risk register, issue log, implementation plan, and risk management plan. Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan forgovernance board approval.

Revise the program budget, and implement the component project by managing it closely to recover the month-long delay. Next, update the component's project and risk management plans for governance board approval.

Update the program budget, and task the component project manager with implementing the plan. Next, submit a change order for approval to apply more resources to reduce the larger program's risk profile.

Company A acquires company B, which leads to a two-year program to integrate the processes and systems. Company B uses a different project management process, and the company's staff is unhappy about the acquisition. As a result, company B's project team fails to provide status and cost data in a format that conforms to the program standards.What should the program manager do first?

Remind the project manager of the relevant program standards

Inform the stakeholders of this issue as soon as possible

Change the program standards, aligning them with the project standards

Work with the reports provided to extract the required information

Remind the project manager of the relevant program standards

An organization initiates an innovation program to deliver exceptional performance and benefits. After the program transition plan is in place and the implementation of a benefits sustainment plan starts, the program manager discovers the program may be shut down due to lack of funding.To ensure continued funding for the program, what should the program manager do next?

Conduct a cost-benefit analysis to ensure the program sponsors understand the program's long-term benefits

Complete the benefits sustainment plan and update the benefits register

Present a revised ROI to the program sponsors based on the remaining investment

Conduct a cost-benefit analysis to ensure the program sponsors understand the program's long-term benefits

Review the program business case and the program's strategic alignment and long-term benefits with the program governance board

A program management team is invited to a company's annual strategy planning session. The CEO discusses the mission and vision of the organization, and how the strategic plan will create opportunities to fulfill them.How can the program manager use the company's vision to establish a program?

Define the program and component projects to enable the fulfillment of strategic goals.

Set the priority matrix, and map the projects' priorities that will be included in the program.

Define the program roadmap, and highlight the individual projects' benefits.

Identify program benefits that will enable the fulfillment of strategic goals.

Several issues are identified on one component project in a program. During a meeting with that component's project manager, the program manager offers several suggested resolutions. Two weeks later, they meet again to review progress. The project manager had reviewed the issues and suggested resolutions, but delayed a decision. This two-week delay in taking action caused delays in the project schedule.What should the program manager do?

Join project-level issue resolution meetings to accelerate the decision-making process.

Initiate discussions with the program governance board about assigning a more experienced project manager to the project.

Emphasize that the project manager needs to address the issues and follow up at the next scheduled meeting.

Develop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities.

A program manager building the world's largest cruise ship is resolving the conflict between the two main sponsors who cannot agree on the number of food and beverage outlets to have onboard. What should the program manager do?

Engage the program stakeholders, present the market analysis and findings to facilitate the decision on the best option.

Finalize the business case and market analysis with the core program team and present the findings to the chief executive officer for approval.

Work with the core program team to conduct a market analysis and make the decision based on the best return on investment.

Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict.

Engage the program stakeholders, present the market analysis and findings to facilitate the decision on the best option.

A program with six projects has been running for three years. The company's procurement and contracts department has compiled a qualified seller list. The program manager determines that one of the projects must be outsourced.The program manager will use the qualified seller list to do which of the following?

Plan a proposal evaluation system

Prepare the program procurement management plan

Perform the required program budget updates

A program manager at a pharmaceutical company plans a new drug development effort. The development is slated to yield three drug variants. The program manager articulates the program scope boundaries.Which of the following deliverables captures these items?

Program work breakdown structure

A component project of a program is completed, and will provide the intended incremental benefits. How should the program manager proceed with the component transition?

Update the program stakeholder engagement plan with stakeholders from the transition organization

Define the component project's business value in the benefits management plan

Update the program roadmap to reflect completion of a key end-point objective

Initiate a program change request to close out the component project

A company is building a global monitoring network in 40 countries. The program completes the planning phase and a review is conducted of the program components' strategic alignment with the intended program and company goals. The review identifies issues that should be resolved to improve program progress. One of the issues identified is the lack of incorporation of both software and configuration management tools.Which of the following must be addressed?

