PgMP Practice Exam 3 — 20 Questions

Question 1

A program manager is developing the benefits realization plan for a program that will deliver a new customer relationship management (CRM) system. The program manager needs to ensure that the plan includes appropriate elements for measuring and sustaining benefits. Which TWO elements should the program manager include? (Choose two.)

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

Accepted Answer

A benefits register that documents each benefit, its metric, and its owner.. The benefits realization plan should include a benefits register and a benefits transition plan. The register provides the structure for tracking benefits, while the transition plan ensures sustainment. Project schedules, communication plans, and risk management plans are separate program management plans, though they may interface with benefits management.

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A detailed project schedule for the CRM implementation.

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A communication management plan that outlines stakeholder engagement strategies.

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A risk management plan that identifies threats to benefit realization.

Question 2

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?

Accepted Answer

Inform the project manager that splitting the change violates governance policy and require a single change request to be submitted for board review if the total exceeds the threshold.. Splitting a change request to avoid governance review is a violation of the governance policy's intent. The program manager must inform the project manager that this practice is not allowed and require a single change request. If the total amount exceeds the threshold, it must be reviewed by the governance board. This upholds the integrity of the governance process.

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Approve both change requests because each is below the $50,000 threshold and does not require board review.

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Consolidate the two requests into a single change request of $45,000 and process it according to the governance policy.

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Reject both change requests and report the project manager to the governance board for disciplinary action.

Question 3

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?

Accepted Answer

Tailor the PMO's governance templates to incorporate the regulatory requirements and document the tailoring in the governance plan.. The program manager should tailor the PMO's templates to incorporate the program's unique regulatory requirements and document the tailoring in the governance plan. This leverages existing resources while ensuring compliance. Using templates as-is risks non-compliance, developing a new framework is inefficient, and requesting a PMO-wide update may not address the immediate need. Tailoring is a core governance practice.

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Request that the PMO update its templates to include the regulatory requirements for all programs.

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Develop a completely new governance framework from scratch to ensure all regulatory requirements are met.

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Use the PMO's templates as-is and handle regulatory requirements through separate compliance audits.

Question 4

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?

Accepted Answer

An analysis of the impact on program benefits, costs, schedule, risks, and the recommended course of action.. An effective change request for the PGB includes a thorough impact analysis on benefits, costs, schedule, and risks, along with a recommended course of action. This enables the PGB to evaluate the change in the context of program strategy and make an informed decision. It also ensures transparency and accountability in governance.

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A request for the PGB to approve the change without further analysis to meet the regulatory deadline.

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A copy of the new regulations and a statement that the change is mandatory.

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A detailed description of the regulatory requirements and the proposed scope changes.

Question 5

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?

Accepted Answer

A defined escalation path with clear thresholds for when issues should be escalated to the governance board.. To ensure efficient decision-making and issue resolution at the lowest level, the governance plan must define an escalation path with clear thresholds. This empowers teams to handle issues within their authority and escalates only significant matters to the board. Other options may support governance but do not directly address the need for delegated authority and timely escalation.

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A communication plan that specifies weekly status meetings with all stakeholders.

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A detailed RACI chart for every task in the program to clarify responsibilities.

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A requirement that all decisions must be approved by the governance board to ensure consistency.

Question 6

A program manager is planning the benefits register for a multi-year transformation program. The sponsor asks how individual benefits will be tracked so that the program can demonstrate progress to the board between formal benefits reviews. Which component of the benefits register should the program manager emphasize to satisfy this need?

Accepted Answer

Benefits metrics, baseline values, target values, and the timing of expected realization. Benefits must be measurable to be managed, so the benefits register records each benefit with its metric, baseline, target, and expected realization timing. These elements let the program manager compare actual results with planned values at any point in the program, which is exactly what the sponsor needs for interim board reporting. Descriptive or financial attributes support the register but do not provide the measurement basis required to demonstrate benefit progress.

