PGMP Program Management Professional Practice Questions
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certquestionsbankPGMP Program Management Professional Practice Questions
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certquestionsbankThis PDF contains a set of carefully selected practice questions for the
PgMP exam. These questions are designed to reflect the structure,
difficulty, and topics covered in the actual exam, helping you reinforce
your understanding and identify areas for improvement.
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3. Designed to simulate the real test environment
4. Ideal for final review or daily practice
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1.Who prepares the statement of work (SOW) for external projects?
A. Customer
B. Project management team
C. Project Manager
D. Chief Financial Officer (CFO)
Answer: A
2.Marty is the project manager of the recently completed NHK Project . The project was deemed
successful by the project customer and they have signed the formal acceptance documentation.
Marty has written the final project report, released the project team, and completed the lessons
learned documentation.
What else should Marty do in the closure of the NHK Project?
A. Summarize the project variance.
B. Archive the project records.
C. Summarize the project risks costs.
D. Close the project office.
Answer: B
3.Which of the following represents the duration of activities against a calendar?
A. Pie chart
B. Scatter chart
C. Gantt chart
D. Pareto chart
Answer: C
4.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?
A. Potential customers, government regulatory agencies, and competitors
B. Project management office (PMO), third-party contractors, and agents
C. Local car dealers, factory workers, and corporate officers
D. Vice president of logistics, potential customers, and corporate executives
Answer: B
5.A program manager is concerned that a program will be unable to achieve its intended benefits.
How should the program manager handle this concern?
A. Meet with the program management office (PMO) to review critical program success factors.
B. Meet with the component project managers to reallocate resources within the program.
C. Meet with the program stakeholders to determine if a reduction in program scope is acceptable.
D. Meet with the component project managers to perform risk analysis.
Answer: A
6.What project management term would you associated with a predetermined budget you’re your
program?
A. Program governance
B. Constraint
C. Cost baseline
D. Assumption
Answer: B
7.You are the program manager for your organization. A new program is about to initiated and Marcy,
your assistant, asks you about the themes that all new programs must map to.
All of the following are themes that you can discuss with Marcy except for which one is not a program
theme?
A. Stakeholder management
B. Requirements analysis
C. Benefits management
D. Program governance
Answer: B
8.You are the program manager for your organization and are coaching Bonnie, a project manager,
who would like to be a program manager wants to know what a program is.
Which one of the following statements best defines what a program is for Bonnie?
A. A program is a collection of projects that work together to create one deliverable for the
organization
B. A program is a collection of projects managed to gain benefits for the organization; the
organization could not realize the benefits of the project if they were managed independently.
C. A program is a uniform set of goals that are too large to be managed as one independent project
so the project is subdivided into multiple objectives led by multiple project managers and orchestrated
by one program manager.
D. A program is a large collection of projects lead by a single project manager.
Answer: B
9.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?
A. Managing the transition from the “As-Is” state to the “To-Be” or Target State
B. Reviewing the status of benefits with the stakeholders and program sponsor
C. Managing any required transition to operations
D. Documenting lessons learned in the organizational database
Answer: A
10.Paul is the program manager for his company. He along with his team is working on the Monitor
and Control Program Changes process . The process will need several inputs.
Which one of the following items is NOT an input to the Monitor and Control Program Changes
process in the program management?
A. Change request log
B. Approved change requests
C. Change requests
D. Program management plan
Answer: B
11.CORRECT TEXT
What schedule analysis simulation tool allows you, the project manager, to review possible
combinations of events such as optimistic, most likely and pessimistic outcomes for your project?
A. pert
B. gert
C. pmis
D. Monte Carlo
Answer: D
12.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?
A. Program benefits and all component project activities
B. Component resources and their activity assignment/responsibility metrics
C. Program-level activities and integrated component projects
D. Program activities, component activities, and all other work
Answer: D
13.Your program has been selected and its program charter is now being created .
The program charter defines all of the following characteristics except for which one?
A. Program constraints
B. Program scope
C. High-level objectives for the program
D. Project scope statement for all projects within the program
Answer: D
14.You are the program manager for your organization. As your program is being initiated there is
some initial concern from the management about the utilization of resources in your program and the
need for resources in their day-to-day roles in operations. Management has set a limit on your
program that resources may only work 20 hours per week on the program.
