Practice Test 1 Results

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Exam Results for

PgMP Practice Test#1

You correctly answered 99 out of 170questions for a score of 58%.

On the real PgMP exam, you'll face 170

questions, 20 of which do not count towardyour PgMP, but are not identified as such.(The 20 unscored questions are "pretest"

questions that PMI is trying out todetermine their validity.) You will receive a

score that indicates whether you passed orfailed the exam. You will not know the

number of questions you answered correctly.Instead, you will find out by Domain (Defining

the Program, Initiating the Program, Planningthe Program, Executing the Program,

Controlling the Program, and Closing theProgram) whether you are Proficient,

Moderately Proficient, or Below Proficient.

Your goal is to be Proficient in each domain.

If you are not Below Proficient in any domain,statistically you have a very high likelihood of

passing. If you receive a score of BelowProficient in any domain, you will need to

earn enough extra points in another domainto make up for the deficiency.

For your study purposes and for your goal tobe Proficient in all domains, we are

interpreting Proficient as correctly answeringat least 90% of the questions in each domain,

Moderately Proficient as 75% to 90%, andBelow Proficient as less than 75%. Note: This

is ESI's interpretation and is not an official

response from PMI.

The table below shows how you performed onyour Practice Test in each of the domains

described by the Program Management

Professional (PgMP) Examination

Specification.

Domain

Number Correct

/ Number ofQuestions

Percentage

Correct

Defining

theProgram

13/24 54%

Initiating

theProgram

12/20 60%

PlanningtheProgram

16/34 47%

Executingthe

Program

32/42 76%

Controllingthe

Program

16/36 44%

Closingthe 10/14 71%


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Program

Questions

Question:

[QID: 6488] For seven years, you have

managed a program that involvedbreakthrough scientific research. You are

now in the closing stage. You have alreadymet with each scientist involved in the

program at the time his or her work wasfinished. You have also met with a member

of your enterprise program managementoffice (EPMO) who specializes in knowledge

management to ensure that the intellectualproperty developed in the program is

captured and documented for future reuse.You are

A) Ensuring legal protection of thisvaluable asset

B) Promoting collaboration in the scientificcommunity

C) Recognizing individual efforts as well as

the efforts of the entire project team

D) Officially releasing each scientist to his

or her functional organization

Explanation:

It is important not only to capture and

document knowledge assets from eachproject and the intellectual property that hasbeen developed, but also to do so in a

manner that ensures legal protection ofthese assets. This is necessary to ensure

that data privacy and confidentially laws arenot violated.

The Standard for Program Management, p.

66

Question:

[QID: 6579] You are managing a business

process management program for a largeinsurance company. After six months of

effort, you have noticed that the keystakeholders seem to be losing interest in

the effort and that friction has surfacedbetween your key staff members and key

client contacts. You devise a plan to uncoverthe reasons for these apparent issues. Youadvise your deputy program manager to

have lunch with her client counterpart atleast once a week; likewise, you will start

taking the clients vice president out todinner every month. This activity can be

viewed as

A) Ineffective, because clients can seethrough such actions

B) Positive, but bordering on beingunethical

C) Positive, because you will be buildingstronger relationships with your client

D) Negative, because it is a calculated

attempt to gain information that could beobtained through more direct means

Explanation:


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Provided the clients code of ethics does not

prohibit such entertainment activities,internal politicking is a skill and competencythat successful program managers practice.

In this instance, such activity can be veryhelpful in uncovering underlying problems.

Program Management Professional (PgMP)

Examination Specification, p. 20

Question:

[QID: 6467] You are the program managerfor a sixth-generation cell phone product. Anumber of component projects are

associated with this program. You were onthe core program team for the fifth-

generation phone, so you can apply thelessons learned from that program. The

schedule is the dominant constraint, andthere is a chance that you will miss the

user-acceptance test milestone even thoughit is six months away. Your next step is to

A) Ask your program steering committeefor additional resources to ensure that you

can meet the milestone

B) Inform the executive team that you willmiss this critical milestone unless preventive

action is taken

C) Revisit the program architecture

baselineD) Implement your plan

Explanation:

The program architecture baseline is the

output of the Develop Program Architectureprocess. It is useful in examining current

risks and determining whether new risksexist.

The Standard for Program Management, pp.

114 and 161

Question:

[QID: 6582] You manage the development

of an off-shore liquefied natural gas facility.Several contractors will be used in the

component projects, and you are creatingspecific procurement strategies. After you

determine which program work breakdownstructure (PWBS) elements will be handled

internally and which will be contracted, yournext step is to

A) Analyze the product description

B) Use make-or-buy decision techniques

C) Prepare a procurement managementplan

D) Analyze the program scope statement

Explanation:

After you analyze the PWBS, scope

statement, and product description, youapply make-or-buy decision techniques to

determine which of the PWBS elements willbe produced using internal resources and

which will be obtained from outsidesuppliers.


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187

Question:

[QID: 6527] One of the issues on yourprogram is difficult to resolve because it

concerns serious personality conflicts.Although it was raised by Project Manager A,

it affects Projects B and C. Each of the threeproject managers has a different solution,

and there is a stalemate. You cannot resolve

this issue on your own and still maintain agood relationship with all three, so youescalate it to your executive sponsor for

resolution at the next governance boardmeeting. This unresolved issue is

A) An output of the Manage Program

Issues process

B) Best analyzed by a neutral party who

will make a recommendation to theexecutive sponsor

C) Sent to the enterprise programmanagement office (EPMO) to see whether it

has been encountered and resolved onsimilar projects

D) Put in a parking lot on the issuesregister until it is resolved

Explanation:

Ideally, issues should be resolved by theprogram manager or the component projectmanagers. If resolution is not possible, then

an issue is escalated progressively higher onthe authority scale until resolution is

achieved. Escalated issues are an output ofthe Issue Management and Control process.


95

Question:

[QID: 6461] Communications planning and

execution focus on

A) Reacting to stakeholder concerns

B) Proactively targeting development and

delivery of key messagesC) Taking corrective actions in response to

program issues

D) Identifying suitable technologies fordistributing program information

Explanation:

The emphasis of communications planning

and execution is on the proactive and

targeted development of key messages.Program stakeholders should be engaged atthe right time and in the right way.

The Standard for Program Management, p.227

Question:

[QID: 6521] Your organization is embarkingon a program to establish a culture of

knowledge management. You established alessons-learned register on your last project.


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The enterprise program management office

(EPMO) was impressed and suggested to theCEO that a program focusing on knowledgemanagement is needed. The CEO concurred,

and you were appointed program manager.Two people from the EPMO have been

assigned to the core program team. Theymay be replaced by permanent staff during

which one of the following processes?

A) Human Resource Planning

B) Manage Program Resources

C) Acquire Program Team

D) Initiate Team

Explanation:

Many organizations set up a program teamto participate in initiation or program start-

up and then replace team members withpermanent staff during the Manage Program

Resources process, which tracks and adaptsthe use of program resources throughout the

life cycle.


