Program Management Professional practice questions

1. Question 1 of 25

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

   • AAnalogous estimating
   • BOrganizational process assets
   • CParametric scope definition
   • DTemplate driven

   Show answer

   Correct answer: A

   How others answered

   • A67%
   • D33%

   Only 67% agreed on this answer — treat it as contested rather than settled.

   Explanation

   Answer A : Analogous estimating is a technique that uses information from a similar past project in order to estimate the cost and duration of a planned project. This approach is often used when there is limited data available for a project, making it difficult to generate accurate estimates.

   Adapted from community discussion by UHS · 2023-01-16 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 1 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. S

      snow5

      2021-04-19

      4 upvotes

      There is no type named template driven as per PMBOK. A is the correct answer

   2. U

      UHS

      2023-01-16

      3 upvotes

      Answer A : Analogous estimating is a technique that uses information from a similar past project in order to estimate the cost and duration of a planned project. This approach is often used when there is limited data available for a project, making it difficult to generate accurate estimates.

   3. L

      LuanND

      2024-05-22

      Selected A2 upvotes

      I can't find definition of "Template Driven" in PMBok. I think it should be A

   4. T

      tungdt

      2024-07-01

      2 upvotes

      A is correct answer. Using the previous project (HHG Project) as a model for defining the scope of your current project (JJY Project) is an example of Analogous Estimating (also known as Top-Down Estimating).

2. Question 2 of 25

   What cost estimating approach uses the work breakdown structure to create a cost estimate?

   • AAnalogous
   • BDefinitive
   • CTop down
   • DParametric

   Show answer

   Correct answer: B

   How others answered

   • B100%

   Explanation

   The definitive estimate is the most accurate estimate for the amount of work and resources needed to complete the project. Bottom Up estimate techniques for WBS

   Adapted from community discussion by encqizo · 2022-04-29 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 2 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. [

      [Removed]

      2023-12-16

      Selected B1 upvote

      B. Definitive Estimating: This approach involves creating a detailed cost estimate based on a thorough and detailed work breakdown structure (WBS). The WBS breaks down the total scope of work for the project into smaller, more manageable components, and costs are estimated for each of these components. This method is considered more accurate and reliable as it's based on detailed information about what needs to be done.

   2. T

      tungdt

      2024-07-02

      1 upvote

      B is correct answer The cost estimating approach that uses the Work Breakdown Structure (WBS) to create a cost estimate is called Definitive Estimating. Definitive Estimating: Detailed Estimates: This approach involves creating detailed and accurate cost estimates for each work package within the WBS. Bottom-Up Approach: While the term "bottom-up" is often associated with definitive estimating, the key is that it uses detailed information available from the WBS. High Accuracy: Definitive estimates are usually within a range of -5% to +10% accuracy, making them highly reliable for budgeting and cost control.

   3. E

      encqizo

      2022-04-29

      2 upvotes

      The definitive estimate is the most accurate estimate for the amount of work and resources needed to complete the project. Bottom Up estimate techniques for WBS

3. Question 3 of 25

   You are the program manager for your organization. You and your program team have been creating and transferring the program benefits to operations as feasible in your program execution. The process of delivering the program's benefits describes what process in program management?

   • AQuality control
   • BBenefits management
   • CDirect and manage program execution
   • DQuality assurance

   Show answer

   Correct answer: B

   How others answered

   • B100%

   Explanation

   Program Benefits Management is the performance domain that defines, creates, maximizes, and delivers the benefits provided by the program. The answer should be Benefits Management

   Adapted from community discussion by Jayoohhay · 2023-11-30 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 3 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. J

      Jayoohhay

      2023-11-30

      3 upvotes

      Program Benefits Management is the performance domain that defines, creates, maximizes, and delivers the benefits provided by the program. The answer should be Benefits Management

   2. R

      ReevesT

      2024-01-11

      3 upvotes

      C Benefits Mangement identifies and classifies benefits. Execution delivers those benefits.