What is this limit of resource hours in a time period known as?
A. Resource leveling heuristic
B. Resource requirements
C. Program risk
D. Resource utilization
Answer: A
15.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?
A. Program charter
B. Benefits management plan
C. Program business case
D. Program scope statement
Answer: D
16.Which of the following risk response planning techniques is associated with threats and seeks to
reduce the probability of occurrence, or impact of risk below an acceptable threshold?
A. Risk avoidance
B. Risk transference
C. Risk mitigation
D. Risk acceptance
Answer: C
17.You are the program manager for your company and management wants you to identify how you'll
make decisions in the program planning processes.
What program management document should serve as the baseline for all future program decisions?
A. Program budget
B. Program management plan
C. Program scope statement
D. Program requirements
Answer: C
18.On which of the following documents you work throughout the risk management processes?
A. Risk management plan
B. Project management plan
C. Risk register
D. Project charter
Answer: C
19.Which of the following is used to build consensus through rounds of anonymous surveys?
A . The Pareto chart
B . The Delphi technique
C . The Monte Carlo simulation
D . The Gantt chart
Answer: B
20.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?
A. Plan a proposal evaluation system
B. Prepare the program procurement management plan
C. Perform the required program budget updates
D. Issue requests for proposals
Answer: D
21.The technology area--assessing which technology/tooling should be retained for the target data
center.
22.According to Standard for Program Management, Second Edition, how many knowledge areas are
involved for program management?
A. 7
B. 5
C. 9
D. 11
Answer: C
23.You are the program manager of the OFE Program. You are working with your program team and
project managers to ensure that there is consistency in the execution of the program plan. You stress
that the work has been planned and now the team must accurately complete the work. You want to
ensure that the work is done correctly the first time in the program.
What type of process are you stressing to your program team and project managers?
A. Quality assurance
B. Scope verification
C. Quality control
D. Process improvement
Answer: A
24.You are the project manager for your organization. Your project team has finished the second
phase of a seven-phase project. At the end of each phase, management must review the work your
project team has completed and determine if the project should be allowed to continue.
What name describes this type of end- of-phase review management is completing on your project?
A. Quality control
B. Kill point
C. Phase review
D. Audit
Answer: B
25.Harriet is the program manager of a large program that has a high profile and visibility in her
organization. Some of the stakeholders are negative and Harriet needs to work with these
stakeholders to address their fears, perceived threats, and concerns about the program.
Which communication method is considered to be the best approach for this scenario?
A. Face-to-face
B. Many-to-many
C. Ad hoc conversation
D. One-to-many
Answer: A
26.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?
A. Finalize the business case and market analysis with the core program team and present the
findings to the chief executive officer for approval.
B. Work with the core program team to conduct a market analysis and make the decision based on
the best return on investment.
C. Arrange a meeting with both sponsors and the steering committee to present the market analysis
and work through the conflict.
D. Engage the program stakeholders, present the market analysis and findings to facilitate the
decision on the best option.
Answer: D
27.A program with objectives that impact a large segment of the population receives negative
commentary from organizations representing the public interest.
What action should the program manager take first?
A. Rework the stakeholder engagement plan to foster better relationships with the affected
stakeholder groups.
B. Review the stakeholder register to determine the ability of the affected stakeholder group(s) to
affect program outcomes.
C. Assess the risk of sustained negative media coverage.
D. Discuss the issues with the governance board to determine next steps.
Answer: A
28.Tom is the program manager for his organization. He has to balance the resources he'll be using
in the program with the demand for operations to use the same resources.
What program document can Tom reference to determine the availability of certain program
resources, such as application developers, engineers, and technical writers?
A. Staffing management plan
B. Resource calendar
C. Functional management plan
D . The resource pool description
Answer: B
29.Which one of the following is NOT a component of the risk monitoring and controlling process?
A. Executing risk response plans
B. Completing quantitative risk analysis
C. Tracking identified risks
D. Determining if new risks have developed
Answer: B
30.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?
