Pgmp test2

1. Finally both the Boeing 787 and the Airbus 380 are operational. Assume you
are the Program Manager now for the Boeing 797. You have reviewed all the
lessons learned from the work done on the 787 as you are determined this time
that the 797 will be in service before the scheduled date. However, the 797 uses
new technology, and you have different subcontractors than those of the 787.
Your executive managers recently returned from the Paris Air Show and already
have some orders, and you and your team are just identifying the various
projects that will comprise this important program. You have been asked since
you are the program manager to provide your sponsor and your Governance
Board with regular updates on the status of the program's benefits, and you
need to be able to measure the benefits that have accrued during each
reporting period. You decided to track the benefits in a:
a.
Benefits register
b.
Benefits realization report
c.
Benefits control system
d.
Benefits monitoring system
2. You are working to establish program management in your organization. You
recognize since you are working in the Portfolio Management Office that there
are many benefits to be attained if projects that are somehow related can be
part of a program structure so through the program, more benefits can be
attained than if they were managed separately. You recognize the importance of
aligning program goals and benefits with long-term organizational goals.
Therefore, you realize as the company embraces program management, you
will need to hire people as program managers, or appoint people from within the
organization, who have skills in:
a.
Leadership
b.
Organizational awareness
c.
Political awareness
d.
Strategic visioning

3. Your organization has a defined career path in project and program
management and you are now a program manager. Since you have your PMP®,
when PMI announced the PgMP® certification, you asked if you could move into
a program management position so you could gain the hours needed to qualify
for this credential. This is your first program management job. Your program
management plan now has been approved. Your emphasis now should be on:
a.
Holding a kickoff meeting with your team
b.
Delivering intended benefits
c.
Chartering projects and appointing project managers
d.
Determining needed knowledge, skills, and competencies for
potential team members
4. You are working for pharmaceutical company, GenBioform, as program
manager for the development of a breakthrough drug to inhibit the growth of
cancer tumors and eliminate the need for chemotherapy or radiation treatments.
Your CEO is determined that your company will be the first to get approval from
the Food and Drug Administration (FDA) for this new drug. You have performed
an in-depth analysis of stakeholders in your company and have identified the
following key external stakeholders: consumer groups, oncologists, the FDA,
and cancer patients. Your next step is to:
a.
Finalize the results of your stakeholder identification and
analysis by preparing a transition plan
b.
Note stakeholder considerations in your program charter
c.
Rank the stakeholders by importance and assign key team
members to work with the top two
d.
Ask your Marketing Department to perform an analysis of the
competition
5. You are a newly hired program manager in your company and plan to use a
number of contractors and serve as the system integrator on your program.
Your Procurement Department suggested that the qualified vendor list be used

to simplify the procurement process and pointed out one vendor that had
performed well on a similar program in the past. The problem is that this
vendor's company is owned by your cousin. You should:
a.
Use the vendor since the Procurement Director suggested the
company based on past performance
b.
Disclose this relationship to the Procurement Director and to
your sponsor immediately
c.
Suggest that since this vendor's firm is owned by your cousin
that it is more appropriate to have a competitive process with a
RFP
d.
Use a competitive process with a RFP and do not include past
performance work with your company as an evaluation criterion
6. You are working for pharmaceutical company, GenBioform, as program
manager for the development of a breakthrough drug to inhibit the growth of
cancer tumors and eliminate the need for chemotherapy or radiation treatments.
Your CEO is determined that your company will be the first to get approval from
the Food and Drug Administration (FDA) for this new drug. So far on your
program, with its six projects, you have had a number of change requests,
which is not surprising given the complexity of the program. At the program
level, analysis of change requests involves identifying, documenting, and
estimating the work the change would entail. As program manager, you also
need to:
a.
Determine which components are affected
b.
Meet with the program Governance Board for approval,
rejection, or deferral of the request
c.
Convene a meeting of the configuration control board
d.
Maintain a change log for status
7. The emphasis at your logistics company has always been to 'do projects
right'. Therefore, your management established a Project Management Office,
with the responsibility to develop a methodology that project managers would
follow that was consistent across the organization. This has proven to be
effective. Now the organization is doing the same for program management.
Since it has been successful in 'doing projects right' and is 'doing programs

right', the organization now has implemented portfolio management to ensure it
is 'doing the right programs and projects'. The relationship between portfolio
management to program management thus is:
a.
One comparable to a child-parent
b.
Influenced by requirements
c.
Focused on achieving planned outcomes
d.
One that emphasizes management of issues and risks with an
escalation process
8. You are managing a systems integration program for your company, Globus
Enterprises, which is under contract to the government of Moldova. This
program includes a hardware systems project and an information systems
project; other projects are expected to be added as the program progresses.
Because this program will include numerous projects, you have decided to:
a.
Have each project use a distinct life cycle as defined by the
program management office (PMO)
b.
Define a common life-cycle model for the various projects
c.
Deploy the program organization
d.
Prepare the project management plans
9. You have been appointed program manager for the closing phase of the
systems integration program for Globus Enterprises, under contact to the
government of Moldova. As the closing program manager, you must ensure that
all administrative activities are complete. One best practice is to review the:
a.
Program work breakdown structure (PWBS)
b.
Business case
c.
Program management plan

d.
Benefits management plan
10. You are pleased to finally move into a program management position in
your city, and as the program manager for the new wastewater treatment
initiative, you have now completed your program management plan. You have
selected project managers and also a core team and have defined criteria to
help you evaluate the various candidates. You are fortunate that you have
worked with two of the people before on specific projects, but the others are
new to you, and the team has not worked together previously as a team. As a
program manager, you must be an effective leader. A key area of focus is:
a.
Ensuring task delivery
b.
Adding value to decision making
c.
Setting directives and procedures
d.
Establishing program direction
11. You are managing a program that comprises new systems application
development and maintenance activities. These applications are critical to your
company, CDE, as they involve access to proprietary data. The systems must
be available to your clients on a 24/7/365 basis. Much of the work on your
program will be outsourced as you have an aggressive schedule to meet;
fortunately CDE has a qualified vendor list to simplify the acquisition process.
This program has high visibility in CDE. You and your core team realize the high
level of interest and have worked hard to identify the key stakeholders and
determine their position toward your program. You have prepared your
stakeholder engagement plan, and it has been approved by your sponsor and
Governance Board. Now, the next step for you and your team is to:
a.
Provide guidelines for project-level stakeholder engagement
b.
Prepare a stakeholder inventory
c.
Ensure the stakeholder management plan supports CDE's
strategic plan

d.
Communicate to all stakeholders a need for change to the new
systems applications
12. On your new 797 program, you have a larger number of stakeholders than
did your counterpart program manager on the 787. You are working actively to
identify early all the key stakeholders and prepare and follow a stakeholder
engagement plan. To date, you find the stakeholder's major interests are in the
program's benefits. However, the program is progressing as planned. In your
plans, you have decided to conduct an overall review of the program's benefits
with the Governance Board during the:
a.
Execution phase
b.
Delivery of Program Benefits phase
c.
Program Closing phase
d.
Program Setup phase
13. As the manager of your company's natural gas distribution program, you
are pleased to have this program as it is ranked number one in the company's
portfolio. So far, you have five separate projects, and the program is scheduled
to last four years. In order to gauge program quality, a powerful metric is:
a.
End user satisfaction
b.
Benefit sustainment
c.
Effectiveness of adherence to the program's quality policy
d.
Cross-program inter-project quality relationships
14. Now that you have moved into this program management role in your
manufacturing company, you realize your work really involves active
involvement with stakeholders at a variety of levels. It is also compounded

because on your program you have external stakeholders involved and need to
spend time communicating with this group. Additionally, your Governance Board
is extremely interested in your program and wants to meet more regularly than
solely at phase-gate review sessions. They have requested these other
meetings in order to:
a.
Ensure expected benefits are in line with the original business
plan
b.
Focus on alignment of the program and your projects in it with
the organization's strategic plan
c.
Determine if the level of risk still remains acceptable to your
organization
d.
Focus on ongoing performance and progress
15. As a program manager in an aerospace organization, you are managing the
next fighter plane. It is considered to be one that is high risk. It is going to
require new technology, different types of scientific experts, a different
manufacturing line, and new suppliers and subcontractors. Some members of
the executive team, although they did approve the business case, are skeptical
and believe that if the program does move ahead, and if it does not prove to be
financially beneficial, it can jeopardize the reputation of the company in such a
detrimental way that the company may not remain dominant in its field. This is
why it is important in the early stages to:
a.
Prepare a program charter
b.
Prepare a high-level scope statement
c.
Develop a roadmap
d.
Define standard measurement criteria
16. As you work to propose a program to your Portfolio Review Board to
develop a new colon cancer detecting approach that does not involve any pre-
preparation work or after effects to patients, you want to also to identify high-
level financial and non-financial benefits for this program. You also want to
make sure the benefits are congruent with the funding goals for the program as

the financial organization will not be a passive stakeholder. One business case
driver for financial management that often is overlooked is:
a.
Mission statements
b.
Reducing risks
c.
Increasing efficiency
d.
Streamlining administration
17. As the program manager for the landfill program for your county, you have
assembled your program team. It consists of civil engineers, regulatory
specialists, project managers, and environmental engineers. This program is
considered to be a very large one that will take a number of years to complete to
deliver the societal benefits as planned. You plan to add some key subject
matter experts as required. You also will have contractors on your team. With
the various contractors, you are considering:
a.
Using your PMO
b.
Adding a specialist in contract management to the core team
c.
Using blanket purchase agreements
d.
Using fixed-price contracts with incentives for early completion
spend time communicating with this group. Additionally, your Governance Board
is extremely interested in your program and wants to meet more regularly than
solely at phase-gate review sessions. While you have two projects in your
program, the Manufacturing Director at your company, CCC, has requested that
you add another project to your program. Criteria for initiating a project is
contained in the:

a.
b.
Program business case
c.
Program charter
d.
Governance plan
19. As the program manager working to upgrade and integrate the back office
components of your organization's systems, you have five projects in your
program. You realize all programs, and projects, have risks associated with
them, and some of the high-level risks are in your program charter. As you
prepare a risk management plan, it is essential to define:
a.
Risk profiles
b.
Market conditions
c.
Risk management consolidation
d.
How the risk may affect program success
20. You are a program manager and are responsible for a major project to
integrate the back office components of your organization's systems. You have
five projects in your program. Quality is important to your company. A quality
control measurement you plan to use is:
a.
Number of defects
b.
Number of workarounds
c.
Customer satisfaction surveys
d.
Cost of quality