Question:

[QID: 6495] As each project manager beginsto identify the work to be done on their

projects, you want to make sure that allwork will be integrated into a program plan.The best way to ensure this linkage is

through a common

A) Scheduling methodology

B) Project management standard

C) Work breakdown structure (WBS)

methodology

D) Organizational breakdown structure(OBS) methodology

Explanation:

Because the WBS defines all work in aproject and program, this is the best tool to

use for integration. The program workbreakdown structure (PWBS) typically

corresponds to the first one or two levels ofthe WBS of each component project. As the

PWBS is developed, the managementplanning process is a key tool and technique

to use.

The Standard for Program Management, pp.115117

Question:[QID: 6433] The person who is ultimatelyresponsible for ensuring program success is

the

A) Program manager

B) Head of the program governance board

C) Executive sponsor

D) Program director

Explanation:

The executive sponsor is the group or

person who is responsible for providing


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project resources and ultimately for ensuring

program success.


245

Question:

[QID: 6562] You are a member of your

insurance companys Program SelectionCommittee, which is considering a number of

potential programs. Program A is estimated

to cost $100,000 to implement and will haveannual net cash inflows (ANCI) of $25,000.Program B is estimated to cost $250,000 to

implement and have ANCI of $75,000.Program C is estimated to cost $600,000 to

implement and have ANCI of $125,000.Program D is estimated to cost $125,000 to

implement and have ANCI of $50,000. Yourselection criteria are based on the shortest

payback period. You recommend that yourcompany select

A) Program C

B) Program A

C) Program B

D) Program D

Explanation:

The payback period can be determined by

dividing the initial fixed investment in theprogram by the estimated annual net cashinflows. In this example, the payback period

for Program D is 2.5 years, so it should beselected.



Question:

[QID: 6458] A best practice in program

management is to identify and documentlessons learned throughout the program as it

moves through the various phases of its lifecycle. The next step in this process is to

A) Have experts examine each one to

determine whether it should be included inthe organizations process asset library

B) Appoint one of the core program teammembers as a knowledge broker to pass on

these lessons learned

C) Analyze and archive them as part of

the Closing Process Group

D) Formally document these lessons

learned in the knowledge management

system

Explanation:

Lessons learned are an output of manyprogram management processes. Theyshould be identified during the life of the

program and should be inputs to the CloseProgram process, where they are analyzed

and archived.



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Question:

[QID: 6584] You are managing a programthat lengthened existing icebreaker vessels

so that they could be used in the waterssurrounding Antarctica. During extensive

testing off the coast of Labrador, the vesselsperformed well, and the reliability and

maintainability (R&M) data were well withinan acceptable variance range. Many of the

vessels are now in use off the coast ofAntarctica, and the R&M data have a much

wider range of variance; however, vessel

performance remains acceptable. It is nowtime to close the program. You need to

A) Support corrective actions as required

B) Leave in place a legacy of operational

benefits sustainment

C) Continue to provide governance

oversight

D) Track all benefits even after the

program closes

Explanation:

The Closing Process Group formalizesacceptance of the products, services, or

results that define the programs successfulcompletion. It is intended to leave in place a

legacy of operational benefits sustainment,thus deriving optimal value from the

programs objectives.


Question:

[QID: 6520] After the program benefits arerealized, it is important to ensure that they

are sustained after they are transferred tothe organization. This is the purpose of the

A) Transition Realization process

B) Program road map update

C) Program transition plan

D) Transition Monitoring and Controllingprocess

Explanation:

The program transition plan enumerates all

necessary actions that are required totransfer the program from a development

state to an operational state pendingapproval that all requirements are complete.

It is an output of the Develop ProgramManagement Plan process.


83

Question:

[QID: 6508] The contractor working on your

program is losing money on the contractand asks that you terminate the agreement.

She says that if you do not, she will simplystop working because she cannot afford to

continue. If she does stop work, she will

A) Terminate the contract for convenience


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B) Default and be subject to legal action

C) Be held in contempt of court

D) Terminate the contract for cause

Explanation:

When a contractor refuses to performaccording to the terms and conditions of a

contract, he or she is in default and issubject to legal action. Although it is

unfortunate that the contractor is notmaking money on the program, that is not

grounds for refusing to live up to her end ofthe agreement. The organizations contractclosure procedure, a tool and technique in

the Close Program Procurements process,outlines the requirements for contract

termination, including verification criteria toprotect the organization from breach of

contract.


Question:

[QID: 6450] As the manager of a newprogram to develop the next-generation

heating, ventilation, and air-conditioning(HVAC) system, you establish a process to

monitor your program benefits. Following thestandard benefits management life cycle,

you develop this process during the

A) Benefits identification phase

B) Benefits analysis and planning phase

C) Benefits realization phase

D) Benefits monitoring phase

Explanation:

A process for benefits monitoring is

established in the benefits realization phase.At this time, the program manager and theteam establish the structure in which workwill occur as well as the technical

infrastructure to facilitate the work. Thisincludes establishing a framework to monitor

and control the projects and to measureprogram benefits.

The Standard for Program Management, pp.20 and 84

Question:

[QID: 6583] You are a program manager on

an international program that relies oncontractors for approximately 75 percent of

its work. Some of the contracts apply to a

specific project, but five contracts span sixof the projects. You have one basic orderingagreement, which enables you to obtain

temporary resources as required for thiscomplex program. In terms of the

Administer Program Procurements process,you should review the

A) Procurement register

B) Change requests

C) Program reports

D) Contract management plan


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Explanation:

The contract management plan is used toadminister contracts for significant purchasesand acquisitions. It covers contract

administration activities throughout the lifeof the contract and is used effectively to

manage a variety of suppliers. It is a tooland technique of the Administer Program

Procurements process.


Question:

[QID: 6566] You are an executive with amajor recording studio. Four new groups

have auditioned for a record contract, butyou can select only one. The program to

launch any group consists of Web sitedevelopment, music videos, a nationwide

tour, T-shirts, and a fan club. Your head ofMarketing has done a net present value

(NPV) for each group. Which do you choose?

You recommend that your company select

A) Group C

B) Group D

C) Group A

D) Group B

Explanation:

Using net present value (NPV) as a selectioncriterion, a dollar a year from now is worth

less than a dollar today. The more the futureis discounted (that is, the higher the

discount rate), then the lower the NPV ofthe program. If the NPV is higher, then the

program is rated higher than others. In this

example, Group C has the highest NPV andshould be selected.



Project Management ToolBox: Tools and

Techniques for the Practicing Project

Manager, pp. 4344

Question:

[QID: 6581] You are the program manager

for development of a next-generationpersonal digital assistant (PDA) that can be

used on computers, airplanes, trains, andphones. You determine the programs

financial framework as part of the

A) Develop Program Infrastructure process

B) Initiate Program process

C) Establish Program Financial Framework


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process

D) Develop Program Financial Plan process

Explanation:

The purpose of this process is to assess theoverall financial environment for the

program and to identify funding sources forthe identified milestones. The key output is

the program financial framework chart.


Question:

[QID: 6577] To identify risks that couldaffect your program, you and your core

program team clarify the definition of eachrisk and group them by cause. You are using

which of the following techniques?

