PgMP Practice Test 24 — 15 Questions

Question 1

Which TWO of the following should be considered when planning program resource management?

Accepted Answer

The competing demands from multiple component projects. Option D is correct because program resource management must balance and prioritize resource allocation across all component projects, since these projects compete for the same limited pool of people, budget, and equipment, and unresolved competing demands cause schedule conflicts and resource overallocation. Option E is correct because the availability of specialized talent across the organization directly determines whether the program can staff its projects; resource management planning must account for scarce skills, their location, and the lead time to acquire or train them. Options A, B, and C are not valid considerations: local weather, office wall color, and the personal preferences of project managers are irrelevant to the systematic identification, allocation, and optimization of program resources.

Answer

The local weather forecast

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The color of the project office walls

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The personal preferences of the project managers

Question 2

A program manager discovers that one of the constituent projects is no longer supporting the program's strategic objectives. What is the most appropriate action?

Accepted Answer

Escalate the issue to the Program Steering Committee. When a constituent project no longer aligns with the program's strategic objectives, the program manager must escalate to the Program Steering Committee, which has the authority to make governance decisions about project continuation, scope changes, or termination. The program manager cannot unilaterally alter project scope or terminate a project, as these decisions affect strategic direction and require executive oversight. Escalation ensures the decision is made at the appropriate governance level with full visibility into program strategy.

Answer

Allow the project to continue while monitoring

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Suspend the entire program

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Direct the project manager to change project scope

Question 3

During program execution, two component projects have conflicting resource dependencies on a shared technical lead. What is the most effective way to resolve this conflict?

Accepted Answer

Facilitate a meeting between project managers to reprioritize deliverables based on the program roadmap.. When two component projects compete for the same technical lead, the program manager's role is to optimize the program as a whole rather than favor one project. Facilitating a meeting between the project managers to reprioritize deliverables against the program roadmap ensures decisions are driven by benefit realization and strategic alignment, not by budget size or escalation. This collaborative approach preserves team relationships and keeps resource allocation tied to program objectives.

Answer

Reassign the technical lead to the program management office.

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Prioritize the project with the highest budget.

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Escalate the issue to the program sponsor for immediate intervention.

Question 4

A program manager is reviewing the benefits realization plan for a program that aims to reduce operational costs by consolidating data centers. The plan includes a benefit of $2 million annual savings starting in year two. During execution, a project delivers the consolidation six months early. What should the program manager do to ensure the benefit is properly transitioned?

Accepted Answer

Update the benefits register to reflect the early realization and adjust the benefits realization plan accordingly.. The program manager should update the benefits register and realization plan to reflect the early delivery and adjust the benefit timeline. This ensures accurate tracking and allows operations to prepare for early transition. Timely updates are essential in benefits management to capture value and maintain alignment with strategic objectives.

Answer

Record the early savings as a project cost saving rather than a program benefit.

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Wait until the originally scheduled benefit realization date to update any documentation, to avoid confusion.

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Instruct the project manager to delay the transition to operations until the planned date.

Question 5

A program manager is developing the program's strategic alignment. The organization's leadership has emphasized the importance of agility in responding to market changes. Which approach best ensures the program remains strategically aligned throughout its lifecycle?

Accepted Answer

Establish a periodic strategic alignment review as part of program governance.. Establishing a periodic strategic alignment review as part of program governance ensures ongoing monitoring and adaptability. This approach allows the program manager to detect and respond to strategic shifts promptly, maintaining alignment throughout the program's lifecycle. It embodies the agility that leadership emphasized and is a recognized best practice in program management.

Answer

Rely on the annual organizational strategic planning cycle to reassess alignment.

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Conduct a one-time strategic alignment assessment at program initiation.

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Delegate strategic alignment monitoring to the project managers of constituent projects.

Question 6

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

Accepted Answer

Project management process compliance. Internal audits within a governance framework focus on verifying that processes, controls, and risk treatments conform to policy and regulatory requirements, so B (Project management process compliance) is correct because audits examine whether projects follow mandated methodologies, stage gates, and documentation standards. C (Financial management practices) is correct because governance audits routinely test budgeting, expenditure authorization, segregation of duties, and financial reporting controls for accuracy and compliance. E (Risk management and mitigation effectiveness) is correct because auditors assess whether risks are identified, assessed, and treated with effective controls, and whether residual risk stays within the organization's risk appetite. A (Breakroom supply inventory) is not a governance audit area since it is an operational housekeeping matter with no bearing on control, compliance, or risk objectives, and D (Team member personality profiles) is not audited because personality traits are personal data unrelated to process compliance, financial integrity, or risk management effectiveness.

Answer

Breakroom supply inventory

Answer

Team member personality profiles

Question 7

A program manager is leading a benefits management effort for a new digital transformation program. During a benefits review meeting, the team identifies that a key benefit—a 15% reduction in customer service call volume—is projected to be realized through a new AI chatbot. However, the chatbot project has been delayed by three months, pushing its go-live date beyond the program's timeline. The program manager needs to update the benefits register to reflect this change. Which of the following should the program manager do FIRST?

Accepted Answer

Document the delay in the benefits register and assess the impact on the benefit realization plan.. When a project delay threatens a benefit, the program manager's first step is to update the benefits register to document the change and assess the impact on the benefit realization plan. This ensures accurate tracking and informs subsequent decisions. Escalation or baseline adjustments should come after this assessment. Removing the benefit is premature without exploring alternatives.

Answer

Remove the benefit from the benefits register since it is no longer achievable within the program timeline.

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Immediately escalate the delay to the program sponsor and request additional funding to accelerate the chatbot project.

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Adjust the benefit's baseline value downward to account for the delay.