   3. C

      ccf396c

      2024-12-31

      Selected B1 upvote

      "The purpose of the benefits delivery phase is to ensure that the program delivers the expected benefits, as defined in the benefits management plan." -straight from the SPM

   4. T

      tungdt

      2024-06-30

      1 upvote

      C is right answer. Benefit management is in Program Definition not in Program Delivery.

4. Question 4 of 25

   In your program you must adhere to Six Sigma as part of your organization's enterprise environmental factors. There is terminology, reports, and measurements that you are expected to use as part of your program. Six Sigma is an example of what program management process?

   • AQuality control
   • BProcess improvement
   • CScope verification
   • DQuality assurance

   Show answer

   Correct answer: B

   How others answered

   • B100%

   Explanation

   Six Sigma is a methodology used in project management. It is a quality management methodology used to reduce defects and maintain consistency in products.

   Adapted from community discussion by SyedCert · 2022-01-02 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 4 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. A

      AmarBen

      2023-11-02

      Selected B1 upvote

      B. Process improvement Six Sigma is a set of techniques and tools for process improvement. It seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, mainly empirical, statistical methods, and creates a special infrastructure of people within the organization who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets, for example, reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits.

   2. [

      [Removed]

      2023-12-16

      Selected B1 upvote

      Six Sigma is an example of the B. Process improvement program management process. It is a set of techniques and tools for process improvement and quality control, with a focus on reducing defects and variation in processes to improve overall efficiency and quality.

   3. S

      SyedCert

      2022-01-02

      2 upvotes

      Six Sigma is a methodology used in project management. It is a quality management methodology used to reduce defects and maintain consistency in products.

   4. A

      Abdel36

      2024-02-02

      2 upvotes

      It's right answer is D, because improvment process is not a project management process

5. Question 5 of 25

   You are the program manager for your organization and management has asked you to be certain to finalize the lessons learned documentation for your program. When will the lessons learned documentation be created?

   • ALessons learned are in program execution.
   • BLessons learned are created at each program deliverable.
   • CLessons learned are created during the program closure.
   • DLessons learned are created during the program archive.

   Show answer

   Correct answer: C

   Explanation

   The key to the answer of this question is in “when Lessons Learned is finalized. While LL can be gathered throughout the course of the project/program, but it’s only finalized during the program closure phase thus Option C is the right answer.

   Adapted from community discussion by Jayoohhay · 2024-10-21 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

   Supporting references

   • pmi.org documentation

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   Question 5 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. J

      Jayoohhay

      2024-10-21

      2 upvotes

      The key to the answer of this question is in “when Lessons Learned is finalized. While LL can be gathered throughout the course of the project/program, but it’s only finalized during the program closure phase thus Option C is the right answer.

   2. E

      edisontan

      2023-02-03

      2 upvotes

      https://www.pmi.org/learning/library/lessons-learned-early-often-6746, again not the best answer!

   3. C

      Cindyl

      2023-11-23

      2 upvotes

      lessons learnt can be created through out the program life cycle.

   4. U

      UHS

      2024-01-16

      1 upvote

      Answer :B Lessons learned are created at each program deliverable.

6. Question 6 of 25

   You are a program manager for your organization. You have proposed a program to the management that will last four years and will cost $35 million to create. Management has asked to see the program charter and the proposed costs and benefits of the program. Management agrees to your program charter and proposed to fund the program in increments at the completion of each milestone. What type of funding does management proposed for this program?

   • ATentative
   • BStep funding
   • CMilestone approval
   • DPhase gate estimating

   Show answer

   Correct answer: B

   Explanation

   The type of funding that management proposed for this program, where funding is provided at the completion of each milestone, is: B. Step funding Step funding involves providing funding in increments or steps, often tied to the completion of predefined project milestones. This approach allows management to review the progress of the program at each milestone and make informed decisions about continuing, modifying, or discontinuing the program based on the achieved results. It aligns funding with project progress and provides a structured way to manage financial commitments throughout the program's lifecycle.

