Free PgMP Practice Exam (2026)

Your score by topic

Get a free PgMP study plan on WhatsApp See related PMP Training with pass guarantee

Review answers Only my mistakes Retake

Question 1Program Life Cycle⚑ Flag

Northbridge Health's portfolio board has selected a strategic initiative to consolidate six regional clinical systems. The sponsor appoints you as program manager and asks you to begin program formulation. What should be your primary focus during this stage?

AAssigning component project managers and launching the first migration project BBuilding detailed schedules for each of the six system migration projects CRefining the business case and estimating program scope, cost, and benefits DSelecting vendors and awarding contracts for the consolidation work

Correct answer: C. Refining the business case and estimating program scope, cost, and benefits
Formulation builds the program's foundation by refining the business case and assessing scope, cost, and expected benefits so governance can authorize the program. Detailed component schedules come later and are the work of component project managers.

Question 2Program Life Cycle⚑ Flag

Helix Energy is running a grid modernization program with four planned component projects. The business case for the third component, a smart meter rollout, is complete, and the component manager is eager to start hiring contractors. The program roadmap shows the component starting next month. What should the program manager do FIRST?

AApprove contractor hiring now so the component can hold its planned roadmap start date BPresent the component business case to the steering committee for authorization CAsk the component manager to build a detailed schedule before any decision is made DAssign program reserve funds to the component so procurement can begin early

Correct answer: B. Present the component business case to the steering committee for authorization
Components are initiated only after program governance authorizes them, typically through the steering committee reviewing the business case. Approving the hiring keeps the date but skips governance and commits funds before the component is approved.

Question 3Stakeholder Engagement⚑ Flag

A regional water utility is replacing aging pipelines across three districts through five component projects. At a town hall, residents of one district complain that road closures will cut off access to local shops. The program manager realizes the district business association is not in the stakeholder register. What should the program manager do FIRST?

ASend the association the existing program communication schedule BEscalate the residents' complaint to the steering committee for a decision CAsk the component project manager to reschedule the district's road closures DAdd the association to the register and analyze its interests and influence

Correct answer: D. Add the association to the register and analyze its interests and influence
A newly discovered stakeholder group should be recorded and analyzed before an engagement approach is chosen. Rescheduling closures may help later, but it is a project-level fix made before the program understands the group's needs and influence.

Question 4Strategic Program Management⚑ Flag

Harlow Logistics has appointed you to lead a new warehouse automation program. The sponsor has shared a two-page vision memo and wants component projects started within a month. No program documents exist yet. What should you do FIRST?

AReview the strategic plan to confirm how the program supports it BDraft a detailed integrated schedule covering all expected components and milestones CSelect automation vendors now so long procurement lead times do not delay the program DAsk each likely project manager for a scope, cost and duration estimate for their part

Correct answer: A. Review the strategic plan to confirm how the program supports it
A program exists to deliver strategic value, so the program manager first confirms how the program links to organizational strategy. Gathering project estimates or picking vendors is premature before the program's strategic purpose and scope are understood.

Question 5Program Governance⚑ Flag

What is the PRIMARY role of a program steering committee or governance board?

AApproving individual task assignments within components BProviding oversight, key decisions, and strategic alignment CPreparing status reports for the portfolio management office DManaging the daily schedules of the component projects

Correct answer: B. Providing oversight, key decisions, and strategic alignment
The governance board oversees the program, makes decisions beyond the program manager's authority, and keeps the program aligned with strategy. Day-to-day component management belongs to the component project managers.

Question 6Benefits Management⚑ Flag

You have just been authorized to lead a clinic network modernization program. The business case lists broad goals, but no specific benefits have been documented. What should you do FIRST to start benefits management?

AWork with key stakeholders to identify and describe expected benefits BSet up a benefits dashboard and reporting cycle for the steering committee CStart measuring current clinic performance across all sites in the network DAsk each project manager to define the benefits for their own component

Correct answer: A. Work with key stakeholders to identify and describe expected benefits
Benefits identification comes first, using the business case and stakeholder input to describe what the program should deliver. Dashboards and measurement depend on knowing which benefits matter, and benefits are a program-level concern, not one for each project alone.

Question 7Program Life Cycle⚑ Flag

What is the main purpose of the program preliminary plan produced during program formulation?

ATo replace the business case after the program charter is signed BTo capture lessons learned from earlier programs for use by future teams CTo serve as the approved baseline for measuring component performance DTo set initial direction that the program management plan will build on

Correct answer: D. To set initial direction that the program management plan will build on
The preliminary plan records the early, high-level approach to scope, schedule, resources, and risk, and it feeds the full program management plan. It is not a baseline; baselines are set when governance approves the program management plan.

Question 8Program Life Cycle⚑ Flag

In a hospital network's digital records program, the component project that built the patient portal has met its acceptance criteria. Its project manager wants to close the project and release the team this week. A second component depends on the portal to deliver the program's patient engagement benefit. What should the program manager ensure before the component closes?

AThe portal is formally transitioned and ownership of its outputs is clearly assigned BThe project manager archives all project files in the program repository first CThe sponsor signs off on the closure of the overall program at the same time DThe whole project team stays assigned until the dependent component has finished its own work

Correct answer: A. The portal is formally transitioned and ownership of its outputs is clearly assigned
A component should close only after its outputs are transitioned into the program, to operations, or to the components that depend on them. Holding the whole team until the other component ends wastes resources when a clean transition already protects the dependency.

Question 9Stakeholder Engagement⚑ Flag

An energy company's grid modernization program has four components underway. A national regulator publishes draft guidance that may change metering requirements for two of the components. The draft is open for industry comment for 60 days. What is the BEST action for the program manager?

APause both affected components until the regulator publishes its final guidance BDirect the affected project managers to design for the strictest reading CEngage the regulator through the comment process and assess component impacts DWait for the legal department to interpret the final guidance

Correct answer: C. Engage the regulator through the comment process and assess component impacts
Regulators are key external stakeholders, and the comment window is a chance to engage early while analyzing the impact across components. Pausing work is premature and costly while the guidance is still a draft.

Question 10Strategic Program Management⚑ Flag

What is the PRIMARY purpose of the program business case?

ATo justify the investment by weighing benefits against costs and risks BTo record stakeholder roles, interests and preferred communication channels CTo authorize the program manager to commit and spend program funds DTo list the detailed tasks and durations of every component project

Correct answer: A. To justify the investment by weighing benefits against costs and risks
The business case sets out why the program is worth doing by comparing expected benefits with costs, risks and alternatives. Authorization of the program manager and funds comes through the program charter, not the business case.

Question 11Program Governance⚑ Flag

A defense contractor's governance plan lets the program manager approve changes up to $250,000. A component manager submits a $400,000 change that would deliver a key capability two months sooner. What should the program manager do?

AReject the change because it exceeds the approved budget BSplit the change into two requests that each fall under the limit CApprove the change because the two-month schedule gain outweighs the added cost DAnalyze impacts and take the change to the board with a recommendation

Correct answer: D. Analyze impacts and take the change to the board with a recommendation
The change exceeds the program manager's decision rights, so it goes to the governance board with an impact analysis and recommendation. Splitting it to stay under the threshold undermines governance and is dishonest.

Question 12Program Life Cycle⚑ Flag

A telecom operator has authorized a network modernization program with nine planned components across four countries. During program definition, the sponsor notices that each early component plans to use its own reporting templates, estimating methods, and status cadence. What should the program manager do NEXT?

ALet each component keep its own methods and consolidate reports by hand each month BEstablish a program management office to set common standards for components CAsk the steering committee to name one component manager as reporting lead DReplace component managers who refuse to adopt the sponsor's preferred templates

Correct answer: B. Establish a program management office to set common standards for components
Setting up the PMO during program definition gives every component consistent standards, templates, and reporting support. Consolidating reports by hand tolerates the inconsistency and adds effort without fixing the cause.

Question 13Program Life Cycle⚑ Flag

Midway through a regional transit program, the program control office reports a program-level earned value of $9 million and an actual cost of $10 million. Planned value at this point is $9 million. What does this data indicate about the program?

ACPI is 1.11, so the program is under budget and on schedule BCPI is 0.90, so the program is over budget and behind schedule CCPI is 0.90, so the program is over budget and on schedule DSPI is 0.90, so the program is behind schedule and on budget

Correct answer: C. CPI is 0.90, so the program is over budget and on schedule
CPI equals EV divided by AC, so $9 million divided by $10 million gives 0.90, meaning the program earns 90 cents of value for each dollar spent. SPI equals EV divided by PV, which is 1.00 here, so the schedule is on track and only cost is a concern.

Question 14Benefits Management⚑ Flag

Which information is typically recorded in the program benefits register?

AMeeting minutes and action items from steering committee sessions BEach benefit with its owner, measures, targets and timing CDetailed work packages and activity lists for each component project DResource rates, contract terms and payment schedules for vendors

Correct answer: B. Each benefit with its owner, measures, targets and timing
The benefits register lists each benefit along with its owner, how it will be measured, targets and timing. Work packages, vendor terms and meeting minutes belong in other program and project records.

Question 15Stakeholder Engagement⚑ Flag

During stakeholder mapping for a hospital network's clinical systems program, the program manager finds that the chief financial officer has high power but little interest in day-to-day progress. Which engagement approach fits this stakeholder BEST?

AMonitor with minimal effort until interest increases BManage closely through weekly detailed status meetings with the CFO CKeep informed through the general program newsletter DKeep satisfied with concise updates on financial impacts

Correct answer: D. Keep satisfied with concise updates on financial impacts
High-power, low-interest stakeholders should be kept satisfied with targeted information that matters to them, such as financial impact. Weekly detailed meetings would burden the executive and could push them toward disengagement.

Question 16Program Life Cycle⚑ Flag

During program definition for a retail chain's omnichannel program, you learn that component teams plan to track schedules, risks, and documents in different tools with no shared repository. Component work is due to start in two months. What is the BEST action?

ADefer the tooling decision until the first component reports a data problem BSet up the program infrastructure, including a shared information system CAsk the IT department to buy the scheduling tool most teams already prefer DLet each team choose its own tools and send weekly exports to a spreadsheet

Correct answer: B. Set up the program infrastructure, including a shared information system
Program infrastructure, such as information systems, repositories, and common tools, is established during definition so components start on a shared platform. Waiting for problems to appear makes the fix more disruptive and costly.

Question 17Program Life Cycle⚑ Flag

A defense contractor's training systems program has a planned value of $16 million at the current status date. Work completed across all components is valued at $12 million, and $11 million has been spent. What is the program's schedule variance?

A$4 million B-$5 million C-$4 million D$1 million

Correct answer: C. -$4 million
Schedule variance is earned value minus planned value, so $12 million minus $16 million gives negative $4 million, meaning less work is finished than planned. The $1 million figure is the cost variance, which compares earned value with actual cost instead.

Question 18Strategic Program Management⚑ Flag

The steering committee at Mirevale Health has approved the business case for a patient records program. The sponsor asks what document will formally authorize the program and give you authority to apply organizational resources. Which document is it?

AThe program charter BThe benefits realization plan CThe program roadmap and schedule DThe program management plan

Correct answer: A. The program charter
The program charter formally authorizes the program and confirms the program manager's authority to use resources. The program management plan is developed after authorization and describes how the program will be run.

Question 19Program Governance⚑ Flag

A component manager in a retail program says he has already started building a new loyalty app, paid for from his existing component budget, because the business urgently needs it. The app is not in the program roadmap. What should the program manager do FIRST?

AAdd the app to the roadmap and mention it at the next status meeting BAllow the work to continue since the budget was already approved CAsk the business to fund the app separately outside the program DHalt the new work and seek a governance decision on authorizing it

Correct answer: D. Halt the new work and seek a governance decision on authorizing it
New components must be authorized through program governance to confirm alignment, funding, and capacity. Quietly adding the app to the roadmap bypasses the board's decision rights.

Question 20Program Life Cycle⚑ Flag

While assembling the program management plan for a defense logistics program, you find that the draft risk management plan calls for monthly risk reviews with the steering committee, but the draft governance plan schedules steering committee meetings only quarterly. What should you do?

AReconcile the subsidiary plans so the overall plan is internally consistent BApprove both drafts and let the steering committee sort out the conflict later CRemove risk reviews from the steering committee agenda to save meeting time DFollow the risk plan, since risk reviews outrank governance meetings

Correct answer: A. Reconcile the subsidiary plans so the overall plan is internally consistent
The program management plan must integrate its subsidiary plans into one coherent approach, so conflicts are resolved during planning. Approving contradictory drafts pushes confusion into delivery and weakens governance.

Question 21Program Life Cycle⚑ Flag

The quarterly report for a retail chain's store transformation program shows a CPI of 1.08 and an SPI of 0.82. Two of the five components are behind their roadmap milestones, and one of them drives a key benefit due next quarter. What should the program manager do NEXT?