A) Flowcharts

B) Root cause identification

C) SWOT analysis

D) Influence diagrams

Explanation:

Root causes are the fundamental conditions

or events that may give rise to a risk.Program-specific risk activities include

determining the primary causes of a

programs risks, which can be done bysharpening the definition of each risk andgrouping risks by cause. More effective risk

responses can be prepared after the rootcauses are identified.


167

Question:

[QID: 6477] Your client has not paid its last

invoice of 500,000, and it is now more than90 days overdue. Your companys accounting

policy states that any invoice that is morethan 90 days late becomes bad debt. You

now need to

A) Update your cost management planB) Take corrective action

C) Rebaseline your budget

D) Issue a change request

Explanation:

Bad debt is money that is not collectible and

is therefore worthless. As a result, it isdeemed an expense to the business rather

than revenue, because the business incurredthe expense of providing a service or

product for which it was not paid. Inresponse to this problem, you need to take

corrective action, which is an output of theMonitoring and Controlling Program

Financials process.


Question:


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[QID: 6504] To ensure that the programs

benefits are delivered as intended, specificmetrics and measurement approaches arerequired. These are stated in the

A) Program management plan

B) Program charter

C) Benefits realization plan

D) Programs business case

Explanation:

The benefits realization plan is part of the

Planning Process Group. It includes metrics

and measurement approaches for theintended benefits from the program and fortheir delivery.


31

Question:

[QID: 6570] In a program performance

meeting, you asked the project manager ofProject A what the status was. She

responded by saying that the total projectbudget of $600,000 was evenly allocated

over the projects six-month life. She hasjust completed the second month of the

project and has finished 50 percent of thework. What earned value method

information is available thus far?

A) Earned value and planned value

B) Planned value

C) Earned value

D) Actual costs

Explanation:

For the earned value (EV) of the project,

note that half the work has been completed,for an EV of $300,000. The planned value

(PV) through month two is $200,000.Remember that the estimate was $600,000

spread evenly over six months (or$100,000/month).


133

The Project Management Drill Book: A Self-

Study Guide, Chapter 1

Question:

[QID: 6445] To be successful, benefitsmanagement must begin when

A) The business case is approved

B) The program is initiated

C) The program is defined

D) Each project is selected

Explanation:

Although benefits management evolves asthe program continues through its phases, it

should begin when the program is initiated,in the Pre-Program Preparations and

Program Initiation phases of the program lifecycle.


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20

Question:

[QID: 6594] You are managing a program toestablish a new distribution center. The

facilitys location was selected because laborcosts were low, but it is in a remote area.

Now gasoline prices have increased 30percent and are forecasted to rise another

20 percent in the next six months. In

planning for the procurement oftransportation services, you need to

A) Prepare a contract management plan

B) Recommend to your sponsor that the

program be terminated and the distributioncenter be moved to a more urban area

C) Prepare a competitive analysis ofservice providers

D) Encourage bidders by providingsimplified legal requirements in the form ofstandard terms and conditions

Explanation:

In the Plan Program Procurement process, a

competitive analysis of service providers is atool and technique to identify those suppliers

that provide specific products and services.


Question:

[QID: 6481] You are a program manager for

a city transit authority. Your program has anumber of projects under way to upgrade

the infrastructure to current technologies

and to implement a process improvementprogram. The transit authoritys chieffinancial officer (CFO) has left to assume a

position in a different city, and a new personhas been appointed CFO. You should

A) Take no action at this time

B) Appoint one of your core teammembers to interact with the new CFO

C) Update your stakeholder inventoryD) Meet with the new CFO when it is

convenient, because the CFO is not a

primary stakeholder in your program

Explanation:

As program manager, you manage thestakeholder inventory throughout the

program and take appropriate action to

handle any changes that may occur.Although the CFO may not be a primarystakeholder, he or she is important to the

program and cannot be overlooked.


235 and 238

Question:[QID: 6546] Because of the strategic nature

of programs, it is easy to confuse thecharacteristics of benefits, objectives, and


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success criteria. A benefit can best be

characterized as

A) An improvement in an organizations

operation

B) The voice of the customer (VOC)

C) The importance of the program

D) What the individual programs projectsare designed to achieve

Explanation:

A benefit is an improvement to the operation

of an organization. Benefits may include

increased profits, improved growth, orimproved employee morale.


Enterprise Program Management Delivering

Value, p. 178

Question:

[QID: 6580] You are assuming a position in

a company that has not had muchexperience with program management. You

will be leading the program team andperforming a business function for your

program. The business case has alreadybeen made, and the program is scheduled to

move into the Program Initiation phase. Asthe program manager, your most importantcompetency is

A) Communication

B) Strategic visioning

C) Political skills

D) Leadership

Explanation:A successful program manager must have a

special blend of knowledge, skills, andcompetencies. The most important is

communication skills to deal with all programstakeholders.


1213

Question:

[QID: 6439] One purpose of review by the

programs governance board is to

A) Manage the program resources

B) Identify how many project managers

have earned their PMPs

C) Direct program communications withthe public at large

D) Initiate another project into the

program

Explanation:

Reviews by the programs governance boardare an opportunity for senior management

to assess program performance before theprogram moves to the next phase or before

another project is initiated in the program.This process can occur during any program

phase except closing. The criteria for


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approval are defined in the governance plan.


Question:

[QID: 6483] You are managing agovernment program that is responsible for

regulatory initiatives in food additives.Several people both inside and outside your

agency have questioned why the agency set

these initiatives up as a program rather thanas a series of individual projects, as hasbeen done in the past. They are complaining

that it is just more bureaucracy. You explainthat

A) Your focus as program manager is to

reduce resistance to change

B) You will be managing technicians and

specialists from scientific, regulatory, andlegal units in the agency

C) Because the projects support a diverseset of clients, integrated stakeholder

management is critical

D) The individual projects in the area of

food additive regulations have numerousinterdependencies and are best managed as

one initiative

Explanation:It is essential to determine why anorganization elects to use a program

structure rather than focus on projectmanagement. One of the criteria is whether

interdependencies on deliverables amongprojects will create a set of benefits. If so, a

program is recommended.

The Standard for Program Management, p. 6

Question:

[QID: 6597] Most programs involve cross-

disciplinary as well as cross-cultural teams.Program managers must be able to obtain

resources from various functional units andgeographies and must also direct and

coordinate the work of individual functionalteams across time and distance. This shows

the importance of which of the followingprogram management skills?

A) Leadership

B) Communication

C) Strategic visioning

D) People skills

Explanation:

The program manager leads interdisciplinary

teams as well as functional teams. Programsrequire resources, and the program managermust be able to obtain needed resources

from functional organizations. Strongleadership skills are critical to the successful

management of multiple program teamsthroughout the life cycle.


13


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Question:

[QID: 6507] As program manager for

development of a next-generation catalyticconverter, you decide to use an issue

register. After each issue is identified, yourcore program team records it in this register.

The next step is to

A) Subject the issue to analysis by a

reviewing authority

B) Appoint a member of the program team

to resolve the issueC) Refer the issue to the head of the

program management office (PMO) for

analysis and tracking

D) Ask the person who raised the issue to

propose a resolution

Explanation:

After an issue is identified, it should be

recorded in the issue register. The next stepis to subject it to analysis by a reviewingauthority or board. Issue reviews should be

conducted regularly.