21. You are the program manager to restructure your department within your
government agency. The head of the agency informed your sponsor that she
wants to change the scope of the program so you will be working to restructure
the entire agency instead of just one department. The Agency Administrator felt
this change would be beneficial as the Agency also has to undergo some
funding cuts in the next three fiscal years. This represents a major change to
your program. You decided before moving forward that your best course of
action was to:
a.
Inform your team and involve them in planning the next steps
b.
Meet with your program sponsor
c.
Convene a meeting of your Governance Board
d.
Meet with the Director of the Enterprise Program Management
Office as obviously you now need additional resources for your
program
22. As the program manager for the systems integration program for Globus
Enterprises, which is under contract to the government of Moldova, you have a
number of projects in your program. First, your program includes a hardware
systems project. Second, you have an information systems project. Now, you
recently added a software engineering project, and you plan to add a verification
and validation project in the fourth quarter. Other projects also are on your
roadmap. Your overall program success is measured in terms of:
a.
Benefits delivery
b.
Earned value
c.
Each project's adherence to its schedule
d.
Products delivered according to specification
23. The roadmap is an important document used in program management. One
key purpose of it is to:

a.
Use it as part of the program's business case
b.
Evaluate through it your program's alignment to the strategic
plan
c.
Summarize the supporting infrastructure
d.
Show internal details of components
24. You met with the organizational leaders for your colon cancer detection
program that does not involve any pre-preparation work or after effects to
patients, and its business case was approved. You then were asked to take
over sponsorship for a program for a long-time customer, which would be
awarded to your company under contract, to develop drugs for use by people
before undergoing a colon cancer detection program. Your company has never
developed these types of drugs before, but your customer is convinced it will not
be an issue. You do not wish to disappoint this customer. In this situation:
a.
You should proceed with the colon cancer detection program as
its business case has been approved
b.
Tell your customer you cannot take on this opportunity now
because you are committed to another program
c.
Meet with your organizational leaders
d.
Diversify the portfolio and sponsor both programs
25. At the last strategic planning meeting, the CEO set forth a three-year plan
with a major goal to be the leading provider of portfolio, program, and project
management training in your country; it still will offer general managerial and
business analyst training. You are the program manager for this new initiative,
and your program management plan has been approved. Resources are limited.
To provide guidance to component managers, you decide to:
a.
Prepare a program resource plan
b.
Set up a resource pool that is managed at the program level for
the components

c.
Prepare a staffing management plan
d.
Set up a process so component managers can escalate any
resource issues to you for prioritization
funding cuts in the next three fiscal years. You now have acquired additional
resources for this major change and have re-structured your program. You
realize, however, that with this change, you should have:
a.
Followed appropriate procedures and guidelines
b.
An appropriate governance structure in place
c.
Updated all your plans
d.
Communicated with every stakeholder
27. You are managing a landfill program for your county. Your program team
consists of civil engineers, regulatory specialists, project managers, and
environmental engineers. You also have a number of internal and external
stakeholders. Your client, the county executive, has informed you that your
program must be completed no later than September 15, 2015, to comply with a
regulatory mandate. You have prepared the program's master schedule, and the
program dates for each component have been identified, which are:
a.
Constraints
b.
Assumptions
c.
Dependencies
d.
Schedule risks

28. When you were a project manager, you found the risk register to be an
extremely useful tool. Now that you are a program manager, you ask your
project managers to use a risk register, and you assign a member of your core
program team to identify, analyze, and track program-level risks. You also need
to:
a.
Conduct risk audits
b.
Review residual risks
c.
Track schedule risks
d.
Track scope risks
29. You have been appointed program manager for the closing phase of
Program CCC. As closing program manager, you must ensure that all
administrative activities are complete. Sixty-two contracts were awarded during
the life of this program. You contact the Contracts Department and a contracts
specialist assists you. You need to:
a.
Review the contracts management plan
b.
Make sure the contractors completed performance reports as
stated in their contracts
c.
Ensure payments were made
d.
Review contract closure procedures
30. Assume you are managing the reward loyalty operational activity for your
airline. Members have been complaining about the difficulty of actually using an
award, especially your elite members who tend to fly on your airline at least one
million miles per year. You feel you will lose elite members to other airlines
unless the program changes dramatically, and you believe it needs to offer more
possible rewards in conjunction with free stays at leading hotels of the world and
also free car rentals. You have received authority from your Portfolio Review

Board to establish a new program to emphasize improvements in how rewards
are to be handled. You now are in the Initiating process. The key output of it is:
a.
Identification of the program manager
b.
The program charter
c.
The benefits analysis plan
d.
Feasibility studies
31. Assume you are the program manager to redesign the reward loyalty
operational activity for your airline. Members have been complaining about the
difficulty of actually using an award, especially your elite members who tend to
fly on your airline at least one million miles per year. You feel you will lose elite
members to other airlines unless the program changes dramatically, and you
believe it needs to offer more possible rewards in conjunction with free stays at
leading hotels of the world and also free car rentals. Therefore, you want to plan
for success from the beginning of the program. This need means that the
program manager requires which one of the following skills?
a.
Facilitation
b.
Political
c.
Emotional intelligence
d.
Conflict resolution
32. Assume that you have completed your program to re-design your
organization's approach to how it works with other companies. Now that the
process is in place and has been followed, it is time to close this program. You
must transition the benefits of your program. This is demonstrated:
a.
According to strategic alignment
b.
Through value delivery

c.
By implementing required change efforts
d.
By providing operational support as requested
33. You are responsible for business development in your division, which is a
subsidiary of a large defense contractor. Recently, you attended a conference
and learned that many of your competitors are focusing on continuous
improvement in the area of sales strategies and techniques and are conducting
maturity assessments. When you returned to your office, you prepared a
business case and recommended that such a program be initiated. One of the
criteria you used was:
a.
Representatives from each business unit in the organization
would participate in the program
b.
The program duration would be short because a maturity
assessment typically can be conducted in three months
c.
It would be necessary to set up some specific projects as a
result of the improvement plan from the maturity assessment,
but these projects would be unique to each business unit
d.
The benefits that would accrue from the program would be
independent of specific deliverables of the various associated
projects
34. Your company has established a program to manage the development of
new pet food products, and you have been appointed manager of this program.
One of your five projects has completed its deliverables successfully, and a
transition request has been processed. As the program manager, you should:
a.
Reallocate the resources to the other four projects
b.
Update the resource plan
c.
Update the program roadmap
d.
Send the transition request to the program sponsor for approval

35. You are the program manager for a program that is using multiple suppliers.
Even though you have signed partnering agreements with each supplier, you
know performance problems will surface, especially with this program because
more than 75 percent of the work is being done by third-party suppliers. Also,
your company has not worked with five of these suppliers in the past, and two
are start-up companies. You have identified the various stakeholders on this
program and classified them. As part of stakeholder analysis and planning you
should document:
a.
The organizational culture and readiness for change
b.
Affected individuals and organizations
c.
Perceptions of program outcomes
d.
Attitudes about the program and its sponsors
36. Because of extreme droughts in Haddad, Jordan, water restrictions have
been imposed. Your company is awarded a contract to eliminate the need for
these restrictions. The program includes a project to formulate and implement
policies and procedures that ensures continuity of operations and performance
of associated equipment. Another project will oversee improvements and
modifications to existing treatment methods and facilities. A third project will
design modifications to increase productivity and effectiveness. As program
manager, you will manage, contract, and provide oversight for capital
improvement projects. You will need various types of resources and a variety of
office supplies. To assist in managing contracts, you should:
a.
Conduct inspections and audits
b.
Use performance/earned value reports
c.
Follow your procurement management plan
d.
Use written deviations

are start-up companies. Many in your organization are interested in this program
and especially how the integration efforts will be accomplished given the large
number of suppliers involved. It is important in this situation to ensure:
a.
A contact change control system is in place
b.
A contract administrator is a member of your core team
c.
There is compliance with legal policies
d.
Key stakeholders have active involvement in the program at all
times
38. As a program manager in the Department of the Interior, you are working
on ways to ensure continued availability of water resources. You have a number
of projects in your program, but you are particularly interested in the effect of
earthquakes on water resources. You have appointed a manager for this
project, and he has assembled an outstanding team that does impressive work.
You have already determined your program's budget requirements for the next
fiscal year; your Governance Board concurs with your financial analysis and
includes your requirements in the budget submitted to the Office of the
Secretary. However, the Office makes 30 percent cuts across the board, thus
forcing you to eliminate the earthquake analysis project. Your next step is to:
a.
Disband your team
b.
Assign the project manager to another project so that he does
not lose his job
c.
Update your program plans as required
d.
Make another attempt to secure funding for this project
39. Your program in the Department of Interior to ensure continued availability
of water resources to the citizens of your country has a number of projects, now

seven are under way, and unless there are no other budget cuts, you expect at
least three more to be added. In most programs, there is a core infrastructure
which is the:
a.
Governance Board
b.
Program management team
c.
Program management office (PMO)
d.
Program office
40. As the manager of a major program in your company, you have access to
various supporting resources. Your organization uses a balanced matrix
organizational structure, and supporting resources come from a variety of
functional departments. One member of your program team regularly prepares
resource deviation reports. These reports are:
a.
Part of Resource Interdependency Management
b.
Described in the resource plan
c.
Helpful to determine if the program's benefits will be met
d.
Used as part of Risk Monitoring and Control
41. You have been appointed program manager to develop digital yo-yos. You
are excited by this challenge, and when you learned of this possible opportunity,
you decided to attain your PgMP® and also take a course on managing
programs for best practices. This is your first time as a program manager, and
this program is ranked number three in your organization. You are preparing a
high-level program plan, which has a number of key purposes one of which is
to:
a.
Demonstrate the value the program is to deliver
b.
Justify the required resources

c.
Serve as a reference to measure program success
d.
Establish the relationship between program activities and
expected benefits
42. As the program manager on the digital yo-yo program, you realize for
success on this program, you need an outstanding team, and you have been
negotiating for the best and the brightest people to manage the seven identified
projects that will comprise the program and will be in your Program
Management Office. It has been a difficult process working with the company's
department managers to obtain needed resources. You know for success you
also need:
a.
A determination of contractor resources for your use
b.
Agreement among the team as to the program values
c.
Standard measurement criteria
d.
Risks identified by stakeholders
43. You are a program manager in a global software company that uses virtual
teams. Work is passed 24/7 from team members on one continent to those on
another continent. Since this is a complex program with a significant amount of
associated uncertainty, changes in program direction may be needed.
Recognizing this can occur on your program, you should:
a.
Use adaptive change
b.
Provide consistent messages about changes to stakeholders
c.
Set up an approach to facilitate timely decision making about
needed changes
d.
Follow your communications management plan