AAsk every component manager to crash their schedules immediately BReport the program as healthy overall because costs are below plan CAnalyze how the late components affect the roadmap and benefits DMove the unspent budget into the program's contingency reserve

Correct answer: C. Analyze how the late components affect the roadmap and benefits
An SPI of 0.82 means work is behind plan, and the slipping components threaten a near-term benefit, so impact analysis against the roadmap comes first. Crashing every schedule is premature and costly before the program manager knows which delays actually matter.

Question 22Stakeholder Engagement⚑ Flag

Why is the program stakeholder register treated as a living document rather than a one-time output of program definition?

AComponent project managers are required to own, update, and maintain it BIt replaces the communication plan once delivery begins CRegulators require evidence of monthly register updates DStakeholders and their influence shift as components start and close

Correct answer: D. Stakeholders and their influence shift as components start and close
Programs run for years, and new components, reorganizations, and changing benefits bring new stakeholders and alter existing ones. Component managers keep their own stakeholder records, but the program manager owns the program-level register.

Question 23Benefits Management⚑ Flag

In a payroll consolidation program, a benefit of reducing processing costs by 30 percent will appear in the shared services department after go-live. Who is the MOST appropriate benefit owner?

AThe vendor's account manager for the payroll software BThe program manager, who leads the overall program CThe IT project manager building the new payroll system DThe shared services operations manager

Correct answer: D. The shared services operations manager
Benefit owners should be the business leaders who will realize and sustain the benefit in operations. The program manager coordinates realization but does not own the benefit after transition, and project managers deliver outputs rather than benefits.

Question 24Strategic Program Management⚑ Flag

An executive committee at Corvan Energy issues a program mandate for a grid modernization effort. The mandate states the strategic intent but gives no budget range or time frame. You are asked to start preparing the business case. What should you do NEXT?

ABegin chartering the obvious component projects to build early momentum BClarify the expected funding range and timing with the sponsor and committee CAsk the PMO to set a budget ceiling and timeline that the business case must meet DAssume a budget based on similar past programs and record it as an assumption

Correct answer: B. Clarify the expected funding range and timing with the sponsor and committee
The program manager should resolve gaps in the mandate with the sponsor and the issuing body before building the business case on it. Assuming a budget risks a business case that does not reflect executive intent, and the PMO does not own that decision.

Question 25Program Life Cycle⚑ Flag

A component project manager on an airport expansion program asks you to write the detailed scope statement for her baggage-handling project, including acceptance criteria for each deliverable. How should you respond?

AWrite the scope statement yourself so it matches the program scope exactly BAsk the PMO to prepare the detailed scope statement for her to review CExplain that she defines component scope within program constraints DHave the steering committee approve her deliverables before any scope is defined

Correct answer: C. Explain that she defines component scope within program constraints
The program manager sets program scope, constraints, and interfaces, while component project managers define detailed component scope within them. Writing the component scope yourself pulls the program manager into project-level work.

Question 26Program Life Cycle⚑ Flag

The component manager for a payment gateway project reports that a vendor API change will force rework in two other components. The issue is outside her authority to resolve, and the other component managers have not heard about it. What should the program manager do FIRST?

AEscalate the issue straight to the program sponsor for a decision BTell the component manager to resolve it with the vendor directly CRaise a change request to add rework budget to all three affected components DLog it in the program issue log, assign an owner, and assess its impact

Correct answer: D. Log it in the program issue log, assign an owner, and assess its impact
Issues that span components and exceed a component manager's authority belong in the program issue log, where they get an owner and an impact analysis. Raising a change request first is premature because nobody yet knows what the issue will actually cost.

Question 27Program Governance⚑ Flag

At a stage-gate review, a component in a chemical company's plant safety program has missed two of its five exit criteria. The component manager asks the program manager to approve moving to the next stage anyway. What is the BEST action?

AWaive the two criteria and update the gate checklist BHold the component at its current stage without telling the board CPresent the gaps and options to the governance board for a gate decision DApprove the move because most of the exit criteria were met and the rest are minor

Correct answer: C. Present the gaps and options to the governance board for a gate decision
Gate decisions belong to the governance body, which can proceed, proceed with conditions, hold, or stop the component. The program manager's role is to present facts and a recommendation, not to waive criteria alone.

Question 28Stakeholder Engagement⚑ Flag

What is the PRIMARY purpose of a program stakeholder engagement plan?

ATo define the status report format that each component must use BTo set out how stakeholders will be engaged to support program benefits CTo record the decisions made by the program steering committee DTo list the contact details and job titles of every program stakeholder

Correct answer: B. To set out how stakeholders will be engaged to support program benefits
The engagement plan describes the strategies and actions for engaging stakeholders across the program so they support benefit delivery. Contact details belong in the stakeholder register, not the plan.

Question 29Program Life Cycle⚑ Flag

Which statement BEST describes the program work breakdown structure?

AIt shows reporting lines between the sponsor, PMO, and component teams BIt lists every activity from all component schedules in one hierarchy CIt breaks program scope into components and program-level work DIt maps each program benefit to the stakeholder who will realize it

Correct answer: C. It breaks program scope into components and program-level work
The program WBS decomposes program scope into components and program-level work, such as integration and management activities. Detailed activities are decomposed further in each component's own WBS and schedule.

Question 30Strategic Program Management⚑ Flag

Six months into a retail modernization program, store managers keep asking when each capability will reach them and how the releases relate to each other. The component schedules are detailed but hard to follow. What would BEST address their concern?

AUse the program roadmap to show milestones, components and decision points BAsk the project managers to hold separate briefings for each region they serve CAdd a store impact column to the program risk register and circulate it widely DShare each component project's detailed schedule with all store managers every month

Correct answer: A. Use the program roadmap to show milestones, components and decision points
The program roadmap gives a high-level chronological view of components, milestones and decision points, which is what stakeholders need to see how releases fit together. Detailed project schedules add noise and do not show the program-level picture.

Question 31Program Life Cycle⚑ Flag

A pharmaceutical company's drug launch program has a rule that any component risk with a potential impact above $500,000 must be escalated. A component manager identifies a supplier capacity risk estimated at $1.2 million. What should happen to this risk?

AIt should be transferred to the supplier through the contract BIt should be escalated and managed in the program risk register CIt should stay in the component risk register with a closer watch DIt should be accepted because it is still only a probability

Correct answer: B. It should be escalated and managed in the program risk register
The program's escalation threshold defines when a component risk becomes a program risk, and this one exceeds it. Keeping it at the component level ignores the agreed governance rule and hides it from the people who can fund a response.

Question 32Benefits Management⚑ Flag

The benefits register for a hotel group program lists improved guest satisfaction as a key benefit, with no further detail. The steering committee wants to track it. What should the program manager do?

ADefine a measurable indicator, baseline and target with the benefit owner BLeave the entry as written, since guest satisfaction is hard to measure precisely CReport on it each month using stories and anecdotes collected from hotel managers DRemove it from the register, because intangible benefits cannot be tracked

Correct answer: A. Define a measurable indicator, baseline and target with the benefit owner
A benefit needs a measurable indicator, a baseline and a target so progress can be tracked. Removing it or relying on anecdotes means the program cannot show whether it delivered value.

Question 33Program Governance⚑ Flag

An internal audit of a bank's regulatory reporting program finds that risk registers for three components have not been updated in four months. The audit report goes to the steering committee next week. What should the program manager do?

AHave the registers updated quickly before the report is issued BAsk the auditors to remove the finding from their report CPrepare a corrective action plan with owners and due dates DDispute the finding because the risks have not materially changed

Correct answer: C. Prepare a corrective action plan with owners and due dates
A corrective action plan tackles the root cause and shows governance how the gap will be closed and monitored. Rushing updates before the report treats the symptom and can look like hiding the problem.

Question 34Program Life Cycle⚑ Flag

On a smart-grid program, the billing upgrade component cannot start integration testing until the meter data platform component delivers its interface. The two component schedules were built separately, and neither shows this link. What should the program manager do?

ATell both component managers to coordinate the handoff between themselves BMerge the two components into one project so the dependency becomes internal CAsk the billing team to begin testing early with simulated interface data DAdd the dependency as a linked milestone in the integrated program schedule

Correct answer: D. Add the dependency as a linked milestone in the integrated program schedule
Managing dependencies between components is a core program responsibility, and the integrated program schedule should show them as linked milestones. Leaving the handoff to the component managers removes program visibility of a critical link.

Question 35Program Life Cycle⚑ Flag

During a steering committee break, a senior executive asks the program manager of a telecom network upgrade to add 5G coverage in two more cities. The request would affect three components and the program budget. The program has an established change control board. What should the program manager do?

AAgree to the request because it came from a senior executive on the committee BDirect the affected component managers to start scoping the new cities now CDecline the request because the program scope was fixed at authorization DRoute the request through the program change process for CCB review

Correct answer: D. Route the request through the program change process for CCB review
Changes that affect several components and the program budget must be analyzed and decided through program change control, no matter who asks. Declining outright is wrong because programs adapt to new needs; the right path is a controlled evaluation, not a refusal.

Question 36Stakeholder Engagement⚑ Flag

A logistics firm's warehouse automation program will change how shift supervisors schedule work. Several supervisors are telling their teams the new system will lead to job cuts, and adoption at the pilot site has stalled. The component project manager suggests mandating use of the system. What should the program manager do FIRST?

AMeet with the supervisors to learn what is driving their resistance BAsk the sponsor to issue a directive requiring supervisors to use the system CAccelerate the rollout to other sites to build momentum DMove the pilot to a site with more supportive supervisors

Correct answer: A. Meet with the supervisors to learn what is driving their resistance
Resistance usually has root causes, such as fear of job loss, and understanding them lets the program address the concerns directly. A sponsor mandate may force compliance but does little to build the adoption needed for benefits.

Question 37Strategic Program Management⚑ Flag

During program formulation for a cross-border payments program, the program manager learns that a regulator has published draft rules that may restrict data storage locations. The rules may be finalized within a year. What should the program manager do?

AAsk the component teams to redesign their storage approach immediately to comply BAssess the impact on program strategy and the business case and brief the sponsor CNote the draft rules in the lessons learned register so future programs can use them DPause all formulation work until the regulator publishes the final version of the rules

Correct answer: B. Assess the impact on program strategy and the business case and brief the sponsor
Environmental factors such as regulation must be assessed for their effect on program strategy and benefits, with results shared through governance. Pausing everything or redesigning now overreacts to a draft rule that may still change.

Question 38Program Life Cycle⚑ Flag

A pharmaceutical company's sponsor reviews the proposed program budget and notices that it equals the exact sum of the five component budgets. The program manager realizes something is missing. What is the MOST likely omission?

AContingency reserves that each component manager has already included BVendor discounts expected from future procurement negotiations CSunk costs from the feasibility study completed last year DCosts for program management, the PMO, and integration work

Correct answer: D. Costs for program management, the PMO, and integration work
A program budget covers component costs plus program-level costs such as program management, PMO support, governance, and integration work. Sunk costs do not belong in forward-looking budget decisions.

Question 39Program Life Cycle⚑ Flag

Two components in an airline's crew scheduling program both need the same data architect for the next six weeks. Each component manager says the work is critical to their milestone. The roadmap shows that one component feeds a benefit due first. What should the program manager do?

ALet the two component managers negotiate a split between themselves BEscalate the conflict to the steering committee for a ruling CAssign the architect based on program priorities and the roadmap DHire an external architect for both components to avoid conflict

Correct answer: C. Assign the architect based on program priorities and the roadmap
Resolving resource conflicts between components is a core program manager duty, and the roadmap and benefit priorities give a clear basis for the decision. Escalating to the steering committee is unnecessary when the program manager has the information and authority to decide.

Question 40Benefits Management⚑ Flag

A logistics program aims to cut average delivery time. Components will go live in six months. The benefit owner asks when the current delivery time should be measured. What is the BEST answer?

AWhenever the steering committee asks for an update on the benefit BBefore the changes go live, to set a baseline COnly after go-live, to capture the improved figure for reporting DAt program closure, when all performance data is complete and final

Correct answer: B. Before the changes go live, to set a baseline
A baseline taken before changes go live is needed to show how much improvement the program caused. Measuring only afterward leaves nothing to compare against.

Question 41Program Governance⚑ Flag

Halfway through a healthcare analytics program, a new data privacy law is passed that takes effect in nine months. Three of the program's six components process patient data. What should the program manager do FIRST?

AWait for the implementing regulations before taking any action BStop all processing of patient data until the law takes effect CAssess the law's impact program-wide and update compliance via governance DAsk each affected component manager to review and update their own compliance controls

Correct answer: C. Assess the law's impact program-wide and update compliance via governance
A regulatory change touching several components needs a program-level impact assessment and governance-approved updates to compliance controls. Leaving each component to act alone risks inconsistent interpretations and gaps.

Question 42Stakeholder Engagement⚑ Flag

Two business unit presidents sponsor different components of a retail bank's digital transformation program. Each insists that the next release should favor the benefits for their own unit. The dispute is delaying release planning. What is the BEST approach for the program manager?