A. Program performance monitoring and controlling
B. Program management information system (PMIS)
C. Program delivery management
D. Program roadmap
Answer: B
31.A program manager initiates a developmental program. Significant resources and funding are
required for early activities until the program cost and budget estimates are complete.
What should the program manager do to understand the financial environment?
A. Map costs to the expected benefits realization.
B. Establish intermediate budget based on historical information.
C. Establish program financial framework.
D. Obtain intermediate funding from the executive sponsor.
Answer: B
32.You are the program manager for the BHN Program. Your program has 122 stakeholders that
you'll need to plan to communicate with.
Considering the size of the program how many communication channels do you have in this
program?
A. 244
B. 122
C. 14,884
D. 7,381
Answer: D
33.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?
A. Plans for tracking and communicating risks associated with the program
B. Plans for conducting program quality assurance and control on a regular basis
C. Plans for program schedule control to meet the shorter timeline
D. Plans for defining metrics and key performance indicators (KPIs), and procedures to measure
benefits.
Answer: D
34.Which of the following tools/techniques keep program managers and executives informed of the
program's progress?
A. Component analysis
B. Expert judgment
C. Review meetings
D. Capacity planning
Answer: C
35.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?
A. Certify contract completion
B. Conduct a procurement audit to review the procurement process
C. Assess all contracts to ensure all agreed conditions are met
D. Review contract management plan for completeness
Answer: C
36.A program manager is appointed to manage a new program . The organization's leadership has
specified a list of benefits that the program should deliver and has requested that the program
manager determine when incremental benefits can be realized.
What should the program manager do first?
A. Develop the benefits sustainment plan.
B. Develop the program management plan.
C. Develop the program roadmap.
D. Develop the component project schedules.
Answer: A
37.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?
A. .83
B. -$20,000
C. .91
C. Negative ten percent
Answer: C
38.You are the program manager of the BHG Program. One of the projects in your program will be
using new materials that are somewhat untested. You are worried that there may be delays and
waste because the project team is unaware of how to accurately use these materials. You elect to
send the people that will be using the new materials through training on how to complete their project
work. You also allow them to purchase some of the materials to experiment on their use before the
actual project work is to be done. You want to ensure that mistakes do not enter into the project.
What type of action have you provided in this scenario?
A. This is an example of a preventive action.
B. This is an example of team development.
C. This is an example of quality assurance.
D. This is an example of a corrective action.
Answer: A
39.is the degree to which a set of inherent characteristics fulfills requirements.
A. Scope
B. Project phase
C. Regulation
D. Quality
Answer: D
40.Mary has just completed a large program for her organization.
What should Mary now do with the program records that she has created throughout the program?
A . The program records should be archived with the program customer.
B . The program records should be archived with the program sponsor.
C . The program records should be archived as part of organizational process assets.
D . The program records should be archived as part of enterprise environmental factors.
Answer: C
41.An organization is considering a new program . The business analyst believes that the benefits to
the organization would equate to $1,550,000 in five years.
If the rate of return for this program is six percent what is the maximum amount the organization
should invest in this program?
A. $1,158,250
B. It depends on the internal decision making process.
C. $2,074,249
C. $1,550,000
Answer: A
42.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?
A. Request permission from the program governance board to initiate program closure activities.
B. Present additional opportunities to the program sponsor.
C. Apply the remaining budget to operational activities.
D. Apply the remaining budget to deferred enhancement requests.
Answer: B
43.The number of emerging risks increases in a component project and the program manager falls
behind in reviewing and approving the plans. This impacts the component project manager's ability to
effectively address the risks.
In this situation, what should the program manager change about the risk management plan?
A. Allow the component project manager to delegate risk management responsibilities.
B. Assign the resolution of project-level risks to the component project manager.
C. Include risk escalation policies and procedures in the risk response plan.
D. Increase flexibility with risks that require a risk response.
Answer: A
44.Which of the following documents provides the mandate to execute the program within a certain
timeline and also presents milestones for the delivery of products or incremental benefits?
A. Program architecture baseline
B. Program risk register
C. Program WBS
D. Program charter
Answer: D
45.You need to create a document that will define the costs, resources, and characteristics of each
deliverable the program will create.
