Free PgMP Practice Exam (2026)

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Question 1Program Life Cycle⚑ Flag

A logistics firm wants to cut delivery times by 30% across its network. In program formulation, the program manager is asked to propose a path forward. Several approaches are possible, including automation, regional hubs, and partner carriers. What should the program manager do?

AAssess the alternatives for feasibility, cost, risk, and benefits BLaunch a pilot component for each approach and keep the best one CAsk each business unit to fund whichever approach it prefers DPick the approach the sponsor mentioned first and start planning it

Correct answer: A. Assess the alternatives for feasibility, cost, risk, and benefits
Formulation includes analyzing alternative approaches to find the one that best delivers the intended benefits within constraints. Launching pilots for every option spends money before the program is defined and authorized.

Question 2Program Life Cycle⚑ Flag

The steering committee of an aerospace firm's cockpit modernization program has authorized a new avionics component. The component manager has drafted a charter that defines success only as delivering hardware on schedule. What should the program manager do?

ARewrite the charter personally so it matches the program plan BSend the charter to the steering committee for a second approval CEnsure the charter links the component to the program benefits it supports DApprove the charter because on-time delivery is the program's main constraint

Correct answer: C. Ensure the charter links the component to the program benefits it supports
Component charters should show how the component contributes to program benefits and connects with other components. Rewriting it personally does the component manager's job instead of guiding them to align it.

Question 3Stakeholder Engagement⚑ Flag

Which technique is MOST effective for identifying a broad set of stakeholders at the start of a new program?

AWaiting to see who responds to the first program announcement BAsking the sponsor to name everyone who should be involved in the program CReviewing the organization chart of the sponsoring department DExpert workshops combined with a review of similar past programs

Correct answer: D. Expert workshops combined with a review of similar past programs
Workshops with people who know the environment, plus records from similar programs, surface internal and external stakeholders that any single source would miss. An organization chart shows only internal reporting lines.

Question 4Strategic Program Management⚑ Flag

Early in formulation of a rail signaling program, the sponsor asks for a cost figure to compare it with other investments in the portfolio. Component designs do not exist yet. What should the program manager provide?

AA refusal to give any figure until all component designs are finished BThe total cost of the last similar program, used without any adjustment CA detailed bottom-up estimate built from every component's expected work DA rough order of magnitude estimate with stated assumptions

Correct answer: D. A rough order of magnitude estimate with stated assumptions
Early in formulation only a rough order of magnitude estimate is possible, and its assumptions should be stated clearly. A detailed estimate needs information that does not exist yet, and an unadjusted past figure ignores real differences.

Question 5Program Governance⚑ Flag

Who typically chairs a program steering committee?

AThe director of the PMO BThe program sponsor or another senior executive CThe most senior component project manager on the program DThe program manager

Correct answer: B. The program sponsor or another senior executive
The steering committee is usually chaired by the sponsor or a senior executive with authority to make program-level decisions. The program manager typically serves on or reports to the committee rather than chairing it.

Question 6Benefits Management⚑ Flag

Stakeholders in a utility program struggle to see how a new asset database leads to lower outage rates. What tool would BEST show the path from component outputs to strategic objectives?

AA contract register listing all system vendors and their deliverables BA benefits map linking outputs, outcomes and benefits to objectives CA resource histogram showing database team demand over the program DA burn-down chart tracking remaining work on the database project

Correct answer: B. A benefits map linking outputs, outcomes and benefits to objectives
A benefits map shows how outputs lead to outcomes, benefits and strategic objectives, making the logic clear to stakeholders. The other tools track resources, progress or contracts, not the benefit chain.

Question 7Program Life Cycle⚑ Flag

The CEO of a manufacturing group has personally mandated a sustainability program. The sponsor suggests skipping the business case because the decision is already made. What should the program manager do?

AWrite a short memo restating the CEO's mandate in place of a business case BStart component work now and prepare the business case at closure CSkip the business case because executive approval makes it unnecessary DDevelop the business case to define benefits, costs, and success measures

Correct answer: D. Develop the business case to define benefits, costs, and success measures
Even a mandated program needs a business case to set expected benefits, costs, and the measures that will judge success. Without it, governance has no basis for later decisions about scope, funding, or continuation.

Question 8Program Life Cycle⚑ Flag

A program manager for an insurer's customer experience program learns that a business unit has started a chatbot project and labeled it part of the program. The project was never reviewed or authorized by program governance. What should the program manager do?

ATell the business unit to shut the project down immediately BIgnore the project because it is not formally part of the program CBring the project to program governance to decide whether to include it DAdd the chatbot to the program because it clearly supports customer experience

Correct answer: C. Bring the project to program governance to decide whether to include it
Only governance can decide whether work becomes a program component, based on its fit with program benefits and resources. Adding it automatically bypasses authorization, while ordering a shutdown oversteps the program manager's authority.

Question 9Stakeholder Engagement⚑ Flag

A stakeholder analysis for an agricultural cooperative's irrigation program shows that local farmers have high interest in the program but little power over its decisions. What engagement approach is MOST appropriate for this group?

AKeep them satisfied with occasional executive briefings BKeep them informed and give them ways to offer input CManage closely by giving them seats on the steering committee DMonitor them with minimal communication

Correct answer: B. Keep them informed and give them ways to offer input
High-interest, low-power stakeholders should be kept informed and invited to contribute, since they are affected and can offer useful insight. Minimal communication risks frustration and opposition among the very people the program serves.

Question 10Strategic Program Management⚑ Flag

You are drafting the charter for a water utility's smart metering program. The sponsor asks what the charter should contain so the steering committee can approve it. Which content is MOST appropriate?

ADetailed activity schedules and resource assignments for each component project BFinal vendor contracts and the payment milestones for all program suppliers CVision, scope, key benefits, assumptions, constraints and high-level risks DIndividual team member job descriptions and the program's training calendar

Correct answer: C. Vision, scope, key benefits, assumptions, constraints and high-level risks
A program charter sets out the program's vision, scope, expected benefits, assumptions, constraints and high-level risks so governance can authorize it. Detailed schedules, contracts and staffing details come later in planning and delivery.

Question 11Program Governance⚑ Flag

Which responsibility BELONGS to the program sponsor rather than the program manager?

ASecuring funding and championing the program among executives BIntegrating component schedules into the integrated program roadmap CMonitoring component-level risks and issues DCoordinating interdependencies among the component projects

Correct answer: A. Securing funding and championing the program among executives
The sponsor secures resources and champions the program at the executive level. Coordinating components, integrating schedules, and monitoring risks are program manager responsibilities.

Question 12Program Life Cycle⚑ Flag

On a utilities program, the newly formed PMO lead has started approving component change requests and reassigning component budgets without consulting the program manager or the steering committee. What should the program manager do?

ALet the PMO continue because it speeds up routine decisions BClarify that the PMO supports decisions but does not make them CDisband the PMO and handle all administrative work personally DAsk component managers to ignore the PMO until the issue resolves itself

Correct answer: B. Clarify that the PMO supports decisions but does not make them
The PMO provides standards, reporting, and administrative support, while decisions on changes and budgets follow the program's governance structure. Disbanding the PMO overcorrects and removes support the program needs.

Question 13Program Life Cycle⚑ Flag

A shipbuilding program has two components. Component A has an EV of $6 million and an AC of $8 million. Component B has an EV of $10 million and an AC of $8 million. What is the program-level CPI, and what should the program manager conclude?

A1.00, but component A's overrun still needs attention B1.25, so the program is under budget overall C1.00, so neither component needs any corrective action D0.75, so the whole program is significantly over budget

Correct answer: A. 1.00, but component A's overrun still needs attention
Program CPI is total EV divided by total AC, so $16 million divided by $16 million gives 1.00. The total hides component A's CPI of 0.75, which the program manager should still address rather than assume all is well.

Question 14Benefits Management⚑ Flag

A program to improve employee wellbeing lists stronger staff morale as a benefit. The HR director says morale cannot be measured directly. What is the BEST approach?

AAsk managers for their personal opinion of team morale every quarter BDrop the benefit from the program, since it cannot be measured directly CUse proxy measures such as survey scores and staff turnover DReport the benefit as achieved once all program components are finished

Correct answer: C. Use proxy measures such as survey scores and staff turnover
Intangible benefits can be tracked through proxy measures that reflect them, such as survey scores and turnover. Dropping the benefit or assuming it is achieved gives no evidence of value.

Question 15Stakeholder Engagement⚑ Flag

A program manager classifies stakeholders by power, legitimacy, and urgency to decide where to focus engagement. Which stakeholder would this approach treat as needing the MOST attention?

AOne with a legitimate interest but no power or urgency BOne with power but no current claim on the program COne with urgent demands but no legitimate claim DOne with power, legitimacy, and an urgent claim

Correct answer: D. One with power, legitimacy, and an urgent claim
The salience model treats stakeholders who combine power, legitimacy, and urgency as definitive, needing the most attention. Stakeholders with only one attribute need less immediate focus.

Question 16Program Life Cycle⚑ Flag

During program definition for a regional airline's digital program, stakeholders propose a long list of possible projects. The program manager must decide which ones become program components. What should guide this decision?

AWhether each project can be finished within the first year BWhether each project uses the organization's preferred technology CWhether each project has a sponsor willing to fund it DWhether each project contributes to the program's intended benefits

Correct answer: D. Whether each project contributes to the program's intended benefits
Components are selected because they contribute to the program's benefits and strategic objectives. A willing funder or a short timeline does not make a project part of the program if it does not support those benefits.

Question 17Program Life Cycle⚑ Flag

An oil company's refinery upgrade program has a budget at completion of $50 million. To date, earned value is $20 million and actual cost is $25 million. The steering committee insists the program must still finish within the original budget. What to-complete performance index is required?

A1.20 B0.83 C1.25 D0.80

Correct answer: A. 1.20
TCPI against the budget equals remaining work (BAC minus EV) divided by remaining funds (BAC minus AC), so $30 million divided by $25 million is 1.20. The value 0.80 is the current CPI, which shows the team must work far more efficiently from now on to stay within budget.

Question 18Strategic Program Management⚑ Flag

The charter for a loyalty platform program was approved yesterday. The sponsor wants all four component projects started next week, before the program management plan exists. What should the program manager do?

AAsk each project manager to write a separate plan and start when ready BExplain the risks and agree a fast planning path with the sponsor CStart all four projects next week to show the sponsor some early progress DStart only the project with the most visible output and plan the rest later

Correct answer: B. Explain the risks and agree a fast planning path with the sponsor
Starting components before program planning risks unmanaged interdependencies and wasted work. The program manager should explain this and agree with the sponsor on a fast but structured planning approach.

Question 19Program Governance⚑ Flag

In a medical device program, the component manager who prepares the design verification evidence is also the person who approves it at the stage gate. A quality reviewer flags this. What should the program manager do?

AKeep the arrangement since the component manager knows the work best BRemove the gate to avoid the conflict altogether CHave a member of the component team sign instead DPropose that gate approval go to someone independent of the work

Correct answer: D. Propose that gate approval go to someone independent of the work
Separating the preparation of evidence from its approval gives governance an objective check, which is especially important in regulated industries. Having a team member sign still leaves approval inside the team that did the work.

Question 20Program Life Cycle⚑ Flag

A planner on a city's smart-mobility program wants to start building the program schedule right away. The expected program benefits and how they will be measured have not been defined yet. What should the program manager do?

AHave each component manager build a schedule and merge them later BLet scheduling proceed and add benefits once milestones are set CDefine the benefits first and derive scope and schedule from them DAsk the PMO to copy the schedule from a similar past program

Correct answer: C. Define the benefits first and derive scope and schedule from them
Programs exist to deliver benefits, so planning should start from the defined benefits and derive scope, components, and schedule from them. Building the schedule first risks planning work that does not lead to the intended outcomes.

Question 21Program Life Cycle⚑ Flag

A university hospital construction program has a budget at completion of $40 million. The current program CPI is 0.80, and the steering committee expects this cost performance to continue. What is the estimate at completion?

A$50 million B$32 million C$48 million D$40 million

Correct answer: A. $50 million
When current cost performance is expected to continue, EAC equals BAC divided by CPI, so $40 million divided by 0.80 is $50 million. The $32 million figure wrongly multiplies BAC by CPI, which would suggest the program will cost less than planned.

Question 22Stakeholder Engagement⚑ Flag

Early mapping on a pension fund's systems program placed the head of internal audit in the low-power group because she sponsors no component. The program manager now learns that her sign-off is required before any new system can process member payments. What should the program manager do?