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The total program budget, funding source, and the cost baseline for each delivering project

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A narrative description of each benefit and its strategic alignment to the organization's mission

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Benefit owner, benefit category, and the project or component that will deliver the benefit

Question 7

During a benefits review, a program manager finds that a customer-satisfaction benefit is lagging its target even though all delivering projects reported green on scope, schedule, and cost. Investigation shows the projects delivered their outputs, but the operations group has not yet adopted the new process. What should the program manager do FIRST?

Accepted Answer

Assess the transition plan with the operations manager to identify why adoption of the new process has not occurred. When delivering projects report green but the benefit lags, the gap usually sits between outputs and outcomes, in the transition to operations. The program manager should first investigate the transition plan with the receiving operations manager to uncover adoption barriers. Only after understanding the root cause should corrective actions, re-planning, or escalation be considered. Re-baselining or adding projects before diagnosis would treat symptoms rather than the cause.

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Re-baseline the customer-satisfaction target to reflect what the projects can realistically deliver

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Escalate to the sponsor that the projects failed to deliver the expected business value

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Add a new project to the program to re-implement the process in the operations group

Question 8

A program delivering a new claims processing platform has entered the benefits sustainment phase. The program manager observes that the expected reduction in processing cost per claim was achieved during the pilot but is now drifting back toward the pre-program baseline. Which two actions should the program manager take to address this drift? (Choose two.)

Accepted Answer

Confirm that the receiving operations unit has formally accepted ownership of the benefit and its metric. Sustained benefits require an accountable operational owner and stable conditions in the receiving environment. When performance drifts after transition, the program manager should verify that ownership was formally transferred and investigate what changed operationally to erode the gain. Reopening projects, lowering targets, or closing the program do not address the root cause and would either waste effort or conceal the problem.

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Revise the benefit target downward so the current performance appears acceptable

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Close the program immediately since the benefit is clearly not sustainable

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Re-open the closed component projects to rebuild the delivered capability

Question 9

A program manager is overseeing a multi-year infrastructure program. One of the key benefits is a 20% reduction in maintenance costs, to be achieved through the implementation of a new asset management system. The program is in the benefits delivery phase, and the system has been deployed to 50% of the sites. Early data shows that maintenance costs have decreased by only 5% at those sites, far below the target. The program manager suspects that the benefit measurement methodology may be flawed. Which of the following actions should the program manager take to validate the benefit measurement approach?

Accepted Answer

Conduct a data quality audit and review the benefit measurement plan with the benefit owner.. When benefit realization falls short, the program manager should first validate the measurement approach by auditing data quality and reviewing the benefit measurement plan with the benefit owner. This ensures that the reported performance is accurate and identifies any flaws in metrics or data collection. Only after validation should the program manager consider adjustments to targets or deployment plans.

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Increase the sample size by deploying the system to all sites immediately to get more data.

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Report the 5% reduction as the new expected benefit and adjust stakeholder expectations.

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Re-baseline the benefit target to 5% to align with current performance.

Question 10

A program manager is preparing to transition a program from the Delivery phase into the Program Closure phase. The program has delivered all component outputs, but several benefits are still ramping toward their target measures. Which TWO activities are appropriate for the program manager to perform during this transition? (Choose two.)

Accepted Answer

Obtain formal acceptance of the program's component outputs and confirm that transition criteria defined in the benefits realization plan have been met.. Transitioning from delivery to closure requires verifying that component outputs are accepted and transition criteria are met, then transferring benefit sustainment to the business owner or operations group. These activities ensure the program closes in a controlled manner while preserving the ability to measure and realize benefits after program resources are released.

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Disband the program team immediately so that functional managers can reclaim staff for other organizational priorities.

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Terminate all component project contracts immediately to reduce program costs before the closure report is finalized.

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Reallocate the remaining program contingency reserve to fund new component projects that could generate additional benefits.

Question 11

A program manager is working on a benefits management plan for a new product development program. The program aims to increase market share by 10% within two years through the launch of three new products. During a benefits identification workshop, the team identifies several potential benefits, including increased revenue, enhanced brand reputation, and improved customer satisfaction. The program manager needs to ensure that these benefits are aligned with the organization's strategic objectives. Which of the following should the program manager do to validate this alignment?