Question:[QID: 6561] Because of their size,complexity, and duration, programs tend to

be more important than projects in mostorganizations, and program managers tend

to interact more with senior management,often through the governance board or

steering committee that oversees theprogram. Throughout the program, it is

especially important to monitor and controlprogram changes. A useful tool and

technique is

A) Impact analysis

B) Program metrics

C) Change request log

D) Change register

Explanation:

Impact analysis is a tool and technique in

the Monitor and Control Program Changesprocess, which explores the effect of the

proposed changes on the program. Itassesses the accuracy of any assumptions

and identifies the potential risks and benefitsthat possible changes may have on the

component projects.


Question:

[QID: 6515] The stakeholder analysis is akey tool and technique in program

management. To conduct such an analysis,the first step is to hold interviews, use focus

groups, and perhaps conduct a survey. Thisapproach enables you to


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A) Identify stakeholders attitudes toward

the program

B) Prioritize stakeholders in terms of their

ability to influence the programC) Develop a stakeholder register

D) Develop a stakeholder communications

strategy

Explanation:

Stakeholder analysis is a tool and techniquein the Plan Program Stakeholder

Management process that is used to gain anunderstanding of the organizational culture

and the stakeholders needs andexpectations. Often this process is done

through interviews, focus groups, andquestionnaires and surveys.


230

Question:

[QID: 6505] You have just completed the

program work breakdown structure (PWBS)for a program to develop a new line of scubaequipment. Your next step is to

A) Generate the program schedule

B) Develop the program scope definition

C) Negotiate for team members

D) Identify key milestones

Explanation:

Upon completion of the program work

breakdown structure (PWBS), realisticschedules can be built, cost estimates can be

developed, and the programs work can beorganized.


Question:

[QID: 6446] A key characteristic of the

program management life cycle is that it

A) Ends with the delivery process

B) Follows a repeatable processC) Focuses first on benefits realization

D) Is nonsequential

Explanation:

The program life cycle is nonsequential.Throughout the life cycle, components aremobilized as appropriate so that a stream of

deliverables focuses on facilitating new

operations and benefits.


18

Question:

[QID: 6448] Your program to develop the

next-generation helium automobile has been

completed. In retrospect, you recognize thatyour companys standard programgovernance structure was not effective, as


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more gate reviews were needed during the

Delivery of Program Benefits phase. Yourecommend that the enterprise programmanagement office (EPMO) reassess the

program life cycle and the role of thegovernance board. This is an example of a

A) Lesson learned

B) Mistake

C) Best practice

D) Good practice

Explanation:

In the closing phase, the program managerand team may provide feedback andrecommendations on areas that are outside

the scope of the program but could benefitthe organization in the future.


30

Question:

[QID: 6517] One of the major purposes of

the Manage Program Issues process is toidentify, track, and close issues so that

stakeholder expectations are aligned withprogram activities and results. This

alignment can be accomplished by severalmethods, including

A) Performing program scope analysis

B) Leveraging opportunities

C) Adjusting enterprise environmental

factors

D) Adjusting program priorities

Explanation:

It is important that the program manager

ensure that stakeholder activities are alignedwith the programs activities and

deliverables. Issues may be sent to programrisk management, program governance, or

program scope management. When issuesare sent to program scope management,

then it is important to determine the effectthat such issues have on the programs

scope.


Question:

[QID: 6596] You are managing a programwhose budget at completion (BAC) is

420,000. The program is 10 percent

complete and has an earned value of42,000. The actual costs (AC) are 50,000.This means that

A) The program is over budget by

8,000, which is a major problem

B) Although the program is over budget,the overrun is insignificant at this time

C) The CV is 378,000, and immediate

action is necessary

D) You need to calculate a new estimate

to complete (ETC)


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Explanation:

The cost variance (CV) is calculated bysubtracting the actual cost (AC) from theearned value (EV); that is, CV = EV AC, or

42,000 50,000 = 8,000, which isinsignificant compared to the budget at

completion (BAC).


PMBOK Guide, p. 182

Question:

[QID: 6599] You are Company As programmanager for the development of an online

banking system for your community bank,for which your company will receive $20

million. However, the bank is so interested inimplementing this system quickly that it also

contracts with Company B. You mustimplement your system completely in six

months to ensure that you beat CompanyBs schedule. At this point, you have an

expense estimate of $2.5 million. You willlose $10 million if you cannot deliver the

product in six months, but if you cancomplete it sooner, you will earn an

additional $25 million. Your risk managementofficer performs a risk analysis and tells you

that there is a 30 percent chance that thebank will change its requirements and a 70percent chance that the project will be

completed on time or ahead of schedule.Your company has completed similar projects

in the past, and on the basis of theseexperiences, you know that there is a 30

percent chance that your final expenses willincrease by $10 million. If no risks occur,

the value of your program will be

A) $29 million

B) $17.5 million

C) $2.5 million

D) $42.5 million

Explanation:

Decision-tree analysis is a technique of theAnalyze Program Risks process. It shows the

situation and the implications of each of theavailable choices. It also provides the

expected monetary value for the variousalternatives. If no risks occur, the value of

your program would be calculated as follows:$20m $2.5m = $17.5m.


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Question:

[QID: 6600] You will need a number ofdifferent types of supplies and services to

support your program and its componentprojects. Many different techniques can be

used to evaluate proposals that aresubmitted. All use

A) Weighting systems

B) Expert judgment

C) Predefined weightings

D) Screening systems

Explanation:

Proposal evaluation systems are a tool and

technique in the Conduct Program

Procurements process. Although a number ofdifferent approaches can be used, all useexpert judgment and evaluation criteria.


Question:

[QID: 6572] You and several members ofyour team are developing your benefits

realization plan. Everyone is focused onemploying a set of benefits measurement

techniques that will provide substantiveinformation to all stakeholders. Of the

following, which is an example of a benefitsmeasurement technique?

A) Net present value (NPV)

B) Balanced scorecard

C) Value engineering

D) Internal rate of return (IRR)

Explanation:

The balanced scorecard is a benefits

measurement technique that includes a setof performance measures. These measures

cover a range of areas that reflect and show

a balanced view of organizationalperformance. Internal rate of return (IRR)and net present value (NPV) are financial

analysis techniques, and value engineering isa technique used to reduce costs in product

development.



Question:


on a highly controversial e-mail retentionprogram. More than 75 percent of the

organization is opposed to the programbecause it means that all their e-mail

messages will be archived and reviewed for

inappropriate, unethical, or illegalstatements. You know that there will bemany conflicts as you and your team


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execute the component projects. You inform

your team that, in the case of any conflict,the first point of escalation is

A) The program sponsor

B) The program director

C) The program governance board

D) You, the program manager

Explanation:

Program managers are the escalation pointfor issues, changes, risks, interfaces, and

dependencies. As program manager, you

must manage relationships, resolve conflicts,and deal with the political aspects ofstakeholder management.