AKeep the original mapping since audit does not fund the program BInform her of the go-live date once testing is complete CReclassify her as high-power and involve her early DAsk the sponsor to remove the audit sign-off requirement

Correct answer: C. Reclassify her as high-power and involve her early
Power comes from the ability to affect outcomes, including approval rights, not just from funding. Updating her classification and involving her early prevents a late block on go-live.

Question 23Benefits Management⚑ Flag

A component in your logistics program delivers route planning software that will close next month. Its fuel savings benefit is expected to build over the following year. How should the program manager plan measurement?

ASet measurement points over the next year with the benefit owner BLeave all measurement of fuel savings to the software vendor to report CMeasure fuel savings once, on the final day of the component project DCount the full benefit as realized on the day the software goes live

Correct answer: A. Set measurement points over the next year with the benefit owner
Many benefits build up after a component closes, so measurement points should be planned over the realization period. Counting the benefit at go-live or on the last day misses how the benefit actually develops.

Question 24Strategic Program Management⚑ Flag

At each stage gate of a multi-year aerospace program, the steering committee reviews the business case. Why is this practice important?

AIt allows the PMO to reset the program baselines without further approval BIt confirms the program still justifies further investment CIt lets the committee review and approve each component's task lists DIt removes the need for separate benefits reporting during the program

Correct answer: B. It confirms the program still justifies further investment
Reviewing the business case at gates confirms that the program remains worth funding as conditions change. It does not replace benefits reporting or give the PMO authority over baselines.

Question 25Program Life Cycle⚑ Flag

The steering committee of a grocery chain's supply chain program keeps hearing requests to add store renovations to the program. Committee members say it is unclear what the program will not deliver. What should the program manager update?

AThe program scope statement, with explicit exclusions BThe risk register, with a new risk about stakeholder demands CThe program roadmap, with a renovation milestone added later DThe communications plan, so requests go to a shared inbox

Correct answer: A. The program scope statement, with explicit exclusions
A clear program scope statement lists what is in and out of scope, which helps stakeholders understand boundaries and reduces repeated requests. Adding a renovation milestone would expand scope without any governance decision.

Question 26Program Life Cycle⚑ Flag

A program manager reviewing the issue log for a telecom billing program finds 14 issues open for more than 60 days. Most have owners in component teams but no due dates or recorded actions. What should the program manager do?

AEscalate every open issue to the steering committee this week BClose the older issues since most have probably resolved themselves by now CSet target dates and actions, and track open issues in program reviews DTransfer all aging issues into the program risk register

Correct answer: C. Set target dates and actions, and track open issues in program reviews
An issue log only works when each issue has an owner, an action, and a target date that the program reviews regularly. Moving issues to the risk register is wrong because they are already happening and are not uncertain events.

Question 27Program Governance⚑ Flag

A program manager is preparing for the first stage-gate review of a city's smart lighting program. The governance plan names the gate but does not say what must be achieved to pass it. What should the program manager do?

AReuse the gate criteria from a previous program without discussion BAgree on gate criteria with the governance board before the review CHold the gate and let the board decide on the day DSkip the gate until the governance plan is revised

Correct answer: B. Agree on gate criteria with the governance board before the review
Gate criteria should be agreed in advance so the review is objective and the components know what they must show. Deciding on the day invites inconsistent and contested gate decisions.

Question 28Stakeholder Engagement⚑ Flag

A consumer goods company's packaging program relies on eight suppliers to redesign materials across four components. Several suppliers say they learn about program changes only when their purchase orders change. What is the BEST action?

AAsk procurement to put more detail about program changes on purchase orders BReplace the suppliers who are complaining the most CLet each component manager decide whether to inform suppliers DAdd key suppliers to the engagement plan with regular briefings

Correct answer: D. Add key suppliers to the engagement plan with regular briefings
Suppliers whose work spans several components are program stakeholders who need planned, consistent engagement. Leaving it to each component manager creates the patchy communication the suppliers already complain about.

Question 29Program Life Cycle⚑ Flag

While reviewing the program WBS for a school district's technology program, the program manager notices that teacher training appears as required program scope but is not assigned to any component or program-level work package. What should the program manager do?

AAssign the training scope to a component or program work package BRemove training from scope because no one has planned for it CAsk the teachers' union to arrange training on its own DAssume the IT component will include training as part of rollout

Correct answer: A. Assign the training scope to a component or program work package
One use of the program WBS is to confirm that every element of program scope has a clear owner in a component or program-level work package. Assuming another component will cover it is how required scope gets missed.

Question 30Strategic Program Management⚑ Flag

An insurer has funds for only one of two proposed programs. Program A has a higher projected NPV, while Program B directly supports the board's top strategic goal of entering a new market. The portfolio review board asks the prospective program manager for input. What should the program manager emphasize?

AProgram A, because financial return always decides BEach program's contribution to strategic objectives alongside its financial value CProgram B, because strategic programs never need a business case DWhichever program can start sooner with available resources

Correct answer: B. Each program's contribution to strategic objectives alongside its financial value
Programs are selected for how well they advance organizational strategy as well as their financial merit, so both must be weighed together. Choosing on NPV alone ignores the board's stated strategic priority.

Question 31Program Life Cycle⚑ Flag

A program risk about losing a key regulatory approval was logged three months ago in a medical device program. The register shows a mitigation plan but no named owner, and no actions have been taken. The probability has now increased. What should the program manager do FIRST?

AAssign an accountable owner and confirm the response is carried out BIncrease the risk's probability score in the register CEscalate the risk to the regulator for early guidance DAccept the risk since the mitigation plan was never funded or staffed

Correct answer: A. Assign an accountable owner and confirm the response is carried out
Risk responses fail without an accountable owner, so the program manager should assign one and make sure the planned actions happen. Updating the score records the problem without doing anything to reduce it.

Question 32Benefits Management⚑ Flag

A component project in your telecom program is ready to close. What should the program manager confirm as part of the component's closure?

AThat the project team members have all been released back to their departments BThat the component's approved budget was fully spent before closing the project CThat no change requests were raised at any point during the component's life DThat outputs were handed over and benefit contribution is tracked

Correct answer: D. That outputs were handed over and benefit contribution is tracked
At component closure, the program manager confirms that outputs have been transitioned and the related benefits will be tracked. Spending the full budget or avoiding change requests are not measures of benefit contribution.

Question 33Program Governance⚑ Flag

The governance board of a pharmaceutical research program decides to terminate a component after it misses a clinical milestone. The component has 25 staff, two vendor contracts, and partial results useful to other components. What should the program manager do NEXT?

APlan an orderly closure that keeps knowledge and settles contracts BRelease all staff and cancel the contracts immediately CAsk the board to reconsider the decision since work is already well underway DMove the component to another program without telling the board

Correct answer: A. Plan an orderly closure that keeps knowledge and settles contracts
A terminated component still needs a controlled closure that preserves useful results, closes contracts properly, and updates the roadmap. Abrupt cancellation can lose valuable knowledge and create contract disputes.

Question 34Program Life Cycle⚑ Flag

A program manager is building the integrated schedule for an eight-component refinery upgrade program. A PMO analyst suggests importing every activity from all component schedules into one master file. What is the BEST approach?

ALet each component report dates verbally at steering meetings BImport every activity so the program has full detail in one place CBuild it from component milestones, deliverables, and dependencies DUse only the program start date and end date to keep it simple

Correct answer: C. Build it from component milestones, deliverables, and dependencies
The integrated program schedule focuses on key milestones, major deliverables, and dependencies between components, while detailed activities stay in component schedules. Importing every activity makes the program schedule hard to maintain and hides what matters.

Question 35Program Life Cycle⚑ Flag

A cyberattack forces an urgent security patch across three components of a retail payments program. The governance plan includes an emergency change procedure that lets the program manager act and seek CCB ratification within five days. What should the program manager do?

AUse the emergency procedure, then submit the change for CCB ratification BWait for the next scheduled CCB meeting before approving any patch work CLet each component manager decide alone whether to apply the patch DApply the patch and skip the CCB since this was an emergency

Correct answer: A. Use the emergency procedure, then submit the change for CCB ratification
The emergency procedure exists for exactly this case and still requires CCB ratification afterward. Skipping the CCB entirely breaks governance, even when the action itself was justified.

Question 36Stakeholder Engagement⚑ Flag

A hydroelectric program in Canada will affect lands traditionally used by an Indigenous community. The community has its own decision-making customs and expects consultation through its elected council and elders. What should the program manager do?

ASend formal letters to individual community members BHold a public open house that community members and leaders can attend CEngage the community after the required permits are granted DWork with the council to design engagement that respects its customs

Correct answer: D. Work with the council to design engagement that respects its customs
Respecting a community's own governance and customs builds trust and is often expected for meaningful consultation. A general open house does not honor the community's decision-making process.

Question 37Strategic Program Management⚑ Flag

The strategy of Pellucid Foods calls for both lower operating costs and premium product quality. Your plant upgrade program finds that the cheapest equipment option would lower quality, while the best quality option raises costs. What should the program manager do?

AAsk the component project managers to vote on which option to pursue BPresent the trade-off to governance and ask it to set the priority CChoose the cheapest option, since cost savings are easier to measure and report DChoose the best quality option, since quality protects the brand over the long term

Correct answer: B. Present the trade-off to governance and ask it to set the priority
When strategic objectives conflict, the program manager presents the trade-off and lets governance decide which objective takes priority. Choosing alone or leaving it to project managers puts a strategic decision at the wrong level.

Question 38Program Life Cycle⚑ Flag

A biotech program cannot begin commercial manufacturing until a government agency approves the new production facility. The agency's review typically takes six to ten months. How should the program manager reflect this in planning?

AAssume the shortest review time to keep the schedule ambitious BLeave it out because the agency's timing is outside program control CShow it as an external dependency milestone and plan for the risk DAsk the manufacturing component to start production before approval

Correct answer: C. Show it as an external dependency milestone and plan for the risk
External dependencies, such as regulatory approvals, should appear in the program schedule as milestones and be managed as risks because they can drive the timeline. Leaving them out produces a schedule that cannot be trusted.

Question 39Program Life Cycle⚑ Flag

A functional manager plans to pull three quality engineers from a medical device program to handle an urgent production problem. Losing them would delay two components that drive the program's main benefit. The program manager and the functional manager cannot agree. What should the program manager do NEXT?

ARefuse to release the engineers under any circumstances BEscalate the conflict through governance with an impact analysis CHire contractors to replace the engineers without approval DAccept the decision because the functional manager owns the engineers' time

Correct answer: B. Escalate the conflict through governance with an impact analysis
When a resource conflict with the wider organization cannot be settled at program level, the program manager escalates it with clear impact data so governance can weigh benefits against operational needs. Simply accepting the loss ignores the benefit impact.

Question 40Benefits Management⚑ Flag

The regional sales director refuses to be named owner of a revenue growth benefit, saying the targets were set without her input. What should the program manager do?

ARemove the revenue growth benefit from the program's benefits register BAssign ownership to a junior sales analyst who is willing to accept it CName the program manager as owner of the benefit instead of the director DReview the targets with her and escalate to the sponsor if needed

Correct answer: D. Review the targets with her and escalate to the sponsor if needed
Benefit ownership needs real commitment, so the program manager should involve the director in reviewing targets and escalate if agreement is not reached. A program manager or junior analyst cannot sustain a sales benefit in operations.

Question 41Program Governance⚑ Flag

A single systems integrator delivers work across four components of a government program. Each component manager manages the vendor separately, and the vendor is exploiting gaps between them. What is the BEST governance action?

AAsk the vendor to assign more account managers BSet up program-level vendor governance with joint performance reviews CTerminate the integrator's contracts and rebid the work DLet each component manager keep managing the vendor alone

Correct answer: B. Set up program-level vendor governance with joint performance reviews
A vendor serving several components should be overseen at the program level so performance is judged as a whole. Separate oversight leaves the very gaps the vendor is using.

Question 42Stakeholder Engagement⚑ Flag

In a manufacturer's lean transformation program, the program manager learns that several respected line supervisors meet informally and have begun discouraging their teams from joining improvement workshops. None of them holds a formal title above supervisor. What is the BEST action?