   Adapted from community discussion by [Removed] · 2023-12-13 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 6 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. [

      [Removed]

      2023-12-13

      3 upvotes

      The type of funding that management proposed for this program, where funding is provided at the completion of each milestone, is: B. Step funding Step funding involves providing funding in increments or steps, often tied to the completion of predefined project milestones. This approach allows management to review the progress of the program at each milestone and make informed decisions about continuing, modifying, or discontinuing the program based on the achieved results. It aligns funding with project progress and provides a structured way to manage financial commitments throughout the program's lifecycle.

   2. T

      tungdt

      2024-06-30

      1 upvote

      B is right answer. Step funding is a method of financing where funds are provided in stages or increments rather than as a lump sum. This approach is commonly used in projects, research, and startups to manage risk and ensure that funds are used effectively. Each stage of funding is typically tied to specific milestones or performance metrics, and subsequent funding is released only when these milestones are achieved.

   3. P

      Ps18

      2022-01-19

      1 upvote

      Sherifabdo, Did you take up this exam ? where these set of questions helpful to clear ?

7. Question 7 of 25

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

   • ABrainstorm with the program team to decide on the definitions of the target market.
   • BMeet with peers to identify the company's competitors in the target market.
   • CMeet with the project managers to identify the target market.
   • DWork with the program sponsor to assess the needs of the target market.

   Show answer

   Correct answer: D

   How others answered

   • D100%

   Explanation

   D. Work with the program sponsor to assess the needs of the target market. Working with the program sponsor is crucial in this context because the sponsor typically has a strategic view of the organization's goals and the market it serves. The sponsor can provide valuable insights into the target market and customer needs, ensuring that the program is aligned with the organization's broader objectives. This collaboration can help in accurately defining the program scope and objectives based on a clear understanding of what the market requires and expects.

   Adapted from community discussion by [Removed] · 2024-06-17 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 7 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. [

      [Removed]

      2024-06-17

      Selected D2 upvotes

      D. Work with the program sponsor to assess the needs of the target market. Working with the program sponsor is crucial in this context because the sponsor typically has a strategic view of the organization's goals and the market it serves. The sponsor can provide valuable insights into the target market and customer needs, ensuring that the program is aligned with the organization's broader objectives. This collaboration can help in accurately defining the program scope and objectives based on a clear understanding of what the market requires and expects.

   2. T

      tsangckl

      2021-11-20

      4 upvotes

      When you define a program, program team or project manager is not form yet. It is not A or C. D is my answer.

   3. M

      Musfiq

      2024-11-08

      Selected D1 upvote

      During program definition phase the program team generally doesn't exist, and sponsor is the best person to relay on to understand the target market and its customers' needs.

   4. S

      snow5

      2022-03-02

      1 upvote

      A is the right answer, the programing team could be hired during the formulation subphrase to help the prog manager and sponsor in initial assessments

8. Question 8 of 25

   A company is releasing a new product geared toward a specific geographic area. The program manager has received the program objectives and developed the program roadmap, which consists of six program components. Approval from the program governance board has been obtained. What is the program manager's next step?

   • AAssign project managers and resources
   • BClassify the program's benefits
   • CIdentify the program sponsor and program stakeholders
   • DDevelop the program business case

   Show answer

   Correct answer: A

   How others answered

   • A67%
   • C33%

   Only 67% agreed on this answer — treat it as contested rather than settled.

   Explanation

   A. Assign project managers and resources Once the program objectives have been set, the program roadmap developed, and approval from the program governance board obtained, the next logical step for the program manager is to assign project managers and resources to the program components. This is a crucial step in ensuring that each component of the program has the leadership and resources necessary to proceed with the detailed planning and execution of their respective parts. This allocation of project managers and resources will facilitate the effective and efficient implementation of the program according to the established roadmap and objectives.

