PgMP Practice Test 10 — 10 Questions

Question 1

During program execution, a major regulatory change impacts the program. Who is responsible for assessing the impact on the benefits realization?

Accepted Answer

The Program Manager.. The Program Manager is responsible for assessing the impact of a major regulatory change on benefits realization because they own the benefits register and the program's overall performance. While the governance board approves responses and the sponsor provides strategic direction, the assessment itself is a program management responsibility.

Answer

The Program Governance Board.

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The project managers of the affected projects.

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The Program Sponsor.

Question 2

Which document is primary for tracking the progress of benefits from identification to sustainment?

Accepted Answer

Benefits Realization Plan. The Benefits Realization Plan is the primary document for tracking benefits from identification through realization to sustainment. It defines how and when each benefit will be measured, who is accountable, what metrics will be used, and how benefits will be transitioned to operations for ongoing sustainment. It is the roadmap that connects the benefits register to actual measurement and sustainment activities.

Answer

Program Charter

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Program Risk Register

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Stakeholder Engagement Plan

Question 3

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

Accepted Answer

Reviewing high-impact risks that threaten program objectives. The Program Governance Board provides oversight of program risks, and its specific role is to review high-impact risks that threaten program objectives and strategic benefits. It does not execute responses or manage the register — it ensures that significant risks are being managed appropriately and makes decisions on risk tolerance and escalation when risks exceed the program manager's authority. This keeps the board focused on strategic risk oversight rather than operational risk handling.

Answer

Executing risk response plans

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Developing the risk register

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Assigning individual risks to team members

Question 4

You are managing a program and notice that the program-level benefits are not being tracked effectively. What should you update?

Accepted Answer

The Benefits Realization Plan.. The Benefits Realization Plan is the document that specifies how, when, and by whom benefits are tracked and measured.

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The Program Charter.

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The project-level performance reports.

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The Program Management Plan.

Question 5

A program component is showing a significant variance in schedule. As the Program Manager, what is the first step you should take regarding benefits realization?

Accepted Answer

Assess the impact on the benefits realization plan.. You must assess the impact of the component delay on the program's overall benefits realization plan to determine if the expected value is still achievable.

Answer

Accelerate the component schedule.

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Replace the component project manager.

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Update the benefits realization plan.

Question 6

A program manager is leading a program with five component projects. During the Program Definition phase, she needs to establish a governance framework that defines how component projects will be authorized and aligned with program objectives. Which document should she create to formally authorize the program and provide the program manager with the authority to apply organizational resources?

Accepted Answer

Program Charter. The Program Charter is the formal document that authorizes the program and gives the program manager the authority to apply organizational resources. It is created during the Program Definition phase and is essential for establishing governance and alignment with strategic objectives. The other documents are important for planning and execution but do not provide the initial authorization.

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Benefits Realization Plan

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Program Management Plan

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Program Roadmap

Question 7

When conducting an environmental assessment for strategic fit, which technique is best suited for identifying external factors?

Accepted Answer

PESTLE Analysis. PESTLE analysis is specifically designed to scan the external macro-environment across Political, Economic, Social, Technological, Legal, and Environmental dimensions. When assessing strategic fit, it identifies external forces that could enable or threaten the program's alignment with organizational strategy. SWOT is broader and includes internal factors, while PESTLE is the focused tool for external factors.

Answer

SWOT Analysis

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Stakeholder Matrix

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Cost-Benefit Analysis

Question 8

The program is in the closure phase. You realize that some of the documentation required for the final audit is missing. What should you do?

Accepted Answer

Delay closure to ensure all necessary documentation is gathered and archived.. The program manager is responsible for ensuring all documentation is complete and accurate before final closure.

Answer

Ask the sponsor to waive the requirement.

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Proceed with closure and note the missing items in the report.

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Ask the team to recreate the documents.

Question 9

An organization's strategy changes, making an active program obsolete. However, the program has already achieved several benefits. What should the program manager do?

Accepted Answer

Initiate an orderly closure of the program. If the program is no longer strategically aligned, it must be closed, and the program manager must ensure the benefits already realized are transitioned to operations.

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Wait for the next fiscal year to review

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Rebrand the program to match the new strategy

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Complete the remaining program scope to justify costs

Question 10

You are the program manager for a multi-year regulatory compliance program. A regional operations director repeatedly questions the program's direction in steering committee meetings and has convinced two other directors to withhold resources. The program charter gives you authority to escalate to the executive sponsor, but the sponsor is currently on extended leave. What is the most appropriate action to address this stakeholder's resistance?

Accepted Answer

Conduct a one-on-one meeting with the director to explore the root causes of the resistance and identify areas of mutual interest.. Direct one-on-one engagement is the most effective first step to understand and mitigate resistance. It allows the program manager to uncover the director's underlying interests, adjust communication, and co-create solutions. Escalation or avoidance would likely worsen the situation, especially without an active executive sponsor.

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Document the director's obstructive behavior and send a formal warning letter citing the program charter.

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Proceed with program execution and rely on the governance board to override any resource blocks.

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Ask the two other directors to persuade their colleague to support the program.