Accepted Answer

Map each benefit to the organization's strategic goals and confirm with the program sponsor.. To validate strategic alignment of identified benefits, the program manager should map each benefit to the organization's strategic goals and confirm with the program sponsor. This ensures that the program's benefits contribute to the broader organizational direction. Prioritizing by ease of measurement, assigning ownership, or conducting cost-benefit analysis are subsequent steps that do not replace strategic validation.

Answer

Prioritize benefits based on the ease of measurement and data availability.

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Conduct a cost-benefit analysis for each benefit to determine its financial viability.

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Assign each benefit to a project manager who will be responsible for its realization.

Question 12

A program manager is in the process of transitioning program benefits to the sponsoring organization's operations team. The operations manager expresses concern that the benefits may not be sustained because the operations team lacks the necessary training and documentation. Which action should the program manager take to address this concern?

Accepted Answer

Include training and documentation deliverables in the transition plan and verify their completion before closing the program.. To ensure benefits are sustained after transition, the program manager must include training and documentation as deliverables in the transition plan and verify their completion before program closure. This proactive approach ensures the operations team is prepared and capable. Extending the timeline, transferring benefits prematurely, or relying on post-closure training mandates do not provide the structured knowledge transfer needed for successful benefit sustainment.

Answer

Request that the program sponsor mandate the operations team to attend training sessions after the program closes.

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Transfer the benefits immediately and assign the operations manager as the new owner of all benefit metrics.

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Extend the program timeline to allow the operations team more time to learn on the job.

Question 13

A program manager is leading a program that includes five component projects. During the program benefits delivery phase, the program manager notices that one component project is consistently missing its deliverable deadlines, which is delaying the realization of a key program benefit. The component project manager reports that the delays are due to unresolved technical dependencies with another component. Which action should the program manager take FIRST to address this situation?

Accepted Answer

Review the program's dependency management approach and facilitate a joint session with both component project managers to resolve the technical dependency.. The program manager's primary responsibility during benefits delivery includes managing interdependencies among components. When a delay is caused by unresolved technical dependencies between components, the program manager should facilitate resolution by bringing the component project managers together and reviewing the dependency management approach. This addresses the root cause collaboratively. Escalation, schedule replanning, or passive risk documentation do not directly resolve the cross-component issue and are less effective first steps.

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Update the program risk register to document the delay and continue monitoring the component project's performance.

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Escalate the issue to the program sponsor and request additional funding to hire external experts.

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Direct the component project manager to replan the schedule and absorb the delay within the component's contingency reserves.

Question 14

A program manager is in the process of developing the program management plan. The program has multiple components with interdependencies that are critical to benefits realization. Which of the following should the program manager do FIRST to ensure that the program management plan adequately addresses these interdependencies?

Accepted Answer

Perform a program interdependency analysis to identify and assess relationships among components.. The program manager should first perform a program interdependency analysis to identify and assess the relationships among components. This analysis is foundational for developing a program management plan that effectively integrates component efforts, manages risks, and ensures benefits realization. Other activities like creating WBSs, developing risk registers, or establishing change control boards come later and depend on understanding these interdependencies.

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Develop a program risk register to document potential threats to benefits realization.

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Establish a program change control board to manage changes across components.

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Create a detailed work breakdown structure (WBS) for each component project.

Question 15

A program manager is reviewing the benefits register six months into execution. The register shows that the benefit 'reduce customer onboarding time by 40%' has a baseline of 12 days, a target of 7.2 days, and a measurement date of next quarter. The program manager discovers that a related project changed the onboarding process scope and the new process will realistically achieve only a 15% reduction. What should the program manager do?