What document should you create?
A. Program work breakdown structure
B. Program work breakdown structure dictionary
C. Program charter
D. Program scope statement
Answer: B
46.The new performance financial system is delivered to all business entities on time following a one-
year implementation program. After six months of utilization the global finance department, one of the
main beneficiaries of the program, determines that quality and level of granularity of the financial data
is not sufficient for them to analyze the key performance indicators (KPIs) defined. Additionally, the
global finance department is missing the analytical tools required to understand the causes of
discrepancies.
To address these shortcomings, the global finance department submits a request for a follow-up
initiative through the process defined by which of the following documents?
A. Benefits sustainment plan
B. Benefits governance plan
C. Benefits realization report
D. Benefits transition plan
Answer: B
47.Which of the following types of floats are available? Each correct answer represents a complete
solution. Choose two.
A. Half float
B. Full float
C. Total float
D. Free float
Answer: C,D
48.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?
A. Program scope management plan
B. Program governance plan
C. Program scope statement
D. Program work breakdown structure
Answer: C
49.To create market advantage, a program sponsor requests accelerating the implementation of a
new manufacturing process that is based on a recently improved system component . The program
manager is concerned that the delivery of some program goals could be jeopardized.
What should the program manager do?
A. Document the concerns that program goals may be affected and present at the next program
governance board review meeting for guidance and actions to be taken
B. Advise the program sponsor that the program will continue and follow the program management
plan, unless the change control board (CCB) has approved changes to the plan
C. Work with the project managers of the affected components to implement fast tracking and update
the resource management plan accordingly
D. Evaluate critical success factors and key performance indicators (KPIs) to monitor benefits
throughout the program's life cycle
Answer: A
50.A program is in its last year of execution . The program manager will receive a performance bonus
if executive leadership and the program steering committee determine that the program is a success.
How can the program manager justify receiving a performance bonus upon program closure?
A. Update the business case analysis document indicating how each goal was attained.
B. Prepare a financial framework to show effective financial management and alignment with profit
metrics.
C. Provide a report using the benefits management plan to demonstrate overall benefits realization.
D. Conduct a customer satisfaction survey to show program success.
Answer: C
51.You are the program manager of the YHT Program. You have been working with a vendor in the
program but have decided that the contract between your program and the vendor needs to be
terminated.
What two things must be documented if you wish to terminate a vendor's contract?
A. Contract and the quality measurements for the vendor's work
B . The scope verification document and the termination notice
C. Contract and scope verification process documents
D. Work that has been completed and uncompleted work
Answer: D
52.An organization supports both programs and projects for various industries.
What is a portfolio?
A. A portfolio is the total amount of funds that have been invested in programs, projects, and
operations.
B. A portfolio describes all of the monies that are invested in the organization.
C. A portfolio describes the organization of related projects, programs, and operations.
D. A portfolio describes any project or program within one industry or application areA.
Answer: C
53.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 schedule performance index (SPI) for this program?
A. Negative ten percent
B. .75
B. $300,000
D. $225,000
Answer: B
54.You are the program manager for your organization. Your program has recently completed its
program scope and you've transferred the benefits to the operations of your organization. Before your
program is considered closed you must complete some forms and procedures as required by your
organization .
The requirements to complete the forms and paperwork are also known as what?
A. Program administrative closure
B. Enterprise environmental factors
C. Closing processes
D. Organizational process assets
Answer: B
55.Robert is the program manager of the NHQ Program. His team has never worked with one another
before this program and he is worried about their abilities to become a team in very short order. He
would like to create a team development exercise to facilitate this process.
Robert will need all of the following information except for which one to facilitate team development?
A. Risk management plan
B. Program management plan
C. Personnel records
D. Training records
Answer: A
56.You are the program manager for a construction program. In this program you are requiring that all
workers adhere to the identified safety requirements. Some of the work in the program you've decided
is too risky for the program team members so you've hired specialists to manage the dangerous work
.
The outsourcing of the dangerous work to a specialist is what type of risk response?
A. Avoidance
B. Mitigation
C. Transference
D. Enhancing
Answer: C
57.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?