   Adapted from community discussion by [Removed] · 2024-06-25 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 8 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. [

      [Removed]

      2024-06-25

      Selected A2 upvotes

      A. Assign project managers and resources Once the program objectives have been set, the program roadmap developed, and approval from the program governance board obtained, the next logical step for the program manager is to assign project managers and resources to the program components. This is a crucial step in ensuring that each component of the program has the leadership and resources necessary to proceed with the detailed planning and execution of their respective parts. This allocation of project managers and resources will facilitate the effective and efficient implementation of the program according to the established roadmap and objectives.

   2. T

      tsangckl

      2021-11-20

      4 upvotes

      A for sure. Create Program infra and make Program management plan.

   3. J

      jriff

      2023-11-02

      3 upvotes

      given the sponsor assigns the Program Manager i don't know how this can be true

9. Question 9 of 25

   After taking over a program, a program manager reviews the program's status and discovers that stakeholders do not know how the program is performing in relation to schedule and costs. The program manager establishes earned value (EV) metrics and determines that the program has a budget of US$2.1 million, is three months into a nine-month timeline, and the planned value (PV) at the three-month point should be US$320,000. The program has spent US$350,000 and the EV is US$340,000. Based on this information, the program manager determines which of the following?

   • AThe schedule is US$30,000 under budget
   • BThe cost is US$20,000 under budget
   • CThe schedule is US$10,000 over budget
   • DThe cost is US$20,000 over budget

   Show answer

   Correct answer: C

   How others answered

   • C75%
   • A25%

   Explanation

   Correct answer is A: PV = 320K, AC = 350K , EV = 340K SV = EV-PV = 20K, CV = EV-AC = -10K SV =20 and CV =-10, So the overall variance is SV - CV =10 ahead of schedule. Presently you are in the third month so in 3 months the situation is 10k ahead of schedule. The completion period is 9 months. If in 3 months you are 10k ahead of schedule so in 9 months will be 30k ahead of schedule.

   Adapted from community discussion by NawrasHamwi · 2023-06-27 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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   Question 9 discussion

   These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

   1. N

      NawrasHamwi

      2023-06-27

      2 upvotes

      Correct answer is A: PV = 320K, AC = 350K , EV = 340K SV = EV-PV = 20K, CV = EV-AC = -10K SV =20 and CV =-10, So the overall variance is SV - CV =10 ahead of schedule. Presently you are in the third month so in 3 months the situation is 10k ahead of schedule. The completion period is 9 months. If in 3 months you are 10k ahead of schedule so in 9 months will be 30k ahead of schedule.

   2. M

      Musfiq

      2024-11-13

      Selected C1 upvote

      With the rationale that actual cost is $10K more than the EV though this is not standard definition.

   3. H

      Hazem1976

      2022-08-05

      1 upvote

      Correct Answer is C: EAC = 2,110,000 BAC = 2,100,000 VAC = 2,100,000 - 2,110,000 = -10,000 (Negative variance indicates Over Budget)

   4. M

      Musfiq

      2024-11-13

      1 upvote

      Agree. Based on the information SV or CPI could be calculated which are $20000 and 0.97 respectively.

10. Question 10 of 25

    A program is developing a next-generation product line, and one component has been delivered. However, due to a change request, expectations for another component are unmet. What activity should the program manager perform next?

    • AProgram delivery management
    • BResource interdependency management
    • CProgram performance monitoring and controlling
    • DBenefits sustainment and program transition

    Show answer

    Correct answer: C

    How others answered

    • C83%
    • A17%

    Explanation

    C. Program performance monitoring and controlling. This activity involves assessing the current performance of the program components, understanding the impact of the change request, and making decisions to bring the unmet component back in line with program expectations. It is an integral part of ensuring that the program adapts to changes while still meeting its overall objectives and delivering the expected benefits. Monitoring and controlling program performance will likely involve analyzing the situation, identifying corrective actions, and implementing those actions to address the discrepancies caused by the change request. This may also include updating the program management plan, communicating with stakeholders, and managing the expectations around the delivery of the program's components.