11 and 13

Question:

[QID: 6494] Your program is being audited

by the enterprise program managementoffice (EPMO). One of the audit team

members wants to know what documentdescribes the responsibility for delivery of

the intermediate and final program benefits.You tell him it is in the

A) Benefits realization plan

B) Business caseC) Benefits identification plan

D) Benefits analysis plan

Explanation:

The benefits realization plan includes theresponsibility for delivery of the intermediate

and final program benefits. Benefitsmanagement is a continuous process that

assesses the value of the programs benefitsas well as the interdependencies that exist

between benefits in the programs projects.It also assigns responsibility and

accountability for benefits realization.


Question:

[QID: 6487] You are the program managerfor a water-alleviation program that requires

extensive equipment. Some of thisequipment represents new technology. As

the program manager, you are preparingregular program performance reports, and

each one discusses this equipment. A useful

program performance analysis tool andtechnique to identify potential issues withthis untested technology is

A) Forecast data

B) Risk analysis

C) Program metrics information

D) Audit requirements

Explanation:

Program performance analysis, a tool andtechnique of the Monitor and Control

Program Performance process, includes gap


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analysis, risk analysis, issues analysis, and

trend and probability analysis. Risk analysisemphasizes real-time monitoring of programrisk as critical for success.


95

Question:

[QID: 6586] Your program is beginning to

miss key milestones because of delays by

your customer, with whom you have acontract. Your goal is to ensure thatcorrections are made as quickly as possible,

so you decide to conduct a contractperformance review earlier than planned.

During this review, you and the customerrealized that there was a deficiency in the

contract. Your next step is to

A) Document the delay and discuss it with

the steering committee

B) Document the causes for the delay andbring it to your attorneys attention

C) Prepare an assignment of claims form

D) Prepare a change request

Explanation:

A contract performance review is a tool andtechnique in the Administer Program

Procurements process. Change requests orrecommended corrective action requestsshould be raised when the performance

problems are the result of a deficiency in acontract.


202

Question:

[QID: 6563] Because your program has the

highest priority in the organizationsportfolio, your governance board meets each

month and each member receives a weeklystatus report. The executive sponsor

requests these measures to enable him tostay current on program activities and assist

you with any issues that need resolution.Your customer also requests monthly

meetings and a weekly teleconference. Toensure that your list of these meetings and

communications is up-to-date, you shoulddevelop a(n)

A) Information reporting schedule

B) Communications log

C) Communications capability matrixD) Information distribution plan

Explanation:

The communications log is an output of thePlan Communications process. It identifies

the who, what, when, how, and why foreach form of communication. After the

communications framework has beendeveloped and agreed to, the next step is to

identify and put into place the components(that is, the processes and technical

elements) that will enable the


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communications to be executed.


Question:

[QID: 6529] The development of conceptsfor products or services, initial requirements,

time lines, and cost guidelines are examplesof activities performed

A) During the Planning process

B) Before the Initiate Program process

C) During the Initiate Program process

D) Concurrently with the business case

Explanation:

A number of activities are typically

performed before the program is initiated.These activities result in the development of

concepts for products and services, scopeframeworks, initial requirements, timelines,

deliverables, and guidelines regardingacceptable costs. These activities are

required to determine the business case forthe program and to seek approval from the

governance board or comparable body.


Question:

[QID: 6571] You are a program manager foran aerospace company that is developingthe C888 aircraft. Each of the component

projects is scheduled to end at a differenttime. You establish a product support team

that you will manage as part of your

program responsibilities by providingupgrades during the product life cycle. Suchupgrades are often used in which one of the

following management approaches?

A) Earned value management

B) Program management

C) Operational management

D) Project management

Explanation:

Benefits sustainment may follow a structuredapproach, but it typically does not require

true program management principles tooperate the end product. However, upgrades

to a product often use project managementto design, develop, and implement such

changes.


Question:

[QID: 6485] Throughout your program, youmeet regularly with members of theprograms governance board at phase-gate

reviews. These meetings are necessarybecause they provide the board and other

interested stakeholders an opportunity to


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A) Assess performance of the program

against expected outcomes

B) Review program performance

C) Focus on the phase that was justcompleted to determine whether the nextphase should begin

D) Assess performance against the needto realize and sustain program benefits for

the long term

Explanation:

Phase-gate reviews serve numerouspurposes and should be held throughout the

program. They focus on the phase that wasjust completed and result in go/no-go

decisions. However, these sessions are not asubstitute for periodic program performance

reviews.


Question:

[QID: 6435] You are preparing for a meetingof your governance board. You have learnedthat it is a best practice to meet in advance

with two board members to ensure that theyconcur with what you plan to present. Board

Member A says that your approach on somerecent issues was not in line with the

benefits realization plan, and she is upsetwith your performance. Board Member B

says that he is pleased with your work; hethinks that you are realizing the benefits

outlined in the benefits realization plan. Onthe basis of these two advance meetings,

you

A) Report the problem to the benefits

managerB) Continue with the governance board

meeting as scheduled, because you have

Board Member Bs support

C) Work with your program team to

address Board Member As concerns beforethe governance board meeting

D) Cancel the meeting to fully addressBoard Member As concerns

Explanation:

You should proceed with the scheduledgovernance board meeting but be preparedto address Board Member As concerns.

Benefits are achieved in a cumulativemanner. At the meeting, you can discuss the

deliverables that have met requirements anddescribe the benefits that have been realized

to date. Noting Board Member As concerns,you can identify any risks that might affect

the program and describe how you plan tomitigate them.


58 and 236

Question:[QID: 6575] Every program is planned on

the basis of a set of hypotheses, scenarios,or assumptions. As a newly appointed


24/75



program manager, you ask one of your core

program team members to explore thevalidity of these assumptions and to do soperiodically as a way to identify risks. This is

important as part of the

A) Risk monitoring function

B) Issue management activities

C) Risk analysis options

D) Risk response analysis

Explanation:

Risk monitoring includes evaluation of

whether program assumptions remain valid.This function is ongoing throughout the lifeof the program as part of the Monitor and

Control Program Risks process.


Question:

[QID: 6462] At the program level, analysisof change requests involves identifying,

documenting, and estimating the work thatthe change would entail. In addition, as

program manager, you must

A) Convene a meeting of the projects

configuration control board

B) Meet with the program governanceboard for approval, rejection, or deferral ofthe request

C) Prepare a status report

D) Determine whether updates to theprogram document repository are needed

Explanation:

Changes affect the various program-level

processes. As part of the Monitor andControl Program Scope process, updates to

the document repository may be requiredbased on the nature of the change.


124

Question:[QID: 6482] You are the program manager

for the development of a new slot machinefor the Sand Dunes casino in Macau. Your

organization operates with a balanced matrixorganizational structure, and you have

resources supporting your program from avariety of functional departments. Some of

these people report to you as well as to

their respective departmental managers. Youhave a cost accounting system in whicheveryone charges time to appropriate

account codes. Because your program isclose to completion, you need to

A) Close the program budget to avoidnon-allocable charges

B) Use the management reserve to payany additional charges

C) Integrate this cost accounting system

with the project management informationsystem (PMIS)


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D) Issue a change request to close the

program management plan

Explanation:

As an output of the Monitor and ControlProgram Financials process, the program

budget is closed as the program comes to aclose, the final financial reports are

distributed in accordance with thestakeholder management plan, and any

unused funds are returned to the fundingorganization.


