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PMI PgMP Practice Test - Questions Answers, Page 43

Question list

List of questions

Question 421

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A program delivers incremental benefits, but is far from closure. The company completes an acquisition and defines new strategic objectives. What should the program manager do next?

Question 422

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An experienced program manager is leading a development program in a new company. While reviewing company procedures for formulating a program, they discover there is no company practice for managin

Question 423

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A program was kicked off, but one of the key stakeholders was not present at the kick-off meeting. What should the program manager do to ensure that the key stakeholder is familiar with the program

Question 424

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A company is rolling out an innovative program that includes new processes intended to define how the company will manage future programs. While program execution is going well, the program sponsor

Question 425

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A company hires a program manager to create a healthcare management system. After five months, the program manager identifies an opportunity to integrate an online medical solution, which could prov

Question 426

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A company CEO issues a mandate to automate a new-client onboarding process to replace manual and paper-based procedures. After the program sponsor and program manager obtain formal acceptance of the

Question 427

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A company implements a transformational business strategy and a program to change its IT infrastructure and service delivery model. While leading a program team from cross-cultural backgrounds and g

Question 428

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A program manager joins a team during its preparation phase. What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase?

Question 429

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A program manager initiates a new global program to create a higher level of protection for a company's intellectual property. The company exhibits a relaxed culture and environment, and is intolera

Question 430

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When should a program manager approve the closure of a component project?

Question 421

A program delivers incremental benefits, but is far from closure. The company completes an acquisition and defines new strategic objectives.

What should the program manager do next?

Evaluate the impact of the new strategic objectives through a change request.

Integrate the new acquisition into the program to include the new strategic objectives.

Assess the impact of the new acquisition on the contract management plan.

Review the benefits management plan to assess the continued validity of the program.

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An experienced program manager is leading a development program in a new company. While reviewing company procedures for formulating a program, they discover there is no company practice for managing key suppliers.

What should the program manager do first to obtain program approval?

Prepare the stakeholder engagement plan for approval by the program steering committee.

Analyze the business environment to identify key stakeholders, and then perform a stakeholder analysis.

Conduct a brainstorming session with the program team to identify and analyze external stakeholders.

Create a project-level stakeholder analysis, and then perform a high-level program stakeholder analysis.

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Question 423

A program was kicked off, but one of the key stakeholders was not present at the kick-off meeting.

What should the program manager do to ensure that the key stakeholder is familiar with the program's benefits and supports the program?

Note stakeholder communication needs in the program charter and document their expectations in the benefits sustainment plan.

Note stakeholder communication needs in the communications management plan and document their expectations in the benefits management plan.

Meet with the stakeholder to ensure stakeholder communication needs are documented in the communications management plan and that their expectations of benefits are documented in the benefits management plan.

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Question 424

A company is rolling out an innovative program that includes new processes intended to define how the company will manage future programs. While program execution is going well, the program sponsor is concerned that the knowledge acquired needs to be reused for future programs.

What should the program manager do to ensure that the knowledge acquired is captured efficiently?

Record lessons learned in the program management plan

Create training materials summarizing team experiences and lessons learned

Direct the project managers to create event logs to document their experiences and lessons learned

Organize review sessions after each program stage to document successes, issues, and lessons learned

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Question 425

A company hires a program manager to create a healthcare management system. After five months, the program manager identifies an opportunity to integrate an online medical solution, which could provide additional value to the stakeholders. The program sponsor approves the change in scope.

The program manager should ensure that the results obtained by this opportunity are working in tandem with which of the following?

Critical success factors

Key performance indicators

Benefits management plan

Stakeholder engagement plan

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Question 426

A company CEO issues a mandate to automate a new-client onboarding process to replace manual and paper-based procedures. After the program sponsor and program manager obtain formal acceptance of the program charter, what should be done next?

Deploy a team to develop the program management plan.

Develop estimates for scope, resources, and cost.

Identify the program management components, and develop the resource management plan.

Review and update the benefits management plan and link it to program outcomes.

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Question 427

A company implements a transformational business strategy and a program to change its IT infrastructure and service delivery model. While leading a program team from cross-cultural backgrounds and geographies, the program manager notices a varying level of delivery excellence, which they attribute to cultural differences and behavioral tendencies.

To achieve commitment to program goals, what should the program manager do to improve the team's level of engagement?

Delegate the task of managing team behavior, attitudes, and commitment to team member managers, and ask the managers for regular progress reports.

Organize social events to support the communications enrichment plan, bond the teams, and motivate team members.

Establish a formal mentoring, coaching, and support program to address cultural differences that will enable the team to work collaboratively.

Email all team members mandating that, to deliver program objectives, they must focus on their roles and responsibilities.

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Question 428

A program manager joins a team during its preparation phase.

What should the program manager do to obtain formal sponsor approval to begin the benefits delivery phase?

Develop the program management plan based on the organization's strategic plan.

Write the program charter, including the program mission statement and stakeholder engagement plan.

Define a high-level program roadmap of milestones and schedules supported by a preliminary estimate.

Identify and document the anticipated program benefits in the benefits management plan.

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Question 429

A program manager initiates a new global program to create a higher level of protection for a company's intellectual property. The company exhibits a relaxed culture and environment, and is intolerant of processes to the point of being considered process-adverse. However, the company's culture is tolerant of long-term program activities, provided there is continuous progress on improving the protection of its intellectual property. Expectations for rapid progress are low.

What should the program manager do next?

Tailor program sponsor and stakeholder engagement and communications activities to meet the company's expectations

Insist on maintaining a set of tightly controlled stakeholder register and engagement plan documents to meet expectations

Provide detailed information to the most influential program sponsors and stakeholders

Ensure that the component stakeholders have the appropriate level of communications required to meet their needs

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