    Adapted from community discussion by [Removed] · 2024-06-18 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 10 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2024-06-18

       Selected C2 upvotes

       C. Program performance monitoring and controlling. This activity involves assessing the current performance of the program components, understanding the impact of the change request, and making decisions to bring the unmet component back in line with program expectations. It is an integral part of ensuring that the program adapts to changes while still meeting its overall objectives and delivering the expected benefits. Monitoring and controlling program performance will likely involve analyzing the situation, identifying corrective actions, and implementing those actions to address the discrepancies caused by the change request. This may also include updating the program management plan, communicating with stakeholders, and managing the expectations around the delivery of the program's components.

    2. H

       happykaur

       2024-07-14

       Selected C2 upvotes

       In the scenario where a program is developing a next-generation product line and faces an issue with unmet expectations for a component due to a change request, the next activity that the program manager should perform is: C. Program performance monitoring and controlling. This activity involves continuously tracking, reviewing, and regulating the progress and performance of the program. It helps to identify any areas that are not aligning with the program plan, such as the unmet expectations due to the change request, and enables the program manager to take corrective actions. This process includes managing changes, assessing impacts, and ensuring that the program's objectives are still achievable. It is essential for addressing issues promptly and keeping the program on track towards its goals.

    3. M

       Musfiq

       2024-11-23

       Selected C1 upvote

       Agree, with those who responded with same answer. Because unmet expectations of a component are an issue with the program and will be addressed through monitoring and control phase of the program.

    4. S

       snow5

       2022-03-02

       1 upvote

       B is the right answer, during the execution PM is responsible to deploy resources between components

11. Question 11 of 25

    Several issues are identified on one component project in a program. During a meeting with that component's project manager, the program manager offers several suggested resolutions. Two weeks later, they meet again to review progress. The project manager had reviewed the issues and suggested resolutions, but delayed a decision. This two-week delay in taking action caused delays in the project schedule. What should the program manager do?

    • AJoin project-level issue resolution meetings to accelerate the decision-making process.
    • BInitiate discussions with the program governance board about assigning a more experienced project manager to the project.
    • CEmphasize that the project manager needs to address the issues and follow up at the next scheduled meeting.
    • DDevelop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities.

    Show answer

    Correct answer: D

    How others answered

    • D67%
    • C33%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    It is D. A is not correct. Program manager will not step in and override the project manger work. They can corrective with Project manager and coach them to improve the work.

    Adapted from community discussion by tsangckl · 2021-05-20 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 11 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. H

       happykaur

       2024-01-14

       Selected D1 upvote

       In this scenario, where issues on a component project have led to delays due to the project manager's hesitation in making decisions, the program manager should: D. Develop an immediate corrective action plan with the project manager and coach them on decision-making responsibilities. This approach is proactive and collaborative. By working directly with the project manager to develop a corrective action plan, the program manager can help address the issues promptly while also providing guidance and support in decision-making. Coaching on decision-making responsibilities can empower the project manager to act more decisively in the future, thus preventing similar delays. This strategy focuses on both immediate resolution and long-term capacity building within the project management team.

    2. T

       tsangckl

       2021-05-20

       3 upvotes

       It is D. A is not correct. Program manager will not step in and override the project manger work. They can corrective with Project manager and coach them to improve the work.

    3. P

       psvexam

       2022-02-21

       1 upvote

       Did anyone get clarification from ExamTopics on the right answer to this question?

    4. H

       Hazem1976

       2021-07-04

       1 upvote

       Can anyone from Exam-Topics consultants justify why the answer is A?

12. Question 12 of 25

    A program manager building the world's largest cruise ship is resolving the conflict between the two main sponsors who cannot agree on the number of food and beverage outlets to have onboard. What should the program manager do?