A. Prepare the stakeholder engagement plan for approval by the program steering committee.
B. Analyze the business environment to identify key stakeholders, and then perform a stakeholder
analysis.
C. Conduct a brainstorming session with the program team to identify and analyze external
stakeholders.
D. Create a project-level stakeholder analysis, and then perform a high-level program stakeholder
analysis.
Answer: A
58.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?
A. Note stakeholder communication needs in the program charter and document their expectations in
the benefits sustainment plan.
B. Note stakeholder communication needs in the communications management plan and document
their expectations in the benefits management plan.
C. 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.
D. 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 sustainment plan.
Answer: C
59.The program sponsor requests a weekly performance report .
The tools and techniques to monitor and control program performance include which of the following?
A. Program management performance variances, business criteria reweighting, root cause
identification, and statistical sampling.
B. Interviewing, SWOT analysis, run chart, and matrix-based charts.
C. Earned value management, financial reporting systems, performance measurement techniques,
and program management information systems.
D. Delphi technique, scatter diagram, Pareto chart, and organization charts.
Answer: A
60.Which of the following documents describes the details for each component in the WBS?
A. WBS detail
B. Risk register
C. WBS dictionary
D. Project charter
Answer: C
61.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?
A. Implement the appropriate risk response plan and inform the stakeholders of the planned actions.
B. Utilize contingency reserves to hire contractors, which will accelerate the schedule to meet the
original milestone.
C. Evaluate the impact, reassess the program risk, and determine options to be presented to the
governance board.
D. Collaborate with the sponsor to determine options and negotiate a new date for the milestone.
Answer: C
62.After program closure, the lessons learned document becomes the part of?
A . The risk register
B . The company's organizational process assets
C . The program's performance record
D . The program charter
Answer: B
63.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 question naires to
solicit ideas about the important project risks. The responses are summarized are then recirculated to
the experts for further comment."
A. Brainstorming
B. SWOT analysis
C. Checklist analysis
D. Delphi technique
Answer: D
64.Julie is the project manager of the NHQ Project. She and her project team have successfully
finished the project and the customers have signed the project closure agreement. Julie has compiled
all of the project records and the project's lessons learned documentation.
What should Julie do with the project's lessons learned documentation?
A. These are for Julie's reference when she is reviewed by the project sponsor.
B. These are given to the project sponsor so he can review the project.
C. These are given to the project steering committee so they may review the project performance.
D. These are transferred to the lessons learned knowledge base.
Answer: D
65.The project managers for component projects A and B schedule the same resource to
perform tasks during the same timeframe, resulting in an over-allocation . The program manager
reviews the program resource management plan, determines that project A can wait until the
resource becomes available, and assigns the resource to project B.
This is an example of which of the following?
A. Program resource management planning
B. Program risk mitigation
C. Resource interdependency management
D. Project resource planning
Answer: A
66.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?
A. Reassess the project manager’s credentials
B. Assign a different project manager
C. Review the skill requirements of the project
D. Apply the competence assessment techniques to resolve the issue
Answer: D
67.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?
A. Benefits register
B. Benefits sustainment plan
C. Benefits management plan
D. Benefits transition plan
Answer: A
Explanation:
Reference: https://uwaterloo.ca/ist-project-management-office/methodologies/program-
management/program-benefit-delivery/benefits-register
68.1.Kelly's program is slipping on its schedule. Management is worried that the program will be late
and this will cost the organization several thousand dollars in fines and penalties. They've asked Kelly
to use a schedule duration compression technique that will help the program finish on time . The
technique that Kelly can use, however, should not add costs to the program.
What duration compression technique should Kelly use in this instance?
A. Crash the program
B. Add lead time to the program
C. Trim the program scope
D. Fast track the program
Answer: D
69.Julie is the program manager of the NHQ Program for her organization and she believes the
program is now complete. Julie is closing her program, and she's working with her program sponsor
to review the program's deliverables and benefits. Janet, the program sponsor, is very pleased with
the program and agrees that the program has met the program scope.
What should Julie and the program sponsor do next?
A. Close the constituent projects before closing the program
B. Complete the program's budget
C. Release the program's resources
D. Sign the certificate of program closure
Answer: D