AMove the improvement workshops to times when those supervisors are off shift BIgnore them because they have no formal authority CEngage these informal leaders directly and involve them in the work DAsk human resources to discipline the supervisors

Correct answer: C. Engage these informal leaders directly and involve them in the work
Informal leaders can shape opinion more than formal authority, so engaging them directly can turn a group working against the program into one supporting it. Ignoring them lets resistance spread.

Question 43Program Life Cycle⚑ Flag

Early in definition for a defense training program, component scope is still vague, but the sponsor needs a cost range for the funding request. Data from three similar past programs is available. Which estimating approach is MOST appropriate now?

AAnalogous or parametric estimates based on similar past programs BFixed vendor quotes for all components before definition ends CAn estimate equal to the budget the sponsor hopes to receive DBottom-up estimates built from each component's detailed tasks

Correct answer: A. Analogous or parametric estimates based on similar past programs
When detail is limited, analogous or parametric estimates based on historical data give a reasonable early range. Bottom-up estimating needs detailed component scope that does not exist yet.

Question 44Strategic Program Management⚑ Flag

A food safety law is expected to pass, but its effective date could fall anywhere within the next three years. Your manufacturing upgrade program depends on its timing. What is the BEST approach?

APlan for the earliest possible date and spend on compliance now to be safe BIgnore the law until the government formally announces an effective date CAsk legal counsel to set the program's timeline based on their best guess DRecord it as a program risk and plan for several timing scenarios

Correct answer: D. Record it as a program risk and plan for several timing scenarios
Uncertain regulatory timing should be handled as a program risk with scenario planning, so the program can respond whichever date applies. Spending early or ignoring the law both expose the program to avoidable waste or delay.

Question 45Program Life Cycle⚑ Flag

A cloud vendor serving three components of a media program offers to move them to a newer platform at no extra license cost. The move would change the contract terms and the integration design for all three components. What should the program manager do?

AAssess the proposal through program change control and procurement BAccept the offer because it adds no license cost CLet the vendor update the contract terms directly with each component DDecline the offer because contract terms cannot change after signing

Correct answer: A. Assess the proposal through program change control and procurement
A change to contract terms and integration design affects scope, risk, and interdependencies, so it needs program change control and proper procurement handling. No added license cost does not mean no impact, since migration effort and risk can be significant.

Question 46Stakeholder Engagement⚑ Flag

Department heads in a city's permitting program agree to every change in steering meetings, but their teams do not adopt the new procedures afterward. Agreed follow-up actions are rarely completed. What is the MOST likely cause?

ADepartment heads who lack authority over their teams BA program schedule that is too aggressive overall CUnspoken concerns that show up as passive resistance DPoorly documented procedures that confuse the teams

Correct answer: C. Unspoken concerns that show up as passive resistance
Public agreement followed by consistent inaction is a classic sign of passive resistance, usually rooted in concerns people do not voice. Poor documentation would show up as questions and confusion, not a steady pattern of non-follow-through.

Question 47Program Life Cycle⚑ Flag

A government agency's four-year border systems program is funded through annual budget appropriations that must be renewed each fiscal year. How should the program manager address this in program planning?

ASpend as much as possible in year 1 in case later funding is cut BDelay all component starts until four years of funding are secured CAssume all four years of funding will be renewed automatically DPlan funding around fiscal cycles and treat renewal as a risk

Correct answer: D. Plan funding around fiscal cycles and treat renewal as a risk
The funding approach should match the organization's fiscal cycles, and the chance of reduced renewal should be managed as a program risk. Front-loading spending distorts the plan and may waste money if the program changes.

Question 48Program Governance⚑ Flag

An inspector finds that a contractor on a bridge component of a highway program is not following a mandatory welding standard. The contractor says its method is just as strong and will save three weeks. What should the program manager do?

ALeave the decision to the component manager since it is a project matter BAsk the inspector to approve the alternative method informally CAccept the contractor's method because the time savings are large DRequire compliance with the standard and escalate through governance

Correct answer: D. Require compliance with the standard and escalate through governance
Mandatory standards must be met, and a compliance breach on a safety-critical item belongs in program governance. Schedule savings never justify ignoring a required standard.

Question 49Program Life Cycle⚑ Flag

The sponsor of a nuclear plant's digital controls program wants confidence that the components are following safety-critical quality processes. Component managers all report full compliance. What should the program manager do?

AAdd more inspectors to test every component's deliverables BArrange an independent quality audit of the components' processes CAccept the component managers' compliance reports as sufficient evidence DAsk each component manager to sign a compliance statement

Correct answer: B. Arrange an independent quality audit of the components' processes
An independent audit gives objective assurance that processes are followed, which self-reports cannot provide. Adding inspectors checks outputs, which is quality control and does not confirm the processes themselves.

Question 50Strategic Program Management⚑ Flag

Your program is building factories in three countries. Exchange rates have swung sharply, raising local costs by up to 15 percent. Benefits are measured in the home currency. What should the program manager do FIRST?

AAsk the component managers to absorb the extra cost within their budgets BWait a few months to see whether exchange rates return to earlier levels CAssess the effect on the business case and risks and inform governance DCut scope in the most affected country right away to stay within the budget

Correct answer: C. Assess the effect on the business case and risks and inform governance
Economic factors such as exchange rates can change program value, so the program manager should assess the impact and report it through governance. Cutting scope or shifting cost to components without analysis skips the program-level decision.

Question 51Benefits Management⚑ Flag

The steering committee approves a change that removes one feature from a customer portal component. The feature was expected to support a self-service benefit. What should the program manager do next?

AKeep the benefits register unchanged, since the approved change is small BAsk the component manager to quietly restore the feature later in the build CRecord the change only in the component project's own change log DUpdate the benefits register and realization plan

Correct answer: D. Update the benefits register and realization plan
Approved changes that affect benefits must be reflected in the benefits register and realization plan so targets stay accurate. Leaving records unchanged gives governance a false view of expected value.

Question 52Program Life Cycle⚑ Flag

A finance director reports that a proposed program has an internal rate of return of 14%, while the organization's hurdle rate is 11%. What does this indicate about the program from a financial view?

AIt has an NPV of exactly 14% of the total investment BIt should be rejected because the IRR is close to the hurdle rate CIt is expected to earn more than the minimum required return DIt will pay back its investment in about 14 months

Correct answer: C. It is expected to earn more than the minimum required return
An IRR above the hurdle rate means the program is expected to return more than the organization's minimum acceptable rate. IRR says nothing directly about payback time, which is a separate measure.

Question 53Program Life Cycle⚑ Flag

A program dashboard for an energy company's renewables program shows all components as green. In one-on-one meetings, component managers privately admit that several milestones are at risk. What is the MOST likely cause of this gap?

AThe component managers lack training on the dashboard tool BThe program culture discourages reporting bad news openly CThe dashboard software has a technical error DThe milestones were defined too loosely in the roadmap

Correct answer: B. The program culture discourages reporting bad news openly
When managers report green publicly but share concerns privately, the cause is usually a culture where bad news is unwelcome. A dashboard is only as honest as its inputs, so the program manager should build trust and set objective status criteria.

Question 54Stakeholder Engagement⚑ Flag

A conglomerate plans a program to merge its five finance functions into one shared services center. Several division presidents are skeptical. Before the program is put forward for approval, what should the program manager do to build executive support?

AAsk the CEO to require the presidents' support BStart a pilot in one division without telling the others CShow how the program serves strategy and each division's interests DPresent a detailed schedule and cost estimate for the first component project

Correct answer: C. Show how the program serves strategy and each division's interests
Linking the program to strategy and to what each executive values builds genuine support. A detailed schedule shows readiness to execute but does not explain why the program deserves backing.

Question 55Program Governance⚑ Flag

A media company's program includes agile product components that deliver value every two weeks. The governance board wants to approve a fixed scope and budget for all three years up front. What should the program manager propose?

AIncremental funding based on value shown at regular reviews BYearly funding with no reviews in between CFixed three-year scope with the agile teams run as waterfall DRemoving the board from oversight of the agile components

Correct answer: A. Incremental funding based on value shown at regular reviews
Funding agile work in increments tied to demonstrated value keeps governance in control while allowing scope to adapt. Forcing a fixed three-year scope discards the learning that agile delivery provides.

Question 56Strategic Program Management⚑ Flag

A component manager in your energy program identifies a risk that, if it occurs, would delay two other components and reduce a key program benefit. How should this risk be handled?

AClose it, since its effects fall mostly outside the component's own scope BEscalate it to the program level for ownership and response CTransfer it to the main vendor through a new clause in their contract DKeep it in the component's risk register and let that team manage it

Correct answer: B. Escalate it to the program level for ownership and response
Risks that affect several components or program benefits should be escalated to the program level, where they can be owned and managed across components. Keeping it at component level hides its wider impact.

Question 57Program Life Cycle⚑ Flag

A port authority program expects a single lump-sum benefit of $1,331,000 at the end of year 3. Using a 10% discount rate, what is the present value of this benefit?

A$1,000,000 B$931,700 C$1,331,000 D$1,210,000

Correct answer: A. $1,000,000
Present value is $1,331,000 / (1.10 x 1.10 x 1.10) = $1,331,000 / 1.331 = $1,000,000. The $1,210,000 figure discounts for only one year instead of three.

Question 58Program Life Cycle⚑ Flag

A component in a railway program has missed three milestones and requested extra funds twice. Its manager says a new approach will fix things. The component still supports a critical program benefit. What should the program manager do FIRST?

AApprove the extra funding right away so the new approach can begin BRecommend that the steering committee terminate the component now CReview the component's health to find root causes and recovery options DReplace the component manager with a more experienced leader right away

Correct answer: C. Review the component's health to find root causes and recovery options
A struggling component that still supports a critical benefit needs root cause analysis before any decision on funding, recovery, or termination. Recommending termination is premature because the component's benefit value remains high.

Question 59Benefits Management⚑ Flag

New industry data shows that the 40 percent productivity target in your factory program is far above what similar programs have achieved. Current results suggest about 20 percent is realistic. What should the program manager do?

AStop reporting on productivity until results move closer to the target BKeep the 40 percent target to maintain pressure on all the component teams CChange the target to 20 percent in the benefits register right away DBring the evidence to governance and propose a revised target

Correct answer: D. Bring the evidence to governance and propose a revised target
Benefit targets are changed through governance, supported by evidence and an updated business case. Changing the target alone or hiding results bypasses the decision makers.

Question 60Stakeholder Engagement⚑ Flag

In a board presentation, the sponsor of a hotel group's revenue program promised a 20 percent revenue gain in year one. The program's benefits analysis projects 8 percent in year one and 20 percent by year three. What should the program manager do FIRST?

ARevise the benefits register to show 20 percent in year one to match the promise BWrite to the board directly to correct the figure CSay nothing because the sponsor owns board communication DReview the forecast privately with the sponsor and agree on a correction

Correct answer: D. Review the forecast privately with the sponsor and agree on a correction
A private discussion lets the program manager share the evidence and work with the sponsor to reset the board's expectations without embarrassing him. Contacting the board directly bypasses the sponsor and damages the relationship.

Question 61Program Life Cycle⚑ Flag

A retail bank's branch transformation program has a present value of benefits of $4.5 million and a present value of costs of $3.0 million. What is the program's benefit-cost ratio?

A1.50 B0.33 C0.67 D0.50

Correct answer: A. 1.50
The benefit-cost ratio is the present value of benefits divided by the present value of costs: $4.5M / $3.0M = 1.50. The 0.67 answer inverts the ratio, and a value above 1.0 means benefits exceed costs.

Question 62Program Life Cycle⚑ Flag

After an acquisition, a pharmaceutical company finds that one component of its lab systems program duplicates a platform the acquired company already runs. The steering committee approves terminating the component. What should the program manager ensure?

AThe component's budget is returned to finance without review BThe component is closed in a controlled way and the roadmap is updated CThe component continues until its original end date as planned DThe component team is released immediately with no closure activities

Correct answer: B. The component is closed in a controlled way and the roadmap is updated
A terminated component still needs proper closure of its contracts, records, and dependencies, and the roadmap must reflect the change. Releasing the team with no closure activities can leave open commitments and lost knowledge.

Question 63Strategic Program Management⚑ Flag

Formulation of an AI-based customer analytics program at Orrin Retail reveals that the company has very few staff with data science skills. The business case assumes the work can be done in-house. What should the program manager do?

AKeep the in-house assumption and plan to train staff once delivery begins BAsk HR to hire a full data science team before the business case is approved CRemove the analytics features from scope so the skills gap no longer matters DAssess the capability gap and reflect options and costs in the business case

Correct answer: D. Assess the capability gap and reflect options and costs in the business case
Organizational capability is part of the environment that affects feasibility, so the gap and the options to close it should be built into the business case. Keeping a false assumption or hiring before approval both skip a sound decision process.