44. As the program manager for a new wastewater treatment initiative in your
city, you must deliver both tangible and intangible benefits. You must also
identify the interdependencies of the benefits delivered in various projects in
your program. This means that you must map benefits to program outcomes. In
terms of the benefits management life cycle, this is done during:
a.
Benefits identification
b.
Benefits setup
c.
Benefits analysis and planning
d.
Benefits delivery
45. You and your core team realize the high level of interest in your program
and have worked hard to identify the key stakeholders and determine their
position toward your program. You decided to use mapping to help develop a
stakeholder matrix to put stakeholders into certain categories. One of the
advantages of the mapping approach is that it:
a.
Can be done easily through brainstorming sessions
b.
Shows the stakeholder's attitude toward the program
c.
If done correctly, can promote stakeholder engagement
d.
Visually shows the stakeholders' current and desired support
and influence
46. Before preparing your stakeholder engagement plan, you decided to
conduct stakeholder analysis and planning. Your first step is to:
a.
Brainstorm the possible stakeholders to get a complete list of
them
b.
Evaluate the degree of support or opposition each stakeholder
has regarding the program
c.
Gain an understanding of expectations of program benefit
delivery

d.
Perform a detailed review of the Statement of Work and other
key documents already completed
47. Your company is noted for its maturity and excellence in program
management. It has received awards for program and project delivery. People
seem dedicated to the success of the company and in its management of
programs and their projects, which is due to:
a.
Awareness of the influence of environmental enterprise factors
b.
Use of a common program approach
c.
A portal for sharing information
d.
An up-to-date program management information system
48. You are the program manager for a global Fortune 100 software company.
The company has determined that it must pursue Cloud Computing, and it
wants to use agile methods as it enters this market to speed the time to
complete the Cloud Computing program and to develop a marketing campaign
for it. You also know you will need to do extensive testing before the program is
complete. One tool you should develop to help execute the program is a:
a.
Work authorization system
b.
Issue and risk escalation process
c.
Roadmap
d.
Decision log
49. You are the program manager for a global Fortune 100 software company.
It has determined that it must pursue Cloud Computing, and it wants to use agile
methods as it enters this market to speed the time to complete the Cloud
Computing program and to develop a marketing campaign for it. You are

responsible for ongoing management of program benefits. You must ensure that
the program transition activities provide for continued management of benefits
through the framework of:
a.
Ongoing operations
b.
Transfer of the benefits to the customer
c.
Program closure
d.
Consolidation of the benefits
50. You are the legacy system conversion program manager in your company.
You need to upgrade the company's business development/sales tracking
system, which was developed in C++. You now have projects in your program to
also upgrade the accounting/financial management system, interface them to
the program management information system, and add a knowledge
management system. You have a complex program. With these additional
projects, you and your core team realize you need to prepare your stakeholder
engagement plan. In developing this plan, you should:
a.
Analyze the stakeholder register
b.
Determine how receptive the stakeholder is to communications
from the program
c.
Prioritize stakeholders in a matrix according to their ability to
influence the program outcomes, either positively or negatively
d.
Determine the degree of support or opposition the stakeholder
has for the program's objectives
are start-up companies. Today, one of the suppliers responsible for Project D
informed you that it did not have sufficient financial capacity and resources to
continue on the program and was going to declare Chapter 11 and file then for
bankruptcy. Obviously, this change involves other projects on your program and

the entire program's ability to deliver its benefits on time. You have decided that
the best course of action is to first:
a.
Call an immediate meeting with your program team
b.
Contact the Procurement Department to obtain their services in
obtaining another qualified supplier
c.
Contact the suppliers with whom you have had positive working
relationships in the past to see if they can take on this
company's work
d.
Follow the issue escalation process
52. As the manager for a water-gasification program that will provide potable
sparkling mineral water from public water fountains in Garvey, England, you
have leased some of the needed equipment. Unfortunately, you have found that
on two of your projects, some of these leased resources did not meet
specifications. The project managers on Projects A and D advised you of their
concerns because they were concerned that overall program progress might be
affected. You need to identify a course of action to best achieve program
benefits, which means you need to:
a.
Perform an issues analysis
b.
Assess stakeholder risk tolerance
c.
Conduct a risk audit
d.
Manage program level issues
53. Assume you are managing the next generation SMART car so it runs
entirely on ethanol rather than gasoline now that your country has ethanol
stations in all major cities and on interstate highway systems. Your executives
believe this type of SMART car will increase in popularity. Since there are a
number of benefits associated with this new line of SMART cars, you decided to
use a benefit register to track the benefits accrued by each of the projects in
your program so your organization can realize them and then through its dealers
be able to sustain them. As the program manager, you develop this benefits
register during:

a.
Benefits identification
b.
Benefits analysis and planning
c.
Benefits transition
d.
Benefits delivery
54. You have successfully finished your new line of SMART cars, and they
have been well received. In all, you have four different models, all using ethanol
and all with advanced safety measures. They also are environmentally efficient.
Now that the cars are being purchased, to derive the optimal value from the
work you and your team accomplished, as the program manager, you should:
a.
Conduct team satisfaction surveys
b.
Plan the transition from program management to operations
c.
Ask an independent party to contact end users to ensure the
effectiveness of customer relationship management
d.
Provide support to end users throughout the product life cycle
55. As the key member of your company's Program Selection Committee, you
are responsible for deciding which programs to undertake. Your Committee
meets on a quarterly basis and then selects new programs and projects as
appropriate and also then rebalances the company's portfolio accordingly. As
you consider the proposed business case for a new program and assess the
suggestions of the other committee members, a key factor is:
a.
Constituent component identification and definition
b.
Total available resources
c.
Overall stakeholder interest
d.
The project's feasibility study

number of suppliers involved. Given the extensive work being done by
suppliers, you expect you will have more internal audits than usual on your
program. Their specific timing should be:
a.
In your program's roadmap
b.
Set forth in an audit plan
c.
Set forth in your program plan
d.
In your program schedule
business unit. The head of the company informed your sponsor that she wants
to change the scope of the program so you will be working to restructure the
entire company instead of just one department. You prepared a stakeholder
register as part of your planning efforts for the restructured program and then
worked to:
a.
Assess the stakeholders' ability to influence strategic goals
b.
Determine metrics to evaluate stakeholder participation in the
program
c.
Prioritize a list of stakeholders
d.
Outline how stakeholders will be engaged in the program

58. You are managing a program in your company, and you are following the
phases articulated in the Project Management Institute's The Standard for
Program Management. Assume you have prepared your benefit realization plan,
and It was approved. Now, you must concentrate on:
a.
Linking component activities to planned outcomes
b.
Delivering benefits
c.
Mapping the benefits to the program components
d.
Establishing a program architecture
number of suppliers involved. Recently, your organization made a major change
in its financial management policies and now is requiring a 10% retainage as
part of each supplier's contract. This means that:
a.
You require a person specializing in contracts and procurement
management to be a member of your core team
b.
Suppliers are now a major stakeholder
c.
You need to actively work to rewrite each contract and then
submit it to your Contracts Department
d.
A supplier engagement plan should be prepared
60. Assume that you are the program manager for a product to be delivered to
an external customer, and you are now planning your program. This new
product is to be completed in two years. So far, you have three projects in your
program and plan to add several more as the program continues. You believe
you have an excellent team with the key competencies to assist you in the

program. You also are glad to have a Governance Board. Conflicts, though, are
program challenges, which means you should:
a.
Actively listen
b.
Use a variety of approaches to lead the team
c.
Assume program ownership and take responsibility
d.
Leverage political dynamics to promote program goals
61. You are managing a program to produce the next generation of hurricane-,
tornado-, and typhoon-resistant glass. Technical specialists in your company will
support each of the projects in this program. Four projects are in process.
Project A is fully staffed; Project B has about 75 percent of the staff members it
needs; and Projects C and D are about to begin, but these two projects will
require the services of several key specialists now working on Projects A and B.
You tell Project Manager A that he must release two staff members to support
Project C and three to support Project D. He uses resource leveling to analyze
this change and tells you that the end date for Project A will need to be
extended, as he will be understaffed. The program Governance Board and the
executive sponsor agree to extend the schedule for Project A. The five
specialists are released to the other projects. Your next step is to:
a.
Commend Project Manager A for his willingness to release
these resources
b.
Meet with the five people involved and tell them they must move
to the new projects
c.
Update the program-level documentation and records
d.
Continue to prioritize resources as needed
62. You are managing a program to produce the next generation of hurricane-,
tornado-, and typhoon-resistant glass. Four projects are in process. Project A is
fully staffed; Project B has about 75 percent of the staff members it needs; and
Projects C and D are about to begin. Your program team identifies several
issues that force you to modify program requirements. Some changes are
minor, but one issue requires a program scope change. Your next step is to:

a.
Involve the program's Governance Board in its resolution
b.
Prepare a change request
c.
Update the program management plan
d.
Update the scope statement
You need to upgrade the company's business development/sales tracking
system, which was developed in C++. You now have projects in your program to
also upgrade the accounting/financial management system, interface them to
the program management information system, and add a knowledge
management system. You have a complex program, and it now has increased
risks with the variety of systems involved and the stakeholders who are used to
these legacy systems and do not see the need to change. You also have three
sponsors on this program. You should therefore update a number of the plans
you have prepared with the first one to:
a.
Update your quality management plan
b.
Update your schedule management plan
c.
Update your financial management plan
d.
Update your risk management plan
64. You are the developing your communications plan for your legacy system
conversion program manager in your company. Compared to projects, this
program is far more complex. It has a greater degree of uncertainty, and it will
take longer to complete. Plus multiple vendors will be used. As you develop this
plan another concern is:
a.
You lack needed resources now for some of the new projects
b.
New stakeholders will become known and addressed

c.
You will be spending more time communicating with more
groups
d.
You realize you will require strong leadership skills to deal with
the complexity of this program
65. Assume you have just been named program manager to develop and
manufacture a new drug designed to have fewer side effects than the existing
ones on the marketplace to strengthen bones and help to minimize bone
cancer. A number of benefits therefore will be associated with this program. You
want to establish a program architecture in order to:
a.
Provide a process to determine the extent each benefit is
achieved before the program closes
b.
Describe how each benefit will be measured
c.
Establish a performance baseline for the program
d.
Map how the components will deliver outcomes to achieve the
program's benefits
66. Your company is a leader in the pharmaceutical industry. It has received
approval from the Food and Drug Administration (FDA) for a new drug that will
cure all glaucoma conditions. You are managing a process to upgrade the
manufacturing process, and your CEO has given you an aggressive schedule,
especially so the glaucoma drug can reach its numerous possible patients. You
have five projects in this program, and you are getting ready for your second
gate review on it. Although it is cumbersome assembling all the required
materials for these reviews, you know they are useful as they ensure:
a.
Expected benefits are in line with the benefits realization plan
b.
Lessons learned are collected in order to prevent any future
problems and improve overall processes
c.
Alternatives can be uncovered when problems are identified
d.
Processes and procedures are being used as designed