AFacilitate a review of the options against the program's strategic goals BSplit the release evenly so each unit receives half of its requested features CLet the unit with the larger budget share decide the release content DDefer the release until the two presidents settle the matter themselves

Correct answer: A. Facilitate a review of the options against the program's strategic goals
Conflicting expectations are best resolved by returning to the strategic objectives the program was approved to serve. Splitting the release is a compromise that may serve neither unit well and can reduce the program's overall value.

Question 43Program Life Cycle⚑ Flag

A city transit authority is launching a five-year fare modernization program. The finance committee is reluctant to commit the full budget because benefits from the later components are uncertain. What funding approach should the program manager recommend?

AFund each component separately through its own business unit budget BRelease funds in stages tied to governance reviews of benefits CStart with the cheapest components and ask for more money if they succeed DRequest the full five-year budget now to avoid future approval delays

Correct answer: B. Release funds in stages tied to governance reviews of benefits
Staged funding linked to governance reviews lets the organization commit money as benefits and progress are confirmed. Funding components through separate business unit budgets breaks program-level control of the investment.

Question 44Strategic Program Management⚑ Flag

Brightwater Insurance is known for a cautious, consensus-driven culture. You are formulating a program that will change how claims staff work across 40 offices. Past change efforts there stalled. What should you do EARLY in formulation?

AAssess readiness for change and build it into the program approach BPlan an aggressive rollout across all offices so resistance has little time to form CLeave culture concerns to the HR department to handle once components are delivered DLimit communication about the program until the components are ready to deploy

Correct answer: A. Assess readiness for change and build it into the program approach
Organizational culture is an environmental factor that shapes how a program should be designed, so readiness should be assessed early. Rushing the rollout or hiding information usually increases resistance in a cautious culture.

Question 45Program Life Cycle⚑ Flag

A single systems integrator holds separate contracts with four components of a state tax modernization program. Each component manager reports late deliverables from the integrator, but each believes the problem is limited to their own project. What should the program manager do?

AReplace the systems integrator on the component with the worst delays BAsk procurement to start rebidding all four contracts immediately CReview the vendor's performance across all four contracts at program level DLet each component manager apply the penalty clauses in their own contract

Correct answer: C. Review the vendor's performance across all four contracts at program level
A pattern across components points to a program-level vendor problem, which the program manager is best placed to address with a consolidated view. Letting each component act alone fragments the response and misses the shared root cause.

Question 46Stakeholder Engagement⚑ Flag

The executive sponsor of a manufacturer's plant consolidation program has missed the last three steering committee meetings and has not answered two escalation emails. Component managers say decisions are piling up. What should the program manager do FIRST?

AMake the pending decisions and inform the sponsor afterward BRequest a one-on-one meeting with the sponsor to realign on priorities CAsk another steering committee member to act as sponsor until further notice DReport the sponsor's absence to the portfolio review board

Correct answer: B. Request a one-on-one meeting with the sponsor to realign on priorities
A private conversation helps uncover why the sponsor has disengaged and lets the program manager reconnect the program to the sponsor's priorities. Going to the portfolio board first damages the relationship before the cause is known.

Question 47Program Life Cycle⚑ Flag

A university's research infrastructure program will be funded by a national grant, a private donor, and internal capital funds. Each source has different reporting rules and spending restrictions. What should the program manager develop FIRST to handle this?

AA risk register entry noting that funding rules may conflict BA communications plan that sends one monthly report to all funders CA separate procurement plan for each of the three funding sources DA financial framework mapping funding sources, rules, and flows

Correct answer: D. A financial framework mapping funding sources, rules, and flows
The program financial framework describes how the program is funded, how money flows, and which rules and constraints apply to each source. A risk entry or a shared report does not give the structure needed to manage restricted funds.

Question 48Program Governance⚑ Flag

Two component managers on an aerospace program disagree about which component should run a shared integration test. Each says the other's contract covers it, and a week of talks has not resolved it. Under sound program governance, what should happen NEXT?

AThe program manager resolves it using the governance escalation path BThe dispute goes straight to the program sponsor for a ruling CThe test is deferred until both contracts are clarified DEach component manager raises a change request on their own contract

Correct answer: A. The program manager resolves it using the governance escalation path
Issues between components escalate first to the program manager, who has the cross-component view and authority to resolve them. Only issues beyond that authority should move on to the sponsor or governance board.

Question 49Program Life Cycle⚑ Flag

A program quality audit at an automotive supplier finds that its three software components use different defect severity definitions. As a result, the program dashboard shows defect trends that cannot be compared. What should the program manager do?

ARemove defect data from the program dashboard until it is consistent BDefine common quality standards and metrics for all components CHave the quality team retest all three components using one method DAsk each component to report defects using its current definitions

Correct answer: B. Define common quality standards and metrics for all components
Program quality management sets shared standards so component results can be combined and compared. Removing the data hides the problem, and retesting is costly work that does not stop the inconsistency from recurring.

Question 50Strategic Program Management⚑ Flag

While building the business case for a smart factory program, the program manager is asked to complete an initial risk assessment. Which activity BEST fits this stage?

ABuilding detailed risk response plans for every task in each component project BAssigning a named risk owner to each project-level technical risk identified so far CRunning a full quantitative simulation of the final integrated program schedule DIdentifying major risks to the program's viability and benefits

Correct answer: D. Identifying major risks to the program's viability and benefits
An initial risk assessment during formulation looks for major risks that could affect whether the program is viable and can deliver its benefits. Detailed task-level responses and full simulations come later, once components are defined.

Question 51Benefits Management⚑ Flag

A benefit in your manufacturing program depends on outputs from both a new scheduling system and a plant layout project. The two projects are on different timelines. How should the program manager handle this?

ARemove the benefit from the register, since it relies on two separate projects BLet each project manager report progress on the benefit separately to the sponsor CAssume the benefit will appear on its own once the second project has finished DMap the dependency in the benefits plan and coordinate component timing

Correct answer: D. Map the dependency in the benefits plan and coordinate component timing
Benefits that depend on several components need their dependencies mapped and component timing coordinated. Leaving it to each project manager ignores the interdependency that only the program can manage.

Question 52Program Life Cycle⚑ Flag

A logistics company is evaluating a two-year warehouse automation program. It requires an upfront investment of $1,000,000 and is expected to produce net benefits of $600,000 at the end of each year. Using a 10% discount rate, what is the program's NPV, rounded to the nearest dollar?

A$41,322 B$1,041,322 C$95,868 D$200,000

Correct answer: A. $41,322
Year 1 is worth $600,000 / 1.10 = $545,454.55 and year 2 is worth $600,000 / 1.21 = $495,867.77, a total present value of $1,041,322.31. Subtracting the $1,000,000 investment gives an NPV of about $41,322; the $200,000 figure ignores the time value of money.

Question 53Program Life Cycle⚑ Flag

The steering committee for a bank's digital lending program says the monthly status report is 40 pages of component task detail. Members cannot tell whether the program is on track to deliver its benefits. What should the program manager do?

AShorten the report by removing the sections on benefits and risks BAsk each component manager to present their status at every meeting CProvide a dashboard of roadmap milestones, benefit metrics, and top risks DSend the full component schedules so members can review the task details

Correct answer: C. Provide a dashboard of roadmap milestones, benefit metrics, and top risks
Governance bodies need concise, program-level information tied to benefits and the roadmap, which a dashboard provides. Sending more component detail makes the problem worse because it buries the benefit picture the committee asked for.

Question 54Stakeholder Engagement⚑ Flag

In a telecommunications program, three component teams each send their own notices to enterprise customers about network upgrades. Customers have received conflicting dates and are calling their account managers in frustration. What is the BEST action for the program manager?

ASet up one coordinated program channel for customer notices BAsk each component manager to double-check dates before sending notices CStop all customer notices until the upgrade schedule is final DHave account managers apologize to each affected customer

Correct answer: A. Set up one coordinated program channel for customer notices
Messages that span components should be coordinated at the program level so external audiences receive one consistent story. Double-checking dates reduces errors but still leaves customers getting several uncoordinated notices.

Question 55Program Governance⚑ Flag

A component that built a new booking platform for a travel company's program has met all its acceptance criteria. The component manager wants to release the team at once. What should the program manager confirm BEFORE the governance board approves component closure?

AEvery component team member already has a new assignment BOutputs are transitioned to operations and benefit tracking is handed over CThe vendor has been paid in full for all deliverables DThe component finished within its original schedule baseline and approved budget

Correct answer: B. Outputs are transitioned to operations and benefit tracking is handed over
Component closure should confirm that outputs have transitioned and that the program can track the resulting benefits. Reassignments and vendor payments matter, but they do not show the component served its purpose for the program.

Question 56Strategic Program Management⚑ Flag

A pharmaceutical company is defining the risk strategy for a new drug distribution program. The sponsor asks how the program will decide which risks must be escalated to the steering committee. What should the program manager establish?

AA rule that every identified risk is reviewed by the steering committee each month BRisk thresholds that reflect the organization's risk appetite CA policy that component project managers resolve all risks within their own teams DA fixed contingency reserve for each component project to absorb its own risks

Correct answer: B. Risk thresholds that reflect the organization's risk appetite
Program risk thresholds, aligned with the organization's risk appetite, define which risks need escalation and to what level. Sending every risk to the committee overloads governance, and leaving everything to project managers ignores program-level exposure.

Question 57Program Life Cycle⚑ Flag

An insurer's claims transformation program has total component costs of $2.0 million and program-level management and integration costs of $0.4 million. Total expected benefits over the evaluation period are $3.6 million. What is the program's ROI?

A33% B80% C50% D150%

Correct answer: C. 50%
ROI is (benefits minus total costs) divided by total costs: ($3.6M - $2.4M) / $2.4M = 50%. The 80% answer leaves out the $0.4 million of program-level costs, which are part of the program's investment.

Question 58Program Life Cycle⚑ Flag

Eighteen months into a media company's content platform program, a market shift has made one component's video licensing tool obsolete. The component is on budget, but the program's benefit analysis shows it will no longer contribute to any planned benefit. What should the program manager do?

ARedirect the component team to other program work without telling governance BRecommend to the steering committee that the component be terminated CCut the component's scope in half to reduce wasted spending DLet the component finish because it is performing on budget

Correct answer: B. Recommend to the steering committee that the component be terminated
Components exist to deliver benefits, so one that no longer contributes should be considered for termination, and that decision belongs to program governance. Finishing it because it is on budget confuses good output performance with value.

Question 59Benefits Management⚑ Flag

What is the main purpose of the benefits realization plan?

ATo record every risk that may affect a component and its planned response BTo set the communication schedule and channels for all program stakeholders CTo list total program costs broken down by component and by year DTo describe how and when benefits will be achieved, measured and handed over

Correct answer: D. To describe how and when benefits will be achieved, measured and handed over
The benefits realization plan explains how benefits will be achieved, measured and transitioned, including timing and ownership. Costs, risks and communication schedules are handled in other program plans.

Question 60Stakeholder Engagement⚑ Flag

A pharmaceutical company's lab modernization program needs a scarce validation specialist who reports to the head of quality. The head of quality has refused the request twice, citing audit workload. Two components depend on the specialist. What should the program manager do NEXT?

ANegotiate timing with the head of quality that meets both sides' needs BAsk the component managers to resequence their work around the missing specialist CHire an external contractor without telling the quality department DEscalate immediately to the CEO to override the head of quality

Correct answer: A. Negotiate timing with the head of quality that meets both sides' needs
Negotiating around underlying interests, such as audit peaks, often finds a schedule that works for both the program and the quality function. Escalating to the CEO before negotiating harms a relationship the program will need again.

Question 61Program Life Cycle⚑ Flag

A food manufacturer's plant modernization program costs $1.2 million upfront. Expected net cash inflows are $400,000 in year 1, $500,000 in year 2, and $600,000 in year 3. What is the simple payback period?

A2.0 years B3.0 years C2.5 years D2.4 years

Correct answer: C. 2.5 years
Cumulative inflows reach $900,000 after year 2, leaving $300,000 to recover from year 3's $600,000, which is half a year. Payback is therefore 2.5 years; 2.4 years wrongly divides the cost by the average annual inflow.

Question 62Program Life Cycle⚑ Flag

A new data privacy law takes effect in 10 months and affects a retail bank's customer analytics program. None of the current components address the new consent requirements. What should the program manager do FIRST?

ADevelop a business case for a new component and seek governance approval BAdd the consent requirements to the scope of the largest existing component CStart a new component right away because the deadline is fixed DAsk the compliance department to handle the law outside the program

Correct answer: A. Develop a business case for a new component and seek governance approval
Adding a component is a program-level decision that needs a business case and governance authorization, followed by updates to the roadmap and plans. Starting immediately skips authorization, even though the deadline creates real urgency.

Question 63Strategic Program Management⚑ Flag

Halfway through a customer service program, the company announces a merger. The new combined strategy shifts focus from cost reduction to customer growth. Two of the program's five components target cost savings only. What should the program manager do FIRST?