Question 64Program Governance⚑ Flag

Component managers in a mining program rate risks against different tolerance levels, so a risk one treats as minor another escalates. The governance board has never stated how much risk it will accept. What should the program manager do?

AEscalate every risk to the board until thresholds exist BLet each component keep using its own tolerance levels CAsk the board to set risk thresholds in line with organizational appetite DSet the tolerance levels personally and inform all the component managers

Correct answer: C. Ask the board to set risk thresholds in line with organizational appetite
Risk thresholds express how much risk the organization will accept, so the governance board should set them for the program. The program manager can propose values, but setting them alone exceeds that role.

Question 65Program Life Cycle⚑ Flag

A telecom program requires a $1,000,000 investment today and is expected to produce net inflows of $550,000 in year 1, $605,000 in year 2, and $665,500 in year 3. Using a 10% discount rate, what is the discounted payback period?

A3.00 years B2.00 years C1.74 years D1.50 years

Correct answer: B. 2.00 years
Discounted inflows are $550,000 / 1.10 = $500,000 in year 1 and $605,000 / 1.21 = $500,000 in year 2, recovering the $1,000,000 by the end of year 2. The 1.74-year answer is the simple payback, which ignores discounting.

Question 66Stakeholder Engagement⚑ Flag

Component managers on an oil company's digital oilfield program often hear about decisions affecting their interfaces weeks after they are made. This has caused rework twice. What is the BEST action for the program manager?

AMake every decision that affects a component interface personally from now on BAsk every component manager to attend all steering meetings CSet up a shared decision repository and regular interface briefings DTell component managers to check with each other more often

Correct answer: C. Set up a shared decision repository and regular interface briefings
A shared source of decisions and routine interface briefings give component managers timely visibility of changes that affect their dependencies. Having all of them attend steering meetings is inefficient and still does not guarantee timely updates.

Question 67Program Life Cycle⚑ Flag

A city's new emergency dispatch system is ready to go live as the last component of a public safety program. A readiness assessment shows that dispatch operators have not been trained and support procedures are incomplete. What should the program manager do?

ADelay the transition until operations is ready to sustain the system BHave the program team run dispatch operations indefinitely CClose the program and leave readiness to the operations team DGo live on the planned date and train the operators on the job afterward

Correct answer: A. Delay the transition until operations is ready to sustain the system
Transition to operations should happen only when the receiving organization can sustain the new capability, especially for a safety-critical system. Going live with untrained operators puts public safety and the benefits at risk.

Question 68Benefits Management⚑ Flag

Your health program can only staff three of its five planned components this year because of a hiring freeze. How should the program manager decide which three to run?

AChoose the components that are simplest and fastest to deliver BChoose those that add most to priority benefits, given dependencies CChoose the components led by the most experienced project managers DChoose the components with the lowest total cost to deliver this year

Correct answer: B. Choose those that add most to priority benefits, given dependencies
When capacity is limited, components should be prioritized by their contribution to key benefits, taking dependencies into account. Choosing by cost or ease may leave the most valuable benefits undelivered.

Question 69Strategic Program Management⚑ Flag

A national retailer has changed strategy and will exit the region your store refit program serves. Most planned benefits can no longer be achieved. What should the program manager recommend to the steering committee?

AA controlled closure that transitions any useful outputs BPausing the program indefinitely until the strategy changes back again CFinishing all components, since the funds have already been committed to them DMoving the program to another region that still fits the retailer's new plans

Correct answer: A. A controlled closure that transitions any useful outputs
When a program can no longer deliver its intended benefits, the program manager should recommend controlled closure to governance. Continuing wastes money, and moving the program elsewhere is a new investment decision, not a fix.

Question 70Program Life Cycle⚑ Flag

The steering committee of an e-commerce program is considering adding a component that costs $500,000 today. It is expected to add net benefits of $363,000 at the end of year 1 and $363,000 at the end of year 2. Using a 10% discount rate, what is the incremental NPV of adding the component?

A$630,000 B$226,000 C$130,000 D$160,000

Correct answer: C. $130,000
The added benefits are worth $363,000 / 1.10 = $330,000 plus $363,000 / 1.21 = $300,000, or $630,000 in total. Subtracting the $500,000 cost gives an incremental NPV of $130,000; $226,000 ignores discounting.

Question 71Program Governance⚑ Flag

A key customer requests a change that would alter the interfaces of three components in a logistics program. What should the program manager do FIRST?

AReject it because it affects more than one component BAssess the change's impact across components and benefits CSubmit the request directly to the steering committee DForward the request to the three component managers to build

Correct answer: B. Assess the change's impact across components and benefits
An impact analysis across components and benefits is needed before anyone can decide on the change. Sending it to the committee without analysis leaves decision makers without the facts they need.

Question 72Program Life Cycle⚑ Flag

While closing a retail chain's supply chain program, the program manager prepares to authorize final payments to four vendors. One vendor has not yet delivered the agreed documentation for its software. What should the program manager do?

AWaive the documentation since the software already works BTerminate the vendor contract for default immediately CMake the final payment to keep a good relationship with the vendor DWithhold final payment until the vendor meets all contract terms

Correct answer: D. Withhold final payment until the vendor meets all contract terms
Contract closure confirms that all deliverables and terms have been met before final payment. Waiving the documentation could leave operations without what it needs to support the software.

Question 73Stakeholder Engagement⚑ Flag

A data breach in one component of a retail bank's mobile program makes front-page news. Reporters are calling component managers directly, and staff have given conflicting statements. What should the program manager do FIRST?

AHave corporate communications name one approved spokesperson BPost a detailed technical explanation on the program website CRefuse all media contact until the investigation is complete DAsk each component manager to issue a statement correcting the record

Correct answer: A. Have corporate communications name one approved spokesperson
In a crisis, consistent messages from an approved spokesperson protect trust and stop further confusion. More statements from component managers would add to the conflicting messages.

Question 74Program Life Cycle⚑ Flag

Resource planning for a hospital construction program shows that the combined demand for site engineers will peak at twice the available staff in month 9, then drop sharply. Hiring more engineers is not possible. What should the program manager do?

AAsk each component to share engineers informally during month 9 BLevel demand by adjusting component start dates within dependencies CExtend every component's schedule by the same number of months DAccept the overload and plan for heavy overtime in month 9

Correct answer: B. Level demand by adjusting component start dates within dependencies
Resource leveling across components, such as staggering start dates within dependency limits, smooths peak demand to fit capacity. Extending every component equally delays benefits more than needed.

Question 75Strategic Program Management⚑ Flag

Portfolio rebalancing has cut your program's budget by 25 percent for the next year. The steering committee asks for your recommendation. What should you propose?

ADelay all components by one year until the full budget can be restored BAsk the sponsor to restore the original budget before any changes are made CCut every component budget by the same 25 percent so the impact is shared fairly DReprioritize components to protect the highest-value benefits

Correct answer: D. Reprioritize components to protect the highest-value benefits
With less funding, the program manager should reprioritize components based on their contribution to benefits. An equal cut across all components ignores differences in value and can damage the most important benefits.

Question 76Program Life Cycle⚑ Flag

A program that built a fraud analytics platform for a credit card company is near closure. The data scientists who built the models will move to other work. The operations team will run the models but has little experience with them. What should the program manager do?

ALet the operations team learn the models through trial and error over the next year BKeep the data scientists on the program to run the models CAsk the vendor to provide model support after the program closes DPlan knowledge transfer such as training and documentation for operations

Correct answer: D. Plan knowledge transfer such as training and documentation for operations
Knowledge transfer ensures the receiving organization can sustain the program's outputs and benefits after the program team leaves. Keeping the data scientists on the program delays closure and builds no lasting capability in operations.

Question 77Benefits Management⚑ Flag

While reviewing the benefits map for a hospital discharge program, the program manager notices that a key benefit relies on nurses changing how they plan discharges. No component includes process redesign or training for this change. What should the program manager do?

APropose adding change activities so the benefit has a delivery path BAsk the IT component to add more features to make up for the gap CLower the benefit target now to reflect the missing process change DAssume nurses will adapt to the new tools on their own after go-live

Correct answer: A. Propose adding change activities so the benefit has a delivery path
Every benefit needs components or activities that create it, so a missing change element should be added through governance. Expecting behavior to change on its own or adding unrelated features leaves the gap in place.

Question 78Program Governance⚑ Flag

During a steering committee meeting, a senior member repeatedly ridicules a component manager's report in front of the group. The component manager is visibly upset. What should the program manager do?

ARemove the component manager from future meetings BSay nothing because the committee member is senior CRaise the behavior privately with the member and encourage respectful debate DCriticize the member in front of the whole committee

Correct answer: C. Raise the behavior privately with the member and encourage respectful debate
The PMI Code of Ethics calls for respect, and the program manager should address disrespectful conduct in a way that protects relationships. Staying silent tolerates behavior that discourages honest reporting.

Question 79Program Life Cycle⚑ Flag

Each component of a smart-factory program has its own testing plan, and all of them pass their component tests. The program's value depends on the components working together as one production system. What should the program quality management plan add?

AEnd-to-end acceptance criteria for the integrated capability BA requirement for components to swap test teams every quarter CA customer satisfaction survey after each component is delivered DStricter defect limits within each component's existing test plan

Correct answer: A. End-to-end acceptance criteria for the integrated capability
The program quality plan should define acceptance criteria for the integrated capability, because component tests alone cannot confirm the combined system works. Stricter component limits still leave the interfaces untested.

Question 80Stakeholder Engagement⚑ Flag

The CFO of a logistics company doubts the value of a proposed fleet telematics component and intends to block its funding. He is known to respond to hard numbers. What is the BEST way for the program manager to influence him?

AStart the component with existing funds to show early results BPresent a benefits analysis with measurable financial outcomes CStress how enthusiastic the operations team is about the new component DAsk the CEO to overrule the CFO's objection

Correct answer: B. Present a benefits analysis with measurable financial outcomes
Influence works best when it speaks to what the stakeholder values, here clear financial evidence and stated assumptions. Appeals to enthusiasm do not answer his concerns, and going over his head harms the relationship.

Question 81Program Life Cycle⚑ Flag

In the final months of a defense logistics program, several key engineers are leaving for new jobs because they fear having no role when the program ends. Critical transition work still remains. What should the program manager do?

AIgnore the departures since the program is almost over BCommunicate the resource release plan and work with HR on future roles CAsk the remaining engineers to sign agreements to stay until the program closes DRelease all engineers now and hire contractors for transition work

Correct answer: B. Communicate the resource release plan and work with HR on future roles
Clear communication about how and when people will be released, plus help finding next roles, reduces uncertainty and keeps key staff for transition work. Retention agreements address the symptom but not the cause of their anxiety.

Question 82Strategic Program Management⚑ Flag

A large insurance company runs a stand-alone underwriting software upgrade. Its operations director suggests making it a program because it is expensive. The work has one deliverable and no related components. What is the BEST advice?

AMake it a program so that it receives a dedicated steering committee BSplit it into several smaller projects so it can be run as a program CManage it as a project, since there are no related components DMake it a program, since its large budget calls for program-level control

Correct answer: C. Manage it as a project, since there are no related components
A program is justified by the need to coordinate related components for benefits, not by size. A single deliverable with no related work is best managed as a project, and splitting it artificially adds overhead without value.

Question 83Program Life Cycle⚑ Flag

A pipeline program must keep a national safety regulator informed of design decisions and incidents under a formal reporting agreement. Component teams have been sending the regulator informal emails. What should the program manager do?

ALet components keep emailing the regulator to maintain good relations BPlan formal regulator communications at the program level CStop contacting the regulator until the program reaches closure DAsk the regulator to attend component team meetings to stay informed

Correct answer: B. Plan formal regulator communications at the program level
Communications with a regulator under a formal agreement should be planned at the program level with clear owners, content, and timing. Informal emails from many teams risk inconsistent messages and compliance problems.

Question 84Benefits Management⚑ Flag

A component manager in your retail payments program proposes skipping a planned data migration step to launch two months earlier. Analysis shows the shortcut would reduce a long-term reporting benefit. What should the program manager do?