Program management information system (PMIS)

Program performance monitoring and controlling

Program management information system (PMIS)

Which of the following serves as a guiding principle for a program manager when preparing a program work breakdown structure?

Decompose the program work based upon available resources

Decompose the program to the work package level

Decompose the program to the architecture baseline level

Decompose the program at a level sufficient to achieve control

A small, regional utility closes a customer rewards program and transitions it to operations. The executive sponsor and program manager are concerned about the impact on benefits realization. The program manager assures the executive sponsor that any corrective actions will be included in the next phase.What should the program manager do to ensure a successful transition?

Ensure that all program documents, including lessons learned, are archived in the knowledge repository.

Ask each project manager to consolidate and file all program documentation in the corporate archives.

Obtain all project manager's contact information, and then have them reassigned back to their functional managers.

Ask the program's business analyst to collect all project information and create a report.

Ensure that all program documents, including lessons learned, are archived in the knowledge repository.

A software development program will launch iterative versions of new software called Alpha over two years. Following that, a program will be released to the program team and developers to create new software called Beta. While the program manager prepares the program closure plan for Alpha, the program sponsor expresses concern about its support after program closure.What should the program manager do as part of Alpha's program closure plan?

Adjust Alpha's exit criteria to ensure its support is included in the Beta program.

Execute the transition plan, and include knowledge transfer to transition Alpha support to operations.

Keep the Alpha program open until support is no longer required, then execute program closure.

Adjust Alpha's exit criteria to ensure its support is included in the Beta program.

Document the program closure procedure to ensure that resources are released from Alpha to develop Beta.

An IT program manager is concerned that a program is not achieving its defined incremental benefits due to a lack of delivery by the business team. The IT team has several dependencies on the business team throughout the program. However, the business team does not report to the IT program manager, and only two business team resources with the appropriate skills are available to complete the required program tasks.To address this issue, what should the IT program manager do next?

Review and clarify the business team's program roles and responsibilities; determine the schedule impact on benefits delivery; direct the IT project manager to meet with the business team to ensure dependencies are understood andthat the appropriate resources can be made available.

Schedule a meeting with the business team to discuss transferring the two business team resources to the IT team; update the program risk register to include risk mitigation steps.

Escalate the lack of commitment by the business team to the program steering committee; hire a new project resource to complete the required tasks; update the program risk register to include risk mitigation steps.

Review and clarify the business team's program roles and responsibilities; determine the schedule impact on benefits delivery; direct the IT project manager to meet with the business team to ensure dependencies are understood andthat the appropriate resources can be made available.

Modify the program milestone dates to include a larger contingency; determine the impact on the project implementation date; update the benefits management plan.

A global enterprise resource planning (ERP) program's scope includes designing and building a global template. Plans include a pilot implementation project to validate the template, to be followed by several rollout projects. During the build of the global template, a new government regulation mandates implementation of a goods and services tax (GST).What should the program manager update?

Program communications management plan

A program receives initial approval from the selection committee to proceed with the program development. What should the program manager do next?

Continue to develop the high-level program road map.

Define the program architecture and assign the benefits realization to the component projects.

Complete the program setup to establish a firm foundation of support and approval for the program.

Analyze lessons learned and historical information to validate the program's expected outcomes.

Continue to develop the high-level program road map.

A key stakeholder's requirement contradicts the organization's strategic objectives. The program manager meets with the stakeholder, but is unable to reach a compromise on the requirement.What should the program manager do first?

Meet with the program sponsor to address the issue

Meet with the program management office to update the benefits management plan

Meet with organization's strategic planning committee to obtain clarification

Meet with the program sponsor to address the issue

Meet the customer to determine if the stakeholder's requirement is valid

Near the completion of a transformation program, the operations manager is concerned that their department failed to be notified in advance of the new service being transitioned into operations. They claim that their department did not approve this service, and is now unprepared and untrained to support the transformation.What should the program manager have done first to prevent this?