AStop the two cost-focused components right away to avoid spending on misaligned work BContinue as planned until the merger closes and the new leadership team is in place CAsk the two project managers to rewrite their scope statements around customer growth DAnalyze the impact on program benefits and present options to governance

Correct answer: D. Analyze the impact on program benefits and present options to governance
When strategy changes, the program manager assesses the impact on benefits and alignment and brings options to the steering committee for a decision. Stopping components without governance approval skips the decision makers, and ignoring the change risks wasted investment.

Question 64Program Governance⚑ Flag

At a quarterly program performance review, the program manager presents detailed cost and schedule variances for every component. A board member asks, 'But are we getting the benefits we approved?' What does this question MOST likely indicate?

AThe review should also report benefit realization against plan BThe board does not understand earned value metrics CThe board wants more detailed earned value data for each component DThe program manager should stop reporting component variances

Correct answer: A. The review should also report benefit realization against plan
Program performance reviews should show progress toward intended benefits and strategic goals, not just component cost and schedule. Component variances remain useful, but they do not tell the board whether value is being delivered.

Question 65Program Life Cycle⚑ Flag

Two components of a banking program both need the same small team of security architects during the same quarter. Each component manager insists that their project has priority. What should the program manager do?

ASplit the architects' time evenly so both components are treated the same BLet the component that requested the architects first keep them CAllocate them using program priorities and the integrated schedule DTell each component manager to hire contractors without consulting the program

Correct answer: C. Allocate them using program priorities and the integrated schedule
The program manager resolves resource conflicts between components using program priorities, benefits, and the integrated schedule. An even split looks fair but can delay both components and the benefits that depend on them.

Question 66Stakeholder Engagement⚑ Flag

A city councillor has begun criticizing a transit authority's rail expansion program in the local media, claiming it ignores low-income neighborhoods. The program's community benefits are well documented but have not been widely shared. What should the program manager do FIRST?

AIgnore the criticism because the program already has formal approval BIssue a press release that rebuts each of the councillor's claims point by point CAsk the sponsor to complain to the mayor's office about the councillor DArrange a private meeting with the councillor to hear concerns and share data

Correct answer: D. Arrange a private meeting with the councillor to hear concerns and share data
Engaging a hostile stakeholder directly to understand concerns and share facts can turn opposition into support. A public rebuttal risks escalating the conflict before the program knows what is driving it.

Question 67Program Life Cycle⚑ Flag

A water utility's leak detection program is about to close after deploying sensors and analytics across the network. The operations director has agreed to take over the system. Some benefits, such as reduced water loss, will only be measurable over the next two years. What should the program manager ensure before closure?

AThe program stays open for two more years until all benefits can be measured BThe sensor vendor agrees to report benefit data to the sponsor each year CThe final report states the expected benefits as already achieved DOperations owns ongoing benefit measurement under a sustainment plan

Correct answer: D. Operations owns ongoing benefit measurement under a sustainment plan
Programs close once components are delivered and transitioned, and benefits that mature later are sustained and measured by the receiving organization under a sustainment plan. Keeping the program open for two years ties up governance and resources that are no longer needed.

Question 68Benefits Management⚑ Flag

A new booking system in your travel company program went live on time. Two months later, the expected drop in call center volume has not happened. Call center staff say they were never trained to direct customers to the system. What is the MOST likely cause?

AMost customers simply prefer calling and do not want to book through the new system BTransition planning did not prepare operations to use the capability CThe booking system has serious technical defects that drive customers back to calling DThe benefit target for call reduction was set far too high when it was first approved

Correct answer: B. Transition planning did not prepare operations to use the capability
The staff comments point to weak transition planning, as operations were not ready to use the new capability. Benefits come from how operations adopt outputs, not from delivering the outputs alone.

Question 69Strategic Program Management⚑ Flag

A major competitor unexpectedly exits the regional market while your telecom network expansion program is underway. The sponsor sees a chance to capture more customers by speeding up two components. What is the BEST next step?

AAdd the opportunity to the risk register and plan to revisit it at the next program closure BAsk the finance team to release extra funds directly to the two components that need them CAssess the opportunity's value, update the business case and seek a governance decision DTell the two project managers to fast-track their work starting this week to win customers

Correct answer: C. Assess the opportunity's value, update the business case and seek a governance decision
Opportunities are assessed for value, cost and impact on the program, and changes to direction go through governance. Fast-tracking or releasing funds without analysis and approval bypasses the program's decision process.

Question 70Program Life Cycle⚑ Flag

In a medical device program, three component teams have each set their own acceptance criteria for software deliverables, and the criteria use different defect thresholds. The integrated product must pass a single regulatory review. What should the program manager do?

AAccept each team's criteria because component managers own their quality BSet program-wide standards in the program quality management plan CWait for the regulatory review to show which criteria are adequate DAsk the strictest team to inspect deliverables from the other two teams

Correct answer: B. Set program-wide standards in the program quality management plan
The program quality management plan sets the standards that all components must meet so the integrated product satisfies its requirements. Letting each team keep different thresholds risks failing the single review that matters.

Question 71Program Governance⚑ Flag

A financial services program mixes agile software components with traditional infrastructure components. The agile teams say the monthly stage-gate paperwork slows delivery. The steering committee still needs assurance on progress and risk. What is the BEST action?

AKeep the existing gates so all components are treated the same BRequire the agile teams to switch to the traditional life cycle for consistency CTailor governance with light reviews tied to increments and outcomes DExempt the agile components from all program governance

Correct answer: C. Tailor governance with light reviews tied to increments and outcomes
Governance should be tailored so agile components are reviewed at natural points, such as increment demos, while the committee still gets assurance. Exempting them entirely removes oversight of risk and alignment.

Question 72Program Life Cycle⚑ Flag

During closure of a university's campus network program, the program manager learns that a cabling contractor has an open claim for extra work on a component that closed six months ago. All other contracts are complete. What should the program manager do before formally closing the program?

ARecord the claim in the lessons learned and close the program anyway BEnsure the claim is resolved and the contract is formally closed CClose the program and let the procurement office handle the claim later DPay the claim in full to avoid delaying the program closure date

Correct answer: B. Ensure the claim is resolved and the contract is formally closed
All contracts, including open claims, should be settled and formally closed before the program closes. Paying in full avoids delay but skips the review of whether the claim is valid.

Question 73Stakeholder Engagement⚑ Flag

A program manager in Canada leads a software program with a large development component in Japan. In virtual status meetings, Japanese team members rarely raise problems, yet issues later appear in test reports. What is the BEST action for the program manager?

AReplace the Japan team lead with someone who speaks up more BRequire every team member to report at least one issue in each meeting CAdd written updates and one-on-one check-ins for raising issues DIncrease the frequency of virtual status meetings to daily

Correct answer: C. Add written updates and one-on-one check-ins for raising issues
Cultural norms can discourage raising problems in group settings, so private and written channels make it easier to surface issues. More frequent group meetings do not address the underlying cultural barrier.

Question 74Program Life Cycle⚑ Flag

A global energy program has stakeholders ranging from board members to field technicians and local community groups. Early feedback shows that many stakeholders feel either overloaded with information or left uninformed. What should the program manager do?

ABase the communications plan on analysis of each group's information needs BAsk each component manager to communicate with stakeholders as they see fit CSend the same detailed weekly status report to every stakeholder group DLimit communication to steering committee members until planning ends

Correct answer: A. Base the communications plan on analysis of each group's information needs
The program communications plan should be built from stakeholder analysis so each group gets the right content, format, and frequency. Sending everyone the same report is what causes the overload and gaps described.

Question 75Strategic Program Management⚑ Flag

An executive asks you to add a new office relocation project to your digital banking program because your team is efficient. The relocation shares no benefits, outcomes or dependencies with the program's other components. What should you do?

ADecline the request and ask the executive not to raise it with the program again BAccept it and set it up as a new component under the program's existing governance CAccept it but track and report it separately from the program's benefits and reporting DExplain it fits better as a separate portfolio project and raise it with governance

Correct answer: D. Explain it fits better as a separate portfolio project and raise it with governance
Components belong in a program when coordinated management produces benefits they could not achieve separately. An unrelated project should be managed elsewhere in the portfolio, and the right response is to raise it through governance rather than simply refuse.

Question 76Program Life Cycle⚑ Flag

A logistics company's warehouse automation program is entering closure. The program manager plans a single lessons learned workshop at the end. Several component managers who led early components have already left the company. What does this situation MOST likely reveal?

ALessons learned should have been captured throughout the program BThe PMO should write the lessons learned without the remaining team CThe program should have kept component managers until program closure DThe workshop should be canceled because key people are no longer there

Correct answer: A. Lessons learned should have been captured throughout the program
Knowledge is lost when lessons are collected only at the end, so they should be captured as components close and consolidated at program closure. Keeping every component manager until the end ties up people the organization needs elsewhere.

Question 77Benefits Management⚑ Flag

A component in your hospital program is about to hand over a new patient scheduling service to the operations department. What should the program manager confirm BEFORE the handover?

AThat the vendor contract for the scheduling software has been formally closed out BThat every benefit planned for the service has already been fully realized CThat operations is ready and has accepted ownership and sustainment DThat the component team will stay on to run the service for the foreseeable future

Correct answer: C. That operations is ready and has accepted ownership and sustainment
Before transition, the receiving organization must be ready and agree to own and sustain the capability. Benefits often appear after handover, so waiting for full realization first is not realistic.

Question 78Program Governance⚑ Flag

A software vendor bidding on a new component of a government program invites the program manager to an expensive sporting event. The procurement decision is three weeks away. What should the program manager do?

AAccept the invitation and disclose it to management after the contract is awarded BAccept and invite the other bidders to a similar event CAccept the invitation but avoid any discussion of the bid DDecline the invitation and follow the organization's gift policy

Correct answer: D. Decline the invitation and follow the organization's gift policy
Accepting hospitality from a bidder during procurement creates a conflict of interest, or at least its appearance, which the PMI Code of Ethics asks practitioners to avoid. Steering clear of bid talk does not remove the perception of influence.

Question 79Program Life Cycle⚑ Flag

Planning for a hospital network's digital program shows that four components each intend to buy cloud hosting services from different vendors. What should the program manager recommend?

ADelaying all hosting purchases until the last component finishes design BAsking finance to approve whichever vendor offers the lowest unit price CLetting each component negotiate its own contract to keep its autonomy DA program-level procurement strategy that consolidates hosting demand

Correct answer: D. A program-level procurement strategy that consolidates hosting demand
Program procurement planning looks across components to combine common needs, gaining leverage, consistency, and simpler integration. Separate contracts may each look fine but raise total cost and interface risk.

Question 80Stakeholder Engagement⚑ Flag

A university's student services program aims to cut enrollment processing time by 40 percent. The registrar, who will own this benefit after transition, has shown little interest in program activities. The program manager worries the benefit will fade after handover. What is the BEST action?

AKeep benefit ownership with the program manager until closure BInvolve the registrar now in transition and sustainment planning CPlan to measure the benefit without involving the registrar DReport the registrar's low interest to the university president

Correct answer: B. Involve the registrar now in transition and sustainment planning
Bringing the future benefit owner into transition and sustainment planning builds ownership and makes it far more likely the benefit lasts. Keeping ownership inside the program only delays the handover problem.

Question 81Program Life Cycle⚑ Flag

A defense agency's satellite ground station program has completed its last component. Fifteen engineers are still charged to the program, though their work is finished. Their functional managers have new assignments waiting. What should the program manager do?

AAssign the engineers to write extra documentation until closure BRelease them per the resource plan in coordination with their managers CAsk the sponsor to fund the engineers on a new program next year DKeep all fifteen engineers on the program until the final report is approved

Correct answer: B. Release them per the resource plan in coordination with their managers
Resources should be released in a planned, coordinated way once their work is done so the organization can use them elsewhere. Holding them until the final report adds cost without adding value.

Question 82Strategic Program Management⚑ Flag

A new project manager joining your program asks how your role differs from hers. Which statement BEST describes the program manager's focus?

AApproving each component project's detailed technical design documents BTracking each team member's hours and costs against project budgets CDirecting daily task assignments and workloads for each project team DIntegrating components and their interdependencies to deliver benefits

Correct answer: D. Integrating components and their interdependencies to deliver benefits
The program manager integrates components, manages interdependencies and focuses on benefits. Directing tasks, approving designs and tracking hours are project-level responsibilities.

Question 83Program Life Cycle⚑ Flag

An aerospace program's first component involves research into a new composite material, and its scope is highly uncertain. Later components will produce well-defined parts at scale. Which contract strategy BEST fits the program?

AFixed-price for the research and cost-reimbursable for later production BFixed-price for all components to transfer the most risk to suppliers CCost-reimbursable for the research and fixed-price for later production DTime-and-materials for all components to keep the program flexible

Correct answer: C. Cost-reimbursable for the research and fixed-price for later production
Cost-reimbursable contracts suit uncertain scope, while fixed-price contracts suit well-defined work, so the contract strategy should vary by component. Forcing fixed-price terms onto research invites inflated bids or disputes.

Question 84Benefits Management⚑ Flag

A new fraud detection capability has been transitioned from your banking program to the risk operations team. Who should normally fund and carry out its ongoing sustainment after transition?