AApprove it, since an earlier launch always improves the program's value BLet the component manager decide, since the change affects only that component CReject it outright, since any change that touches a benefit is not allowed DWeigh the early launch against the lost benefit and take it to governance

Correct answer: D. Weigh the early launch against the lost benefit and take it to governance
Changes should be judged by their effect on program benefits, and trade-offs of this size go through governance. Approving or rejecting by rule, or leaving it to the component, ignores the program-level impact.

Question 85Program Life Cycle⚑ Flag

Which content is MOST important to include in a final program report?

ABenefits achieved versus planned and the plan for sustaining them BDaily activity logs from each component team CPersonal performance ratings for component managers DA full copy of every component's detailed task schedule and baseline

Correct answer: A. Benefits achieved versus planned and the plan for sustaining them
The final program report should show how the program performed against its benefit goals and how those benefits will be sustained. Detailed schedules and logs belong in the archived records, not in the summary report for governance.

Question 86Stakeholder Engagement⚑ Flag

A national park service's visitor infrastructure program is closing after five years. Community groups, contractors, and staff all contributed. The final components are complete and benefits have transitioned to operations. Which stakeholder activity is MOST appropriate now?

ASurvey stakeholders on whether the program should be extended for another phase BHand all stakeholder relationships over to the contractors CCommunicate closure and results and recognize those who contributed DArchive the stakeholder register without any further contact

Correct answer: C. Communicate closure and results and recognize those who contributed
Closure is a chance to report results, thank contributors, and leave relationships in good shape for future work. Archiving without contact wastes that chance and can leave stakeholders unsure the program met its aims.

Question 87Program Governance⚑ Flag

A program manager joins a new company to lead a manufacturing program. She still has detailed process designs from her former employer that would save months of work. What should she do?

ANot use the designs and develop a solution independently BUse the designs because she helped to create them CUse the designs after removing the former employer's name DHave the team alter the designs so they look different

Correct answer: A. Not use the designs and develop a solution independently
The PMI Code of Ethics requires respect for the intellectual property of others, and the designs belong to her former employer. Removing names or altering the designs does not change who owns them.

Question 88Program Life Cycle⚑ Flag

The program procurement management plan for a rail operator sets the contract strategy, preferred vendors, and approval rules. A component manager asks who will run the procurement for her signaling project. What is the BEST answer?

AThe steering committee runs all procurement to ensure fairness BShe may use any process she wants since the work is hers CThe program manager runs every component procurement personally DShe runs it within the program procurement plan and its rules

Correct answer: D. She runs it within the program procurement plan and its rules
Component managers usually conduct their own procurements within the framework, standards, and approval rules set by the program procurement plan. The program manager running every procurement personally pulls them into project-level work.

Question 89Strategic Program Management⚑ Flag

Your customer onboarding program includes building a new service center and also running it for six months to stabilize performance before handing it over. A stakeholder questions whether operations work can be part of a program. What is correct?

APrograms may include operational work that supports benefits BPrograms can contain only projects, and never any operational activities CAll operational work must be moved under the PMO's direct management DOperational work may be added only after the program has formally closed

Correct answer: A. Programs may include operational work that supports benefits
Programs can include related operational work when it helps deliver and stabilize benefits. Restricting a program to projects only does not reflect how programs deliver value.

Question 90Program Life Cycle⚑ Flag

A steering committee terminates a hotel chain's loyalty program after two of five components are delivered and in use. The sponsor wants the closure records to show what the organization actually gained. What should the program manager do?

AReport the program as a failure since it did not finish all five components BRemove the two delivered components from service to simplify closure CDocument the benefits realized so far and those that will not be achieved DRecord only the costs spent, since benefits were not fully achieved

Correct answer: C. Document the benefits realized so far and those that will not be achieved
Even a terminated program should record which benefits were realized, which were forgone, and how delivered outputs will be sustained. Calling it a failure overlooks the real value of the two components already in use.

Question 91Stakeholder Engagement⚑ Flag

In a hospital's electronic records program, ward nurses have stopped attending design workshops, which run at 2 p.m. on weekdays. Their input is critical to usability. What should the program manager do FIRST?

AProceed with the design using input from nurse managers BAsk the chief nursing officer to make workshop attendance mandatory for nurses CRecord the workshops and send the recordings to the nurses DFind out why nurses are absent and adjust the format or timing

Correct answer: D. Find out why nurses are absent and adjust the format or timing
Understanding the reason for disengagement, such as clashes with patient care, lets the program adjust and get the input it needs. Mandatory attendance may raise numbers without removing the barrier.

Question 92Program Life Cycle⚑ Flag

In a pharmaceutical launch program, each of four components reports a moderate risk of key staff being pulled into other work. No single component rates it as severe. What should the program risk management approach do with these risks?

AClose the risks because moderate ratings need no response BAsk human resources to handle the risks outside the program CLeave each risk with its component because none is rated severe DAggregate them to assess the combined exposure at program level

Correct answer: D. Aggregate them to assess the combined exposure at program level
Similar risks across components can add up to a significant program-level exposure that no single component sees. The program risk approach should aggregate them and respond at the right level.

Question 93Program Governance⚑ Flag

A steering committee member suggests that the program manager score a certain vendor higher in a component bid evaluation because the vendor's owners 'are friends of the company.' The evaluation criteria are already approved. What should the program manager do?

AExclude the vendor to avoid any appearance of bias BApply the approved criteria fairly to every vendor CLet a different evaluator score that vendor instead DRaise the vendor's scores slightly to satisfy the member

Correct answer: B. Apply the approved criteria fairly to every vendor
The PMI Code of Ethics calls for fairness and impartial decisions, so all bids must be judged against the approved criteria. Excluding the vendor is also unfair, because it penalizes them for something they did not do.

Question 94Benefits Management⚑ Flag

While preparing the transition plan for a new inventory system, the program manager learns that key operations staff are planning to retire within a year. What should the program manager do?

AIgnore it, because staff retirement is a matter for the HR department BAsk the retiring staff members to postpone their retirement plans CTreat it as a sustainment risk and plan knowledge transfer DDelay the transition until replacement staff have been hired and trained

Correct answer: C. Treat it as a sustainment risk and plan knowledge transfer
Threats to the long-term support of a capability are risks to benefit sustainment and should be addressed in transition planning. Ignoring them can let benefits fade once the program is gone.

Question 95Program Life Cycle⚑ Flag

A competitor's surprise launch means a sportswear company must release its mobile shopping app six months earlier than its program roadmap shows. The app component depends on a loyalty component scheduled to finish first. What should the program manager do?

ADouble the resources on both components to finish everything early BAnalyze resequencing options and propose a roadmap change to governance CTell the app component manager to launch now without any loyalty features DKeep the current roadmap because changing it adds too much risk

Correct answer: B. Analyze resequencing options and propose a roadmap change to governance
Strategic shifts may require resequencing components, which the program manager analyzes and brings to governance as a roadmap change. Telling the app team to drop loyalty features makes a scope decision without analysis or approval.

Question 96Strategic Program Management⚑ Flag

Executives are unsure whether a new AI-driven pricing model will work with their customer base. The full program would cost 40 million. What approach BEST reduces uncertainty before committing to the full program?

ADelay any decision on the program for two years until the market settles BFund the full program now and adjust the approach later as results come in CRun a limited pilot and review the results at a gate DHire an outside consultant to confirm that the pricing model will work

Correct answer: C. Run a limited pilot and review the results at a gate
A pilot or proof of concept tests key assumptions at lower cost and feeds a governance decision on the full program. Committing all funding first or relying on an opinion leaves the main uncertainty untested.

Question 97Program Life Cycle⚑ Flag

Component managers on an energy storage program complain that every minor change, even a one-week task shift, must go to the steering committee. Governance meetings are now overloaded. What should the program change management plan define?

AA rule that no changes are allowed once planning is complete BDecision authority levels for changes based on their impact CA larger steering committee to process more change requests DA process for component managers to approve all their own changes

Correct answer: B. Decision authority levels for changes based on their impact
The program change management plan should set authority levels so minor changes are handled at the component or program level and only significant ones reach the steering committee. Letting component managers approve everything removes program control over interdependencies.

Question 98Stakeholder Engagement⚑ Flag

A program manager from the Netherlands gives very direct criticism in group reviews with a partner team in Thailand. The Thai team lead has become quiet and less cooperative since a recent review. What is the BEST action?

AKeep the same style because direct feedback is more efficient BRoute all future feedback through the partner company's management team instead CGive feedback more privately and indirectly and rebuild the relationship DAsk the Thai team lead to adapt to a more direct style

Correct answer: C. Give feedback more privately and indirectly and rebuild the relationship
Communication norms differ across cultures, and public criticism can cause loss of face in some of them. Adapting the approach and repairing the relationship restores cooperation.

Question 99Program Life Cycle⚑ Flag

During delivery of a government digital ID program, the first component goes live and starts reducing in-person office visits. The reduction is larger than forecast. What should the program manager do with this information?

AUpdate the benefits register and report the result to governance BKeep the result private until it is confirmed over two years CWait until program closure to record any of the realized benefit results DLower the targets of other components to balance the forecast

Correct answer: A. Update the benefits register and report the result to governance
Benefits are tracked throughout delivery, and the benefits register should reflect actual results so governance can make informed decisions. Waiting until closure loses the chance to use early results in program decisions.

Question 100Program Governance⚑ Flag

A small internal program has two components and a budget of $800,000. The PMO's standard governance model calls for a 12-member board and monthly gate reviews. What should the program manager propose?

AApply the full standard model to ensure consistency across all programs BRun the program without any formal governance CTreat the two components as unrelated projects DScale governance to the program's size, risk, and complexity

Correct answer: D. Scale governance to the program's size, risk, and complexity
Governance should be tailored so oversight matches the program's size and risk without unnecessary overhead. Applying the full model to a small program wastes effort and slows decisions.

Question 101Program Life Cycle⚑ Flag

Partway through planning for a cloud migration program, governance approves a new data security component. The existing component plans and integrated schedule were nearly complete. What should the program manager do NEXT?

AIntegrate its plan and update the program plan for new dependencies BDelay the new component until all other components are complete CAsk the security team to work around the existing plans DPlan the new component separately and connect it after delivery

Correct answer: A. Integrate its plan and update the program plan for new dependencies
A new component must be integrated into the program management plan, schedule, budget, and dependency analysis. Planning it separately risks conflicts with the components it touches.

Question 102Strategic Program Management⚑ Flag

While assessing the environment for a fintech partnership program, the program manager wants a structured view of internal strengths and weaknesses alongside external opportunities and threats. Which tool fits BEST?

AResponsibility assignment matrix BPareto chart of issue frequency CSWOT analysis DCritical path analysis of the roadmap

Correct answer: C. SWOT analysis
A SWOT analysis captures internal strengths and weaknesses and external opportunities and threats, which supports environmental assessment. Pareto charts and critical path analysis serve different purposes.

Question 103Benefits Management⚑ Flag

A service desk program set a benefit target of closing tickets within four hours. Reports show the target is being met, but customer complaints about unresolved problems are rising. Staff admit they close tickets early to hit the target. What should the program manager do?

ARemove the ticket closure benefit from the register to stop the behavior BReport the benefit as achieved, since the measured target is being met CTighten the target to two hours to push for even faster performance DReview the measure with the owner and add a balancing quality metric

Correct answer: D. Review the measure with the owner and add a balancing quality metric
A benefit measure that drives the wrong behavior should be reviewed and balanced with a quality metric so it reflects real value. Reporting it as achieved hides the problem, and a tighter target would make the behavior worse.

Question 104Program Life Cycle⚑ Flag

A component manager in an electric vehicle battery program faces a supplier problem that will delay her component and affect two other components. She has no authority over the other components. Where should she escalate the issue?

ADirectly to the steering committee for a quick decision BTo the other component managers to solve it among themselves CTo the supplier's executive team to demand faster delivery DTo the program manager, who manages cross-component issues

Correct answer: D. To the program manager, who manages cross-component issues
Issues that affect several components go to the program manager, who coordinates across components and escalates to governance only if needed. Going straight to the steering committee skips the program level designed to resolve such issues.

Question 105Stakeholder Engagement⚑ Flag

A global retail program issues all training and change materials in English only. Store managers in Brazil and Mexico report that their staff misunderstand key process changes. What is the BEST action?

AOffer English language classes to all store staff BProvide key materials in local languages and check understanding CAsk regional managers to explain the process changes verbally to their stores DDelay the Latin American rollout until staff English improves

Correct answer: B. Provide key materials in local languages and check understanding
Translating key materials and confirming understanding removes a language barrier that directly threatens adoption. Relying on verbal explanations leads to inconsistent messages from store to store.

