PgMP Practice Test 1 — 10 Questions

Question 1

A program manager is preparing the Stakeholder Engagement Plan for a multi-year transformation program. Two executive sponsors hold opposing views on the program's target operating model, and both have the authority to approve or delay component funding. The program manager wants to classify these stakeholders for tailored engagement. Which classification approach best reflects PgMP practice?

Choose an answer to begin — your selection is scored in the full session.

Accepted Answer

Use the Stakeholder Engagement Assessment Matrix to record each sponsor's current and desired engagement level, then plan actions to close the gap.. The Stakeholder Engagement Assessment Matrix is the PgMP tool that captures current versus desired engagement for each stakeholder, making the gap between resistant sponsors and the needed supportive posture visible and actionable. Because the conflict is about engagement posture rather than merely influence or rank, this matrix directly informs tailored engagement actions for each executive sponsor.

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Plot each sponsor on a power/interest grid and apply a single engagement strategy based on the quadrant they occupy.

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Rank all stakeholders by formal seniority and engage the most senior sponsor exclusively to avoid conflicting messages.

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Document both sponsors in the program risk register and defer all engagement activities until the funding decision is finalized.

Question 2

What is the primary function of the Program Management Office (PMO) within a program?

Accepted Answer

To provide administrative and governance support to the program.. The primary function of the Program Management Office (PMO) is to provide administrative and governance support to the program. This includes standardizing program management processes, facilitating communication, managing program documentation, and supporting governance activities such as stage gate reviews. The PMO does not make strategic decisions or manage day-to-day project work.

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To make all strategic decisions for the program.

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To write the program business case.

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To manage the day-to-day work of the component projects.

Question 3

An organization is initiating a new program that will coordinate five related projects to achieve a strategic objective. The program manager is developing the Program Charter. Which of the following best describes the primary purpose of the Program Charter?

Accepted Answer

It formally authorizes the program, defines its boundaries, and links it to the organization's strategic objectives.. The Program Charter is the document that formally authorizes the program, grants the program manager authority, and connects the program to the organization's strategic goals. It defines high-level scope and boundaries, serving as the foundation for subsequent planning rather than containing detailed baselines or technical designs.

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It documents the lessons learned from previous programs so that the new program team can avoid repeating past mistakes.

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It provides the detailed schedule and budget baseline that component project managers will execute against.

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It describes the technical architecture and integration approach for all component project deliverables.

Question 4

A program manager is working on a program that is expected to deliver benefits over five years. In year three, the organization's strategic priorities shift, and the program's original benefits are now considered less critical. However, the program has already delivered some benefits and has three more years to go. The program sponsor asks the program manager to provide a recommendation. What should the program manager do FIRST?

Accepted Answer

Conduct a benefits realization review to assess the value of benefits already delivered and the potential value of remaining benefits under the new strategic priorities.. When strategic priorities change, the program manager must first gather data on the program's benefits realization to date and the forecasted value of remaining benefits. A benefits realization review provides this information and enables an informed recommendation to the sponsor and governance board. This ensures that decisions about the program's future are based on current strategic alignment and value, rather than on assumptions or incomplete information.

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Immediately recommend terminating the program because the original benefits are no longer critical.

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Continue the program as planned and document the strategic shift in the program's lessons learned register.

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Request additional funding to extend the program so that all originally planned benefits can be delivered.

Question 5

A program manager is working on a program that aims to enhance customer experience through a new integrated platform. The program's business case projected a 15% increase in customer retention. Midway through execution, a competitor launches a similar platform, and market analysis indicates that the projected retention increase is now unlikely to exceed 5%. The program sponsor asks the program manager to recommend a course of action. What should the program manager do?

Accepted Answer

Conduct a benefits reassessment and recommend program adjustments to the sponsor and governance board.. When market conditions change and projected benefits are at risk, the program manager must reassess benefits and recommend adjustments to governance. This ensures the program remains aligned with strategic goals and delivers value. Continuing unchanged or terminating immediately ignores the need for analysis. Increasing budget without analysis may not solve the problem. The correct approach is to evaluate options and present them to the sponsor and governance board for decision.

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Recommend terminating the program immediately to avoid further investment.

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Recommend continuing the program unchanged because the original business case was approved.

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Increase the program budget to accelerate delivery and beat the competitor to market.

Question 6

Which TWO actions should a program manager take to ensure successful benefit transition to operations?

Accepted Answer

Execute a formal knowledge transfer plan to the operational team.. Option B is correct because a formal knowledge transfer plan ensures the operational team receives the documentation, training, and process knowledge needed to sustain the program's benefits after transition. Option D is correct because obtaining formal sign-off from operational owners establishes explicit acceptance and accountability for the delivered capabilities, which is essential for a successful benefit transition. Option A is incorrect because simply increasing the budget does not ensure operational readiness or benefit realization. Option C is incorrect because dissolving the program office immediately after deployment removes the governance and support needed during transition. Option E is incorrect because mandating that the project team manage operations for six months does not transfer ownership or build operational capability.

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Increase the program budget to cover operational costs.

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Immediately dissolve the program office after deployment.

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Mandate that the project team manages operations for six months.

Question 7

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?

Accepted Answer

Establish a decision log that records each decision, its owner, due date, and status. A decision log that captures each decision along with its owner, due date, and status creates the missing accountability link identified by the auditor. It gives the governance board a traceable record for follow-through and provides auditable evidence that approved decisions are executed by responsible parties.

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Increase the frequency of governance board meetings from quarterly to monthly

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Require all governance decisions to be approved by unanimous board vote before implementation

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Delegate all governance decision follow-up to the program management office

Question 8

A program manager is leading a program that is two years into a five-year strategic initiative to expand into emerging markets. The organization's board has just approved a new strategic plan that shifts focus from geographic expansion to digital transformation of existing markets. The program's benefits are still being realized, but they no longer align with the new strategy. What should the program manager do FIRST?

Accepted Answer

Perform a strategic alignment assessment and present options to the program sponsor and governance board.. When strategy shifts, the program manager must first assess the program's alignment with the new strategic objectives and then present options to governance. This ensures decisions are based on analysis and authority. Immediate termination or continuation without review can waste resources or miss opportunities. Updating benefits without approval bypasses governance. The correct approach balances due diligence with strategic responsiveness, which is central to program management.

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Immediately terminate all program components to free up resources for digital transformation projects.

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Continue executing the program as planned because the benefits were already approved in the original business case.

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Immediately update the program's benefits realization plan to reflect digital transformation benefits.

Question 9

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?

Accepted Answer

Route the approved change through the component's change control board for impact assessment and baseline update. A program governance board decision authorizes change at the program level, but the component's change control board remains responsible for assessing impacts and updating component baselines. The program manager should connect the two governance layers by routing the approved change through the component change control board, preserving both the board's authority and the component's process integrity.

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Suspend the scope reduction until the component project manager agrees that the change is valid

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Instruct the component project manager to implement the scope reduction immediately because board decisions override component change control

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Escalate the disagreement to the program sponsor and ask the sponsor to decide which board has authority

Question 10

What is the goal of performing a 'Strategic Fit' analysis?

Accepted Answer

To ensure alignment with organizational goals. A Strategic Fit analysis evaluates whether a program's objectives, components, and expected benefits align with the organization's strategic goals and priorities. Its purpose is to ensure that the program contributes to the organization's mission and strategic direction, not to optimize cost, speed, or scope. This analysis is fundamental during program initiation and is revisited throughout the program lifecycle to maintain alignment.

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To lower program costs

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To speed up project delivery

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To increase the program's scope