the entire agency instead of just one department. The entire agency basically is
a stakeholder as everyone is concerned about the impact of the reorganization
and the funding cuts that have been proposed. As the program manager, you
need to:
a.
Use expert judgment
b.
Bridge the gap between the current state and the to-be state
c.
Demonstrate how the reorganization supports strategic goals
d.
Hold meetings with affected groups to listen to their concerns
and obtain their buy in to the program
68. As a program manager for Destruct, AB, a leading defense contractor, you
must determine which components should be part of your program. Your
program involves the development of the next generation parachute. It is to be
completely safe, easy to deploy, and available in one year at a reasonable price.
Your executives want it to be completed at the time of the next Paris Air Show.
When you do this, you are working in the:
a.
Benefits planning
b.
Pre-program preparations
c.
Program initiation
d.
Component identification
69. It is easy to focus primarily on the benefits programs will deliver to the
organization and the deliverables the projects in each program will produce.
Many organizations though do not have a clear understanding of all of the
programs and projects that are under way, and many people do not want to
disclose some 'pet' program they are working on as they believe they are
breakthrough initiatives for the company. However, assume you are in an

organization that lacks such a list of all the work in progress, and your company
needs such a list as the executives have mandated that a portfolio management
process be followed. The executives plan to meet monthly to review the existing
portfolio and determine whether or not new programs and projects should be
added and others deferred or terminated. The overall objective is to ensure the:
a.
Programs and projects in the portfolio are focused on alignment
to strategic objectives
b.
The portfolio's strategy is one in which it focuses on preventing
poor return on investments in the programs and projects that
are pursued
c.
Program and project inputs are emphasized along with direct
program deliverables and metrics
d.
The emphasis continues on the triple constraint as programs
and projects to pursue are considered
70. Assume you are working toward your doctoral degree in program
management part-time as you work in your City government office that oversees
all existing regulations and standards. You have suggested based on your
studies that many of the existing projects to overhaul and review these
regulations and standards might be better handled as a program since through
a program the benefits from proposed projects can be coordinated more
effectively especially if the benefits are interdependent. Intended
interdependencies of benefits are stated in the:
a.
b.
Benefits management plan
c.
Benefits realization plan
d.
Project management plan
71. Assume your suggestion to your City government to combine projects into
programs in the regulations and standards area has been well received. After a
meeting of the City's Commissioners, they appointed you as the program
manager to oversee this work. You have decided as one of your first tasks to
prepare a benefits register and will base it on the expected benefits as defined
in the:

a.
Program charter
b.
Program business case
c.
d.
Organization's strategic plan
72. You are the program manager for a new product development program for
Company AAA. This product will serve to make sure that consumers will be able
to wash all types of clothing through use of your product, and therefore, they no
longer will need to spend money at dry cleaning establishments. To complete
your program successfully, you have identified five projects. You also will
require some specialized resources that are always in demand in your
organization; therefore, you meet with members of your core team and subject
matter experts to:
a.
Assign roles and responsibilities
b.
Determine reporting relationships
c.
Prepare a staffing management plan
d.
Prepare a program resource plan
73. You are the program manager for a new product development program for
Company AAA. This product will serve to make sure that consumers will be able
to wash all types of clothing through use of your product, and therefore, they no
longer will need to spend money at dry cleaning establishments. To complete
your program successfully, you have identified five projects. You want to assess
the likelihood of achieving these planned outcomes so you decide to:
a.
Use trend analysis
b.
Prepare a forecast

c.
Conduct a benefit audit
d.
Conduct a risk review
74. Your organization is embarking on an international program to update all
processes now used in portfolio, program, and project management to ensure
they are useful and are not responsible for bureaucratic overhead. In this
situation, it is useful to:
a.
Appoint the program manager from outside of headquarters
given its global nature
b.
Ensure each location is represented on the Governance Board
c.
State that the vision for the program is standardized processes
in the three areas to promote common understanding
d.
Recognize the need to address cultural, socioeconomic, and
political differences
75. As the program manager in your company responsible for establishing a
culture of portfolio management, you were fortunate to be assigned early so you
could participate in the development of the program's charter. Your program
management plan and the other key subsidiary plans have been approved. As
you are working to provide oversight on the program and its four components,
you realize a new component is needed to integrate the efforts of the existing
components. This is needed because:
a.
There are resource prioritization issues that are causing existing
components to miss scheduled milestones
b.
You are using earned value and now are at 15% into your
program and forecasts show your schedule and budget targets
will not be met
c.
You must continually escalate issues and risks to the
Governance Board for resolution
d.
The components are producing deliverables as planned, but
their benefits are not being realized successfully

76. Working with a small core team, you completed your program management
plan and the other key subsidiary plans and also prepared a master schedule.
As your company follows the PMI® Program Management Standard for
guidance, you know lessons learned are useful but should be organized
effectively in order that they:
a.
Assist in preparing the final program report and in overall
program transition
b.
Serve as a useful reference for other program and project
managers
c.
Provide data for use in quickly responding to stakeholder
requests for additional program information
d.
Serve as a reference for the program manager for program
information and documentation accessibility
more than 75 percent of the work is being done by third-party suppliers. You
also have a large number of internal stakeholders who are actively involved or
interested in your program. To help your stakeholders have a common
understanding of the high-level expectations for the program, you should
provide stakeholders with information contained in the:
a.
Stakeholder engagement strategy
b.
Business case
c.
Benefits transition plan
d.
78. You are sponsoring a new program to be implemented at the beginning of
the corporation's fiscal year. This program is to design the next generation
refrigerator that also can serve as a dishwasher and a stove with an oven so
there is only one large appliance in one's home. It will use state-of-the-art
technology but will be offered at an affordable price. The new appliance is to be
designed to be attractive and also not to require much space. As the validity of
the business case was assessed to also help develop the charter, you prepared:

a.
An analysis of the expected benefits from the program
b.
A feasibility study
c.
An analysis of competing efforts under way in the corporation
d.
A SWOT analysis
79. You are the contract program manager to restructure a department in a
funding cuts in the next three fiscal years. Since most everyone is involved to
some extent, there is extreme resistance to change, and many key stakeholders
have been going directly to the Administrator and not to you since your firm has
never worked with this agency before as to why their department should not be
part of the reorganization. You and your team are striving to gain the support of
all stakeholders, both positive and negative. You decide to:
a.
Actively use your stakeholder register
b.
Use a questionnaire to get everyone in the agency involved in
the process
c.
Conduct interviews with the heads of each of the departments
and support offices
d.
Re-evaluate your stakeholder engagement plan
cure all glaucoma conditions. You are managing a program to upgrade the
manufacturing process, and your CEO has given you an aggressive schedule,
especially so the glaucoma drug can reach its numerous possible patients. You
have five projects in this program, and you are getting ready for your second
gate review on it. Your Governance Board is one that is extremely proactive,
and it also holds a number of periodic health checks on your program in
between these gate reviews. This is because:

a.
They want further involvement than just a possible four
meetings during the life cycle
b.
They want to determine if the level of risk associated with this
program remains acceptable especially given the lengthy
regulatory process
c.
They want to assess performance against the strategic direction
of the organization
d.
They want to assess performance against expected benefits
and sustainment
81. Your stakeholder engagement plan now is complete. As you prepared this
plan, you recognized that some stakeholders' interests needed special
consideration. However, with this plan you now have:
a.
An in-depth understanding of the organization's environment
b.
A detailed strategy for effective stakeholder engagement
c.
A method to communicate program benefits to affected
stakeholders
d.
A way to balance the impact of negative or resistant
stakeholders with those who view the program positively
82. You are the program manager to set up one integrated system in your
company that provides a single point of entry that is easy to use rather than the
numerous legacy systems that now exist. You have people who are actively
interested and strong supporters of this program, and others are resistors as no
one really likes change. You have prepared a stakeholder register. This register:
a.
Shows information distribution methods
b.
May require access restrictions
c.
Becomes the basic document used to prepare the
communications plan
d.
Sets forth a stakeholder engagement strategy

83. You are responsible for a major systems integration program that involves
converting customer relationship management software, supplier management
software, human resources software, and telecom systems from legacy systems
to an integrated platform. Your program management plan has been approved.
Because of poor performance on two of the projects and by associated vendors,
you needed to implement a number of preventive actions and workarounds. You
have had to implement a number of change requests. A best practice to follow is
to:
a.
Ensure they are ones you can approve or reject
b.
Consult the Governance Board for assistance because the
performance of these projects may be such they should be
terminated
c.
Establish an integrated change control process
d.
Set up Change Control Boards for each project and at the
program level
84. You are responsible for a major systems integration program that involves
converting customer relationship management software, supplier management
software, human resources software, and telecom systems from legacy systems
to an integrated platform. You prepared a program risk response plan. Because
of poor performance on two of the projects and by associated vendors, you
needed to implement a number of preventive actions and workarounds.
However, this program is long and complex, and changes are inevitable. You
have described the scope, limitations, expectations, and business impact of the
program along with a description of each project and its resources, but now you
need to:
a.
Set up a scope change control system
b.
Update the scope statement
c.
Focus on preparing and following a change management plan
d.
Establish metrics to track adherence to the scope management
plan