    • AFinalize the business case and market analysis with the core program team and present the findings to the chief executive officer for approval.
    • BWork with the core program team to conduct a market analysis and make the decision based on the best return on investment.
    • CArrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict.
    • DEngage the program stakeholders, present the market analysis and findings to facilitate the decision on the best option.

    Show answer

    Correct answer: C

    How others answered

    • C100%

    Explanation

    In the situation where the program manager for building the world's largest cruise ship is dealing with a conflict between two main sponsors regarding the number of food and beverage outlets onboard, the program manager should: C. Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict. This approach is collaborative and involves all the key decision-makers. By presenting the market analysis to both sponsors and the steering committee, the program manager can facilitate a data-driven discussion. This meeting provides a platform for each party to voice their opinions and concerns, and for the program manager to guide them towards a consensus based on market research and program objectives. This method is effective in resolving conflicts by ensuring that decisions are made with full consideration of relevant information and stakeholder inputs.

    Adapted from community discussion by happykaur · 2024-01-14 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 12 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. H

       happykaur

       2024-01-14

       Selected C2 upvotes

       In the situation where the program manager for building the world's largest cruise ship is dealing with a conflict between two main sponsors regarding the number of food and beverage outlets onboard, the program manager should: C. Arrange a meeting with both sponsors and the steering committee to present the market analysis and work through the conflict. This approach is collaborative and involves all the key decision-makers. By presenting the market analysis to both sponsors and the steering committee, the program manager can facilitate a data-driven discussion. This meeting provides a platform for each party to voice their opinions and concerns, and for the program manager to guide them towards a consensus based on market research and program objectives. This method is effective in resolving conflicts by ensuring that decisions are made with full consideration of relevant information and stakeholder inputs.

    2. T

       tsangckl

       2021-05-20

       2 upvotes

       It is C engage sponsor and committee to resolve and design the decision. D, is not correct. Program stakeholder can be anyone and they are not the party to make decision.

    3. H

       Hazem1976

       2021-07-04

       2 upvotes

       Can anyone from Exam-Topics consultants justify why the answer is D? I think that the correct answer is C.

13. Question 13 of 25

    A software development program will launch iterative versions of new software called Alpha over two years. Following that, a program will be released to the program team and developers to create new software called Beta. While the program manager prepares the program closure plan for Alpha, the program sponsor expresses concern about its support after program closure. What should the program manager do as part of Alpha's program closure plan?

    • AExecute the transition plan, and include knowledge transfer to transition Alpha support to operations.
    • BKeep the Alpha program open until support is no longer required, then execute program closure.
    • CAdjust Alpha's exit criteria to ensure its support is included in the Beta program.
    • DDocument the program closure procedure to ensure that resources are released from Alpha to develop Beta.

    Show answer

    Correct answer: A

    How others answered

    • A100%

    Explanation

    in Normal case, A will be the answer, in this case same team will continue working in developing the software, so same developers will make the support not the Operations

    Adapted from community discussion by NawrasHamwi · 2022-12-28 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 13 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-19

       Selected A1 upvote

       A. Execute the transition plan, and include knowledge transfer to transition Alpha support to operations. This action ensures that the support for the Alpha software continues after the program has officially closed. The transition plan should include handing over responsibilities to the operational team who will support Alpha post-launch. This includes knowledge transfer, so the operational team understands the software and has the necessary information and documentation to maintain and support it effectively.

    2. N

       NawrasHamwi

       2022-12-28

       2 upvotes

       in Normal case, A will be the answer, in this case same team will continue working in developing the software, so same developers will make the support not the Operations

    3. T

       tsangckl

       2021-03-29

       1 upvote

       My answer is A. B is not the answer for sure as it is not the way to keep program open. D is not the answer, as closure procedure not make sure the operation support is going well. C I don't think it is the answer,. As Beta is another software. Alpha program is not support by Beta program.