Question:

[QID: 6558] You are managing a program to

develop a new source of energy in theextreme northern latitudes when solar power

is not available. Working with your core

program team and your governance board,you have identified a number of component

projects. Your company has several keyprojects under way, and resources will be

difficult to acquire for this new program. Indetermining whether you will use internal or

external resources, you should consider

A) Your ability to negotiate with functional

managers for the needed staffB) The availability of off-shore employees

to drive down costs

C) The availability of key staff members

D) Previous work by the staff as asuccessful team

Explanation:

Resource availability indicates the availability

of the personnel, assets, materials, or capitalresources that are required to accomplish

the programs goals. It is an input to theManage Program Resources process.


92

Question:[QID: 6454] You are managing a program

that includes 15 component projects. Thebenefits expected from each project shouldbe defined in the

A) Program benefits identification phase

B) Project business case during the Pre-Program Preparations phase

C) Program benefits realization phaseD) Project business case before the

project is initiated

Explanation:

Projects are typically initiated and executed

in the Delivery of Program Benefits phase.Projects should not be initiated without

having a business case that describes thebenefits the project will provide.


257


26/75



Question:

[QID: 6587] You are a member of your

organizations Program Selection Committee,which is conducting an off-site meeting to

review the companys five major strategicgoals, all of which are weighted equally.

Goal 1 is to produce the highest possiblequality products; goal 2 is to provideoutstanding customer relationship

management; goal 3 is to reduce reliance onexternal supply sources and maximize

internal resources; goal 4 is to reducemanufacturing costs; and goal 5 is to

maximize productivity. You are consideringfour programs and will recommend one to

the CEO. Program A partially supports goal1, fully supports goals 2, 3, and 4, and does

not support goal 5. Program B fully supportsgoals 1, 3, 4, and 5, but does not support

goal 2. Program C fully supports goals 1 and

2, partially supports goals 3 and 4, but doesnot support goal 5. Program D partiallysupports goals 1, 2, and 5, and fully

supports goals 3 and 4. Considering thisinformation, your recommendation should be

to select

A) Program D

B) Program A

C) Program BD) Program C

Explanation:

Programs should have a strategic fit with theorganizations long-term goals. In selecting aprogram to pursue, this is one area to

consider. In this example, Program B fullysupports four of the five goals.


Program Management for Improved Business

Results, p. 286

Question:

[QID: 6564] You have staffed your program

team with a variety of in-house staffmembers, selected consultants, and severalnew full-time employees. It is now time to

A) Prepare your resource management

plan

B) Prepare your team development plan

C) Update your program resource plan

D) Update your staffing management plan

Explanation:

The output of the Manage ProgramResources process is the updates to the

program resource plan. Changes in theassignment of program staff are reflected in

this update.


93


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Question:

[QID: 6544] You are the legacy systemconversion program manager in yourcompany. You need to update the companys

business development/sales tracking system,which was developed in C++. Your

governance board recognizes the importanceof including this project in your program and

asks you to prepare a cost estimate for thisnew project. The board approves your

estimate. As part of the programs Monitorand Control Program Financials process,

you

A) Update the program budget baseline

B) Prepare a resource management plan

C) Identify staffing needs

D) Revise the cost management plan

Explanation:

As an output of the Monitor and ControlProgram Financials process, updates to the

program budget baseline are needed whenthere are significant cost impacts. These

updates are communicated to programstakeholders as appropriate.


226

Question:[QID: 6532] Transition planning is the keyto benefits sustainment in program

management. As a program manager, yourecognize the importance of ensuring that

component transition requests are prepared.This preparation is done during the

A) Transition Planning process

B) Develop Program Management Planprocess

C) Direct and Manage Program Executionprocess

D) Transition Execution process

Explanation:

The Direct and Manage Program Execution

process is concerned with managing theexecution of the program management plan.

It receives transition requests and sendsthem to the governance board for gate

transition approval.


Question:[QID: 6466] As executive sponsor of a majorprogram to restore coral reefs off the coast

of the Maldives, you have observed conflictbetween the program manager and herproject managers, stakeholders, and peers.

Although the conflict is manageable, you areconcerned about her long-term future with

the organization. She is a very bright andtalented individual, and you want to keep

her in the organization. Therefore, you

A) Have her go through a 360-degree


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feedback analysis

B) Assign her a personal coach to uncoverthe causes of conflict

C) Tell her to take a well-deservedvacation to reduce her stress level

D) Send her to a training class on conflictmanagement

Explanation:

A 360-degree feedback analysis is anexcellent mechanism to look broadly at a

persons management, leadership, andinterpersonal skills. It can provide anexcellent foundation for future development

as well as providing key insights by thepeople that work with her on a daily basis.



Question:

[QID: 6434] You have been appointed

program manager for Program XYZ. Youhave assembled your team and have begun

work on your benefits realization plan. Theperson who wrote the plan delivered it to

you. After you read it, you told the teammember that the plan was missing a key

component. It did not describe

A) An assessment of the value andorganizational impact of the program

B) A method to identify interdependenciesof benefits within program components

C) How the potential impact of anyplanned program change affects the benefits

outcome

D) A way to link the outputs to the

planned program outcomes

Explanation:

There are a number of key components inthe benefits realization plan, which is

prepared in the Define Program Goals andObjectives process and maintained

throughout the program. Two keycomponents are to ensure that the program

is managed in a way that satisfies the use of

the programs outputs and to link theoutputs to an outcome of the program. Eachbenefit should be specific, measurable,

actual, realistic, and time-based (SMART).


Question:[QID: 6518] You have been appointedclosing manager for a program that has been

under way for eight years. You have metwith the program manager to talk about

lessons learned. You have also met with thecore program team members and reviewed

the lessons learned that were documentedby each of the six projects in this program.

Your next step is to

A) Index each projects records

B) Assign metadata tags to the records so


29/75



they can be easily located using a content

management system

C) Select the key lessons learned and

archive themD) Archive all the lessons learned

Explanation:

Although only selected lessons learned may

be incorporated into the programs finalreport, all lessons learned and program-

related documents should be archived sothat they can be considered and used in

future programs.


Question:

[QID: 6536] The Plan and Establish ProgramGovernance process is crucial to program

success. During this process, the programsgovernance goals are identified, and the

governance roles and responsibilities aredefined. A key input to this process is the


B) Scope management plan

C) Stakeholder analysis chart

D) Program work breakdown structure(PWBS)

Explanation:

Each program is expected to deliver certain

benefits that may be tangible or intangible.Benefits realization planning is part of the

Initiate Program process. The benefitsrealization plan, which is an output of the

Define Program Goals and Objectivesprocess, defines each benefit and explains

how it is to be realized, maps the benefits tothe programs outcomes, provides a way to

measure benefits, describes roles andresponsibilities, includes a communications

plan, and notes transition to ongoingoperations and benefits sustainment. It is a

key input to the Plan and Establish ProgramGovernance and Plan Program Quality

processes.

