PgMP Practice Test 2 — 25 Questions

Question 1

The program is in the benefits delivery phase. Stakeholders are requesting a change to the program scope that will significantly alter the expected benefits profile. What should the program manager do first?

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

Accepted Answer

Evaluate the change against the program's business case and strategic objectives.. In the benefits delivery phase, any significant scope change must first be evaluated against the program's business case and strategic objectives, because the program exists to deliver those benefits. The program manager's first duty is to assess whether the change still supports the intended benefits profile before routing it through governance. Only after that strategic evaluation should the change proceed to formal change control.

Answer

Submit a change request to the Configuration Control Board.

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Deny the request as it deviates from the approved plan.

Answer

Update the Program Benefit Realization Plan.

Question 2

A program manager finds that the organization's strategic goals have shifted, but the current program components are too advanced to stop. How should the program manager proceed?

Accepted Answer

Perform a trade-off analysis. When strategic goals shift but components are too advanced to stop, the program manager should perform a trade-off analysis to evaluate options such as scope reduction, benefit re-sequencing, or phased transition. This structured analysis balances sunk investment against strategic relevance before recommending a path to governance.

Answer

Seek an exception from the board

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Reduce the scope of all projects equally

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Continue the program as originally planned

Question 3

Which TWO indicators show that stakeholder engagement is successful?

Accepted Answer

Alignment on program goals and outcomes.. Option A (Alignment on program goals and outcomes) is correct because successful stakeholder engagement produces a shared understanding of the program's objectives, benefits, and success criteria, so stakeholders pull in the same direction rather than pursuing conflicting agendas. Option E (High levels of trust between stakeholders and the program team) is correct because trust is a core outcome of effective engagement: open communication, transparency, and follow-through build confidence, which in turn sustains cooperation and reduces resistance. The remaining options are not indicators of success: working overtime (B) signals poor planning or resourcing, an increased number of complaints (C) indicates unresolved concerns or dissatisfaction, and reduced participation in meetings (D) reflects disengagement rather than the active involvement that successful engagement generates.

Answer

The program team working overtime.

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Increased number of complaints.

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Reduced participation in meetings.

Question 4

Which of the following is an effective way to manage stakeholder expectations regarding program delays?

Accepted Answer

Communicate the impact and the mitigation plan early.. Transparency and proactive communication are key to managing stakeholder expectations.

Answer

null

Answer

Wait until the delay is confirmed before informing anyone.

Answer

Hide the delay within a larger status report.

Answer

Blame the component project team for the delay.

Question 5

A program is entering its final benefits-realization phase. The program manager is updating the Stakeholder Engagement Plan to sustain commitment now that delivery work is winding down. Which TWO actions best support sustained stakeholder engagement during this phase? (Choose two.)

Accepted Answer

Transfer ownership of remaining benefits measures to the business owners and agree on how they will report progress after program closure.. Sustained engagement during benefits realization depends on showing stakeholders that their contributions produced measurable results and on giving them a continuing role after delivery ends. Reporting realized benefits against the register with attribution to contributors reinforces commitment, while transferring benefits measures to business owners with agreed reporting keeps accountability alive. Reducing governance, archiving engagement artifacts, or replacing dialogue with a newsletter all weaken the engagement the plan is meant to sustain.

Answer

Replace individual stakeholder meetings with a single annual program newsletter to reduce engagement effort.

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Reduce the frequency of steering committee meetings to reflect the lower volume of delivery activity.

Answer

Archive the stakeholder register and engagement plan once the final deliverable is accepted so the program team can demobilize.

Question 6

What does a 'Program Roadmap' primarily display?

Accepted Answer

Program benefits, key milestones, and project timelines.. The roadmap depicts the sequence and timing of the component projects and their contributions to the delivery of program benefits.

Answer

The program risk registry.

Answer

Individual project task lists.

Answer

The program budget breakdown by month.

Question 7

During program planning, which plan is used to ensure that the program stays within its budget?

Accepted Answer

Financial Management Plan.. The Financial Management Plan is the document that describes how the program will manage its financial resources, including budgeting, funding, and financial reporting. It ensures that the program stays within its budget by defining processes for cost estimation, budgeting, and control. This plan is used during program planning to establish budget baselines and financial controls.

Answer

Project Budget Plan.

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Program Roadmap.

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Governance Plan.

Question 8

You are managing a global program with projects in North America, Europe, and Asia. The governance board has approved a new data privacy policy that requires all projects to comply within 90 days. A project manager in Asia reports that local regulations conflict with the new policy. What should you do?

Accepted Answer

Escalate the conflict to the governance board and recommend a temporary exception for the Asian project while a compliant solution is developed.. Governance board policies must be applied consistently, but local legal conflicts require escalation. The program manager should present the conflict to the board and propose a temporary exception for the affected project. This maintains governance oversight while allowing time to develop a compliant approach. Unilateral actions like forcing compliance or ignoring the policy can lead to legal and governance failures.

Answer

Ask the project manager to implement the policy only for new data, leaving existing data under local regulations.

Answer

Instruct the project manager to ignore the new policy and continue with existing local practices until the governance board reviews the conflict.

Answer

Direct the project manager to comply with the new policy immediately, as governance board decisions are mandatory.

Question 9

You are the program manager for a large infrastructure program. The Program Governance Board (PGB) has approved the program charter and governance plan. A project manager requests to procure a new software tool that will cost $75,000, which is within the program's delegated authority limit of $100,000 per project. However, the tool was not included in the approved program budget baseline. What should you do first?