Created a transition plan during the planning phase for the impacted operational area

Added the operations manager as a key stakeholder

Created a transition plan during the planning phase for the impacted operational area

Ensured there was a communications management plan that included the transition to operations

Drafted a training plan with assistance from the program management office (PMO) or human resource department before transitioning it to operations

A program manager prepares the program for review to secure funding by senior management. Which of the following must the program manager identify when creating the program charter?

Milestone dates, budget, and staff details that support it

Assumptions incorporated into the benefits management plan

Process within the organization that will be needed to deliver the product

Key decision makers or stakeholders in the program and their expectations and interests

A newly appointed country manager suggests that the regional program manager use a social media platform to expedite communications and address questions. The new country manager used this social media platform at a previous job.What should the regional program manager do to address the country manager's request?

Ask the technology, security, and project teams to assess the country manager's request.

Suggest that the country manager use the existing communication channels while the team becomes familiar with the new social media platform.

Ask the country manager to champion the social media platform, as they may have more influence than the regional program manager.

Review existing in-house social media capabilities to determine if they will meet the needs of the country manager's request, and update the stakeholder register.

Ask the technology, security, and project teams to assess the country manager's request.

A program manager for the construction of an international event venue that will impact the local community needs to determine the best approach for communications. One of the conditions of the program is that after the event takes place, a park will be built for the community's use.What should the program manager do to ensure community support?

Organize an advocacy group and facilitate community engagement

Review the scope with the program sponsor and community representatives

Organize an advocacy group and facilitate community engagement

Negotiate the program scope with community representatives

Ensure community representatives are part of the steering committee

A program manager has been assigned to a program that has received approval of the program charter and for which a stakeholder register has been prepared.During stakeholder engagement planning, the program manager should consider which of the following stakeholders aspects?

Level of influence and participation and attitude about the program

Attitude about the program, external political position, and technical expertise

Level of influence and participation and attitude about the program

Expectations of program benefits, level of influence, and organizational culture

Level of support/opposition, technical expertise, and organizational culture

A program is in its execution phase when a component project manager suggests a potential change that could increase the financial benefit of the program. The program manager is hesitant to submit a change request, as it would extend the program schedule and require a scope change.To whom should the change request be presented?

The program management office (PMO)

A company initiates a program to reorganize its sales and production departments. Three production departments are located at the three production plants next to the company's headquarters. Five regional sales departments are located at different locations around the world.At this stage of the program, what is the first step?

Identify and quantify business benefits of the program

Develop a program work breakdown structure

Identify and quantify business benefits of the program

Determine and prioritize the various components of the program

Prepare a program organization chart covering both sales and production

After an organization initiates a strategic program, several project managers express interest in joining the program team. The program manager's supervisor recommends a list of project managers to be part of the team.What should the program manager do to select the project managers?

Complete a skill set inventory and select the most suitable resource(s)

Ask interested project managers for their CV or résumé and conduct interviews

Accept the recommendation of the program manager's supervisor

Contact the human resource manager for project managers' availability

A company CEO meets with key customers to learn how they can be better served. After discovering that some executive team members disagree with each other, the CEO asks the program management office (PMO) to develop a program to better serve key customers based on their strategic importance to the company's long-term goals.What should the program manager do to establish and successfully manage the program's direction?

Conduct stakeholder interviews to address their concerns and expectations

Create a program strategy to obtain the required funding from the portfolio decision team

Develop and foster relationships with stakeholders to improve communication

Conduct stakeholder interviews to address their concerns and expectations

Identify a list of projects, and then assign them suitable project managers

XYZ Company hires you to make its transitioning procedure more effective in meeting close-out requirements. You review XYZ's transitioning procedures to eliminate any that do not belong in the close-out phase.Which of the following procedures should you remove?