AThe original component project team that built the capability BThe receiving operations organization CThe PMO, as part of its ongoing support services to the business DThe program, using its budget until the program formally closes

Correct answer: B. The receiving operations organization
After transition, sustainment is the responsibility of the receiving operations organization, which owns the capability. Keeping the program or project team in charge blurs ownership and delays the shift to business as usual.

Question 85Program Life Cycle⚑ Flag

As an insurance company's claims modernization program closes, the program manager is gathering decisions, change logs, contracts, and benefit reports. An auditor may need to review program decisions over the next three years. What should guide how these records are stored?

AThe vendor's document management standards BThe program manager's personal preferences for folder structure COrganizational records retention and archiving policies DThe structure each component manager used on their own project site

Correct answer: C. Organizational records retention and archiving policies
Program records must be archived under organizational policies so they stay accessible for audits, future programs, and legal needs. Personal or component practices create inconsistent records that are hard to retrieve later.

Question 86Stakeholder Engagement⚑ Flag

A program manager wants to know whether engagement efforts with key stakeholders of a smart city program are working. Which approach gives the MOST useful view?

ACompare each key stakeholder's current and desired engagement over time BCount how many program newsletters were distributed each month CTrack attendance of component managers at program meetings DReview the number and type of change requests raised by stakeholders each month

Correct answer: A. Compare each key stakeholder's current and desired engagement over time
Comparing current with desired engagement levels shows where gaps remain and whether actions are closing them. Counting newsletters measures communication output, not engagement.

Question 87Program Governance⚑ Flag

While reviewing component invoices, a program manager sees that a team lead billed a client for hours that the team's own time records show were never worked. The amounts are small. What should the program manager do?

AIgnore it because the amounts are too small to matter BReport the matter to the appropriate management or compliance function CCorrect the invoices quietly and coach the team lead in private to prevent a repeat DAsk the client whether they noticed the extra hours

Correct answer: B. Report the matter to the appropriate management or compliance function
The PMI Code of Ethics expects practitioners to report unethical or illegal conduct to the appropriate authorities. Fixing it quietly may stop the immediate problem but hides possible fraud from those responsible for handling it.

Question 88Program Life Cycle⚑ Flag

Four components of a hospital network program each plan to buy the same type of medical imaging equipment from different suppliers on separate contracts. The program manager sees duplicated effort and weak buying power. What should the program manager propose in the program procurement plan?

AA program-level master agreement that components order under BDelay all purchases until the final component is ready CAsk the cheapest supplier to serve the first component only DLet each component keep its own contract to preserve autonomy

Correct answer: A. A program-level master agreement that components order under
A program-level master agreement consolidates demand, improves pricing and standardizes terms, while components still place their own orders. Separate contracts repeat negotiation work and give up the program's combined buying power.

Question 89Strategic Program Management⚑ Flag

A feasibility study for an autonomous delivery program shows that a key sensor technology is not yet reliable in heavy rain. The program would serve a region with long rainy seasons. What should the program manager recommend?

AProceed as planned and let the technology team solve the problem during delivery BRemove the rainy region from program scope without consulting the key stakeholders CPresent the findings to governance with options such as a pilot or a no-go DDelay any decision until a vendor offers a better sensor that works in heavy rain

Correct answer: C. Present the findings to governance with options such as a pilot or a no-go
Feasibility findings feed a governance decision, and the program manager should present clear options including a pilot or a no-go. Proceeding without addressing a known technical gap puts the business case at risk.

Question 90Program Life Cycle⚑ Flag

The board of a consumer electronics company cancels a wearable devices program after a strategic shift toward services. Two components are mid-execution and one has finished. The program manager receives the termination decision from the steering committee. What should the program manager do NEXT?

AStop all work today and send every team member back to their functional area BAsk the steering committee to let the two active components finish first CHand the remaining work to the services division as new projects DStart an orderly closure, transitioning finished work and closing contracts

Correct answer: D. Start an orderly closure, transitioning finished work and closing contracts
A terminated program still needs a controlled closure: transition usable outputs, close contracts, capture lessons, release resources, and archive records. Stopping everything at once leaves contracts open and loses the value of completed work.

Question 91Stakeholder Engagement⚑ Flag

An airline's maintenance transformation program will change shift patterns for licensed engineers, who are represented by a union. The collective agreement requires consultation on major work changes. The program is still in its definition phase. What should the program manager do?

ALimit the changes to non-union staff to avoid consultation BLet human resources handle all union contact outside the program CWait until designs are final so the union sees a complete, costed proposal DEngage union representatives early on concerns and consultation needs

Correct answer: D. Engage union representatives early on concerns and consultation needs
Early engagement respects the consultation requirement and lets the union's concerns shape the design before positions harden. Presenting a finished design invites rejection and delay.

Question 92Program Life Cycle⚑ Flag

A sponsor asks what the program change management plan for a supply chain program should emphasize when proposed changes are evaluated. What is the BEST answer?

AAssessing each change's effect on benefits and interdependencies BLimiting change requests to those raised by steering committee members CRecording changes only in the logs that each project team maintains DApproving changes quickly so that component schedules are never delayed

Correct answer: A. Assessing each change's effect on benefits and interdependencies
At the program level, changes are judged mainly by their effect on benefits, strategic alignment, and other components. Speed alone can approve changes that quietly erode the program's value.

Question 93Program Governance⚑ Flag

Which role does a program management office (PMO) MOST commonly play in program governance?

AApproving changes and funding requests that exceed the program manager's authority BSupplying standards, reporting, and support for governance processes COwning program benefits after transition to operations DActing as the final escalation point for component disputes

Correct answer: B. Supplying standards, reporting, and support for governance processes
A PMO supports governance with standards, templates, data, and reporting so decisions are well informed. Approving major changes and serving as the final escalation point are roles of the governance board and sponsor.

Question 94Benefits Management⚑ Flag

Quarterly benefit reports for a retail program show that sales per square meter are 20 percent below the target for this point. What should the program manager do FIRST?

AWait two more quarters to see whether results recover before taking any action BLower the benefit target in the register so it matches the actual results so far CStop the components that were expected to drive the benefit until results improve DAnalyze the cause with the benefit owner and component leads

Correct answer: D. Analyze the cause with the benefit owner and component leads
The first step is to understand why the benefit is behind, working with the benefit owner and the component leads. Changing targets or stopping components before finding the cause can make things worse.

Question 95Program Life Cycle⚑ Flag

In a city's smart parking program, the sensor installation component will finish six weeks late. The mobile app component depends on sensor data and is scheduled to launch to the public right after installation. What should the program manager do FIRST?

AAsk the sensor component manager to explain the delay in writing BMove the public launch date and announce it to the media CAssess the impact of the delay on the app component and the roadmap DTell the app team to launch on schedule using simulated sensor data instead

Correct answer: C. Assess the impact of the delay on the app component and the roadmap
Delays in one component ripple through interdependencies, so the program manager first analyzes the effect on dependent components and the roadmap. Moving the launch date publicly is premature until that analysis and a governance review are done.

Question 96Strategic Program Management⚑ Flag

At a stage gate review, the program manager presents evidence on benefits, risks and costs for a public transit program. Who should make the go or no-go decision?

AThe program steering committee BThe PMO director, after reviewing compliance CThe lead project manager of the largest component DThe program manager, based on the evidence presented

Correct answer: A. The program steering committee
Go or no-go decisions at gates belong to program governance, usually the steering committee. The program manager prepares and presents the evidence but does not make the decision alone.

Question 97Program Life Cycle⚑ Flag

During planning for a government digital services program, you suspect that several components will share data interfaces, staff, and a common release window, but no one has documented these links. What should you do FIRST?

ASchedule all components one after another to avoid overlapping work BRaise an issue with the steering committee about missing documentation CConduct an interdependency analysis across all of the components DAsk each component manager to handle their own outside dependencies

Correct answer: C. Conduct an interdependency analysis across all of the components
An interdependency analysis identifies technical, resource, and timing links between components so they can be built into the integrated plans. Running everything in sequence avoids overlap but delays benefits and ignores what the analysis would reveal.

Question 98Stakeholder Engagement⚑ Flag

Midway through an insurer's claims modernization program, the chief operating officer, a strong supporter, moves to a different role. Her successor came from a competitor and has not yet met the program team. What should the program manager do FIRST?

AReassess the new executive's interests and adjust the engagement approach BSend the new executive the full program management plan to read CContinue the current engagement plan because the role itself is unchanged DAsk the former executive to keep representing the program informally

Correct answer: A. Reassess the new executive's interests and adjust the engagement approach
A new person in a key role can bring different interests, attitudes, and influence, so engagement should be reassessed and adapted. Assuming the successor shares the predecessor's support is a common and costly mistake.

Question 99Program Life Cycle⚑ Flag

What is the main purpose of the program closure phase?

ATo keep measuring every benefit until it reaches its full target value BTo transition benefits to the sustaining organization and formally close CTo evaluate the performance of each component manager DTo complete the final outputs that the component projects did not finish

Correct answer: B. To transition benefits to the sustaining organization and formally close
Program closure hands benefits to those who will sustain them and formally closes the program with records, contracts, and resources handled. Component outputs should be finished during delivery, and long-term benefit tracking belongs to operations.

Question 100Program Governance⚑ Flag

Which of the following would a program governance plan MOST likely define?

ADecision-making bodies, decision rights, and escalation paths BDetailed work packages and activity estimates for each component project CDaily task assignments for component team members DTechnical design standards for each deliverable

Correct answer: A. Decision-making bodies, decision rights, and escalation paths
The governance plan explains how the program will be overseen, including who decides what and how issues escalate. Work packages and task assignments belong to component planning.

Question 101Program Life Cycle⚑ Flag

A component manager submits a plan for a customer portal that delivers its key release three months after the program roadmap milestone it supports. Two other components depend on that release. What should the program manager do NEXT?

AApprove the plan and move the roadmap milestone three months later BReject the plan and ask the PMO to rewrite the component schedule CWork with the component manager to align the plan with the roadmap DEscalate the component manager's performance to the steering committee

Correct answer: C. Work with the component manager to align the plan with the roadmap
Integrating component plans means working with component managers to resolve gaps against the roadmap and dependent components. Moving the milestone without analysis shifts the problem onto the other components and the benefits schedule.

Question 102Strategic Program Management⚑ Flag

While chartering a supply chain program, the sponsor asks how program success will be judged. Which success criteria are MOST appropriate?

AEvery deliverable passes quality inspection on its first formal review BIntended benefits are realized and stakeholders accept the outcomes CAll component projects finish on time and within their approved budgets DThe program closes with no open issues, risks or pending change requests

Correct answer: B. Intended benefits are realized and stakeholders accept the outcomes
Program success is measured by delivering the intended benefits and stakeholder acceptance, not just by component performance. Projects can finish on time and on budget while the program still fails to deliver value.

Question 103Benefits Management⚑ Flag

A delay in your solar energy program pushes plant start-up back by nine months. The business case assumed revenue would begin earlier. What benefits management concern does this MOST directly create?

AA quality issue in the solar panels supplied for the first plant BA need to rewrite the program's vision and strategic objectives CA gap in the communications plan for external stakeholders DErosion of total benefit value due to later realization

Correct answer: D. Erosion of total benefit value due to later realization
Late realization reduces the total value of benefits over the program's life, which is a form of benefit erosion. The program manager should assess the impact on the business case and report it through governance.

Question 104Program Life Cycle⚑ Flag

A component manager asks how to decide whether an item belongs in the program issue log or the program risk register. Which statement is correct?

AAn issue is a present condition; a risk is an uncertain future event BAn issue is any risk that has a probability above 50 percent CAn issue affects only one component, while a risk affects several components DAn issue is owned by the sponsor, while a risk is owned by the program manager

Correct answer: A. An issue is a present condition; a risk is an uncertain future event
Issues are conditions that have already occurred and need resolution, while risks are uncertain events that may or may not happen. Scope does not define the difference, since both issues and risks can be local or program-wide.

Question 105Stakeholder Engagement⚑ Flag

Senior executives on a retailer's supply chain program complain that program reports run to 30 pages and they cannot find what needs their attention. Component managers say the detail is needed for accuracy. What is the BEST response?

ASend executives the component reports instead of a program report BGive executives a short summary of decisions, risks, and benefit status CAsk executives to name staff members who will read the reports on their behalf DKeep the current reports because accuracy matters more than length

Correct answer: B. Give executives a short summary of decisions, risks, and benefit status
Communication should be tailored to each audience, and executives need concise information on decisions, risks, and benefits. Detailed reports can still serve component teams, so accuracy is not lost.

Question 106Program Life Cycle⚑ Flag

Shortly after the program scope baseline was approved, a component manager on a water utility program proposes expanding her component to include a customer billing feature that falls outside the approved program scope. What should the program manager do?

AAssess its impact on benefits and scope, then use program change control BLet the component absorb the feature if its own budget allows it CApprove the feature now because it clearly adds value for utility customers DReject the request because a program scope baseline can never change

Correct answer: A. Assess its impact on benefits and scope, then use program change control
Changes to the program scope baseline are assessed for impact on benefits, cost, schedule, and other components, then decided through program change control. Letting the component absorb it quietly bypasses governance and creates scope creep.