14. Question 14 of 25

    A newly appointed country manager suggests that the regional program manager use a social media platform to expedite communications and address questions. The new country manager used this social media platform at a previous job. What should the regional program manager do to address the country manager's request?

    • ASuggest that the country manager use the existing communication channels while the team becomes familiar with the new social media platform.
    • BAsk the country manager to champion the social media platform, as they may have more influence than the regional program manager.
    • CReview existing in-house social media capabilities to determine if they will meet the needs of the country manager's request, and update the stakeholder register.
    • DAsk the technology, security, and project teams to assess the country manager's request.

    Show answer

    Correct answer: D

    How others answered

    • D67%
    • C33%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    I still think D is the right answer. A regional program manager to start reviewing in house social capabilities could be a distraction, plus may not make the best decision. It should be left to corporate technology, security teams to review and advise on fitment.

    Adapted from community discussion by psvexam · 2022-02-21 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 14 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-19

       Selected D1 upvote

       D. Ask the technology, security, and project teams to assess the country manager's request. This approach ensures that the new tool is evaluated for its technical feasibility, security implications, and alignment with the project's communication needs. Involving the technology team helps in understanding the platform’s integration capabilities with existing systems, the security team assesses any data privacy and security concerns, and the project team evaluates its practicality and effectiveness in meeting the project's communication requirements. This comprehensive assessment is critical in making an informed decision about adopting a new communication tool, especially in a corporate environment where data security and integration with existing systems are key considerations.

    2. H

       happykaur

       2024-01-14

       Selected D1 upvote

       In response to the country manager's suggestion to use a social media platform for expediting communications, the regional program manager should: D. Ask the technology, security, and project teams to assess the country manager's request. This approach involves a comprehensive assessment of the proposed social media platform's capabilities, security implications, and suitability for the program's communication needs. By involving the technology, security, and project teams, the regional program manager ensures that all technical, security, and operational aspects are considered. This is important for making an informed decision about adopting a new communication tool, especially one that could have wide-reaching implications for the program's communication strategy.

    3. P

       psvexam

       2022-02-21

       2 upvotes

       I still think D is the right answer. A regional program manager to start reviewing in house social capabilities could be a distraction, plus may not make the best decision. It should be left to corporate technology, security teams to review and advise on fitment.

15. Question 15 of 25

    Molly is the program manager for her organization. She is creating a document that defines the benefits the program will create for her organization once the program has been completed. What document is Molly writing?

    • AProgram charter
    • BProgram benefits realization plan
    • CProgram benefits statement
    • DProgram scope statement

    Show answer

    Correct answer: A

    How others answered

    • A75%
    • C25%

    Explanation

    No "Program benefits statement" appeared in the standard of program management fourth edition. the benefits of the program should defined in the "Program charter".

    Adapted from community discussion by victorxu · 2022-06-21 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 15 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. V

       victorxu

       2022-06-21

       Selected A2 upvotes

       No "Program benefits statement" appeared in the standard of program management fourth edition. the benefits of the program should defined in the "Program charter".

    2. N

       Nugi

       2024-12-29

       Selected A1 upvote

       One of the components in Program Charter is "Key Benefits" Defines the expected benefits and their alignment with organizational goals. Serves as a foundation for benefits realization planning.

    3. A

       abem01

       2023-09-16

       1 upvote

       Program Charter is defined as: A document issued by a sponsor that authorizes the program management team to use organization resources to execute the program and link the program to the organization's strategic objectives. Program Benefits Statement elaborates the Benefits

    4. U

       UHS

       2023-02-04

       1 upvote

       Domain 1 Task 9 Obtain organizational leadership approval for the program by presenting the program charter with its high-level costs, milestone schedule and benefits in order to receive authorization to initiate the program.