85. You are the program manager for a new accounting system that will affect
more than 500 accounting professionals in 10 locations. You have a core team
of five people, and your preliminary schedule shows that in month 13, the
transition of your system to the users will begin. This aggressive schedule
recently was made even more difficult as every program in your company will
have a five percent budget cut; this means it will be even harder for you to get
the key subject matter experts you need when you need them. You have a
Governance Board for your program. It is important before you submit a
recommendation to formally close the program to the Board that you:
a.
Ensure the members of the operations group are actively
involved in the program from the start
b.
Provide extensive job aids to the people who will be responsible
for running the program once it is completed
c.
Document your final lessons learned after you submit a
performance report
d.
Ensure conditions for closure are satisfied
86. You have numerous stakeholders, both internal and external as your
program involves members of the public. You also are using five different
vendors. Different stakeholders have different areas of interest at different times
and may be positive toward the program or negative. You have decided you
should:
a.
Use a stakeholder impact and issue tracking and prioritization
tool
b.
Work with a mentor to update your own negotiation and
influencing skills as you work with negative stakeholders on this
program
c.
Conduct another stakeholder analysis to make sure you have a
greater understanding of the culture of the organization
d.
Set up specific channels of communications
87. You have been appointed as manager for a new program in your
organization. This program will receive $250,000 as an initial investment;
$175,000 at the beginning of year 2; $150,000 at the beginning of year 3; and
$125,000 at the beginning of year 4. The program will start with a core team of
seven senior managers; three project managers will be added during year 2,

and two more project managers during year 3. While you work on this program,
it is essential to ensure you can:
a.
Identify and evaluate integration opportunities and needs
b.
Set up a PMO for overall support, especially in administrative
requirements
c.
Focus in your planning first on a bottom-up approach and then
integrate it with a top-down approach
d.
First address the program's vision and justification
88. Wanting to make sure that existing lessons learned from every project and
program undertaken in your organization are actually captured and used, you
have received approval from your Portfolio Selection Committee to establish a
program in knowledge management for your services company. The purpose is
not only to record these lessons learned in an easily accessible fashion but to
also make sure they are used by future program and project managers. You
have identified four projects so far that will be part of this program. You
recognize for this program to have visibility among the executives of your
company that the mission, vision, and strategic fit of the program must be
aligned with the organization's objectives. This is done as part of the:
a.
Pre-Program Preparations
b.
Program Initiation
c.
Program Strategy Alignment
d.
Benefits Identification
of five people, and your preliminary schedule shows that in month 13, the
transition of your system to the users will begin. You have a Governance Board
for your program. Possible members of your Governance Board were first
identified:
a.
As a section in the governance plan

b.
At the time the business case was developed
c.
As part of the program management plan
d.
At the end of the program formulation
90. Rarely have hurricanes reached the northern states of the United States
until the past two years. People were not equipped to deal with them. You are
the program manager to help ensure people are prepared. Your company won a
government contract and developed a business case for the program that was
approved quickly. You have a Governance Board set up, but in the last three
meetings, the Chief Information Officer or a substitute from IT did not attend.
You have defined metrics to monitor performance of stakeholders in your
program in the:
a.
Communications plan
b.
Stakeholder engagement strategy
c.
Stakeholder engagement plan
d.
Stakeholder register
91. As you plan your program, so far you have identified three projects, and you
are to complete it in six months. It is especially important to identify the
program's resource requirements and prepare a resource plan. A useful tool and
technique to use is:
a.
Capacity planning
b.
Resource assignment matrix
c.
Resource breakdown structure
d.
Program management information system

92. Working on an internal program to restructure your company so it is more
customer facing is a major challenge. No one ever likes reorganizations, and
many people fear they will lose their jobs as a result of your program. However,
it has relied on its existing customer base for its 20 year life, and a new focus is
part of the company's strategic plan to attract new customers and enter new
markets. As you plan your program, so far you have identified three projects,
and you are to complete the reorganization in six months. You are determined
to control expenditures to stay within your budget. Therefore. you are focusing
on the need to:
a.
Identify opportunities to return funds back to the company
b.
Completing the program ahead of schedule
c.
Avoid use of contingency and management reserves
d.
Monitor costs reallocation impact and results between
components
cure all glaucoma conditions. Although demand for the product is high, your
company has many other drugs to manufacture. You are managing a process to
upgrade the manufacturing process, and your CEO has given you an
aggressive schedule. Many people who have responsibility for other drugs in
your company are concerned that once your manufacturing upgrade program is
complete, the production of the glaucoma drug will be given preferential
treatment, and their products will not be produced in sufficient quantities. You
and your team realize you have a large number of stakeholders, and many of
them are negative toward your program. This means you need to foster use of:
a.
Leadership skills
b.
Management skills
c.
Strategic visioning skills
d.
Political skills

94. On your program, you and your team realize you have a large number of
stakeholders. Of course you require a number of interpersonal skills, but the
most important one is:
a.
Leadership skills
b.
Communications skills
c.
Strategic visioning skills
d.
Political skills
95. Working on your glaucoma program, you have received approval from the
Food and Drug Administration (FDA) for a new drug that will cure all glaucoma
conditions. Although demand for the product is high, your company has many
other drugs to manufacture. You are managing a process to upgrade the
manufacturing process, and your CEO has given you an aggressive schedule
Many people who have responsibility for other drugs in your company are
concerned that once your manufacturing upgrade program is complete, the
production of the glaucoma drug will be given preferential treatment, and their
products will not be produced in sufficient quantities. You and your team realize
you have a large number of stakeholders; many seem to be negative toward
your program. Given this situation, your best course of action should be to:
a.
Focus on customer expectations
b.
Proceed according to your program management plan
c.
Establish buy-in from stakeholders to ensure program success
d.
Escalate this issue to your Governance Board to seek
assistance in dealing with these stakeholders
96. You have three projects that comprise your program. Your aggressive
schedule recently was made even more difficult as every program in your
company will have a five percent budget cut; this means it will be even harder
for you to get the key subject matter experts (SME) you need when you need
them. You have a Governance Board for your program. Today, you had your

regularly scheduled status meeting with Project Manager A. He told you he
needed a key SME earlier than anticipated because of a new technological risk
that had occurred. You were able to negotiate for this SME by meeting later with
Project Manager C and getting the SME reassigned for two months to Project A.
This was handled appropriately by Project Manager A as he:
a.
Immediately reported the problem to you
b.
Followed the issue escalation process
c.
Realized that the SME was on Project Manager C's team and
notified you accordingly
d.
Asked Human Resources where he might locate a SME before
contacting you
97. You were appointed program manager early in your program's life cycle,
and you are leading the development of the benefits realization plan. You are
working in benefits analysis and planning, which is important in that you are:
a.
Establishing the program's performance baseline
b.
Establishing processes to measure progress against the
benefits plan
c.
Creating tracking and communications processes
d.
Defining the program's critical success factors
98. You are meeting with your company's Program Selection Committee.
Because your company has limited resources, you are selecting one of two
programs to undertake. The return on investment (ROI) and payback periods for
the programs are basically identical, so the major factor in making your decision
is:
a.
The balance between cost and benefit
b.
The ability to realize benefits before the program is complete
c.
Whether the business benefits are easily quantifiable

d.
Extrinsic versus intrinsic benefits
99. As you work as the program manager to establish Centers of Excellence in
your global company on every continent except Antarctica, you have a large
number of stakeholders who are interested in your program. You also have 12
different projects and know others will be added as the program continues. Your
team, therefore, is a large virtual one, and you hold conference calls regularly,
rotating the times in which they are held so no one is always inconvenienced.
You also do a lot of traveling to the various sites. You realize you as well as
your project managers must be excellent in:
a.
Communicating
b.
Understanding cultural differences
c.
Distributing consistent messages
d.
Actively engaging stakeholders
Your Governance Board recognizes the importance of improving other projects
in this upgrade so there is an integrated system for all applications in your
company. You now have projects in your program to also upgrade the
accounting/financial management system, interface them to the program
management information system, and add a knowledge management system.
You have a proactive Governance Board, which can assist in:
a.
Managing quality across the life cycle
b.
Ensuring you have the most competent people assigned to your
program
c.
Enabling you to use a benchmarking forum with other
organizations that have done similar programs
d.
Providing you with direct access to the senior executives in your
company as needed.

101. Assume that your organization specializes in programs to handle
conferences for government agencies. Each conference tends to attract about
800 to 1,000 people throughout the country in different locations. Each
conference is a separate program as it involves different agencies, subject
matter, themes, and speakers. Your company handles all the logistical
requirements and basically is transparent to the agencies for which it works.
Most of your programs, therefore, are initiated as a result of:
a.
Alignment with the company's mission statement
b.
The business case
c.
A decision to bid on a contract
d.
The desire to remain competitive in the field
102. In each of these conferences, the program sponsor has important
responsibilities as this person has primary responsibility for securing finances
and ensuring the program delivers its intended benefits. The sponsor is
identified:
a.
When the business case for the program is presented
b.
Before program initiation
c.
In program initiation
d.
In the pre-program preparations process
103. Assume that your organization specializes in programs to handle
conferences for government agencies. You are the program manager for an
upcoming conference on portfolio management for government agency
representatives. This conference is expected to attract about 200 people as
each agency will send at least five people to it, many of whom will be political
appointees. You realize as you plan this program, with your five identified
projects in it thus far, that changes are inevitable. In your program planning, you
want to include an approach to communicate scope changes. This should be
included as part of your:

a.
Integrated Change Control Plan
b.
Scope Management Plan
c.
Communications Management Plan
d.
Scope Control Plan
104. Program governance covers systems and methods by which each
program and its strategy are defined, authorized, and monitored. It conducts
periodic reviews of the program in delivering its benefits enabling the
organization to assess the viability of the program and the organization's
strategic plan and the level of support needed to achieve program goals. The
structure for your Governance Board and its meeting schedules are part of the:
a.
Overall governance framework
b.
Gate review requirements established by the Enterprise
Program Management Office
c.
Governance plan
d.
105. Assume you are working for a dry foods company. For the past five years,
every one of your projects in this company has met its goals in terms of being
on schedule, within budget, and meeting its specifications. However, your
company finds that even though its projects are meeting its goals, overall the
company is not meeting its strategic goals and objectives. You were asked to
meet with the executive team to discuss your opinions as to what is occurring in
the company as you are an experienced and successful project manager. You
pointed out that you felt the basic problem was:
a.
The projects should be managed as a program
b.
The projects were defined in too narrow a fashion

c.
The organization's strategic goals would change, but the project
managers were not aware of the changes
d.
The organization requires a Program Management Office
106. You are managing a complex training program in your company. It has a
number of component projects plus some ongoing work especially in logistical
areas. Your team consists of instructional system design specialists who
support the program on a full-time basis. For each training project, you need the
services of subject-matter experts (SMEs) to complement the instructional
designers. Assume that you met today with the manager of Functional Unit C in
your company, and she agreed to release two chemists to support Project D in
your program. You now need to:
a.
Meet with Project Manager D and inform him that you have
acquired the needed SMEs
b.
Transition the SMEs to the program position
c.
Determine how this assignment can benefit the SMEs in their
career path
d.
Update the program resource plan
107. You have a complex program. Thus far, you have passed gate 3 and are
executing your program. Because the executing phase in the life cycle will last
over a year, your Governance Board is holding periodic performance reviews
with you and your team on a bi-monthly basis. The Governance Board has
assumed responsibility for compliance with organizational reporting and control
functions. An example is:
a.
Benefit transition
b.
Strategic and operational assumptions
c.
Quality criteria and standards
d.
Code of conduct compliance

