Program Governance

During a phase-gate review, the Program Governance Board (PGB) identifies that a major component project is no longer delivering the expected ROI. What is the most appropriate action?

A program is undergoing a compliance audit. The auditor notes that decision logs are missing approvals for recent scope changes. What does this indicate?

Who is primarily responsible for ensuring that the program's governance structure is implemented and followed?

A program manager identifies a conflict between the program governance requirements and the parent organization's regulatory requirements. What should the manager do?

Which document outlines the authority levels and decision-making rights of the Program Governance Board?

You are the Program Manager of a multi-year program. The organization shifts to a new strategic goal. How should governance adapt to this change?

A program manager is establishing the program governance plan for a global transformation program. Which component must be defined first to ensure alignment between the program and organizational strategy?

What role does the Program Governance Board play regarding program risks?

Which action best describes the 'oversight' function of program governance?

What is the primary objective of a phase-gate review in program governance?

A program manager finds that a project team member has bypassed the governance process by going directly to a senior executive for budget approval. What should the manager do?

During a phase-gate review, the Program Manager is asked to present evidence of 'benefit realization' to date. Which metric is most appropriate for a governance board?

A program board is comprised of stakeholders with conflicting priorities. How should the Program Manager address this?

What is the purpose of a program charter in the context of governance?

During an audit, it is found that the program's benefits are being tracked in a spreadsheet that is not accessible to the governance board. Why is this a governance concern?

When should a Program Governance Board be engaged during the program lifecycle?

A program manager notices that a project is consistently failing to meet compliance requirements. What is the first step in the governance response?

Which governance artifact tracks the transition of project outputs into operational business value?

A program manager discovers that the program governance board has been making decisions without considering the impact on the portfolio. What is the best way to correct this?

Which THREE components are critical for an effective program governance plan?

Which TWO items are typically reviewed during a program phase-gate review?

Which TWO factors should be considered when establishing the program governance structure?

Which THREE areas of a program are typically subject to internal audits within a governance framework?

Which THREE entities are typically involved in the program governance process?

Which TWO aspects of the governance structure facilitate effective decision-making?

Which TWO items should be included in the governance plan to ensure transparency?

Which THREE inputs are necessary for a program governance board to make an informed decision?

You are the program manager for a regulatory compliance program with a fixed external deadline. During a governance board meeting, a board member requests immediate approval of a change that would add two new projects to the program. The change was not reviewed by the change control board. What should you do first?

You are the program manager for a regulatory compliance program spanning five business units. At the most recent Program Governance Board meeting, the board chair asks how the board will know whether the program's component projects are collectively delivering the intended compliance outcomes rather than just completing deliverables. Which governance artifact should you present to address this?

You are managing a global program with projects in North America, Europe, and Asia. The governance board has approved a new data privacy policy that requires all projects to comply within 90 days. A project manager in Asia reports that local regulations conflict with the new policy. What should you do?

Midway through a three-year transformation program, the Program Governance Board approves a significant scope reduction in one component to protect the overall benefits case. The component project manager argues that the change is invalid because the component's change control board was not consulted. How should you, as the program manager, respond?

You are the program manager for a new product development program. The governance board has asked you to present the program's benefits realization plan. Which document should you use to show how benefits will be measured and tracked?

You are establishing the governance structure for a new enterprise program with components in three regions. The executive sponsor asks which mechanisms will provide the Program Governance Board with ongoing assurance that component work remains aligned with program strategy between formal phase-gate reviews. (Choose two.)

You are the program manager for a large infrastructure program. The Program Governance Board (PGB) has approved the program charter and governance plan. A project manager requests to procure a new software tool that will cost $75,000, which is within the program's delegated authority limit of $100,000 per project. However, the tool was not included in the approved program budget baseline. What should you do first?

You are the program manager for a large infrastructure program. The Program Governance Board has approved a change to the program's scope that will require additional funding. However, the change also impacts a regulatory compliance requirement. The governance board chair asks you to proceed without updating the compliance documentation because it is 'just a minor change.' What should you do first?

A program's governance board has delegated decision rights for component prioritization to a steering committee. Six months later, the program manager discovers that the steering committee has been approving component changes that shift funding away from strategic initiatives without informing the governance board. What should the program manager do first?

You are the program manager for a regulatory compliance program spanning four regions. The program governance board has approved a new data residency requirement that affects two active projects. One project manager argues the change is out of scope and refuses to implement it, citing the original project charter. What should you do first?

You are the program manager for a global program with components in multiple countries. The Program Governance Board (PGB) has a policy that all component risks with a high probability and high impact must be escalated to the PGB. A project manager in one region identifies a risk that meets these criteria but argues that the risk is specific to their local context and should be managed locally. What should you do?

You are the program manager for a global product development program. The Program Governance Board has approved a new benefits realization plan. A project manager reports that a key benefit will be delayed by three months due to a supplier issue. The governance board meets quarterly. What should you do first?

During a program governance audit, the auditor notes that the program's governance decisions are recorded in meeting minutes but there is no consistent record of who is accountable for executing each decision. Which governance improvement should you implement to close this gap?