Accepted Answer

Update the benefits register to reflect the revised target of 15%, document the rationale and impact, and escalate the change through program governance.. Benefit targets must remain aligned with approved scope and realistic delivery capability. When a scope change reduces what a benefit can achieve, the program manager updates the register with the revised target, documents the rationale, and escalates the impact through governance. This preserves transparency, allows sponsors to accept or mitigate the reduced value, and keeps the business case honest instead of frozen against an obsolete assumption.

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Instruct the project manager to restore the original onboarding process scope so the 40% target can still be achieved.

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Keep the 40% target in the register to maintain the original business case commitment and report the variance at program closure.

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Remove the onboarding time benefit from the register because it can no longer meet the original target and replace it with a new benefit.

Question 16

A program manager is leading a program where a key component project has begun to deviate significantly from its approved schedule and cost baselines due to an unresolved technical issue. The component project manager insists the issue is under control and resists program-level intervention. What should the program manager do?

Accepted Answer

Engage directly with the component project manager to analyze the deviation, assess impacts on program benefits, and agree on a corrective action plan within program governance.. When a component deviates significantly, the program manager must engage directly to understand the issue, assess program-level impacts, and drive a corrective action plan through governance. This balances oversight with support for the component project manager and prevents the deviation from cascading across the program.

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Transfer the technical issue to the program's risk register and wait for the next program review meeting to discuss it.

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Replace the component project manager immediately to restore control over the component's performance.

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Accept the component project manager's assessment and continue monitoring through routine monthly status reports.

Question 17

A program manager is leading a program that has been running for six months. The organization's strategic plan is revised, and the program's business case no longer reflects the new strategic priorities. What should the program manager do FIRST to maintain strategic alignment?

Accepted Answer

Conduct a program impact analysis to assess how the strategic changes affect the program's objectives and components.. When the strategic plan changes, the program manager must first understand the impact on the program. A formal impact analysis examines how the new strategy affects the program's objectives, benefits, and components. This analysis informs subsequent decisions, such as updating the benefits realization plan or adjusting the program roadmap. Without it, actions may be based on assumptions rather than facts, risking misalignment and wasted resources.

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Immediately terminate all projects that are not explicitly mentioned in the new strategic plan.

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Request additional funding to extend the program until the strategic plan is clarified.

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Update the program's benefits realization plan to reflect the new strategic priorities.

Question 18

Which document is created during the Program Formulation phase to establish the program's strategic business value?

Accepted Answer

Program Charter. The Program Charter is the document created during the Program Formulation phase that formally authorizes the program and establishes its strategic business value, linking it to the organization's strategic objectives. It is approved by the sponsoring executive and gives the program manager authority to proceed.

Answer

Program Management Plan

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Program Roadmap

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Benefits Realization Plan

Question 19

What is the main goal of the program closure phase?

Accepted Answer

To ensure program deliverables are transitioned and lessons learned are captured.. The main goal of the program closure phase is to ensure that all program deliverables are transitioned to the appropriate operational entities and that lessons learned are captured for future programs. This phase also includes obtaining final acceptance, releasing resources, and archiving program documents. It confirms that the program has delivered its intended benefits or that remaining activities are transitioned.

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To start a new program.

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To reduce the program team size.

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To stop all communication with stakeholders.

Question 20

A program manager is developing the benefits realization plan for a program that will deliver a new customer relationship management (CRM) system. The program manager needs to ensure that the plan includes appropriate elements for measuring and sustaining benefits. Which TWO elements should the program manager include? (Choose two.)

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

Accepted Answer

A benefits register with defined metrics, baselines, targets, owners, and measurement points for the retention benefit.. The benefits realization plan exists to define how benefits will be measured and achieved. Its most essential element is a benefits register containing metrics, baselines, targets, owners, and measurement points. For the retention program, this means specifying turnover rate, the current baseline, the target improvement, the accountable owner, and the timing of measurements. Schedules, communications, and risk registers support delivery but cannot determine whether the benefit was realized.

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A detailed project schedule showing every training session, compensation change, and career path milestone.

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A risk register listing potential threats to the manager training, compensation, and career pathing components.

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A communication plan describing how program progress will be reported to executives and store managers.