Managing the transition from the "As-Is" state to the "To-Be" or Target State

Reviewing the status of benefits with the stakeholders and program sponsor

Managing any required transition to operations

Documenting lessons learned in the organizational database

At the beginning of the second year of a five-year strategic cycle, the program management team attends a checkpoint session to review the state of the company's strategy. During the previous year, the company needed to comply with new government regulations that impacted this strategy.Based on this information, what should the program manager do?

Review resource capacity and capability, program priorities, and interdependencies, and create a change request to modify the program roadmap to ensure strategic alignment.

Update the program management, benefits management, and risk management plans, and modify priorities and interdependencies.

Meet with stakeholders, and modify the program roadmap to comply with the new regulations and ensure strategic alignment.

Obtain stakeholder approval to stop or postpone programs that fail to comply with the new regulations, and modify the program roadmap.

Review resource capacity and capability, program priorities, and interdependencies, and create a change request to modify the program roadmap to ensure strategic alignment.

A country is in the process of strengthening its defense program. A key project is not meeting its specified performance objectives. The project manager initiates a change request to address this issue.What should the program manager do NEXT?

Assess the benefits and impact to the program

Consider the option to close out the key project

Evaluate the program and re-baseline the objectives

Assess the benefits and impact to the program

Amend the risk register with the key project changes

A sponsor decides that the business environment is unfavorable for continuation of a program. The sponsor asks that the program be closed.What items should be completed as part of the program's final report?

Lessons learned, successes and failures, and financial and performance assessments

Final updates to the benefits register, successes and failures, and resource disposition

Financial and performance assessments, successes and failures, and reason(s) for program closure

Knowledge transition, successes and failures, and reason(s) for program closure

A regional finance program is impacted by a new currency regulation issued by a country in the region. The new regulation requires changes to the financial statements of that country's branches by the end of the fiscal year. Failing to comply with the regulation may result in fines and/or closure of the branches. A branch general manager immediately meets with the program manager to select and secure a local fiscal expert to support the regulation, as these types of resources are in high demand. There is a high risk that the changes will not be completed on time if the resource is not secured.What should the program manager do to address the risk?

Create fine and closure scenarios to assess the impact on the program and create a contingency plan.

Build a coalition with local companies that can influence the government to renegotiate the imposed deadline.

Create fine and closure scenarios to assess the impact on the program and create a contingency plan.

Generate a delivery incentive contract with the selected fiscal expert to ensure on-time delivery of the revised financial statements.

Assess the risk, incorporate it in the program's risk management plan, and meet with the steering committee.

The program manager wants to ensure that a program contributes to shareholder value.The program manager should verify alignment with which of the following?

Organizational strategic objectives

Organizational structures and policies

Organizational strategic objectives

Stakeholders make ad-hoc requests on a routine basis. This causes duplication of reporting and communication gaps that affect the program's performance.To resolve this situation, which of the following must go through critical review and change?

Program communications management plan

Program Benefits Management domain

Stakeholder communications requirements

Program communications management plan

A large program consists of several component projects and six project managers. The program governance board requests that all components within the program undergo user acceptance testing before being released to the production environment.Where should the program manager document this?

Component test plan and test cases

Program quality management plan

A company wants to perform a preliminary stakeholder analysis to assess a new program's support.What should the program manager develop?

Stakeholder engagement plan, stakeholder register, and stakeholder map

Program communications management plan and the stakeholder charter

Responsible, accountable, consult, and inform (RACI) matrix, stakeholder list, and escalation process

Stakeholder strengths, weaknesses, opportunities and threats (SWOT) analysis

Stakeholder engagement plan, stakeholder register, and stakeholder map

PMI PgMP Practice Test 9 - Free Online Exam Prep & Questions

The customer of a three-year program does not want to receive any intermediate details on the program. The program appears to be in trouble and the customer is concerned about a new system's cost. The program manager has provided monthly performance reports throughout the program's life cycle.

Which of the following would the customer be interested in reviewing?

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PMI PgMP Practice Test 9

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