Accepted Answer

Direct the project manager to submit a change request to the Program Governance Board for approval.. The tool is not in the approved budget baseline, so it requires a formal change request to the Program Governance Board. Even if the cost is within delegated authority, baseline changes must follow governance. The program manager should ensure the change is evaluated for impact on program benefits and objectives before approval. This maintains alignment and transparency.

Answer

Ask the project manager to include the tool in the next phase-gate review for retrospective approval.

Answer

Approve the procurement because it is within the project manager's delegated authority limit.

Answer

Reject the request because it exceeds the program's contingency reserve.

Question 10

During the program roadmap development, a stakeholder suggests a new initiative. What should the program manager evaluate first?

Accepted Answer

The strategic alignment of the initiative. When a new initiative is suggested during roadmap development, the program manager must first evaluate its strategic alignment with the program's benefits and organizational objectives. Strategic alignment is the gatekeeper criterion — if the initiative does not advance the program's intended benefits, budget, resource, and feasibility analyses are premature. Only after confirming alignment should the program manager assess cost, resources, and technical viability.

Answer

The impact on the program budget

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The resource availability

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The technical feasibility

Question 11

You are the program manager for a large infrastructure program. The Program Governance Board has approved a change to the program's scope that will require additional funding. However, the change also impacts a regulatory compliance requirement. The governance board chair asks you to proceed without updating the compliance documentation because it is 'just a minor change.' What should you do first?

Accepted Answer

Escalate the issue to the Program Governance Board for a formal decision, highlighting the compliance impact.. The program manager must ensure that governance decisions comply with regulatory requirements. When a governance board chair directs an action that bypasses compliance, the program manager should escalate to the full board for a formal decision. This maintains the integrity of the governance process and protects the program from legal and compliance risks.

Answer

Ask the compliance department to update the documentation after the change is implemented to save time.

Answer

Document the chair's directive in the program decision log and then proceed with the change.

Answer

Proceed with the change as directed by the governance board chair, since the board has ultimate authority.

Question 12

You are the program manager for a healthcare IT program. The Program Governance Board has asked you to establish a new program management office (PMO) to support governance activities. Which TWO responsibilities should the PMO have to ensure effective program governance? (Choose two.)

Accepted Answer

Consolidating program performance data and providing reports to the governance board.. The PMO supports program governance by maintaining the governance framework and consolidating performance data for the governance board. These responsibilities ensure consistent application of governance processes and provide the board with the information needed to make decisions. The PMO does not approve changes, make strategic decisions, or resolve resource conflicts, as those are reserved for the governance board or program manager.

Answer

Making strategic decisions about which projects to include in the program.

Answer

Approving changes to project scope and budget within predefined thresholds.

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Resolving conflicts between project managers regarding resource allocation.

Question 13

You are the program manager for a regulatory compliance program. A new data privacy regulation will take effect in six months, and it will affect how the program collects and stores customer data. The program governance board has not yet been informed. What should you do FIRST?

Accepted Answer

Escalate the regulatory change to the governance board immediately, providing an impact analysis and recommended actions.. The governance board is responsible for strategic oversight and approving changes that affect program direction. A new regulation with significant impact requires immediate escalation, along with an impact analysis and recommended actions, so the board can make informed decisions. This ensures compliance and aligns the program with organizational risk tolerance. Delaying or bypassing the board undermines governance and could lead to non-compliance.

Answer

Instruct the project managers to incorporate the new requirements into their project plans and report progress at the next program review.

Answer

Wait until the next phase-gate review to present the regulatory change as part of the standard program status update.

Answer

Update the program management plan to reflect the new data privacy requirements and then inform the governance board at the next scheduled meeting.

Question 14

You are the program manager for a program that has just completed its first phase. The Program Governance Board (PGB) is conducting a phase-gate review. Which TWO items should the PGB review to determine whether the program should proceed to the next phase? (Choose two.)

Accepted Answer

The program's benefits realization status against the benefits management plan.. The PGB should review the program's benefits realization status and risk exposure during a phase-gate review. These items provide essential information about the program's viability and alignment with strategic objectives. Benefits realization shows whether the program is delivering value, while risk exposure indicates potential threats to success. Together, they inform the decision to proceed, modify, or terminate the program.

Answer

The program's compliance with the organization's procurement policies for all contracts.

Answer

The detailed task assignments for the next phase's project teams.

Answer

The individual performance ratings of all project managers in the program.

Question 15

A program manager is reviewing the program's benefits register and notices that a key benefit, 'reduced customer onboarding time,' is mapped to the program but lacks a clearly defined metric and baseline. The program is in the benefits delivery phase. What should the program manager do FIRST?

Accepted Answer

Update the benefits register to include a metric and baseline for the benefit.. The benefits register is the central repository for benefit details, including metrics and baselines. When a benefit lacks these, the program manager must first update the register to enable proper measurement. Escalation, project charter changes, or re-identification are not the immediate corrective actions.

Answer

Instruct the project manager to add the metric to the project charter.

Answer

Conduct a new benefits identification workshop with stakeholders.

Answer

Escalate the missing metric to the program sponsor and request a change request.

Question 16

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.)

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.

Answer

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 17

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.

Answer

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

Answer

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

Answer

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

Question 18

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.

Answer

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

Answer

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

Answer

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

Question 19

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.

Answer

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

Answer

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

Answer

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

Question 20

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.

Answer

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.