108. In managing a program, you terminated three contracts that supported
your projects. One of the contractors went bankrupt, and the other two were
unable to deliver as promised. You now are preparing your final report as your
program is ready for closure. In it these problems show:
a.
The need to conduct contractor performance reviews
b.
The importance of following documented contract closure
procedures
c.
A major area of improvement
d.
Why contractual terms and conditions need to be revised
109. Assume that you just finished a meeting with your Program's Governance
Board. It was not a stage gate review but was a more informal health check as
several of the key stakeholders were concerned that a key milestone had been
missed, and an incremental benefit from the program now would be delayed.
They also were concerned that missing this milestone may lead to missing
future milestones. Unfortunately, you are not using earned value on your
program, but when you prepared your benefits realization plan, you did include
a number of metrics that you and your core team have been tracking. To ensure
continual realization of the intended benefits and to reassure your stakeholders
and the Governance Board members that the program is not in trouble, you and
your team have used which of the following techniques before taking corrective
action:
a.
Delphi technique
b.
Decision trees
c.
Brainstorming
d.
Causal analysis
of five people and your preliminary schedule shows that in month 13, the

transition of your system to the users will begin. This aggressive schedule
recently was made even more difficult as every program in your company will
have a five percent budget cut; this means it will be even harder for you to get
the key subject matter experts you need when you need them. You have set up
a stakeholder register and are using it to:
a.
Provide an inventory of how each type of stakeholder will be
impacted the program
b.
Provide a way to make sure the key stakeholders remain
engaged in the program
c.
Show how best to manage the impacts of the program on
stakeholders
d.
Report and distribute program deliverables and formal and
informal communications
111. You and your team have prepared your stakeholder register for your
organizational change program. In preparing it, you and your team found which
of the following techniques to be the most useful:
a.
Nominal group technique
b.
Organizational analysis
c.
Interviews
d.
Open-ended questions
112. Programs need to be funded to the degree noted in the approved program
plan for success in realizing their benefits. Funding should be provided
consistently with program needs and organizational priorities, which may be
defined in the organization's portfolio management process. This responsibility
is one that is handled by the:
a.
Portfolio manager
b.
Program sponsor
c.
Governance Board

d.
Finance Department
113. You are the program manager to restructure your entire government
agency. Since no one likes change, you are holding meetings every two weeks
that are recorded and made available to everyone in the Agency as to your
progress. You are requesting comments from people throughout the Agency
after each meeting. You feel these meetings can better help you understand the
urgency and probability of stakeholder-related risks so basically you are:
a.
Updating your stakeholder register
b.
Updating your communications log
c.
Striving to focus on risks as opportunities
d.
Conducting a program impact analysis
114. Working in portfolio management and helping program sponsors prepare
the business case for new programs in your chemical company, you want to
make sure each program supports at least one of the objectives in your
company's five year strategic plan. You encourage one program sponsor to
meet with the strategic planners to make sure there is alignment and also to
make sure the strategic planners do not expect any major changes in the next
three years, the proposed length of the sponsor's program. One best practice is
to prepare a high-level roadmap and continue to use it during the program.
However, a disadvantage of the roadmap is:
a.
People believe it is the program's schedule
b.
It is difficult to keep its information current and relevant
c.
It typically is not possible to balance the timing of program
demands with resource availability
d.
It is hard to use it to provide senior and program managers with
a view of the programs in the portfolio over time

115. Working as the program manager for Guenther, Germany's water-
alleviation program, you have an outstanding core team of five subject matter
experts and a Program Management Office to support you. So far, you have
three projects in your program. As you create your program work breakdown
structure (PWBS), decomposition is useful to identify program deliverables and
related work. The decomposition process is complete when:
a.
Each phase of the program life cycle has been detailed
b.
The program manager has the desired level of control
c.
The work packages of the various projects in the program have
been identified
d.
Verifiable products, services, or results from each project have
been determined
116. Continuing to work on your water-alleviation program in Guenther,
Germany, you and your team now have prepared your program's work
breakdown structure. This turned out to be a far more difficult process than you
imagined because in the past, you had templates you could use to assist you in
preparing the PWBS. However, you and your team completed it. The next step
is to:
a.
Organize the work
b.
Prepare the program schedule
c.
Develop cost estimates
d.
Prepare a scope management plan
117. You are pleased to be the program manager for Guenther, Germany's
water alleviation program. So far, you have three projects in your program. Six
months after your plan was approved, Guenther issued some new regulations,
and you requested approval and received it to add a new project to address
regulatory compliance. However, this project is consuming extensive time, and it
affects other initiatives under way in the organization. Your best approach is to:
a.
Request additional resources and reprioritize some that now
support the other projects

b.
Suggest to the Governance Board that this project be moved
from your program to be a distinct program
c.
Conduct a quality assurance audit to determine the extent of
compliance with the new regulations
d.
Reprioritize resources to the regulatory project and acquire the
services of a qualified vendor to support the other projects
118. As the program manager for Guenther, Germany's water alleviation
program, you have many challenges. So far, you have three projects in your
program. One challenge of course is the aggressive schedule you must meet
and the high priority of this program in your company's portfolio. You also have
a number of technical SMEs on your program, who seem to want to really work
on technical topics in a functional environment. Also, as program manager you
must work with stakeholders at all levels as well as with your team and your
Governance Board. Your flexibility in managing this program is limited by:
a.
Communication channels
b.
Constraints
c.
Assumptions
d.
Benefits analysis
119. For Guenther, Germany's water-alleviation program, you have many
challenges. Fortunately, you have assembled your core team and have a PMO.
You also have met individually with your key stakeholders. You regularly
communicate with your program sponsor. So far, you have three projects in your
program. Your core team uses earned value at the program package level. Your
cost performance index (CPI) is at 0.67, although the schedule performance
index (SPI) is at 0.88. Your team recognizes the cost overrun and the fact that
you are only 15 percent into the program. The team revises the Estimate at
Completion, and you present the revision to your Governance Board. The
Estimate at Completion is:
a.
A forecast
b.
A trend

c.
Atypical
d.
An inappropriate technique at this time
120. You have been managing Guenther, Germany's water alleviation program
for three years. Fortunately, you have had an outstanding core team and have a
PMO. Your project managers have diligently completed their projects, and their
deliverables have been accepted by the City. Now, the program is officially
complete, as all deliverables have been accepted by the City. Your next step is
to:
a.
Prepare your closure report
b.
Archive your program records
c.
Meet with the sponsor for a closure review
d.
Obtain a signed final acceptance from the customer
121. You are the director of your telecommunications company's enterprise
project management office (PMO). Your company has more than 200 projects
under way, and you are considering managing some of them as a program. It
took about six months to even determine how many projects were in process as
many people felt if they described every project they worked on, their "pet"
project that they felt would really benefit the company might be canceled.
Obtaining the trust of the project professionals was a major challenge, but you
believe you have an inventory now of all the project work. As you move into
program management, which of the following is best suited to manage as a
program?
a.
Conducting a training class in program management
b.
Providing product support to a recently introduced cellular
phone
c.
Developing the next-generation cellular phone and related
products
d.
Preparing a marketing campaign to introduce the next phone
when it is developed

122. Leading organizations in diverse fields have noted the importance of
governance for effective programs and to ensure programs are completed
successfully as defined by their business case. To begin to establish
governance processes, the first step is to:
a.
Prepare a governance plan
b.
Follow processes established by the Enterprise PMO
c.
Define governance goals for each program
d.
Have a sponsor organization
123. You are managing a program to develop a new source of energy to use in
the tropics when solar power is not available. Working with your core program
team and your Governance Board, you identify a number of component
projects. However, several other key projects are under way in your company,
and resources will be difficult to acquire for a new program. In determining
whether you will use internal or external resources, you should consider:
a.
When the resources will be needed
b.
Your ability to negotiate with functional managers for the
needed staff
c.
Previous work by the staff as a successful team
d.
The need to advertise for the open positions
124. You are managing a program to develop a new source of energy to use in
the tropics when solar power is not available. Working with your core program
team and your Governance Board, you identify a number of component
projects. You also have identified some non-project activities. Analysis of
program costs must be performed, although some overlook the need to consider
the non-program/non-project cost activities. You are, however, analyzing them

on your program as you believe doing so is a best practice for program and
project managers. Accordingly, they:
a.
Should be tracked outside the program's budget
b.
Ensure costs are within expected parameters
c.
Are part of earned value
d.
Are an expense to be consumed by the program
125. Assume you have sponsored a program to develop a new stent for
coronary patients that is based on new laser technology and that will only take
30 minutes from the time the patient actually enters the hospital. Then, the
patient will be able to be discharged and resume normal activities as if nothing
happened. The patient will not experience any side effects from this new
approach. You have obtained approval from your Executive Committee to
develop this program in more detail so you are now in the initiating process.
Once the charter is approved:
a.
The program's financial framework is prepared
b.
A draft communications management plan is prepared
c.
The program is linked to the ongoing work and strategic
priorities
d.
A high-level plan for components is prepared
126. Assume your company has a new program to develop a new stent for
coronary patients that is based on new laser technology and that will only take
30 minutes from the time the patient actually enters the hospital. Then, the
patient will be able to be discharged and resume normal activities as if nothing
happened. The patient will not experience any side effects from this new
approach. As a project manager, when you prepared your schedule, you
focused on identifying activities on your critical path and managing them
aggressively. Now you are the program manager. Your focus now is on:
a.
Estimating program activity duration

b.
Using a critical chain to incorporate buffers and manage drum
resources that affect your component projects
c.
Identifying interdependences among the constituent projects
d.
Performing "what if" analyses to ensure that the key
stakeholders' expectations for program deliverables are met
127. Recently, a member of your core team on your program for the next
generation air traffic control system in your country obtained his Risk
Management Professional credential from the Project Management Institute.
While you and your core team spent time early in the program preparing a risk
management plan, which was approved by your Governance Board, and you
have been maintaining a program risk register, this core team member felt you
and the other team members needed to perform another in depth session
identifying risks given that the program had slightly changed direction during the
past year and had added one more project than planned. Also, the Administrator
of your government agency resigned to take a position in industry, and the new
Administrator is more risk adverse, especially where new technology is involved.
You have a choice of different technologies to employ. As you considered each
one in terms of possible risks, you and your team used which of the following
techniques to best make a recommendation to the Administrator and the core
team in terms of overall program benefits:
a.
Sensitivity analysis
b.
Modeling through Monte Carlo simulation
c.
Decision-tree analysis
d.
Risk urgency analysis
128. In developing your benefit realization plan for this air traffic control
upgrade system, you and your core team set it up in order that you would have
specific metrics in place to help monitor the actual realization of the benefits
throughout the program. The plan includes both tangible and intangible benefits
of this major program. While the tangible benefits are easy to monitor, you now
are finding the intangible benefits to be a challenge. One approach that has
been useful to you so far is to use:

a.
Business value measurement
b.
Total cost of ownership
c.
Cost of quality
d.
Trend analysis
129. In your role as program manager for your country's food safety department
to ensure the safety of imported food in your country, you are facing a number
of challenges. It seems as if more imported food is arriving rather than
producing the food domestically. Many of the food products are totally new to
your country. You lack the needed number of inspectors who have expertise in
some of the exotic food that now is being imported, and you are implementing a
Hazard Analysis Critical Control Program approach as part of this important
program. You realized you needed a Governance Board to assist in ensuring
your program continued to meet the Department's strategic objectives. Your
sponsor agreed and assisted you in preparing a governance plan and also
obtained commitments from senior level executives in the Department to be
Board members. As you worked on your plan, you realized a key activity that
occurs within governance is:
a.
Resource prioritization
b.
Issue management
c.
Risk response planning
d.
Transition planning
130. You are a member of your company's Program Selection Committee,
which is deciding which program to pursue in consideration of the company's
limited resources. Your company prides itself on time to market as an attribute
that distinguishes it from its competitors in the automobile parts field. Each
program has prepared a business case addressing its strategy, organization,
process, metrics and tools, and culture. Proposed Program A will eliminate
features if necessary in a trade-off situation; Proposed Program B will delay its

schedule if necessary; Proposed Program C has a flexible structure to ensure
innovative features at a minimum cost; and Proposed Program D will focus on
technical, cost, and schedule in its metrics. Which program should be selected?
a.
Program A
b.
Program B
c.
Program C
d.
Program D
131. No one likes to prepare cost estimates since almost every estimate turns
out not to be accurate even if you have outstanding historical information to help
you in this process and organizational templates. However you have prepared
your estimate and financial management plan. Your next step is to:
a.
Publish this cost estimate
b.
Prepare the budget baseline
c.
Determine program financial metrics
d.
Have component managers prepare component cost estimates
132. You realize since your company recently merged with a competitor, and
there is a revised strategic plan that for your program to continue to be in
alignment, you need to add a new project. To do so, you require approval from
your Governance Board, and the Board 's approval generally requires:
a.
Highlighting any possible risks
b.
Ensuring compliance with existing program processes and
procedures
c.
Ensuring communication of critical component-related
information to stakeholders
d.
Confirming the business case for the new project

133. You are managing a program to build your country's new embassy,
consulate, residences, and other facilities in the Republic of Sarsmania. It will be
the largest construction project on the Isthmus of Rak, requiring more than 50
subcontractors working on 20 projects. To have ownership of subcontractor
selection, the selection process criteria must be defined:
a.
At the program level
b.
At the project level
c.
By professionals in the construction business working with the
program manager
d.
By local Sarsmanian officials working with the program team
134. Managing a program to improve the services of your city government to
elderly people, you have six projects in progress. Your program is to be
completed in two years. Project Manager B met with you today and requested a
change to the scope of her project. She noted that this scope change also
affected Projects A and E, which is why she is escalating it to you. The next step
should be to:
a.
Convene a meeting of all six project managers to discuss the
ramifications of this change
b.
Analyze the change request
c.
Ask a member of your core team to analyze the change request
and determine its impact in terms of overall program benefits
d.
Meet with your Governance Board to inform them of this change
and receive their authorization to implement it
135. Rarely have hurricanes reached northern states in the United States until
the past two years. You are a contractor to the government to manage a
program to help people prepare should a hurricane occur. As you are the
program manager, you want to keep all of your stakeholders apprised of your
process on this program and want to obtain information from them to better
understand their concerns relative to your program so you used:

a.
Interviews
b.
Focus groups
c.
Questionnaires
d.
Organizational analysis
136. On your program you and your team prepared a detailed stakeholder
register. You also used a variety of methods to better understand stakeholder
concerns about your program. However as the program manager, a best
practice to follow is to:
a.
Establish a balance between people who have negative views
about the program and those who are advocates
b.
Work diligently with stakeholders that have been identified as
program resistors to better understand their issues
c.
Prepare a stakeholder inventory to help classify stakeholder
groups who are affected positively and negatively
d.
Prepare a stakeholder management strategy
137. You are a member of your insurance company's Program Selection
Committee, which is considering a number of possible programs to pursue.
Each one has identified benefits that will support your company's overall
strategic plan. Program A is estimated to cost $100,000 to implement and will
have annual net cash inflows of $25,000; Program B is estimated to cost
$250,000 to implement, with annual net cash inflows of $75,000; Program C is
estimated to cost $300,000 to implement, with annual net cash inflows of
$80,000; and Program D is estimated to cost $500,000 to implement, with
annual net cash inflows of $225,000. You should recommend that your
company select:
a.
Program A
b.
Program B

c.
Program C
d.
Program D
138. You are managing a program, BBB, for your manufacturing firm. You have
five projects in your program (three were under way before the program officially
began). While some contracts will be ones at the program level, some have
been awarded already at the project level on the existing projects. The best
approach to follow for these existing contracts is to:
a.
Conduct regular supplier performance reviews
b.
Have one provider that supports several projects
c.
Have service level agreements
d.
Have the project managers report procurement results to the
program manager
139. You have just received approval from your Executive Team to begin to
develop the next generation of stealth shield aircraft. You prepared a business
case, which the Executive Team accepted, and it showed you could achieve a
payback on your investment in this new program within three years. You
received approval to begin to initiate this program. Now, you are preparing
estimates of cost and:
a.
Schedule
b.
Scope
c.
Risk
d.
Benefits

140. You have been the program manager for an aerospace company on its
stealth shield aircraft program now for five years and officially closed the
program. However, your product support team monitors the product from a
reliability and availability-for-use perspective and compares it with the expected
performance, which was predicted when the product was developed. The team
cites a need to improve reliability and uncovers various anomalies in the
software system. Your best approach in this situation is to:
a.
Use project management to perform the upgrade
b.
Contact the client and all stakeholders immediately
c.
Support this new problem independently of the program through
an operations function in the company
d.
Relinquish the product support function to the client
141. You are the manager for a wind-energy program that will last for eight
years. You identify a number of component projects and expect to add others as
the program proceeds, especially since this program will last such a long time.
Although you have fully staffed your program team, you realize that some of
your core team members and project managers will leave the organization or
your program for other opportunities. You have decided to facilitate the
development of your team members and in doing so perhaps turnover will be
minimal. A best practice to follow is:
a.
Set up a succession program for career advancement
b.
Support coaching
c.
Support mentoring
d.
Set up a 360 degree performance evaluation system
142. On your program you have a large number of stakeholders, many of whom
are not supporters. To listen to their concerns as you work with these
stakeholders over this large and complex program, you should:
a.
Follow your stakeholder engagement strategy

b.
Update your stakeholder register
c.
Use an issue log
d.
Update your communications plan
143. You are a member of your energy services company's Program Selection
Committee, which is considering a number of possible programs to pursue.
Each one has identified benefits that will support your company's overall
strategic plan. You have the following data on four possible programs. You may
select only one because of resource limitations.
Program A NPV
at:
Program B NPV
at:
Program C NPV
at:
Program D NPV
at:
5% = 3,524 5% = 2,201 5% = 6,400 5% = 3,055
10% = 2,901 10% = 2,254 10% = 3,275 10% = 2,857
15% = 1,563 15% = 1,632 15% = 1,679 15% = 1,125
Note: NPV = net present value.
You should recommend that your company select:
a.
Program A
b.
Program B
c.
Program C
d.
Program D
144. Assume you are the program manager to implement enterprise resource
planning software in all the agencies in your province. This program would be
difficult if it were limited to only one agency, but it is especially hard because
you have 17 agencies in the province, and each one has its own legacy system
that it uses. You will have to have a separate project for each agency as well as
projects for training, implementation, and maintenance. This program thus will

span several years and budget cycles. Before the budget is baselined, you
must:
a.
Add program overhead costs
b.
List income and payment schedules
c.
Determine component payment schedules
d.
Update the program management plan
145. Quality is essential in IT projects especially in complex ones such as
enterprise resource planning software development and implementation. A
quality management plan contains:
a.
Standard templates
b.
A schedule for planned quality assurance audits
c.
Checklists
d.
A method to handle change requests from quality assurance
and control results
146. Assume you are the program manager to implement enterprise resource
planning software in all the agencies in your province. This program would be
difficult if it were limited to only one agency, but it is especially hard because
you have 17 agencies in the province, and each one has its own legacy system
that it uses. The executive director of your program Governance Board suggests
that you explore local consulting firms for additional resource support. The best
document to use to identify potential sellers is the:
a.
Request for information
b.
Invitation to bid
c.
Contract terms and conditions

d.
Contract statement of work
147. Introducing program management to your electric company has been a
challenge but is finally being embraced as executives to team members now are
seeing that using programs can produce more benefits to the company and its
customers than if projects were managed in a standalone way. One approach
that has been useful to you in your role of leading this culture change in the
electric company has been to prepare a benefits realization plan and to get it
signed off by your sponsor, members of the Governance Board, and other key
stakeholders. Your company also uses the balanced scorecard approach, and
your benefits realization plan considered it when you developed it so the
benefits are aligned to the scorecard. One benefit that is often overlooked is:
a.
Cost of quality
b.
New income
c.
Competitive advantage
d.
Risk avoidance
148. One of the first programs you managed at your electric company, DDD,
was for a city in Draeger, New York. The purpose was to reduce the numerous
power outages so that if a power outage occurred, residents in Draeger would
only lose power momentarily until a backup system could be deployed to
provide time for on-site personnel to arrive at the location and diagnose the
problem and provide corrective action. When you prepared your benefits
realization plan for this program early on, one of the items you included in it
was:
a.
Review sessions to be held on a periodic basis by citizens of
Draeger
b.
Methods to maximize citizen satisfaction in the program delivery
c.
Ways to ensure all stages of the program are managed in a way
to satisfy the use of the program's outputs
d.
Overall business requirements, including scope and limitations