Question 8

You are the program manager. Your program is composed of several projects. One project is finishing early. What is the most important thing you should do?

Accepted Answer

Adjust the program roadmap to reflect the updated schedule and resource availability.. When a component project finishes early, the program manager must reassess the program roadmap because early completion changes schedule dependencies, resource availability, and possibly benefit realization timing. Adjusting the roadmap ensures the program remains aligned with its strategic objectives and that freed resources are redeployed effectively. This is a core program integration responsibility.

Answer

Immediately close the program.

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Allow the project manager to start another project.

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Decrease the program budget.

Question 9

Which THREE elements are essential in a Benefit Realization Plan?

Accepted Answer

Defined metrics and KPIs.. A Benefit Realization Plan must specify defined metrics and KPIs (Option A) so that each benefit can be measured quantitatively against agreed baselines and targets, making realization objectively verifiable. It must also name the identified benefit owner (Option B), the accountable individual responsible for tracking, reporting, and driving each benefit to realization after the project delivers. Target realization dates (Option E) are essential because benefits typically accrue after go-live, and the plan must state when each benefit is expected to materialize so progress can be reviewed against a timeline. The detailed project schedule (Option C) belongs to the project management plan, not the Benefit Realization Plan, since it tracks deliverables and activities rather than benefit outcomes. The list of all program vendors (Option D) is procurement/supplier information and is irrelevant to defining, owning, and timing benefit realization.

Answer

The detailed project schedule.

Answer

The list of all program vendors.

Question 10

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

Accepted Answer

Program Governance Plan. The Program Governance Plan is the document that defines how the program will be governed, including the composition, authority levels, decision rights, and escalation paths of the Program Governance Board. It is distinct from the Program Charter, which authorizes the program but does not detail ongoing governance mechanics.

Answer

Program Management Plan

Answer

Project Management Office (PMO) Charter

Answer

Program Charter

Question 11

What is the primary purpose of the Program Management Plan?

Accepted Answer

To define how the program is executed, monitored, and controlled.. The Program Management Plan is the integrated document that defines how the program will be executed, monitored, controlled, and closed, including subsidiary plans for scope, schedule, cost, risk, benefits, and stakeholder engagement. Its primary purpose is to provide the roadmap and controls for managing the program as a whole.

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To detail individual project tasks.

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To list all program stakeholders.

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To act as a budget forecast.

Question 12

A program manager is identifying interdependencies between components. Which tool is most effective for visualizing these complex relationships during program planning?

Accepted Answer

Program Dependency Matrix.. The Program Dependency Matrix is a tool specifically designed to identify, document, and visualize interdependencies between program components, including projects, subprograms, and other work streams. It maps dependencies across components, showing direction, type, and criticality, which is essential for program planning and integration management.

Answer

Risk Register.

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Stakeholder Register.

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Work Breakdown Structure (WBS).

Question 13

A program manager is evaluating whether a proposed program is strategically aligned before seeking approval from the governance board. Which TWO actions should the program manager perform to demonstrate strategic alignment? (Choose two.)

Accepted Answer

Verify that the program's intended benefits directly support one or more organizational strategic objectives.. Strategic alignment is demonstrated by showing that the program's benefits directly support strategic objectives and that its objectives are consistent with the organization's mission, vision, and values. These two actions provide evidence that the program is designed to deliver value that matters to the organization. Other factors like detailed project plans, long-term funding, or manager experience are not indicators of strategic alignment and are not required for program approval.

Answer

Ensure that all constituent projects have detailed schedules and budgets before program approval.

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Ensure that the program manager has previously managed a program in the same business unit.

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Obtain a commitment from the finance department to fund the program for at least five years.

Question 14

A program manager is developing the benefits realization plan for a program designed to improve employee productivity through a new collaboration platform. The program has identified a benefit of reducing time spent in meetings by 20%. The program manager needs to define the benefit metrics and ensure they are SMART (Specific, Measurable, Achievable, Relevant, Time-bound). Which of the following is the BEST example of a SMART benefit metric for this benefit?

Accepted Answer

Reduce meeting time by 20% within 12 months of platform deployment, measured by calendar analytics.. A SMART benefit metric must be specific, measurable, achievable, relevant, and time-bound. The metric that specifies a 20% reduction in meeting time within 12 months, measured by calendar analytics, meets all these criteria. The other options lack specificity, measurability, time-boundness, or relevance to the intended benefit.

Answer

Improve employee productivity by implementing a collaboration platform.

Answer

Deploy the collaboration platform to all departments by Q3 and track user satisfaction.

Answer

Achieve a 20% reduction in meeting time as soon as possible.

Question 15

A program manager is preparing the benefits sustainment approach for a program that will close in two months. The program delivered a new claims processing system expected to reduce processing errors by 30%. The operations vice president will own the benefit after closure. Which TWO actions should the program manager take to maximize the likelihood that the error reduction is sustained? (Choose two.)

Accepted Answer

Establish a benefits sustainment plan that defines ongoing metrics, reporting cadence, and the operations owner's accountability after closure.. Sustaining a benefit after program closure requires both a documented sustainment plan and a formal transition review. The plan defines the ongoing metric, cadence, and owner, while the review confirms readiness and transfers measurement responsibility with explicit acceptance. Together they ensure the error reduction remains monitored and owned by operations, rather than depending on a program team that will no longer exist.

Answer

Keep the program office open indefinitely to continue monitoring the claims processing error rate on behalf of operations.

Answer

Archive the benefits register and close all benefit-related reporting at program closure to avoid duplicating operational reporting.

Answer

Transfer all remaining program budget to the operations vice president so the team can decide independently how to preserve the benefit.