During a program's execution, the Program Governance Board (PGB) requests a health check. The program manager discovers that one component project is significantly behind schedule and over budget, but the component manager has been reporting green status. The program manager verifies the data and confirms the discrepancy. What should the program manager do next?

A program's governance board has approved a new benefits realization plan that changes the metrics for two component projects. The project managers have already baselined their performance measurement baselines. What should the program manager do to ensure alignment?

You are the program manager for a healthcare IT program. The Program Governance Board has asked you to establish a new program management office (PMO) to support governance activities. Which TWO responsibilities should the PMO have to ensure effective program governance? (Choose two.)

You are the program manager for a program that is transitioning from the definition phase to the delivery phase. The Program Governance Board (PGB) has requested a phase-gate review. Which of the following should be the primary focus of this review?

You are the program manager for a global program with multiple components. The Program Governance Board (PGB) has asked you to ensure that the governance structure supports effective decision-making. Which TWO actions should you take to improve governance decision-making? (Choose two.)

During a program governance audit, it is discovered that a component project has been reporting status directly to a functional manager instead of through the program's governance structure. The project manager claims this was done to expedite decision-making. What should the program manager do first?

You are the program manager for a construction program. The Program Governance Board has requested a status report on the program's compliance with governance policies. Which document should you reference to provide the board with the most relevant information?

You are the program manager for a regulatory compliance program. A new data privacy regulation will take effect in six months, and it will affect how the program collects and stores customer data. The program governance board has not yet been informed. What should you do FIRST?

You are the program manager for a program that has just completed its first phase. The Program Governance Board (PGB) is conducting a phase-gate review. Which TWO items should the PGB review to determine whether the program should proceed to the next phase? (Choose two.)

You are the program manager for a financial services program. The Program Governance Board has approved a new governance policy that requires all project changes above $50,000 to be reviewed by the board. A project manager submits a change request for $45,000 but splits it into two separate requests of $22,500 and $22,500 to avoid board review. What should you do?

A program manager is developing the program governance plan. The Program Governance Board (PGB) has asked for a document that defines the program's governance structure, including roles, responsibilities, and decision-making processes. Which document should the program manager create?

A program is in its second year, and the governance board has requested a review of the program's alignment with organizational strategy. The program manager discovers that one component project's objectives no longer support the current strategic goals. What should the program manager do?

A program is halfway through its lifecycle when the organization undergoes a major restructuring. The new executive leadership wants to shift the program's focus from cost reduction to revenue growth. The program governance board has not yet met to discuss this change. As the program manager, what should you do?

You are the program manager for a program that is facing a significant scope change due to new regulatory requirements. The change will impact the program's budget, schedule, and benefits. The Program Governance Board (PGB) has asked you to prepare a change request for their review. What should you include in the change request to enable the PGB to make an informed decision?

A program governance board is reviewing the program's performance and wants to ensure that the governance framework is effective. Which TWO actions should the program manager take to maintain governance effectiveness? (Choose two.)

A program manager is implementing a governance framework for a new program. The organization has a PMO that provides templates and tools, but the program has unique regulatory requirements. The program manager must ensure that governance addresses these requirements while leveraging the PMO's resources. What should the program manager do?

A program governance board is reviewing the program's performance and wants to ensure that the governance framework is effectively supporting benefits realization. Which TWO actions should the program manager take to strengthen governance oversight? (Choose two.)

A program manager is developing the program governance plan. The organization's leadership wants to ensure that decision-making is efficient and that issues are resolved at the lowest possible level. What should the program manager include in the governance plan to address this?

During a program governance board meeting, a board member who is also a functional manager proposes a change that would benefit their department but could delay the program's critical path. The program manager believes the change is not aligned with program objectives. What should the program manager do?

You are the program manager for a multi-year enterprise resource planning program. A component project manager escalates a dispute with a vendor over deliverable acceptance criteria. The program governance plan specifies that the Program Governance Board (PGB) handles strategic escalations, while the program manager resolves operational conflicts. The component manager insists the issue requires board intervention because the vendor contract is shared across three projects. What should you do first?

You are the program manager for a global digital transformation program. The Program Governance Board (PGB) has delegated authority to a program management office (PMO) to approve component baseline changes under $100,000. A component manager submits a change worth $95,000, but it alters a regulatory compliance requirement affecting two other components. The PMO approves it without consulting you. What should you do?

You are the program manager for a healthcare modernization program. The Program Governance Board (PGB) wants to improve the effectiveness of its oversight without slowing component delivery. Which TWO governance practices should you recommend to the board? (Choose two.)

You are the program manager for a public-sector infrastructure program. The Program Governance Board (PGB) has approved a governance framework that includes a benefits register, a risk tolerance statement, and a change control process. During execution, a component manager asks who has authority to approve a change that exceeds the program's risk tolerance. According to the governance framework, who should approve this change?

You are the program manager for a financial services program with five component projects. The Program Governance Board (PGB) has asked you to improve alignment between component outputs and program benefits. A component manager reports that their project is on schedule and within budget, but the delivered capability does not support the program's targeted benefit. What should you do first?