PGMP Online Practice Questions and Answers

Martha is sharing her experience of her last project as the project manager. She tells that when she presented customer a formal acceptance and sign-off document, they refused to sign, claiming that the product does not meet their expectation. Taking which of the following steps could have been prevented the situation? Each correct answer represents a complete solution. Choose all that apply.

A. Performing quality inspections regularly

B. Archiving sign-off at important milestones

C. Documenting the requirements

D. Completing the project behind the schedule

You are the project manager for the JJY Project, which is similar to the HHG Project you managed last quarter. You would like to model the current project scope on the previous project to save time and effort. This is an example of what kind of scope definition?

A. Analogous estimating

B. Organizational process assets

C. Parametric scope definition

D. Template driven

You are the program manager for your organization. Your current program has a budget at completion of $3,450,000 and is expected to last two years. The program is currently 30 percent complete and has spent ten percent more than what it should have to arrive at this point in the program schedule. Based on this information, what is estimate at completion (EAC) for this program?

A. $2,656,500

B. There is not enough information to know.

C. $3,795,000

D. $1,035,000

Which of the following individual should respond to the risk with the preplanned risk response?

A. Key stakeholder

B. Project manager

C. Risk owner

D. Project sponsor

The program manager must define the program and understand the organization's target market and customer needs. What should the program manager do first?

A. Brainstorm with the program team to decide on the definitions of the target market.

B. Meet with peers to identify the company's competitors in the target market.

C. Meet with the project managers to identify the target market.

D. Work with the program sponsor to assess the needs of the target market.

An RandD group director approves a major program's charter. Although the director has a high level of understanding of the program's scope, they are unsure of how the program manager can be successful in delivering the program's commitments.

What should the program manager do to align stakeholders with planning and monitoring the program's progress?

A. Establish high-level program milestones

B. Develop an accountability matrix, and assign program roles and responsibilities

C. Generate a supplier management plan to identify external stakeholders

D. Create a communications management plan, and establish reporting formats

A program is near completion and the benefits will be delivered shortly. The program manager prepares to initiate program closeout activities to release the program resources. Before initiating closeout and releasing the resources, what should the program manager do?

A. Review the benefits management plan with the program sponsor

B. Obtain approval from the sponsor to close the program

C. Prepare performance evaluations for all program personnel

D. Prepare performance evaluations for all project personnel

A program receives initial approval from the selection committee to proceed with the program development. What should the program manager do next?

A. Define the program architecture and assign the benefits realization to the component projects.

B. Complete the program setup to establish a firm foundation of support and approval for the program.

C. Analyze lessons learned and historical information to validate the program's expected outcomes.

D. Continue to develop the high-level program road map.

Program manager B leaves the program and program manager A takes over the program responsibilities. Program manager A wants to ensure that all expected benefits of the program are realized. What is used to assess the program cost/benefit justification?

A. Program charter

B. Benefits management plan

C. Program business case

D. Program scope statement

A company is rolling out an innovative program that includes new processes intended to define how the company will manage future programs. While program execution is going well, the program sponsor is concerned that the knowledge acquired needs to be reused for future programs.

What should the program manager do to ensure that the knowledge acquired is captured efficiently?

A. Record lessons learned in the program management plan

B. Create training materials summarizing team experiences and lessons learned

C. Direct the project managers to create event logs to document their experiences and lessons learned

D. Organize review sessions after each program stage to document successes, issues, and lessons learned