PgMP Practice Test 2 — 10 Questions

Question 1

As part of program closure, the program manager must ensure that all final project deliverables are transitioned to operations. What is the best method to document this transition?

Accepted Answer

Develop and execute a formal transition plan with the operational stakeholders.. A transition plan or handover report formalizes the movement of responsibility from the program to the operational entity.

Answer

Email confirmation from the project leads.

Answer

Archiving all project documents in the repository.

Answer

Update the program organizational structure.

Question 2

Which document authorizes the start of the program?

Accepted Answer

Program Charter.. The Program Charter is the document that formally authorizes the program, defines its scope, and grants the program manager the authority to apply organizational resources to program activities. It is the program-level equivalent of the project charter and is approved by the sponsoring executive or governance board.

Answer

Business Case.

Answer

Program Plan.

Answer

Project Charter.

Question 3

A project manager informs you that their project is ready for integration into the program. What is the first thing you should verify?

Accepted Answer

Confirm the project output meets defined program acceptance criteria.. The first thing to verify when a project is ready for integration is that the project output meets the defined program acceptance criteria. Integration into the program should only occur when the deliverable satisfies the program's quality, scope, and benefit-enablement requirements. This ensures that the program does not absorb incomplete or non-conforming outputs that could jeopardize benefits realization.

Answer

Verify the project's budget performance.

Answer

Check if the project has completed all documentation.

Answer

Ask if the project team is ready to move to another project.

Question 4

You are leading a global program that involves stakeholders from multiple business units, external partners, and regulatory agencies. The program has entered a phase of significant scope changes. You need to update the stakeholder engagement strategy to maintain alignment and support. Which two actions should you take first? (Choose two.)

Accepted Answer

Update the stakeholder engagement plan to reflect new communication requirements and responsibilities.. Reassessing stakeholder influence and interest is essential because scope changes can shift power dynamics and priorities. Updating the engagement plan operationalizes that reassessment into actionable communication and involvement strategies. Together, these actions ensure the program remains aligned with stakeholder needs and maintains support during turbulent changes.

Answer

Escalate the scope changes to the executive sponsor for immediate approval.

Answer

Conduct a survey to measure stakeholder satisfaction with the program's progress to date.

Answer

Schedule a single all-hands meeting to announce the scope changes and gather feedback.

Question 5

A benefit is realized, but the internal audit team questions the accuracy of the measurement data. What should the program manager do to address the audit finding?

Accepted Answer

Review the measurement methodology and data sources defined in the benefits realization plan.. Ensuring the integrity of benefit data requires a review of the data collection process and validation against the agreed-upon metrics.

Answer

Ignore the audit as the benefit is already achieved.

Answer

Provide additional training to the data collection team.

Answer

Remove the benefit from the final report.

Question 6

Which phase of the program life cycle involves the final transition of benefits to the operational environment?

Accepted Answer

Program Closure. Program Closure is the phase where all activities, including the final transition of benefits to operations, are completed.

Answer

Program Execution

Answer

Program Formulation

Answer

Program Planning

Question 7

A program manager is transitioning from program formulation to planning. The program roadmap has been approved, but the initial component projects have not been defined. Which action is the most appropriate to ensure alignment?

Accepted Answer

Formalize the program scope and define the component projects in coordination with stakeholders.. When transitioning from program formulation to planning with an approved roadmap but undefined component projects, the program manager must formalize the program scope and define the component projects in coordination with stakeholders. This establishes the baseline for planning and ensures alignment with the approved roadmap and business case.

Answer

Revisit the business case to determine if the program is still financially viable.

Answer

Draft individual project charters for all potential projects immediately.

Answer

Initiate project execution to capture early benefits.

Question 8

A program manager identifies that a specific benefit is no longer aligned with the updated organizational strategy mid-execution. What is the most appropriate next step?

Accepted Answer

Formally request a review of the benefit by the Program Steering Committee.. Program managers must ensure benefits remain aligned with strategic objectives. When alignment drifts, the benefit must be re-evaluated for validity and potential termination.

Answer

Immediately terminate all projects associated with the benefit.

Answer

Modify the benefit realization plan without notifying stakeholders.

Answer

Continue the project to avoid sunk costs.

Question 9

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

Accepted Answer

Organizational culture. Option D (Organizational culture) is correct because the governance structure must align with how the organization actually makes decisions, escalates issues, and distributes authority; a rigid governance model imposed on a collaborative or decentralized culture will fail to gain traction. Option E (Complexity of the program) is correct because the scale, interdependencies, number of workstreams, and risk profile of the program determine how much oversight, how many governance layers, and which decision-making bodies are needed. By contrast, option A (color scheme of status reports) is a cosmetic formatting detail that has no bearing on governance design, and option B (personal preferences of the Program Manager) is irrelevant because governance must serve the program and organization, not an individual's tastes. Option C (number of team members on each project) is a resourcing metric that may inform staffing but does not itself dictate the governance structure.

Answer

The color scheme of the status reports

Answer

Personal preferences of the Program Manager

Answer

Number of team members on each project

Question 10

Which THREE of the following are benefits of a formal Program Closure process?

Accepted Answer

Official sign-off by the program sponsor. Option A is correct because a formal Program Closure process culminates in official sign-off by the program sponsor, which authorizes the program's formal end, releases resources, and confirms acceptance of the final results against the business case. Option C is correct because closure ensures all project deliverables are transitioned to the receiving organization, operations, or benefits-realization owner, so no output is left unassigned or unsupported after the program ends. Option E is correct because closure requires formal documentation of lessons learned, capturing what worked, what failed, and recommendations that feed the organization's knowledge base and improve future programs. Options B and D are incorrect because reducing the office furniture budget and increasing the team's vacation days are unrelated operational or HR perks, not outcomes of a Program Closure process.

Answer

Reducing the office furniture budget

Answer

Increasing the team's vacation days