Question 107Program Governance⚑ Flag

The sponsor of an automotive supplier's electrification program asks the program manager to start a $2 million design change now and 'sort out the paperwork with the steering committee later.' The governance plan requires committee approval for changes over $1 million. What should the program manager do?

AStart preliminary work and log the change for approval later BRefuse to discuss the change until the next scheduled meeting CBegin the change because the sponsor has authority over the program DExplain the rule and help the sponsor get a fast committee decision

Correct answer: D. Explain the rule and help the sponsor get a fast committee decision
The governance plan records agreed decision rights, and the program manager should uphold them while helping the sponsor move quickly, for example through an out-of-cycle review. Starting work first bypasses the committee's authority.

Question 108Strategic Program Management⚑ Flag

The CFO reviewing the business case for a plant consolidation program wants to know whether the program creates value over its life once the time value of money is considered. Which analysis BEST answers this question?

ANet present value of expected costs and benefits BEarned value analysis of current component spending against plan CSimple payback period measured in months from the first investment DResource histogram showing program team demand by month

Correct answer: A. Net present value of expected costs and benefits
Net present value discounts future costs and benefits, so it shows whether the program creates value over time. Simple payback ignores the time value of money, and earned value measures progress, not investment value.

Question 109Program Life Cycle⚑ Flag

A change request for a utility billing program would add $2 million and three months to one component. The governance plan lets the program manager approve changes up to $250,000 and two weeks. The impact analysis is complete. What should the program manager do NEXT?

AReject the change because it exceeds the approval limits BApprove the change because the impact analysis is complete CSubmit the change and its analysis to the CCB for a decision DSplit the change into smaller requests within approval limits

Correct answer: C. Submit the change and its analysis to the CCB for a decision
The change exceeds the program manager's delegated authority, so it goes to the change control board with the completed analysis. Splitting it into smaller requests to stay under the limit would bypass governance and is unethical.

Question 110Program Life Cycle⚑ Flag

The draft integrated schedule for a coastal flood defense program shows spending in year 2 that is 40% above the annual funding limit set in the financial framework. Total funding over the life of the program is enough. What should the program manager do?

AAdjust component timing so the spending profile fits funding limits BCut the year 2 components from scope to stay within the annual limit CAsk component managers to delay invoices until year 3 to hide the peak DKeep the schedule and ask finance to find extra money in year 2

Correct answer: A. Adjust component timing so the spending profile fits funding limits
The program schedule must fit the funding profile, so component timing is adjusted to keep spending within the annual limits. Cutting scope is unnecessary when total funding is sufficient and only the timing is the problem.

Question 111Stakeholder Engagement⚑ Flag

A quarterly pulse survey on a government digital services program shows stakeholder confidence falling from 72 percent to 51 percent. Component teams have reported no major problems. What should the program manager do FIRST?

AReport the drop to the steering committee as a new program risk BRerun the survey next month to confirm the result CLaunch a communication campaign that highlights the program's recent successes DAnalyze the responses and follow up with key groups to find the cause

Correct answer: D. Analyze the responses and follow up with key groups to find the cause
A sharp fall in confidence signals an engagement problem, and understanding the cause comes before choosing a response. A success campaign may miss the real concern and come across as dismissive.

Question 112Benefits Management⚑ Flag

A new digital claims process in your insurance program speeds up claim handling. However, the audit department now spends more time checking automated decisions. How should the program manager treat this extra audit work?

AReport it to the vendor as a defect in the claims component for correction BRecord it as a disbenefit and manage it with those affected CIgnore it, because the program's overall benefits are still clearly positive DAsk the audit department to absorb the extra work within its current budget

Correct answer: B. Record it as a disbenefit and manage it with those affected
A negative outcome felt by part of the organization is a disbenefit and should be recorded and managed. Ignoring it can damage stakeholder support and hide the true net value of the program.

Question 113Program Life Cycle⚑ Flag

Two components of a freight logistics program plan to buy the same routing software separately. The program manager notices that one enterprise license would cut the total cost by 30 percent. Neither component manager has authority to commit the other's budget. What should the program manager do?

AAsk one component manager to negotiate on behalf of both teams BRecord the savings idea in the lessons learned for future programs CCoordinate a single program-level purchase to capture the savings DLet each component buy its own license as already budgeted

Correct answer: C. Coordinate a single program-level purchase to capture the savings
Opportunities that span components are best captured at the program level, where the program manager can coordinate budgets and contracts. Asking one component manager to act for both gives that person authority they do not have.

Question 114Program Life Cycle⚑ Flag

During program definition, what is the PRIMARY role of the program roadmap?

ATo list detailed tasks and resource assignments for each component BTo show the program's major stages, milestones, and decisions over time CTo record approved changes to the program scope baseline DTo define the escalation path from component managers to the sponsor

Correct answer: B. To show the program's major stages, milestones, and decisions over time
The roadmap gives a high-level chronological view of major stages, milestones, and decision points, linking the program's direction to its benefits. Detailed tasks and assignments belong in component plans and schedules.

Question 115Strategic Program Management⚑ Flag

A component project in your smart city program was planned to support citizen engagement. After a strategy review, citizen engagement was dropped as a city objective, and the component no longer supports any program benefit. What should the program manager do?

AAsk the component manager to find a new purpose for the component's outputs BMove the component's remaining budget to another component that needs it CLet the component finish because it is already funded and partly complete DRecommend to the steering committee that it be changed or closed

Correct answer: D. Recommend to the steering committee that it be changed or closed
Components must contribute to program benefits, so one that no longer does should go to governance with a recommendation to change or close it. Moving budget without approval and continuing without purpose both bypass good program governance.

Question 116Program Governance⚑ Flag

A portfolio office commissions an independent assurance review of a large energy program after it reported green status for a year while its benefit forecasts slipped. The program manager feels the review signals distrust. What is the BEST response?

AAsk the sponsor to cancel or postpone the review BCooperate fully and give reviewers open access to people and records CLimit the reviewers' access to final, approved reports only DPrepare a written rebuttal of the expected findings before the review begins

Correct answer: B. Cooperate fully and give reviewers open access to people and records
Independent assurance is a normal part of governance, and open cooperation helps surface problems early. Limiting access undermines the review and damages trust with governance bodies.

Question 117Stakeholder Engagement⚑ Flag

A program's steering committee has members in Singapore, Germany, and the United States. Meetings are always held at a time that suits the United States, and the Singapore members now send delegates who cannot make decisions. What is the BEST action?

AAsk the Singapore members to give their delegates full decision rights BRemove the Singapore members from the steering committee CRotate meeting times and share materials early for asynchronous input DMove every meeting to a time that suits the Singapore members

Correct answer: C. Rotate meeting times and share materials early for asynchronous input
Rotating times shares the inconvenience fairly, and early materials let members contribute even when a slot is hard for them. Moving all meetings to suit one region just shifts the problem to another group.

Question 118Program Life Cycle⚑ Flag

Frontline supervisors affected by a manufacturing plant's lean transformation program say they learn about changes from rumors. Program reports go only to the steering committee and component managers. What should the program manager do?

AUpdate the communications plan to meet the supervisors' needs BTell the supervisors to rely on official reports rather than rumors CForward the steering committee reports to all supervisors each month DAsk the component managers to brief supervisors when they have time

Correct answer: A. Update the communications plan to meet the supervisors' needs
Stakeholder engagement requires communication tailored to each group, and the supervisors are a group the plan missed. Forwarding executive reports gives them the wrong level of detail rather than the information they need.

Question 119Program Life Cycle⚑ Flag

While building the integrated schedule for a mining company's automation program, you find a chain of component dependencies that sets the earliest possible program finish date. Other component paths have several months of float. How should you use this finding?

AAsk the steering committee to approve each task on the chain BSpread program attention evenly so no component feels neglected CShorten the float on the other paths by starting them later DFocus monitoring and priority resources on that dependency chain

Correct answer: D. Focus monitoring and priority resources on that dependency chain
The dependency chain that drives the finish date deserves the most schedule attention, priority for scarce resources, and close interface management. Having governance approve individual tasks pulls the steering committee into project-level detail.

Question 120Benefits Management⚑ Flag

After a new warehouse system goes live in your program, managers find it also cuts energy use by 10 percent, which was never planned. What should the program manager do?

ARecord it in the benefits register, assess it and share it with stakeholders BPresent the savings as proof that the program is running ahead of schedule CTell the warehouse team to stop tracking energy use to avoid confusing reports DIgnore the savings, since they were never part of the approved business case

Correct answer: A. Record it in the benefits register, assess it and share it with stakeholders
Unplanned benefits should be recorded, assessed and communicated so the organization can sustain them and value the program correctly. Ignoring them loses value, and they say nothing about schedule performance.

Question 121Strategic Program Management⚑ Flag

During formulation of a retail analytics program, a market study shows customers moving quickly from in-store shopping to mobile ordering. The draft program focuses mainly on store systems. What should the program manager do?

AAsk the mobile team to start a separate project on its own outside the program BWait until delivery begins to see whether the shift to mobile ordering continues CRevisit program objectives and component options with the sponsor DKeep the draft scope because the sponsor asked for store systems in the mandate

Correct answer: C. Revisit program objectives and component options with the sponsor
Market analysis during formulation should shape program objectives and the components chosen. Ignoring the trend or waiting risks building a program that no longer matches where value will come from.

Question 122Program Life Cycle⚑ Flag

A component manager in an airport expansion program asks for $400,000 from the program reserve to cover an unforeseen soil problem. The component has already used its own contingency. What should the program manager do FIRST?

ARelease the funds right away since the component has spent its contingency BTell the component manager to absorb the cost by cutting scope CSend the request to the sponsor without reviewing it DEvaluate the request against program reserve criteria and other needs

Correct answer: D. Evaluate the request against program reserve criteria and other needs
Program reserves are shared across components, so the program manager must assess the request against reserve rules, priorities, and other risks before acting. Releasing funds automatically could leave the program unable to cover more critical needs later.

Question 123Program Governance⚑ Flag

Steering committee meetings on a telecom program regularly lack a quorum because members are traveling. As a result, three component funding decisions have been postponed twice. What should the program manager do?

AMake the funding decisions personally to keep work moving BAsk component managers to keep spending at current levels until decisions are made CCancel committee meetings and send updates by email instead DPropose options such as empowered delegates or remote approval

Correct answer: D. Propose options such as empowered delegates or remote approval
Proposing ways to keep decisions flowing, such as authorized delegates or electronic approval, fixes the governance gap while respecting decision rights. Deciding personally would exceed the program manager's authority.

Question 124Program Life Cycle⚑ Flag

Component teams for a global ERP program sit in five countries across ten time zones. Status meetings are missed, and decisions made in one region surprise the others. What should the program manager include in the program communications plan?

AOne weekly meeting fixed at the headquarters' local time BRotating meeting times, asynchronous decision logs and agreed response windows CDaily all-hands calls that every team member must attend live DEmail updates only, sent after each decision is made

Correct answer: B. Rotating meeting times, asynchronous decision logs and agreed response windows
Rotating meeting times and asynchronous decision logs share the burden fairly and keep every region informed of decisions in time. A fixed headquarters time pushes some teams into the middle of the night and repeats the current problem.

Question 125Stakeholder Engagement⚑ Flag

A rail freight program needs land for a terminal in a component that starts in 18 months. The owner of the preferred site, an influential local businessman, has hinted that he may refuse to sell. What should the program manager do?

AAsk the legal team to begin compulsory purchase proceedings BRedesign the component to avoid the preferred site entirely CLog it as a program risk and begin engaging the landowner now DWait until the component starts before approaching the landowner

Correct answer: C. Log it as a program risk and begin engaging the landowner now
Stakeholder attitudes can create program risks, and early engagement gives the most time to understand and address the owner's position. Waiting leaves little room to respond if he does refuse.

Question 126Program Life Cycle⚑ Flag

A national health agency's vaccination registry program is organized into three delivery waves. Wave one is complete, and wave two components are ready to start. The governance plan calls for a gate review between waves. What is the main purpose of this review?

ATo close the program's contracts from wave one BTo approve the detailed task schedules for each wave two component CTo evaluate the individual performance of the wave one team DTo confirm the program still aligns with strategy and should proceed

Correct answer: D. To confirm the program still aligns with strategy and should proceed
Program gate reviews let governance confirm that the program remains aligned with strategy, is on track for its benefits, and should continue. Approving detailed task schedules is component-level work that does not need steering committee attention.

Question 127Strategic Program Management⚑ Flag

The sponsor and two senior executives give different descriptions of what a workforce transformation program should achieve. You must draft the program charter next week. What should you do FIRST?

ACombine all three views into the charter and list them as separate program goals BAsk the PMO director to decide which of the three descriptions is the correct one CFacilitate a session with them to agree on one program vision DWrite the charter using only the sponsor's description, since the sponsor is accountable

Correct answer: C. Facilitate a session with them to agree on one program vision
A program needs one agreed vision before the charter is written, so the program manager should bring the key stakeholders together to align. Picking one view or listing conflicting goals leaves the disagreement to surface later during delivery.