The Standard for Program Management, pp.3031, 109, and 244

Question:

[QID: 6601] You are managing thedevelopment of a series of heating,

ventilation, and air-conditioning (HVAC)

products. Each product is being managed asa separate project. Because the products willbe completed at different times, you have a

product support group. Your team has alsoestablished a configuration managementsystem as a subsystem of the overall project

management information system (PMIS).Changes have been requested to the product

that was delivered in Project A. Thesechanges affect the product from Project B,

which is in production. You focus on

A) Ensuring that support is properly


30/75



scheduled for Project B

B) Conducting a thorough audit andextensive testing of future products before

they are deliveredC) Responding to customer complaints

regarding the product already delivered fromProject A

D) Ensuring that a policy of zero defects isimplemented as part of the quality

assurance and control activities

Explanation:

After a product is deployed, any supportmust be scheduled to avoid interruption to

the customers use of the item to thegreatest extent practicable.


32

Question:

[QID: 6473] It is important to develop a

high-level plan to initiate a program. Such aplan is developed

A) In the Program Initiation phase

B) As part of the high-level business casefor the program

C) By the executive sponsor

D) In the Pre-Program Preparations phase

Explanation:

The high-level plan to initiate the program isdeveloped in the Pre-Program Preparations

phase. It shows how the program will mapto and deliver strategic objectives, and how

those objectives align with organizationalgoals.


Question:

[QID: 6551] Of the following key initiatives,which would benefit by being managed as a

program?

A) Expanding a ski areaB) Setting up a career path for people in

the project management profession

C) Upgrading the nations airspace system

D) Introducing a new project planning tool

in a large organization

Explanation:

An upgrade to the nations airspace system

would consist of numerous projects as wellas ongoing work. If these projects weremanaged in a coordinated way, then you

would have better control over them andwould obtain greater benefits.

The Standard for Program Management, p. 5

Question:[QID: 6543] As program manager, you areresponsible for facilitating and resolving

interproject risks, issues, and constraints.


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You want to ensure that your components

remain aligned with strategic directives andthe business case. This is done as part ofyour work on which one of the following

program management processes?

A) Direct and Manage Program Execution

B) Plan Program Risk Management

C) Manage Component Interfaces

D) Identify Program Risk

Explanation:

The Direct and Manage Program Execution

process focuses on managing the executionof the program management plan. Theprimary goal is to deliver the program

benefits based on the component projects.Additionally, the program manager ensures

that each project aligns with the programsbusiness case and strategic directives.


86

Question:

[QID: 6503] You have been appointed as a

program manager in your automotivecompany for the development of next-

generation vehicles for the model year 2020.You prepare a high-level program plan that

includes all of the following EXCEPT

A) Stimuli that triggered the program

B) Alignment of objectives with theorganization

C) Program objectives

D) The programs end state or vision

Explanation:

The vision is part of the charter preparedduring the Program Initiation phase. The

high-level plan shows the stimuli thattriggered the program, the program

objectives, and how the objectives align withthe organization.


2324

Question:

[QID: 6589] The list of deliverables and the

success criteria for the program and itsproducts, services, and results must be

included in the procurement documentationthat is provided to potential suppliers. This

list is derived from an analysis of the

A) Program scope statement

B) Program work breakdown structure

(PWBS)

C) Contract WBS

D) Project work breakdown structure(WBS)

Explanation:

The program scope statement is the basis

for future program decisions, and it definesand articulates the scope of the program. It

also contains a list of the programs


32/75



deliverables and success criteria; these

factors require consideration, because theymay need to be included in procurementdocumentation.


108 and 187

Question:

[QID: 6573] Each of the projects in your

program prepares a project risk

management plan to describe how riskmanagement is structured. Each projectmanager also prepares risk response plans

for each of the key identified risks. Asprogram manager, you review the risk

response plans to

A) Identify intraproject risks

B) Determine actions that could affect

other components

C) Establish a contingency reserve

D) Establish triggers for the project risks

Explanation:

Program management should support the

risk activities of the program components.The program components risk response

plans should be reviewed to assess proposedactions that could affect the program risk

responses for better or for worse. Thesecomponent plans are an input to the PlanProgram Responses process. This enables

response mechanisms that could benefitmore than one component to be suggested

and implemented.


Question:

[QID: 6591] You are preparing for a meetingof your programs governance board. On

your program, you are using earned valuefor monitoring, control, and forecasting. The

planned value is $30,587, and the earnedvalue is $26,365. You are working on a

customer-imposed schedule for thecompletion of the program. Looking at the

schedule variance (SV), you conclude that

A) The budget at completion is $46,475,

but the delays are insignificant

B) The program is behind schedule, andthe tasks on the critical path are affected

C) The SV is 1.16, and it appears that the

schedule will be metD) The SV is $4,222, and the program is

behind schedule

Explanation:

Schedule variance (SV) is calculated by

subtracting the planned value (PV) from theearned value (EV); that is, SV = EV PV. At

this point, the SV is $4,222. The programis behind schedule; however, without

additional information, the effect on thecritical path is not known.


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133

PMBOK Guide, p. 182

Question:

[QID: 6512] You manage a legacy systemconversion program and have identified a

number of issues. Many of them involveCOBOL programming, so you have assigned

them to a COBOL subject matter expert on

your core team. This person owns all theCOBOL issues, which means that he or she

A) Has the authority and means to resolveCOBOL issues

B) Is responsible for all COBOL-relatedproject work

C) Can modify program scope if needed toresolve issues

D) Has been appointed so that no COBOLissues will require resolution at a higher level

Explanation:

The issue owner should have the authorityand means to resolve and close COBOL

issues. If an issue cannot be resolved, thenit should be escalated progressively higher

until resolution is achieved.


Question:

[QID: 6554] You are working on a

manufacturing program and need to takeaction in response to a quality control

metric. This metric indicated that the

manufacturing process exceeded establishedparameters. You meet with your programsteering committee and describe the

situation. Your next step should be to

A) Issue a change request

B) Update the Quality Management Plan

C) Allocate to the program a resource whois a certified Six Sigma Black Belt

D) Use the governance decision register

Explanation:

Decisions of the governance board or

steering committee must be formallydocumented because these decisions are

critical feedback used to improve the resultof the components and the program. A

governance decision register is an output of

the Provide Governance Oversight process.


262

Question:

[QID: 6501] Component projects of theprogram are initiated during the

A) Initiation phase

B) Program Setup phase

C) Planning phase


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D) Delivery of Program Benefits phase

Explanation:

Phase four in the program life cycle is the

Delivery of Program Benefits phase. Itspurpose is to initiate the various component

projects in the program and coordinatedeliverables to create the incremental

benefits.


Question:

[QID: 6437] As a program is closed, benefitsmanagement focuses on a number of key

initiatives, including

A) Ensuring stakeholder agreement on the

factors contributing to the benefits

B) Prioritizing the value of each of the

program components

C) Ensuring that the benefits delivered arein line with the business case

D) Forecasting the ongoing value of thebenefits

Explanation:

Upon program completion, the benefits

delivered should always be compared against

those identified in the business case toensure that all expected benefits weredelivered.