Question 106Program Life Cycle⚑ Flag

A component manager on a hospital program asks when the program scope baseline becomes the reference against which scope changes are controlled. What is the BEST answer?

AWhen the first component delivers its first deliverable BWhen governance approves the program management plan CWhen the business case is first drafted in formulation DWhen the sponsor signs off on the program's closure report

Correct answer: B. When governance approves the program management plan
The program scope baseline is set when governance approves the program management plan, after which changes go through program change control. Earlier drafts and the business case are still being refined and are not controlled baselines.

Question 107Program Governance⚑ Flag

One component of a hospital program is a joint venture with its own board, which approves changes on its own schedule. Program decisions often stall while waiting for that board. What is the BEST action?

ARemove the joint venture component from the program BAsk the joint venture board to dissolve itself CIgnore the venture board and make all decisions at the program level DAgree with the venture board on how decisions and escalations link

Correct answer: D. Agree with the venture board on how decisions and escalations link
When a component has its own governance, the program should agree on how the two levels interact, including timing and escalation. Ignoring the venture board would breach its authority and damage the partnership.

Question 108Strategic Program Management⚑ Flag

The steering committee asks why the business case for a cloud migration program recommends a phased hybrid approach. What should the business case include to support this recommendation?

AThe detailed project schedules and resource plans for each migration phase BA full breakdown of costs for the recommended approach and its phases only CAn analysis of alternatives, including doing nothing DA list of preferred cloud vendors with their published pricing and service levels

Correct answer: C. An analysis of alternatives, including doing nothing
A sound business case compares alternatives, including doing nothing, and explains why the recommended option offers the best value. Showing only the chosen option gives decision makers nothing to compare it with.

Question 109Program Life Cycle⚑ Flag

A business owner submits a change request to add a reporting module to the finance component of a hospital program. The CCB meets in two weeks. What should the program manager do before the meeting?

AForward the request to the CCB exactly as it was submitted BAnalyze the change's impact on components, benefits, cost, and schedule CApprove the change since it only affects one component DAsk the finance component manager to begin building the module right away

Correct answer: B. Analyze the change's impact on components, benefits, cost, and schedule
The CCB needs a full impact analysis across affected components, benefits, cost, schedule, and risk to make a sound decision. Forwarding the request without analysis leaves the board guessing about the consequences.

Question 110Program Life Cycle⚑ Flag

A new national data privacy law takes effect in nine months and affects three components of a bank's customer program. Compliance is required by law. A component manager suggests skipping change control because the change is not optional. What should the program manager do?

ATreat it as a risk only and continue with the current baseline BSkip change control and let each component adjust on its own CProcess it as a mandatory change and assess its impacts DWait until the law takes effect to see how it is enforced

Correct answer: C. Process it as a mandatory change and assess its impacts
A mandatory change still goes through change control so its effect on scope, cost, schedule, benefits, and dependencies is assessed and plans are updated. The decision is how to implement it, not whether to bypass the process.

Question 111Stakeholder Engagement⚑ Flag

During program definition for a food bank network's distribution program, the team drafts the expected benefits using executive interviews only. Member food banks and volunteers, who will deliver the services, have not been consulted. What should the program manager do?

AInvolve member food banks and volunteers in identifying benefits BFinalize the benefits because executives approved the program CLet each component manager define the benefits for their own component DSend the draft benefits to members for information only

Correct answer: A. Involve member food banks and volunteers in identifying benefits
People who deliver and receive the services often see benefits and risks that executives miss, so involving them makes the benefits more realistic and builds commitment. Sending the draft for information only gives them no real voice.

Question 112Benefits Management⚑ Flag

Six weeks after a new ordering process went live, the benefit owner reports that many staff have returned to the old spreadsheet method and the efficiency gain is fading. The program is still active. What should the program manager do?

AReport the benefit as achieved based on the results from the first month BHelp the owner reinforce adoption and retire the old method CTreat it as an operations problem that falls outside the program's scope DRebuild the ordering system with new features that staff have requested

Correct answer: B. Help the owner reinforce adoption and retire the old method
Benefits fade when people go back to old ways of working, so the program should support the benefit owner in reinforcing adoption. Rebuilding the system does not address the behavior problem, and reporting early results as final is misleading.

Question 113Program Life Cycle⚑ Flag

A biotech research program is funded in annual tranches approved by an investment committee. Mid-year, the forecast shows spending will exceed the current tranche by 15 percent because work is moving faster than planned. What should the program manager do?

AReport the forecast to governance and request a funding decision BSlow every component down so spending stays inside the current tranche CBorrow from next year's tranche without telling the committee DStop tracking the forecast until the next tranche is approved

Correct answer: A. Report the forecast to governance and request a funding decision
Funding decisions belong to governance, so the program manager reports the forecast early and lets the committee decide whether to release funds or adjust pace. Borrowing from future funds without approval breaks financial controls.

Question 114Program Life Cycle⚑ Flag

A component manager on an urban rail program has hired staff and begun design work on a new station project listed in the program roadmap. The component has not yet been authorized through program governance. What should the program manager do?

AAsk the component manager to fund the work from other budgets BAllow the work to continue since the project is on the roadmap CPause the work and seek component authorization through governance DReassign the staff to other components without explanation

Correct answer: C. Pause the work and seek component authorization through governance
Components are initiated only after authorization through program governance, which confirms funding, readiness, and alignment. Appearing on the roadmap shows intent, not approval to start.

Question 115Strategic Program Management⚑ Flag

Two programs in the Kestrel Group portfolio each plan to build a customer relationship management component for overlapping business units. Neither program manager was aware of the other's plans until a design review. What should you do as one of the program managers?

ASpeed up your own component so the other program has to adopt your solution BContinue as planned, since each program's charter was separately approved CAsk your sponsor to cancel the other program's component on your behalf DWork with the other program manager and portfolio governance to set clear boundaries

Correct answer: D. Work with the other program manager and portfolio governance to set clear boundaries
Overlapping components across programs waste investment and create conflicts, so boundaries should be set with the other program through portfolio governance. Racing ahead or lobbying for cancellation avoids the governance that should decide.

Question 116Program Governance⚑ Flag

In a retail program, the PMO, the program manager, and the procurement department each believe they approve new vendor contracts for components. Two contracts are now delayed. What should the program manager do?

AApprove the two delayed contracts personally to end the delay quickly BLet procurement decide since it handles contracts CAsk component managers to sign the contracts themselves DPropose clear contract approval rights in the governance plan

Correct answer: D. Propose clear contract approval rights in the governance plan
Unclear decision rights cause delay and conflict, so they should be clarified in the governance plan and approved by the board. Approving the contracts personally solves today's delay but leaves the confusion in place.

Question 117Stakeholder Engagement⚑ Flag

The steering committee of a utility's metering program asks how the program will know whether its stakeholder engagement is actually working. Which set of measures is MOST useful?

AParticipation, feedback sentiment, and follow-through on actions BTotal hours the component teams spent on communication CNumber of meetings the program manager attended DNumber of program documents produced and distributed

Correct answer: A. Participation, feedback sentiment, and follow-through on actions
Participation, sentiment, and follow-through reflect how stakeholders actually respond and act. Document counts and hours spent measure effort, not engagement.

Question 118Program Life Cycle⚑ Flag

During delivery of a smart factory program, two components plan to update shared network infrastructure in the same month. Neither component's risk register mentions the other. What should the program manager do?

AWait to see if any problems actually occur before acting BLog the combined risk at program level and coordinate a response CLet each component manage its own network risks in its own register DAsk one component to delay its work by a full year

Correct answer: B. Log the combined risk at program level and coordinate a response
Risks that arise from interactions between components are visible only at the program level, so the program manager identifies and manages them there. Leaving them to separate component registers misses the shared exposure.

Question 119Program Life Cycle⚑ Flag

The draft schedule for a regional health network's patient access program shows only component start and finish dates. The sponsor says the steering committee cannot tell when expected improvements in wait times will appear. What should the program manager add?

AA separate Gantt chart for each component manager BWeekly status meetings with the full steering committee CMore detailed activities for each component in the schedule DMilestones showing when each expected benefit should start

Correct answer: D. Milestones showing when each expected benefit should start
A program schedule should include benefit milestones so governance can see when outcomes are expected, not only when outputs finish. More component detail adds noise without showing value delivery.

Question 120Benefits Management⚑ Flag

Benefit reports from three components in your customer service program cannot be compared because each uses a different definition of resolution time. What should the program manager do?

AAverage the three figures and present one number to the steering committee BLet each component keep its own definition, since each team knows its work best CSet common measurement definitions and methods across the program DReport only the component with the best results to the steering committee

Correct answer: C. Set common measurement definitions and methods across the program
Consistent definitions and methods are needed for benefit data to be reliable across the program. Averaging inconsistent figures or choosing the best one gives governance a misleading picture.

Question 121Strategic Program Management⚑ Flag

A business unit proposes adding a new mobile app component to your customer experience program. What should the program manager do FIRST?

AEvaluate how it supports program objectives and the business case BSend the proposal straight to the PMO so it can be added to the schedule CApprove the proposal, since more components usually bring more program value DAssign a project manager to the app and begin detailed planning right away

Correct answer: A. Evaluate how it supports program objectives and the business case
New components should be evaluated against program objectives and the business case before any governance decision. Approving or planning first skips the alignment check that protects program value.

Question 122Program Life Cycle⚑ Flag

The steering committee of a pension fund's IT program complains that monthly reports only describe what happened last month. Members want to know where the program is heading so they can act early. What should the program manager add to the reports?

AA longer narrative history of decisions made so far BIndividual time sheets for each component team CForecasts and trends, such as projected cost, schedule, and benefits DMore detail on the tasks each component team completed in the last month

Correct answer: C. Forecasts and trends, such as projected cost, schedule, and benefits
Governance bodies need forward-looking information, such as forecasts of cost, schedule, and benefit realization, to make timely decisions. More task detail adds history but does not help the committee anticipate problems.

Question 123Program Governance⚑ Flag

A transport authority has approved a new program and named a sponsor and program manager. Component managers want to start work at once, but no steering committee or decision rules exist yet. What should the program manager do FIRST?

AEstablish the governance structure before authorizing components BAsk each component manager to set up their own governance CLet components start and set up governance once work is underway DUse the PMO as the decision body until problems appear

Correct answer: A. Establish the governance structure before authorizing components
Governance should be in place before components are authorized, so decisions, escalation, and oversight work from the start. Starting first leaves early decisions with no clear authority.

Question 124Program Life Cycle⚑ Flag

The financial analysis in the business case for a fleet electrification program includes all component delivery costs but nothing for charging station maintenance and software licenses after transition. What is the MOST likely concern?

AThe analysis is fine because operating costs belong to operations BThe analysis understates total cost of ownership and inflates ROI CThe analysis overstates benefits from fuel savings in early years DThe analysis double counts component costs across the program

Correct answer: B. The analysis understates total cost of ownership and inflates ROI
Program financial analysis should reflect total cost of ownership, including ongoing operating and support costs after transition. Leaving them out makes ROI and NPV look better than they will be.

Question 125Stakeholder Engagement⚑ Flag

Which statement BEST describes the program manager's responsibility for stakeholder engagement compared with that of component managers?

AThe program manager leads overall engagement and aligns the components BThe program manager engages only the sponsor, and components engage the rest CComponent managers own all engagement, and the program manager reviews it DThe PMO owns engagement, and all managers follow its instructions

Correct answer: A. The program manager leads overall engagement and aligns the components
The program manager leads engagement at the program level and makes sure component-level engagement is consistent with it. Component managers engage their own stakeholders, but the program view cannot be delegated away.

Question 126Program Life Cycle⚑ Flag

A logistics program's warehouse component depends on a highway access road being built by a separate state agency project outside the program. The agency's latest update shows a four-month slip. What should the program manager do?

AAdd the road project to the program as a new component BAsk the warehouse component manager to build a temporary road CTreat it as an external dependency risk and engage the agency directly DIgnore the slip since the road project lies completely outside the program

Correct answer: C. Treat it as an external dependency risk and engage the agency directly
External dependencies can threaten program benefits, so the program manager manages them as risks and works with the outside party to coordinate. Adding the road project to the program is not realistic because the program has no authority over another agency's work.