Question 128Program Life Cycle⚑ Flag

Planning for a bank's core modernization program shows that a new data platform must be in place before the lending, payments, and reporting components can deliver. Business units want lending to start first because it has the largest benefits. What should the program manager recommend?

AStart lending first and build a temporary workaround for the platform BSequence the data platform first and plan lending to follow it early CStart all four components at once to show maximum visible progress DLet the business units decide the order since they own the benefits

Correct answer: B. Sequence the data platform first and plan lending to follow it early
Component sequencing must respect technical dependencies, while still pulling high-value components as early as the dependencies allow. A temporary workaround adds cost and risk and may need to be thrown away.

Question 129Stakeholder Engagement⚑ Flag

A health insurer is rolling out new care management tools to 3,000 nurses in several waves. Early waves show that nurses trust advice from peers far more than messages from head office. What is the BEST way to improve adoption in later waves?

AShorten training so nurses spend less time away from patients BSend more emails from head office explaining the new tools CRecruit respected nurses as change champions for their colleagues DMake use of the new tools a condition of each nurse's annual performance review

Correct answer: C. Recruit respected nurses as change champions for their colleagues
Change champions use peer trust to build understanding and acceptance, which directly supports adoption and benefits. More head office emails rely on the very channel that has proven least credible.

Question 130Program Governance⚑ Flag

A water infrastructure program forecasts that rising material costs across four components will use up its contingency reserve within two months. The program manager may move funds between components but cannot draw on management reserve. What should the program manager do?

AEscalate the forecast and options to the board before the reserve runs out BWait until the reserve is exhausted to confirm the need CAsk component managers to cut scope until material costs fall DMove funds from components that have not started yet and say nothing for now

Correct answer: A. Escalate the forecast and options to the board before the reserve runs out
Escalating early with data and options lets the governance board choose among funding, scope, or timing before a crisis. Silently shifting funds hides a program-level problem from the people who should decide on it.

Question 131Benefits Management⚑ Flag

Your education technology program is closing. Several benefits, such as higher graduation rates, will only be measurable two to three years from now. What should the program manager do?

AReport the benefits as achieved in the closure report based on current forecasts BHand over measurement duties and timing to the benefit owners CDelay program closure until all of these benefits can be measured and confirmed DRemove these benefits from the final report, since they cannot yet be proven

Correct answer: B. Hand over measurement duties and timing to the benefit owners
Benefits often appear after closure, so measurement and tracking should be handed to the benefit owners in operations. Keeping the program open for years wastes resources, and reporting forecasts as results is misleading.

Question 132Program Life Cycle⚑ Flag

All four components of a call center program delivered their outputs on time and on budget. Six months later, average handle time, the program's main benefit metric, has not improved. What should the program manager do FIRST?

AInvestigate why the outputs are not producing the expected benefit BStart a new component to redesign the call center software CReplace the benefit metric with one that shows improvement DDeclare success because every component met its schedule and budget targets

Correct answer: A. Investigate why the outputs are not producing the expected benefit
Programs are measured by benefits, not outputs, so a missing benefit calls for root cause analysis of gaps such as low adoption or unchanged processes. Declaring success based on component targets ignores the reason the program exists.

Question 133Program Life Cycle⚑ Flag

A steering committee is choosing between two program options with the same strategic fit. Option A has an NPV of $2.1 million and a payback of 4 years. Option B has an NPV of $1.6 million and a payback of 2.5 years. The organization has no short-term cash concerns. Based on these metrics, which option should the program manager recommend?

ANeither, because NPV and payback must point to the same option BOption B, because a shorter payback always means the better investment COption A, because its higher NPV means more value in today's dollars DOption B, because payback includes discounting and NPV does not

Correct answer: C. Option A, because its higher NPV means more value in today's dollars
NPV measures total value created after discounting, so the higher NPV is preferred when liquidity is not a concern. Simple payback ignores cash flows after the payback date and does not discount, so it should not decide the choice alone.

Question 134Strategic Program Management⚑ Flag

Which statement BEST describes a program vision?

AA breakdown of total program costs by component and by fiscal year BA list of the program's components with their planned start and end dates CA summary of the major risks the program must avoid or reduce DA description of the desired future state the program will help create

Correct answer: D. A description of the desired future state the program will help create
The program vision describes the desired end state and what the organization will look like when the program succeeds. Components, dates and costs are planning details that support the vision.

Question 135Stakeholder Engagement⚑ Flag

How does stakeholder engagement at the program level typically differ from engagement on a single project?

AIt focuses mainly on internal executives rather than on external parties and the public BIt is delegated entirely to the program management office CIt ends once all component projects have been chartered DIt involves a broader, shifting set of stakeholders over a longer period

Correct answer: D. It involves a broader, shifting set of stakeholders over a longer period
Programs span several components and long durations, so they involve a wider and more dynamic set of stakeholders, including external groups. Program engagement continues through closure and is led by the program manager, not handed to the PMO.

Question 136Program Life Cycle⚑ Flag

The prime vendor on a railway signaling program replaces its lead safety engineer without notice. The contract names this engineer as key personnel for two components. Both component managers worry about safety certification delays. What should the program manager do?

AEnforce the key personnel terms with the vendor and assess the impact BTerminate the vendor contract for breach of key personnel terms CAccept the substitution since the vendor is free to choose its own staff DHire a safety engineer directly and charge the vendor later

Correct answer: A. Enforce the key personnel terms with the vendor and assess the impact
Key personnel clauses protect the program, and the program manager should enforce them while analyzing the effect on both components. Terminating the contract is an extreme first step that could cause bigger delays than the substitution.

Question 137Program Life Cycle⚑ Flag

A newly appointed sponsor asks what the program charter for a hotel group's guest experience program should accomplish. What is the BEST answer?

ADefine each component's detailed scope, schedule, and budget baseline BAuthorize the program and manager and state its vision and benefits CReplace the business case as the record of the program's justification DList the vendors and contract types to be used across all components

Correct answer: B. Authorize the program and manager and state its vision and benefits
The program charter formally authorizes the program, names the program manager, and describes the vision, objectives, and expected benefits at a high level. Detailed component baselines come later and are not charter content.

Question 138Program Governance⚑ Flag

A competitor launches a product that makes one of the core benefits in a consumer electronics program's business case far less valuable. Two components are already in delivery. What should the program manager do FIRST?

ACancel the two components that are already in delivery BAsk marketing to lower the affected benefit targets CContinue as planned because the program and its business case were formally approved DUpdate the business case and bring it to governance for a decision

Correct answer: D. Update the business case and bring it to governance for a decision
When the business case changes significantly, governance must decide whether to continue, change, or stop the program. Cancelling components on the program manager's own authority skips that decision.

Question 139Benefits Management⚑ Flag

The steering committee of a public housing program says the benefits section of monthly reports is long and hard to act on. What would BEST improve it?

ARemove benefits from the monthly reports and cover them once a year instead BList every metric from every component in a single combined table each month CShow key benefit measures against targets, trends and needed decisions DLet each project manager report benefits in whatever format suits their team

Correct answer: C. Show key benefit measures against targets, trends and needed decisions
Governance needs a clear view of key benefit measures against targets, trends and decisions required. More data or mixed formats make reports harder to use, and reporting yearly hides problems for too long.

Question 140Program Life Cycle⚑ Flag

An internal audit team will review a government benefits program's compliance with its governance plan next month. The program manager discovers that two component changes were approved informally by component managers with no CCB records. What should the program manager do?

AAsk the component managers to keep quiet about the changes BDisclose the gaps to the auditors and correct the change process CDelay the audit until the change records can be completed DCreate backdated CCB records for the two changes before the audit begins

Correct answer: B. Disclose the gaps to the auditors and correct the change process
Honesty and transparency require disclosing the gaps and fixing the process so it does not happen again. Backdating records would be falsification and violates the PMI Code of Ethics.

Question 141Strategic Program Management⚑ Flag

The business case for a hospital expansion program assumed a 12 percent rise in patient volume. New census data now shows little expected growth. Component work is three months in. What should the program manager do?

AKeep going, because the steering committee already approved the business case BAsk the project managers to cut scope in their components to save money CReassess the business case with the new data and take it to governance DUpdate the assumption log with the new census figures and continue as planned

Correct answer: C. Reassess the business case with the new data and take it to governance
The business case is a living document, and a failed key assumption calls for reassessment and a governance decision. Noting the change without acting, or cutting scope without analysis, does not address whether the program still makes sense.

Question 142Program Life Cycle⚑ Flag

During planning for an agricultural cooperative's export program, you learn that a key business case assumption, a new trade agreement taking effect next year, has been postponed by three years. What should you do FIRST?

AAssess the impact on the business case and inform the sponsor BLog the postponement as a risk and review it next quarter CContinue planning as approved because the business case was accepted DCancel the components that depend on the trade agreement

Correct answer: A. Assess the impact on the business case and inform the sponsor
When a core assumption fails, the program manager reassesses the business case and benefits and brings the impact to the sponsor and governance. Cancelling components is a governance decision that should follow the analysis, not replace it.

Question 143Stakeholder Engagement⚑ Flag

A large corporate client of a payroll software company asks the platform program for a custom reporting feature. The feature would help this client but would delay a release that benefits hundreds of other clients. The client's executive hints that the contract renewal may be at risk. What should the program manager do?

AAsk the sales team to offer the client a discount instead BAssess the request against program benefits and discuss options openly CApprove the feature right away to protect the contract renewal DDecline the request in writing and refer the client to the existing contract terms

Correct answer: B. Assess the request against program benefits and discuss options openly
Requests should be weighed against the program's overall benefits, and an honest discussion of options, such as later timing, protects the relationship. Approving it immediately sacrifices wider benefits for one stakeholder without analysis.

Question 144Program Governance⚑ Flag

The steering committee of a nuclear facility upgrade program asks the program manager to approve a specialized reactor control design. The program manager lacks the technical background to judge whether the design is safe. What should the program manager do?

ADisclose the gap and arrange a review by a qualified expert BApprove the design because the vendor has certified it CApprove the design with a note that it was not fully reviewed DDecline involvement and return the decision to the vendor

Correct answer: A. Disclose the gap and arrange a review by a qualified expert
The PMI Code of Ethics asks practitioners to take on only work they are qualified for and to be honest about the limits of their expertise. Relying on the vendor's certification hands a safety judgment to a party with a commercial interest.

Question 145Program Life Cycle⚑ Flag

All components of a chemical plant's safety upgrade program are complete and transitioned. The program manager is ready to disband the program team. The sponsor has not yet confirmed that the program met its objectives. What should the program manager do FIRST?

ASend the sponsor the final report and assume silence means approval BAsk operations to confirm acceptance on the sponsor's behalf CGet formal closure approval from the sponsor and governance board DDisband the program team since all components are closed and transitioned

Correct answer: C. Get formal closure approval from the sponsor and governance board
A program should close only after the sponsor and governance formally accept that it met its objectives. Assuming silence means approval leaves the closure undocumented and open to dispute.

Question 146Program Life Cycle⚑ Flag

The draft program resource management plan for a chemical company's safety program lists staff for each component but no one for benefits tracking, integration management, or PMO support. What does this MOST likely indicate?

AThe plan is complete because program roles come from component teams BThe plan leaves out roles that the program itself needs to operate CThe component managers have overstated their staffing requirements DThe steering committee must approve the plan before roles are added

Correct answer: B. The plan leaves out roles that the program itself needs to operate
Program resource planning covers both component needs and program-level roles such as integration, benefits tracking, and PMO staff. Assuming component teams will cover program work usually leaves these activities without owners.

Question 147Strategic Program Management⚑ Flag

The program charter for a regional broadband program has just been approved. What should the program manager focus on NEXT?

AExecuting the first component's detailed work packages right away BMeasuring benefits for the first quarterly report to the sponsor CClosing and freezing the business case so that it no longer changes DDeveloping the program management plan and its subsidiary plans

Correct answer: D. Developing the program management plan and its subsidiary plans
After authorization, the program moves into planning, where the program management plan and subsidiary plans are developed. Executing work or measuring benefits comes later, and the business case stays open to updates.

Question 148Benefits Management⚑ Flag

A program aims to increase annual customer retention, but this measure is only available once a year. The steering committee wants earlier signs of progress. What should the program manager add?

ALeading indicators, such as monthly engagement, that predict retention BAdditional components that focus directly on improving customer retention CA larger contingency reserve to protect the retention benefit from risk DA formal request to change the annual retention benefit to a monthly target

Correct answer: A. Leading indicators, such as monthly engagement, that predict retention
Leading indicators give early signals of whether a lagging benefit like annual retention is on track. Changing the benefit itself or adding components does not provide earlier insight.

Question 149Stakeholder Engagement⚑ Flag

Department managers in a state government's shared services program are refusing to supply baseline data for benefit measures. They fear the results will be used to cut their budgets. What should the program manager do?