31

Question:

[QID: 6541] Commitment of organizationalresources for the initial phases of theprogram is provided

A) After the program charter is approvedby the stakeholders

B) When the benefits realization plan is

issued

C) When the program manager is

appointedD) Before the Initiate Program process

begins

Explanation:

The program mandate, which is preparedduring the Pre-Program Preparations phase,

confirms the commitment of organizationalresources. It also triggers the Program

Initiation phase.


Question:

[QID: 6444] When a program is initiated, agovernance board, program board, or

steering committee is typically established.Such program governance falls within the

overall corporate governance of theorganization. The recommended governance


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structure is stated in the


B) Program charter

C) Business case

D) Program management plan

Explanation:

The primary output of program initiation isthe program charter. Among other things, it

includes the recommended governancestructure to manage, control, and support

the program as well as the governance

structure for the programs components.


25

Question:

[QID: 6590] As program manager, you keep

all of your stakeholders informed in a timelymanner and you distribute a variety of

different types of information. One type thatis often overlooked is

A) Notification of change requests

B) List of preventive actions

C) Record of training

D) Receipt of proposals

Explanation:During the Distribute Information process,information that is distributed includes

notification of change requests to theprogram and project teams, and eventually,

notification of the responses to the changerequests through use of the change request

log, which contains data on approved,rejected, or modified change requests.


149

Question:

[QID: 6457] A key member of your program

staff has been complaining lately of thecompanys vacation policies. He would like to

take more time off but has not yet accruedenough time to do so. You are concerned

that he is going to leave the company, soyou monitor his e-mail, in accordance with

company policy, to see whether he issending his resume to other companies. The

act of sending out his resume would becalled a

A) Risk event

B) Misuse of the companys e-mail policy

C) Risk trigger

D) Violation of the companys code ofethics

Explanation:

A risk trigger is a sign that a particular risk

may occur.



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Dictionary of Project Management Terms, p.

389

Question:

[QID: 6528] You are the program managerfor a six-year program that is in its second

year. To ensure that the benefits realizationplan is on target, you perform a benefits

review of the four projects that are underway. Project B is not achieving the desired

benefits and its deliverables are not being

completed as planned. When you report thisconcern to the governance board, theexecutive sponsor recommends that Project

B be terminated. At the program level, you

A) Conduct a final program review

B) Prepare a report of lessons learned

C) Reassign the project manager forProject B

D) Prepare a transition requestExplanation:

A termination request is an input to the

Approve Component Transition process, andit is required if a project is terminated before

its scheduled completion. A terminationdecision may be the result of a program

benefits review or a change in the externalenvironment. The transition request is also

required for normal project completion.


270

Question:

[QID: 6567] The Initiate Program process

produces numerous outputs; the two

primary outputs are

A) High-level program plan and benefits

realization plan

B) Program manager identification and

program sponsor identification

C) Benefits identification analysis and

benefits realization plan

D) Program charter and program road

map

Explanation:

The program charter authorizes the program,

whereas the program road map is achronological representation of the programs

stated direction. These two outputs are keyinputs to other program processes.


Question:


for a new version of an MP3 player. Theplayers are manufactured by third-partycompanies operating plants in five different

countries. You have been receiving statisticalprocess control (SPC) charts from each

company, and there is indication that theprocess is out of control at one of the


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plants. This means that

A) There are supply chain problemscoming from a lack of raw materials

B) There are union problems causingdisruption in the manufacturing line

C) The manufacturer has little control over

how human resources are being deployed

D) The process is not in conformance with

overall quality requirements

Explanation:

A statistical process control (SPC) chart

shows how a process is being executed overtime. A process is deemed out of controlwhen certain measurements exceed

tolerance levels thus affecting quality. ThePlan Program Quality process includes

preparation of the program qualitymanagement plan, which sets, among other

things, quality standards for components.


Question:

[QID: 6598] As the program managerworking on the development of an advanced

polymer chemical for raincoats, you are inthe process of assessing the feasibility of

your program. In reading the latest industryjournal, you discovered that a competitor isalso entering the marketplace. To assess

your position against that of yourcompetitor, you conduct a

A) Delphi technique exercise

B) Brainstorming session

C) Nominal group technique

D) SWOT analysis

Explanation:

A SWOT (strengths-weaknesses-

opportunities-threats) analysis providesinformation that is helpful when matching an

organizations resources and capabilities tothe competitive environment in which it

operates. It is used in feasibility studies as atool and technique in the Initiate Program

process.




77

Question:

[QID: 6475] An expert in your company will

be needed by two of the projects in yourprogram at approximately the same time.Both project managers have included this

person in their project management plans,resource assignment matrices, and project

schedules. This is an example of

A) An issue to be resolved by thegovernance board

B) An assumption


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C) Critical chain analysis

D) A constraint

Explanation:

An assumption is a common input to mostprogram management processes.

Assumptions are considered to be true, real,or certain. In this situation, both project

managers have assumed that this criticalresource will be available as required. The

program manager must work to resolve thissituation, and the resolution should be noted

in the program management plan.


Question:

[QID: 6478] Your program to develop a 4Gphone is being terminated early because

your competition already has a 4G phonemodel on the market. Your company has

initiated a program to develop a 6GXi phone,and you hope to be assigned to manage this

program. At this point, you

A) Document the current state

B) Appoint a closeout manager

C) Immediately disband your team

D) Archive your records

Explanation:

During the Closing processes, it is important

to demonstrate that the benefits have beendelivered and the scope of work has been

fulfilled. If the program is terminated early,then the current state should be

documented.


Question:

[QID: 6500] The program management planincludes a number of subsidiary plans, such

as the

A) Contracts administration planB) Quality assurance plan

C) Benefits management plan

D) Benefits realization plan

Explanation:

This set of plans includes the benefitsrealization plan, which is an output of the

Define Program Goals and Objectives

process. Benefits realization planning is partof the Planning Process Group.


Question:

[QID: 6490] You manage a program to

develop a new e-commerce program forautomotive parts distributors. Your

organization has established this program tokeep up with competitors and to increase


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market share, but it has recently acquired a

competitor that already has a highlyregarded e-commerce program in place. Yournext step is to

A) Revisit and update your program plans

B) Meet with each of your projectmanagers to discuss an orderly transition to

redeploy resources

C) Meet with your executive sponsor torequest a new assignment

D) Convene a meeting of your governanceboard to terminate your program

Explanation:

Acquisitions and mergers are unplanned

events. When they occur, they should triggera review of existing program plans to see

whether updates are required to ensureongoing usefulness.


46

Question:

[QID: 6556] A definition and description of

program funding flows are contained in the

A) Program financial framework

B) Program charter

C) Program financial planD) Program business case

Explanation:

The program financial framework is a plan to

coordinate available funding, including thespecific constraints under which it is

available and how the money is paid out. Itdefines and describes program funding flows

in a way that ensures that program fundsare spent as efficiently as possible.


213

Question:

[QID: 6451] As a program manager, you

recognize the importance of stakeholdermanagement. To support your efforts,

especially with key stakeholders whosedispleasure might hinder the programs

success, you p

Practice Test 1 Results

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