149. Researchers have noted the emergence of corporate program
management and note that its processes must be structured to coordinate and
manage the multiple components that together contribute to business value and
organizational structure. It therefore is clear that being a program manager is
different from being a project manager as required competencies as a program
manager are significantly different. As the business case for a program is being
prepared, a performance competency for the program manager is:
a.
Marketing
b.
Political awareness
c.
Aligning program objectives with strategic goals
d.
Preparing a benefits realization plan
150. Your organization receives an award for the construction of a new
courthouse complex in the state capital of State A. Your company is located in
State B, approximately 1,000 miles away, and has never worked in State A. You
plan to use a number of contractors and to hire local people to support the
program team. From time to time, you will need cranes. To facilitate acquiring
these cranes, you should:
a.
Purchase the cranes
b.
Develop a qualified seller list
c.
Issue an Invitation for Bid
d.
Issue a Request for Proposals
151. Your organization receives an award for the construction of a new
courthouse complex in the state capital of State A. Your company is located in
State B, approximately 1,000 miles away, and has never worked in State A. You
plan to use a number of contractors and to hire local people to support the

program team. From time to time, you will need cranes. However, you always
have some type of risks whenever you use contactors. Therefore, it is important
as a best practice to:
a.
Only use contractors on the qualified seller list
b.
Perform a site visit to each contractor's headquarters to
demonstrate to its leaders the importance of your program
c.
Have each contractor prepare a monthly performance report
d.
Manage risk in accordance with the risk management plan
152. Assume this is the first time you are managing a program. You have had
success in your company in project management, and you are on a career path
that now leads to program management. On your program, you want to apply
some of the successful best practices you used on your projects, recognizing
the differences between programs and projects and their greater complexity.
However, since you have been in project management for so long now in this
company (17 years), you also know that:
a.
You need to prepare a comprehensive WBS for the program
that includes the work of the projects
b.
You want to build your program schedule only after all the
project schedules are complete
c.
You recognize the importance of qualifying and quantifying all
possible risks
d.
You realize project stakeholders are also program stakeholders
development and maintenance activities. The program has been under way for
three years. One of the projects has completed its deliverables, and its benefits
have been realized. However approval by your Governance Board is required,
and their review generally includes:
a.
Ensuring communications of closure to stakeholders
b.
Reviewing your program issues register

c.
Verifying customer acceptance of deliverables
d.
Reviewing compliance with quality assurance plans
154. In your organization, the program Governance Board has assumed
organizational responsibilities that its programs are prepared for audits that may
be required or desired. These audits:
a.
Are part of the quality assurance function
b.
Should be documented in the master schedule
c.
Should be included in the roadmap
d.
Focus on management processes
155. In determining whether it is better to use program management or project
management, the culture of the organization should be considered. Your
organization is considering implementation of program management, and you
are leading a team to recommend this approach to your CEO and other
members of the executive team. One of your arguments for the change is that
the organization's culture has transitioned so that it is now characterized by:
a.
A specialist level of business expertise
b.
A strong connection between execution output and strategic
objectives
c.
A lower dependency between cross-discipline specialties in the
organization
d.
Less need for a time-to-money improvement
development and maintenance activities. These applications are critical to your
company, CDE, as they involve access to proprietary data. The systems must

be available to your clients on a 24/7/365 basis. Much of the work on you
program will be outsourced as you have an aggressive schedule to meet;
fortunately CDE has a qualified vendor list to simplify the acquisition process.
This program has high visibility in CDE and is a major change to the
organization. Therefore, CDE's CEO decided to serve as the executive director
of the program and chairs each meeting of your program's Governance Board.
Before Board meetings are held to review program performance, your Board
members have asked you to submit:
a.
Benefit realization reports
b.
Estimate to complete data
c.
To-complete performance index data
d.
Financial reports
spend time communicating with them. It seems as if each time you pass a stage
gate review, the number of stakeholders increase, or people who lacked interest
in the program now are interested. Therefore, the primary skill to best engage
stakeholders:
a.
Negotiation
b.
Conflict management
c.
Communications
d.
Influencing
158. One of the project managers in your program has told you that although
he did a thorough job of risk management planning, a new risk has emerged
that has major negative ramifications for the project. This risk could also affect
another project in the program, as it involves a lack of critical resources. Another

project manager tells you that he will need these same resources on his project,
although he did not consider it during resource planning. In this situation, you
should:
a.
Implement your contingency reserve to hire needed resources
to support these projects
b.
Propose a solution to these risks escalated by the project
managers
c.
Ask each project manager to revise the risk register to add
these risks and to use a workaround
d.
Revise your program work breakdown structure (PWBS)
accordingly, because this risk shows that a key planning
package is missing
159. You are a member of your organization's Program Selection Committee.
The company's strategic plan includes five major goals, which are all weighted
equally. Goal 1 is to fall within the time-to-market window; goal 2 is to reduce
operational costs; goal 3 is to differentiate the products from others on the
market; goal 4 is to deliver the highest-quality product; and goal 5 is to promote
economic sustainability. At the next committee meeting, you will consider four
programs and recommend one. Program A partially supports goal 1, fully
supports goals 2−4, and does not support goal 5. Program B fully supports
goals 1, 3, 4, and 5, but does not support goal 2. Program C fully supports goals
1 and 2, partially supports goals 3 and 4, but does not support goal 5. Program
D partially supports goals 1, 2, and 5, and fully supports goals 3 and 4. With this
information, which program will you recommend?
a.
Program A
b.
Program B
c.
Program C
d.
Program D
160. You are managing a complex program to develop the next-generation
submarine. It is planned to replace the existing non-nuclear submarines in your
country with nuclear weapons. It is estimated to take about nine years to
complete as you will be using new technology now not available in your country.

The program includes a number of projects, and you plan to use subcontractors
extensively. You also plan contracts for services or for insurance to protect the
program. For these contracts, you need to:
a.
Use qualified seller lists
b.
Document the relevant parties' responsibilities regarding risk
c.
Prepare a contract administration plan
d.
Prepare component cost estimates
161. It is a challenge to effectively exchange information among all program
stakeholders. This is one reason why the program manager must have excellent
communications skills. Managing information on programs may become a
formidable task in itself. To assist in this key area, the Governance Board may:
a.
Establish a standard reporting process
b.
Set up a knowledge management system
c.
Set up a program management information system
d.
Protect intellectual property
162. Your organization recently conducted an Organizational Project
Management Maturity Assessment (OPM3®). The assessment results and the
improvement plan showed much work needed to be done in the area of portfolio
management. It was especially apparent that many projects, and almost every
program, lacked a defined business case that had been prepared by the
sponsor and then approved and authorized by leadership. After receiving the
reports from the OPM3® assessor, you held a focus group of program sponsors
to determine why business cases were not regularly prepared. It turned out
many of the people in the focus group lacked an understanding of the benefits
of preparing one. You explained that the primary benefit is to:
a.
Establish alignment with strategic goals

b.
Provide a perspective on how best to execute the program
c.
Determine how the program will help the organization meet its
business and strategic goals
d.
Make the portfolio process more effective
163. Your organization announces that funds in all areas will be cut by 10
percent. Even though you are still in the planning stages and your program is a
high priority for your company, your program is not exempt from the budget
cuts. Management has also mandated certain delivery dates that will be hard to
meet with the budget cuts. As you decide which program components should be
handled internally and which should be outsourced, you consider the:
a.
PWBS
b.
Program scope statement
c.
Make-or-buy analysis
d.
Qualified seller lists
164. Assume that your program for Draeger, New York is in its final stages. The
purpose was to reduce the numerous power outages so that if a power outage
occurred, residents in Draeger would only lose power momentarily until a
backup system could be deployed to provide time for on-site personnel to arrive
at the location and diagnose the problem and provide corrective action.
Recently, there was a power outage in one part of the City. The new power
station's backup capability was available in less than two minutes. It is now time
to close this program and transition it to ongoing operations. Before doing so, a
best practice is to:
a.
Review the program's scope statement
b.
Conduct a customer satisfaction survey
c.
Review the quality assurance plan

d.
Review the benefits realization plan
165. In determining whether to pursue a program, it is important to assess
goals and objectives. In your new product development organization, of the
triple constraint, quality and scope are the dominant. This does not imply the
schedule and budget are not important, but given that the programs must
achieve regulatory approval, quality dominates in the company. Quality goals
that are too low may lead to customer and end-user dissatisfaction, whereas
goals that are too high may result in a high cost to the business. Therefore, it is
important to consider:
a.
Market needs and expectations
b.
The value proposition
c.
Cash-flow management
d.
Risk analysis and assessment
166. As part of your procurement management plan for this new product
development program, you have explicitly stated the actions that you and your
program team can take on its own and those that require involvement by or
should be deferred to the Procurement or Contracting Department. As you
prepare your procurement management plan, the best practice is to optimize
procurements to meet program objectives and deliver benefits. To do so you
need to:
a.
Address commonalities and differences across components
b.
Review your resource management plan
c.
Use pre-negotiated contracts and blanket purchase agreements
d.
Direct procurements to be centralized at the program level

167. You are Company A's program manager for the development of an online
banking system for your community bank. One of its objectives is to make sure
all transactions are secure. You have a large team supporting you as program
manager, and you have four projects thus far. Two of the project managers are
new to your company and lack familiarity with the company's standard program
management procedures. Because time and quality are of the essence in this
program, you are need to make sure these two project managers understand
what must be done to comply with the various procedures. Your best approach
to do so is through:
a.
One-on-one meetings each day
b.
Developing an on-line training system to show all the various
procedures to follow
c.
Using mentoring
d.
Using skills in creative thinking
168. You are Company A's program manager for the development of an online
banking system for your community bank. One of its objectives is to make sure
all transactions are secure. You have a large team supporting you as program
manager, and you have four projects thus far. Two of the project managers are
new to your company and lack familiarity with the company's standard program
management procedures. You have set up a change management plan as you
know programs involve change and with this program and its four projects,
changes will occur. You especially want to use it to help control:
a.
Benefits
b.
Issues
c.
Quality
d.
Human resources
169. Assume you are sponsoring a proposed program. You have identified
tangible benefits such as a one year payback period, a high return on
investment, and an increase in productivity by 25 percent. Some of the

intangible benefits that you have identified include an increase in employee
morale with retention of intellectual property. You also believe it will contribute to
knowledge sharing. You are getting ready to present your business case to the
Portfolio Review Board. Before doing so, you want to make sure it has been
completed properly so you first should:
a.
Present a cost/benefit analysis
b.
Describe the business opportunity and product, service, or
result that you are proposing
c.
Identify the Key Performance Indicators
d.
Describe the high-level risks if the program is approved
170. The organization is new to program management but has been a leader in
project management. A new CEO was appointed, who used program
management extensively in his previous organization. He has set up programs
and Governance Boards. The Governance Board is a first step and it should:
a.
Establish policies and procedures
b.
Provide training in program management
c.
Determine the knowledge, skills, and competencies of existing
project managers to manage programs
d.
Provide the link to portfolio management

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