Question 127Strategic Program Management⚑ Flag

Your program will merge two acquired companies' finance teams onto one system. One company values formal procedures, the other values speed and informality. Early interviews show distrust. What should the program manager do?

AFocus only on technical integration, since culture is outside the program's scope BTreat the culture gap as a design factor and plan change actions CAdopt the larger company's culture across both teams and move forward quickly DLeave cultural issues to each team lead to sort out after the system goes live

Correct answer: B. Treat the culture gap as a design factor and plan change actions
Cultural differences are an environmental factor that can block benefits, so they should shape program design and change actions. Ignoring them or imposing one culture tends to increase resistance and slow adoption.

Question 128Program Life Cycle⚑ Flag

Bottom-up planning for a national broadband program produces a total cost estimate 18% above the funding approved at program authorization. What should the program manager do?

AStart delivery and request more funding once work is underway BHide the gap in the contingency reserve until it is needed CCut each component budget by 18% to match the funding DPresent options such as phasing or rescoping to governance

Correct answer: D. Present options such as phasing or rescoping to governance
When planning shows estimates exceed approved funding, the program manager presents options and their trade-offs to governance for a decision. Cutting every component evenly ignores benefits and dependencies.

Question 129Stakeholder Engagement⚑ Flag

Posts on an internal social platform claim that a hospital group's shared services program will close two regional offices. No such decision has been made, but staff anxiety is rising. What should the program manager do?

AWork with the sponsor to say promptly what is and is not decided BWait for the next scheduled program newsletter to respond to the claims CIgnore the posts because the claims are untrue DAsk the IT team to remove the posts from the platform

Correct answer: A. Work with the sponsor to say promptly what is and is not decided
Prompt, open communication fills the information gap that lets rumors grow. Removing posts or staying silent tends to increase suspicion.

Question 130Program Governance⚑ Flag

Steering committee meetings for an insurer's program have become long status presentations by each component manager. Few decisions are made, and issues wait weeks for resolution. What is the BEST action?

AReplace the meetings with written status reports BRebuild the agenda around decisions, escalations, and benefit risks CHold the meetings weekly instead of monthly DAsk component managers to shorten their slide decks

Correct answer: B. Rebuild the agenda around decisions, escalations, and benefit risks
A steering committee exists to decide and direct, so its agenda should center on decisions and escalations, with status shared in advance. Shorter slides alone do not change the meeting's purpose.

Question 131Benefits Management⚑ Flag

When should the program formally review whether benefits are on track and still aligned with strategy?

AAt planned points, such as stage gates, throughout the program BOnly after all of the program's components have been completed COnly at program closure, once all of the results are known DOnly when a benefit owner formally raises a concern about progress

Correct answer: A. At planned points, such as stage gates, throughout the program
Benefits should be reviewed at planned points such as stage gates so problems are found while there is still time to act. Waiting until closure or until someone complains leaves too little room to respond.

Question 132Program Life Cycle⚑ Flag

The sponsor of a university's online learning program retires halfway through delivery. A new vice president is named sponsor but was not involved in the original business case. What should the program manager do FIRST?

ASend the new sponsor the full program management plan to read BContinue as planned since the program is already authorized CAsk the steering committee to pause the program until the new sponsor settles in DMeet the new sponsor to review the business case, benefits, and roadmap

Correct answer: D. Meet the new sponsor to review the business case, benefits, and roadmap
A new sponsor must understand and commit to the program's business case and benefits, so early engagement comes first. Continuing as if nothing changed risks losing sponsor support when key decisions arise.

Question 133Program Life Cycle⚑ Flag

The steering committee of an insurance modernization program wants a consistent view of cost and schedule performance across all six components. Each component currently reports progress in its own format. What should the program manager define in planning?

ACommon performance measures that roll up from components BA separate dashboard for each component manager to design CAnnual performance reviews of each component manager DA requirement that components report only when they are behind

Correct answer: A. Common performance measures that roll up from components
Program planning should set common performance measures, such as earned value indicators, that components report so they can be aggregated at the program level. Reporting only when behind hides trends until they become problems.

Question 134Strategic Program Management⚑ Flag

The sponsor of your supply chain program has been replaced. The new sponsor has different priorities and has not yet reviewed the program. What should the program manager do FIRST?

AAsk the steering committee to replace the new sponsor with someone more supportive BChange the program scope to match what you expect the new sponsor will want CReview the charter, business case and alignment with the new sponsor DContinue as planned, since the charter was approved by the previous sponsor

Correct answer: C. Review the charter, business case and alignment with the new sponsor
A new sponsor needs to understand and confirm the program's direction, so the program manager should review the key documents with them early. Guessing at their priorities or ignoring the change risks losing sponsorship.

Question 135Stakeholder Engagement⚑ Flag

A state government and two private companies jointly fund a broadband expansion program. Each partner reports to its own executives and has different priorities, which is causing friction over rollout areas. What is the BEST action for the program manager?

AFacilitate a partner charter setting shared benefits and ways of working BAsk the state government to take sole control of the program and its rollout CFollow the priorities of the largest funding partner DManage each partner separately to avoid open conflict

Correct answer: A. Facilitate a partner charter setting shared benefits and ways of working
A jointly agreed charter gives the partners a common reference for priorities and how they will work together. Following the largest funder alone alienates the other partners whose support the program needs.

Question 136Program Life Cycle⚑ Flag

A managed services vendor supports four components of an airline's operations program. The contract has service levels, but component managers report problems only in casual emails. The program manager cannot tell whether the vendor is meeting its obligations. What should the program manager do?

AAsk the component managers to stop sending complaints by email BWithhold all payments until the vendor proves it meets every service level CRely on the vendor's own monthly report as the official measure DMeasure the vendor against the contract service levels at program level

Correct answer: D. Measure the vendor against the contract service levels at program level
Contract service levels give an objective basis for managing vendor performance, and tracking them at program level shows patterns across components. Relying on the vendor's own report removes independent oversight.

Question 137Program Life Cycle⚑ Flag

On a satellite communications program, two component teams discover they have been working from different versions of the program management plan. Each version shows different interface dates. What should the program manager put in place?

AA rule that each team keeps its own copy of the plan BVersion and configuration control for program documents CMonthly meetings where teams read the plan aloud together DA requirement that only the sponsor may edit the plan

Correct answer: B. Version and configuration control for program documents
Configuration and version control ensures all teams work from the current approved program documents. Without it, teams make decisions on outdated information, which is especially risky for interfaces.

Question 138Program Governance⚑ Flag

The portfolio board cuts next year's budget for a city's affordable housing program by 15 percent. What should the program manager do?

ADelay all components by about 15 percent BCut every component's budget by exactly 15 percent to share the impact CAnalyze benefit impacts and present reprioritization options DAppeal the cut directly to the city council

Correct answer: C. Analyze benefit impacts and present reprioritization options
A budget cut should be handled by protecting the most valuable benefits, which means analyzing options and letting governance choose. An equal cut to every component ignores differences in value and dependencies.

Question 139Benefits Management⚑ Flag

Your energy efficiency program reports a 12 percent drop in building energy use. A board member notes that the region also had an unusually mild winter. What should the program manager do?

AAsk the board member to accept the figure as reported by the components BSeparate the program's effect from external factors CReport the full 12 percent reduction as the program's realized benefit DRemove the energy benefit from the next report until weather is normal

Correct answer: B. Separate the program's effect from external factors
External factors can affect benefit measures, so the program should separate its own contribution from outside effects. Claiming the full figure risks overstating value and losing credibility with governance.

Question 140Program Life Cycle⚑ Flag

Steering committee members of a city transit program disagree about whether they approved a fare system scope change three months ago. No record of the decision exists. What should the program manager do to prevent this in the future?

AAsk members to make decisions only by email from now on BLimit the steering committee to making one decision per meeting CRecord each steering committee meeting on video so members can review it later DKeep a governance decision log that records and confirms each decision

Correct answer: D. Keep a governance decision log that records and confirms each decision
A decision log captures governance decisions, rationale, and owners so they can be confirmed and traced later. Video recordings capture discussion but do not clearly state what was decided.

Question 141Strategic Program Management⚑ Flag

During formulation of a coastal wind farm program, local fishing communities organize strong public opposition to the proposed turbine sites. Permits have not yet been filed. What should the program manager do?

AFile the permits quickly before the opposition gains more public support BAssess the social impact on program strategy and options, then brief governance CLeave community concerns to the public relations team to manage on its own DProceed with the current sites, since public opposition usually fades over time

Correct answer: B. Assess the social impact on program strategy and options, then brief governance
Social factors such as community opposition are part of the program environment and can threaten benefits, so they should shape program strategy and be raised through governance. Rushing permits or leaving it to public relations ignores a risk to the program's viability.

Question 142Program Life Cycle⚑ Flag

A program manager is preparing to build the integrated plan for a logistics automation program with five component managers in three countries. Previous programs suffered from plans that conflicted at the interfaces. What is the BEST approach?

AAsk the PMO to resolve conflicts after delivery begins BWrite the integrated plan alone and send it out for approval CRun integrated planning sessions with component managers DCollect each component plan and merge them without discussion

Correct answer: C. Run integrated planning sessions with component managers
Joint planning sessions with component managers surface dependencies and interface conflicts early and build shared ownership of the integrated plan. Writing the plan alone misses knowledge only the component teams have.

Question 143Stakeholder Engagement⚑ Flag

A board member of a shipping company calls the program manager directly to ask for detailed financial data on the port automation program. The sponsor normally reports to the board. What should the program manager do?

AInform the sponsor and agree on a response in line with the plan BRefuse to speak with the board member at all CSend the data at once because board members have authority DSend the requested data and copy the whole steering committee for transparency

Correct answer: A. Inform the sponsor and agree on a response in line with the plan
Coordinating with the sponsor keeps board messages consistent and respects agreed communication channels, while still answering the request. Sending data directly can create mixed messages and undercut the sponsor.

Question 144Program Governance⚑ Flag

A steering committee notices that problems appear in program reports only when it is too late to act. What should the program manager add to program performance reviews?

AA complete list of all open action items BMonthly reports in place of quarterly reports CMore detail on work that the components have already completed DLeading indicators that signal emerging risks to benefits

Correct answer: D. Leading indicators that signal emerging risks to benefits
Leading indicators give early warning so governance can act before problems become crises. More detail on completed work describes the past and does not help the board act in time.

Question 145Program Life Cycle⚑ Flag

Over six months, component managers in an e-commerce program each approved several small changes within their own authority. Together, the changes have added 12 percent to program cost and shifted a benefit date. What should the program manager do?

AReview the cumulative impact and bring it to program governance BReverse every change approved at component level this year CAccept the result since each individual change was approved within limits DRemove the component managers' authority to approve changes

Correct answer: A. Review the cumulative impact and bring it to program governance
Small changes can add up to a program-level impact on cost and benefits, which needs governance visibility and a decision. Accepting the result because each change was within limits ignores the combined effect on the program.

Question 146Program Life Cycle⚑ Flag

A component manager asks when the approved program management plan for an agricultural technology program should be updated. What is the BEST answer?

AOnly when the sponsor personally requests an update BOnly at the end of each fiscal year CWhenever approved changes or new information affect it DNever, because the approved plan is a fixed baseline

Correct answer: C. Whenever approved changes or new information affect it
The program management plan is a living document updated through change control when approved changes, new components, or significant new information affect it. Treating it as frozen makes it drift away from reality.

Question 147Strategic Program Management⚑ Flag

During a site visit, the program manager hears component team members describe your water infrastructure program as just a pipe replacement effort. The program vision is to improve public health through safer water. What should the program manager do?

AChange the program vision so it matches the way the teams describe the work BAccept the description, since replacing pipes is technically what the teams deliver CAsk each project manager to rewrite their scope statements around public health DCommunicate the vision and show how each component supports it

Correct answer: D. Communicate the vision and show how each component supports it
Teams that understand the vision make better decisions that support benefits. The program manager should communicate the vision and link each component to it, rather than shrink the vision to match a narrow view.

Question 148Benefits Management⚑ Flag

Customers and staff of a public library network are unaware of the improvements already delivered by your modernization program. Support for future phases is uncertain. What should the program manager do?

AAsk the PMO to publish the component schedules on the library website BReduce the scope of future phases to match the current level of support CWait until the program ends to announce all of the results at once DShare realized benefits in terms that matter to stakeholders

Correct answer: D. Share realized benefits in terms that matter to stakeholders
Sharing realized benefits in ways stakeholders care about builds support for later phases. Waiting until the end or publishing schedules does not show the value already delivered.