AAsk the sponsor to formally order the managers to provide the baseline data BExplain how the data will be used and agree on safeguards with them CDrop the benefit measures that depend on their data DEstimate the baselines without the managers' input

Correct answer: B. Explain how the data will be used and agree on safeguards with them
Addressing the fear behind the refusal, with clear rules on how data will be used, builds the trust needed for honest benefit measurement. A sponsor order may produce data, but reluctant owners can undermine its quality.

Question 150Program Life Cycle⚑ Flag

A program manager in a mining company's automation program cannot resolve a dispute between two business unit leaders over which site is automated first. Each leader controls funding for one component. The issue log shows the dispute has blocked progress for a month. What should the program manager do NEXT?

AAsk the PMO to mediate a meeting between the two leaders BPick one site and inform both business unit leaders of the decision CPause both components until the leaders reach agreement DEscalate the issue to the steering committee for a decision

Correct answer: D. Escalate the issue to the steering committee for a decision
When an issue involves decision rights beyond the program manager's authority, such as competing business unit priorities, it is escalated through program governance. Picking a site alone oversteps authority because each leader controls a component's funding.

Question 151Program Life Cycle⚑ Flag

The integrated schedule for a consumer electronics program shows the final release landing four months after a market window that the strategy depends on. Components are already sequenced by dependency. What should the program manager do?

ADrop the final component without telling anyone so the release is on time BTell each component manager to cut four months from their own schedule CAccept the late date because component dependencies cannot be changed DAnalyze options such as overlapping components and brief governance

Correct answer: D. Analyze options such as overlapping components and brief governance
The program manager should analyze schedule options, such as overlapping components or adjusting scope, and present the trade-offs to governance for a decision. An across-the-board cut ignores dependencies and is unlikely to be realistic.

Question 152Program Governance⚑ Flag

A component manager on an insurance program approves a minor change that moves one delivery date by a week. The change stays within the component's float and budget and has no effect on other components or benefits. How should this change be handled?

AApproved at the component level and reported to the program BRejected because the baseline cannot be changed CSubjected to a full program-level impact assessment before approval DApproved only by the program steering committee

Correct answer: A. Approved at the component level and reported to the program
Changes within a component's thresholds that have no cross-component or benefit impact can be approved by the component, with visibility to the program. Sending every minor change upward clogs governance and slows decisions.

Question 153Strategic Program Management⚑ Flag

Your data platform program needs senior data engineers. Another program in the same portfolio is planning to use the same small pool of engineers at the same time. What should you do?

AAsk your project managers to recruit the engineers before the other program does BDelay your program's start until the other program finishes using the engineers CRaise the conflict with the portfolio manager so priorities are set DHire contractors immediately so your program is not affected, without consulting anyone

Correct answer: C. Raise the conflict with the portfolio manager so priorities are set
Resource conflicts between programs are settled at the portfolio level, where priorities across investments are set. Competing for the engineers or delaying on your own avoids the governance that should decide.

Question 154Program Life Cycle⚑ Flag

Which activity is an example of program quality assurance rather than quality control?

AAuditing whether components follow the program's quality processes BMeasuring the defect rate of a single production batch CInspecting a component's finished deliverable against its acceptance criteria DTesting a software release for defects before deployment

Correct answer: A. Auditing whether components follow the program's quality processes
Quality assurance focuses on whether the right processes are being followed, which a process audit checks. Inspecting a deliverable against criteria is quality control because it examines a specific output.

Question 155Program Life Cycle⚑ Flag

The program management plan for an automotive supplier's electrification program has just been approved by the steering committee, and component managers are being onboarded. What should the program manager do NEXT?

AAsk the PMO to send the plan by email to all component managers BHold a program kickoff to align component teams on the approved plan CBegin closing out definition activities and archive the business case DWait for each component to finish its own planning before meeting

Correct answer: B. Hold a program kickoff to align component teams on the approved plan
A program kickoff aligns component managers and key stakeholders on the approved objectives, governance, interdependencies, and ways of working as delivery begins. Simply emailing the plan does not build shared understanding or commitment.

Question 156Stakeholder Engagement⚑ Flag

Two years into a five-year public health program, several early benefits have been achieved, including a 15 percent drop in clinic wait times. Funding partners have started asking whether the program is worth continuing. Reports so far have covered only schedule and budget. What is the BEST action for the program manager?

AWait until the program ends to present a complete benefits report BShare benefit realization results with funding partners regularly CAsk the sponsor to reassure partners that the program will succeed DAdd more schedule and cost detail to show the program is on track

Correct answer: B. Share benefit realization results with funding partners regularly
Showing realized benefits demonstrates value and keeps funding partners engaged. More schedule and cost detail shows outputs but does not answer whether the program is delivering value.

Question 157Benefits Management⚑ Flag

Stakeholder support for a three-year city transport program is weakening because no visible results are expected until year two. What should the program manager consider?

AAsking the sponsor to formally require support from all key stakeholders BIncreasing the number of status meetings held with stakeholders each month CSequencing components so some benefits arrive early DDelaying stakeholder communication until visible results appear in year two

Correct answer: C. Sequencing components so some benefits arrive early
Sequencing components so some benefits arrive early can show value and maintain support. More meetings or forced support do not address the real issue, which is the lack of visible results.

Question 158Program Life Cycle⚑ Flag

Each of three components in a hotel chain's booking platform program reports green status. During program-level integration testing, the components' interfaces fail to exchange guest data correctly. What is the MOST likely cause?

AThe program budget did not include enough money for testing BInterdependencies between components were not managed at program level CThe component managers reported inaccurate status to the program office DThe integration test environment was not configured correctly

Correct answer: B. Interdependencies between components were not managed at program level
Components can each succeed on their own terms while the integrated solution fails, which points to unmanaged interdependencies, a core program manager responsibility. Inaccurate reporting is less likely, since each component may truly be green against its own scope.

Question 159Program Life Cycle⚑ Flag

Early in program formulation, a sponsor asks why the program's cost estimate has such a wide range and when it will become more precise. What is the BEST response?

AA wide range means the estimating method was wrong and must be redone BThe range will stay fixed because the business case is already approved CThe range will shrink only after all components have been completed DThe range shows rough early estimates that tighten as planning matures

Correct answer: D. The range shows rough early estimates that tighten as planning matures
Program estimates start as rough order of magnitude figures and become more precise as scope, components, and plans are defined. A wide early range is expected, not a sign of a faulty method.

Question 160Program Governance⚑ Flag

On a hospital construction program, the steering committee keeps reopening decisions it made months ago, such as the choice of imaging vendor, because members remember the reasons differently. What would BEST prevent this?

AA decision log recording each decision, its rationale, and approver BRecording every meeting and sharing the video files CA strict 30-minute limit on steering committee meetings DCommittee members taking and keeping personal notes at every meeting they attend

Correct answer: A. A decision log recording each decision, its rationale, and approver
A decision log captures what was decided, why, and by whom, giving a reliable reference that stops decisions being reopened without cause. Recordings are hard to search and do not summarize rationale.

Question 161Strategic Program Management⚑ Flag

A program manager is asked to explain why the organization chose to run its electric fleet transition as a program rather than as separate projects. Which reason is MOST valid?

AProgram managers can approve scope changes without involving a sponsor BPrograms always receive larger budgets and more executive attention than projects CCoordinated management gives benefits not available separately DPrograms need less formal governance and reporting than separate projects

Correct answer: C. Coordinated management gives benefits not available separately
Work is grouped into a program when coordinated management of related components produces benefits and control not possible separately. Budget size alone does not define a program, and programs need more governance, not less.

Question 162Stakeholder Engagement⚑ Flag

Stakeholders on a bank's branch network program say program communications feel like announcements with no way to respond. Several concerns raised informally never reached the program team. What should the program manager do?

ASet up two-way feedback channels and report back on actions taken BAsk stakeholders to raise concerns only through their line managers CPublish a list of frequently asked questions on the intranet DIncrease the frequency of program announcements

Correct answer: A. Set up two-way feedback channels and report back on actions taken
Effective engagement is two-way, and showing how feedback led to action builds trust. An FAQ page helps, but it still pushes information one way and captures no new concerns.

Question 163Program Life Cycle⚑ Flag

A risk in a bank's core banking replacement program could disrupt a separate payments program run by another division. Addressing the risk is outside the program manager's authority. What should the program manager do?

AManage the risk inside the program because it was identified there BWarn the other program manager informally and take no further formal action CClose the risk since it mainly affects another division's program DEscalate the risk through governance to the portfolio or enterprise level

Correct answer: D. Escalate the risk through governance to the portfolio or enterprise level
Risks that reach beyond a program's boundaries should be escalated through governance to the portfolio or enterprise level, where they can be coordinated. An informal warning leaves the risk without an owner or a formal response.

Question 164Program Life Cycle⚑ Flag

Three components of an insurance program each need a document management capability. One team plans to build it in-house, another to buy a product, and a third to extend a legacy tool. What should the program manager do?

APerform a program-level make-or-buy analysis for the shared capability BChoose the cheapest option proposed by any of the three teams CAsk procurement to buy three licenses so each team is equally served DLet each team keep its approach because it knows its own needs best

Correct answer: A. Perform a program-level make-or-buy analysis for the shared capability
When several components need the same capability, a program-level make-or-buy analysis can find a shared solution that lowers cost and integration effort. Picking the cheapest proposal ignores fit, total cost, and the needs of the other components.

Question 165Benefits Management⚑ Flag

During a portfolio review, the finance team finds that your procurement program and a separate supplier program both claim the same 5 million in cost savings. What should the program manager do?

AAsk finance to split the savings evenly between both programs without further discussion BRemove the savings benefit from your program's benefits register entirely CAgree attribution with the other program through portfolio governance DKeep claiming the full amount, since your program clearly contributed to the savings

Correct answer: C. Agree attribution with the other program through portfolio governance
When two programs claim the same benefit, the program manager should work through portfolio governance to agree on fair attribution. Double counting overstates value, while dropping the benefit hides your program's real contribution.

Question 166Program Governance⚑ Flag

A national food safety agency will audit a food manufacturer's traceability program next quarter. The program has five components, each with its own documentation. What should the program manager do to prepare?

AHire a consultant to represent the program during the audit BAsk each component manager to prepare their own documentation for the audit separately CRequest that the audit be postponed until the program ends DConfirm records show traceable compliance across components and fix gaps

Correct answer: D. Confirm records show traceable compliance across components and fix gaps
Program-level preparation makes sure compliance evidence is consistent and traceable across components. Leaving each component to prepare alone risks gaps at the interfaces, which auditors often examine.

Question 167Strategic Program Management⚑ Flag

During formulation of a government tax modernization program, the program manager is asked to set out how the program will handle uncertainty overall. Which approach BEST fits a program risk strategy?

ABuying insurance coverage for every risk identified during formulation work BAsking each component project to create its own risk approach once it starts CWaiting for the first component to begin before planning how to manage risk DDefining how risks are identified, escalated and managed across components

Correct answer: D. Defining how risks are identified, escalated and managed across components
A program risk strategy defines how risk will be handled across components, including identification, escalation and response. Leaving it to each project creates gaps at the program level, where interdependency risks sit.

Question 168Stakeholder Engagement⚑ Flag

A transport minister publicly announces that a national e-ticketing program will launch in all cities by March. The program's integrated roadmap shows a phased launch ending in September. The sponsor asks the program manager for advice. What should the program manager recommend?

ASay nothing publicly and hope the date is quietly forgotten BBrief the minister's office promptly on the roadmap and realistic options CLaunch a reduced version in March without telling the minister DCompress all component schedules and add resources to try to meet the March date

Correct answer: B. Brief the minister's office promptly on the roadmap and realistic options
Early, factual engagement with a powerful stakeholder lets the program reset expectations and explore options such as a partial launch. Compressing schedules without analysis risks quality and may still miss the date.

Question 169Program Life Cycle⚑ Flag

The change control board of a smart city program approves a change that moves a traffic analytics component three months later. Two other components and several city departments are affected. What should the program manager do NEXT?

AReopen the change for review since it affects several departments BAsk each affected component manager to update their own plans if they choose CUpdate the roadmap and plans, then communicate the change to stakeholders DWait for the next quarterly report to inform the city departments

Correct answer: C. Update the roadmap and plans, then communicate the change to stakeholders
Once a change is approved, the program manager updates the roadmap and affected plans and tells impacted stakeholders. Waiting for the quarterly report leaves departments planning against outdated dates.

Question 170Program Life Cycle⚑ Flag

The program quality management plan for a public health records program sets common standards for all components. The sponsor now asks how the program will know whether components are actually following those standards. What should the plan include?

AA requirement that the sponsor personally review every deliverable BPlanned quality audits of component processes against program standards CA rule that component managers must certify their own compliance yearly DA final inspection of all deliverables shortly before program closure

Correct answer: B. Planned quality audits of component processes against program standards
Program quality assurance includes planned audits of component processes to confirm they follow program standards. A single final inspection finds problems too late, when fixing them is most expensive.