Question 149Stakeholder Engagement⚑ Flag

Front-line staff at an insurer have been asked by different components of a customer experience program to join 14 workshops and complete six surveys in one month. Participation is falling. What is the BEST action?

AStop all staff engagement until the next phase BCoordinate and consolidate engagement activities across components COffer gift cards to raise survey response rates DMake participation in every activity mandatory

Correct answer: B. Coordinate and consolidate engagement activities across components
Stakeholder fatigue comes from uncoordinated demands, so combining activities across components reduces the burden and improves the quality of input. Mandating attendance treats the symptom and deepens frustration.

Question 150Program Life Cycle⚑ Flag

A logistics company's fleet telematics program is closing. Three low-level risks and one open issue relate to the ongoing operation of the system. What should the program manager do with them?

AKeep the program open until every remaining risk and issue is resolved BLeave them in the archived program risk register CTransfer them to the operations owner with clear responsibility DClose them because the program is ending

Correct answer: C. Transfer them to the operations owner with clear responsibility
Open risks and issues that affect ongoing operations should be handed to the receiving organization with named owners. Leaving them in the archive means nobody will act on them after the program ends.

Question 151Program Life Cycle⚑ Flag

During procurement planning for a city's water treatment program, the team finds that one vendor is the preferred supplier for five of the seven components. What concern should the program manager address?

AComponent managers may prefer to work with the same vendor BPayment terms might differ slightly between the components CPaperwork may increase if more vendors are added DConcentration risk if that single vendor fails to perform

Correct answer: D. Concentration risk if that single vendor fails to perform
Relying on one vendor across most components creates concentration risk, because poor performance or failure would hit many components at once. Procurement planning should weigh options such as alternate suppliers or contract protections.

Question 152Program Governance⚑ Flag

The governance board of a multi-year utility program wants knowledge from each finished component to improve the ones that follow. What is the BEST governance mechanism?

AA single lessons learned session at program closure BRelying on staff who move between components CLessons learned reviews at component closure, shared through the PMO DPersonal notes kept by each component manager

Correct answer: C. Lessons learned reviews at component closure, shared through the PMO
Capturing lessons at each component closure and sharing them through the PMO lets later components benefit while the program is still running. A single session at program closure comes too late to help.

Question 153Strategic Program Management⚑ Flag

Two years into a five-year aviation safety program, the program manager is asked why the team still reviews market, regulatory and technology changes each quarter. What is the BEST reason?

AIt replaces the need to maintain a separate program risk register BExternal changes can affect program value at any time CIt is required only for programs that operate in heavily regulated industries DIt gives the PMO useful work to do in the long periods between stage gates

Correct answer: B. External changes can affect program value at any time
Environmental conditions keep changing during a program and can affect its value and alignment, so they need ongoing monitoring. This supports, but does not replace, program risk management.

Question 154Program Life Cycle⚑ Flag

Two component managers in a smart home program have chosen different wireless protocols for devices that must work together. Each insists their choice is technically better. What should the program manager do?

ALet each component keep its preferred protocol and fix integration later BAsk the vendor with the larger contract to choose CDecide on a common standard based on program interoperability needs DEscalate the disagreement to the sponsor immediately

Correct answer: C. Decide on a common standard based on program interoperability needs
Setting shared standards so components work together is a program-level integration decision within the program manager's role. Letting each keep its own protocol creates integration rework and threatens the benefit.

Question 155Program Life Cycle⚑ Flag

The steering committee of a media company's content platform program meets on the 5th of each month, but component status reports arrive on the 10th. Committee decisions are based on old data. What should the program communications plan set?

AA reporting cadence where component input precedes governance meetings BVerbal updates from component managers in place of written reports CA rule that committee members read component reports when they can DFewer steering committee meetings so reports can catch up

Correct answer: A. A reporting cadence where component input precedes governance meetings
The communications plan should align the reporting cycle so component status flows into program reporting before governance meetings. Reducing meetings slows decisions without fixing the timing problem.

Question 156Stakeholder Engagement⚑ Flag

An airport's terminal expansion program will disrupt services used by airlines and passengers for two years. Airlines are the airport's paying customers. What is the BEST way to engage the airlines?

ALet each component manager contact affected airlines as needed BForm an airline working group that reviews phasing and impacts CSend airlines quarterly construction notices DEngage airlines only when a disruption is confirmed

Correct answer: B. Form an airline working group that reviews phasing and impacts
A working group gives these key customers a structured voice in phasing decisions and early warning of impacts. Quarterly notices inform but do not let airlines shape plans that affect their operations.

Question 157Benefits Management⚑ Flag

The benefits register for a national tax agency program has grown to more than 60 small benefits. Steering committee members say they cannot tell which ones matter. What should the program manager do?

APrioritize the key benefits that link most directly to strategic objectives BReport all 60 benefits each month so that nothing is missed by the committee CDelete the smaller benefits from the register so the list becomes shorter DAsk each component manager to report only on their own preferred benefits

Correct answer: A. Prioritize the key benefits that link most directly to strategic objectives
Governance attention should go to the key benefits that drive strategic value, with minor ones tracked at a lower level. Reporting everything overwhelms decision makers, and deleting benefits loses information the program may still need.

Question 158Program Life Cycle⚑ Flag

What is the primary role of a program change control board?

ATo prioritize the organization's portfolio of programs BTo approve every task-level change made inside each component project CTo review and decide on changes that affect the program baseline DTo design technical solutions for requested changes

Correct answer: C. To review and decide on changes that affect the program baseline
The program CCB evaluates and decides on changes to the program's scope, schedule, cost, or benefits baselines. Approving every task-level change would overload it with decisions component managers should make.

Question 159Program Life Cycle⚑ Flag

The integrated schedule for a retailer's point-of-sale replacement program puts the main store rollout in November, the company's busiest sales period. Store operations leaders were not consulted. What should the program manager do?

AAsk stores to hire temporary staff to absorb the rollout BMove the rollout to the start of the next fiscal year CKeep the date since the schedule was built from component plans DWork with operations to set rollout timing around business needs

Correct answer: D. Work with operations to set rollout timing around business needs
Program planning must account for dependencies on operations, including periods when the business cannot absorb change. Choosing a new date without operations input could create a different conflict.

Question 160Program Governance⚑ Flag

In a hybrid banking program, a component product owner wants to move a feature tied to a regulatory deadline into a later release. Who should make this decision?

AThe vendor that is building the feature BThe product owner alone, since backlog ordering is that role's job CThe development team, by a majority vote DProgram governance, since it affects a program-wide regulatory commitment

Correct answer: D. Program governance, since it affects a program-wide regulatory commitment
Product owners normally order their backlog, but a change that puts a program commitment such as a regulatory deadline at risk must go to program governance. Leaving it to the product owner alone ignores the program-level impact.

Question 161Strategic Program Management⚑ Flag

Configuration changes made by one component of a payments modernization program keep breaking interfaces built by two other components, because each team tracks versions of shared specifications on its own. What should the program manager establish?

AA program-level configuration management process for shared deliverables BWeekly reminders asking teams to email each other about changes CA rule that only the first component may change shared specifications DSeparate test environments so components never interact

Correct answer: A. A program-level configuration management process for shared deliverables
Program-level configuration management keeps one controlled version of shared specifications and runs changes through impact review, which protects interdependent components. Informal email reminders do not give a single source of truth or controlled change.

Question 162Stakeholder Engagement⚑ Flag

A program manager's stakeholder register includes candid notes on several executives' attitudes and likely resistance. A component manager asks to post the full register on the shared team site. What is the BEST response?

APost the full register so everyone has the same information BShare roles and contacts but restrict the sensitive assessments CDelete the attitude notes from the register entirely before sharing it DRefuse to share any part of the register with the team

Correct answer: B. Share roles and contacts but restrict the sensitive assessments
Stakeholder assessments can be sensitive, so access should be controlled while still sharing useful information. Deleting the notes loses analysis the program manager needs for engagement.

Question 163Program Life Cycle⚑ Flag

A government agency's first-phase broadband program is closing, and a second-phase program will build on its network design and contracts. What should the program manager do to support the successor program?

AKeep the first program open so it can merge with the second phase BLet the new program manager collect whatever information they need CArchive everything and let the new program request access later DFormally transfer relevant records, contracts, and lessons to it

Correct answer: D. Formally transfer relevant records, contracts, and lessons to it
When a successor program depends on prior work, a formal transfer of records, active contracts, and lessons gives it a clean start. Leaving the new program manager to gather information alone risks gaps and lost knowledge.

Question 164Program Life Cycle⚑ Flag

Which condition BEST indicates that a program is ready to move from program definition into program delivery?

AThe first benefits have been measured and reported to stakeholders BAll component projects have finished their detailed design work CThe program management plan is approved and governance is set up DThe sponsor has stopped requesting changes to program scope

Correct answer: C. The program management plan is approved and governance is set up
Moving into delivery requires an approved program management plan, with governance and supporting infrastructure in place. Detailed component design and measured benefits happen during delivery, not before it.

Question 165Benefits Management⚑ Flag

A key benefit of your agricultural export program depends on a new cold storage facility being built by a separate infrastructure program. That program has just reported a year's delay. What should the program manager do FIRST?

AAsk your component managers to find a workaround on their own BAssess the impact and coordinate with the other program and governance CBuild a temporary cold storage facility within your own program's budget DRemove the dependent benefit from your program's benefits register

Correct answer: B. Assess the impact and coordinate with the other program and governance
When a benefit depends on another program's output, the program manager should assess the impact and coordinate through governance. Acting alone or dropping the benefit skips the cross-program decision that is needed.

Question 166Program Governance⚑ Flag

What is the MAIN purpose of a program audit?

ATo evaluate how well individual team members and managers are performing BTo replace the governance board's ongoing oversight CTo check that the program is run in line with its governance and goals DTo assign blame for problems that have occurred

Correct answer: C. To check that the program is run in line with its governance and goals
A program audit gives independent assurance that the program follows its governance framework and is on track to meet its objectives. It supports the board's oversight rather than replacing it, and it is not about blame.

Question 167Strategic Program Management⚑ Flag

Sorrel Chemicals asks its program manager to explain how a portfolio differs from a program. Which statement is MOST accurate?

AA portfolio groups investments to meet strategy, and its parts need not be related BA portfolio contains only ongoing operational work and never includes projects CA portfolio ends when its last project closes and its benefits are transitioned DA portfolio is simply a very large program that contains more component projects

Correct answer: A. A portfolio groups investments to meet strategy, and its parts need not be related
A portfolio is a collection of programs, projects and operations managed to meet strategic objectives, and its parts need not be related. A program groups related components for coordinated benefits.

Question 168Stakeholder Engagement⚑ Flag

A bank's program will remove a legacy operations team's current roles once the new platform is live. Affected staff have not yet been told. Which communication method is BEST for this message?

AAn email from the program office with an FAQ attached BA face-to-face meeting led by their management, then written details CA notice posted on the program's intranet page DA short item in the next program newsletter

Correct answer: B. A face-to-face meeting led by their management, then written details
Sensitive, personal news calls for rich, interactive communication so people can ask questions, backed by written details. Email or intranet notices feel impersonal and invite misunderstanding.

Question 169Program Life Cycle⚑ Flag

A newly authorized research component in an agritech program has a scope that is still evolving, and the program needs a vendor to start quickly. Which contract approach BEST fits this situation?

AA time and materials contract with a ceiling and close oversight BA firm fixed price contract based on the current draft of the scope CA cost plus percentage of cost contract with no limit DA fixed price contract with a large penalty for any delay

Correct answer: A. A time and materials contract with a ceiling and close oversight
When scope is unclear and work must start fast, a time and materials contract with a not-to-exceed ceiling offers flexibility while limiting cost exposure. A firm fixed price contract would force the vendor to price unknown work, leading to high bids or later disputes.

Question 170Program Life Cycle⚑ Flag

A five-year government modernization program has well-defined components for years 1 and 2, but the later components depend on policy decisions not yet made. The sponsor wants a detailed plan for all five years now. What should the program manager recommend?

ARemove the later components from the program entirely BCreate detailed plans for all five years using best guesses CDetail near-term components and keep later ones high level DDelay all planning until the policy decisions are made

Correct answer: C. Detail near-term components and keep later ones high level
Rolling wave planning details near-term work and keeps later components at a high level until more information is available. Detailed guesses for uncertain years create false precision and constant rework.