16. Question 16 of 25

    A program includes the development and shipping of 12 million product units over the next year. However, one program supplier has a history of overestimating its planned volume, which puts the product launch at risk. What should the program manager do to monitor and control the supplier?

    • AUse expert judgment, and update the program procurement plan.
    • BSeek stakeholder approval of program procurement management activities.
    • CExamine performance reports, audits, and inspections.
    • DReview proposal evaluation criteria, risk analyses, and mitigation strategies.

    Show answer

    Correct answer: C

    How others answered

    • C100%

    Explanation

    D is not correct. D is the preventive measures to mitigate supplier failures, but it is not the methods to control and monitor the supplier.

    Adapted from community discussion by Corners · 2021-05-21 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 16 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. H

       happykaur

       2024-01-13

       Selected C1 upvote

       In this scenario, where there's concern about a supplier overestimating its planned volume, the most effective action for the program manager to monitor and control the supplier is: C. Examine performance reports, audits, and inspections. This option involves closely monitoring the supplier's performance and output. By regularly reviewing performance reports, conducting audits, and performing inspections, the program manager can verify the supplier’s capacity and output against their commitments. This approach provides tangible data and evidence to assess the supplier's performance and address potential issues proactively.

    2. [

       [Removed]

       2023-12-19

       Selected C1 upvote

       C. Examine performance reports, audits, and inspections. Examining performance reports, audits, and inspections is a direct way to monitor the supplier's actual performance against their commitments. This approach allows the program manager to assess whether the supplier is on track and to identify any discrepancies early on. It also provides a basis for taking corrective actions if necessary to ensure that the supplier's performance aligns with the program's needs for the product launch.

    3. C

       Corners

       2021-05-21

       3 upvotes

       D is not correct. D is the preventive measures to mitigate supplier failures, but it is not the methods to control and monitor the supplier.

    4. T

       tungdt

       2024-07-09

       1 upvote

       C is correct By examining performance reports, audits, and inspections, the program manager can actively monitor the supplier's performance against their commitments and identify any discrepancies or potential issues early on. This approach provides objective data and insights into the supplier's reliability and helps ensure that any risks to the product launch are managed proactively.

17. Question 17 of 25

    A large international manufacturing company is centralizing its IT which is currently spread over 16 countries. The transition means physically regrouping the infrastructure and aligning processes and organizations. The high-level scope of this transformation encompasses three main areas: 1. The technology area--assessing which technology/tooling should be retained for the target data center. 2. The policies and procedure area--aimed at establishing a common set of processes supporting the new way of delivering services. 3. The HR area--assuring the new organization best fits the diversity of the countries and functional domains, while offering equivalent compensations for comparable functions. You have selected your team and you are preparing the business case to support 1) the team selections you made and 2) your recommendation to proceed to the program's next phase. Which document should be present in your business case?

    • AA detailed plan showing dependencies among the constituent projects
    • BA comprehensive analysis of the different compensation packages offered in the 16 countries
    • CAn inventory detailing all physical and logical components in place and the employees in scope
    • DA cost/benefit analysis of the different scenarios, presenting their respective contributions

    Show answer

    Correct answer: D

    How others answered

    • D100%

    Explanation

    I Pick D. Business case present the cost/benefit analysis. But no the detail plan for the project. It should be in the Program roadmap or Program schedule

    Adapted from community discussion by tsangckl · 2021-03-30 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Candidate context

    Question 17 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-20

       Selected D1 upvote

       D. A cost/benefit analysis of the different scenarios, presenting their respective contributions. A business case typically includes a cost/benefit analysis to justify the investment in the program by comparing the anticipated benefits with the associated costs. This analysis would present the value of proceeding with the transformation and help stakeholders understand the financial implications of the different scenarios, thereby supporting the decision-making process for moving forward with the program. The other documents listed, while important to the program, serve different purposes and are not typically central components of a business case

    2. C

       Corners

       2021-05-21

       3 upvotes

       +1. D is the answer. Business case does not consist of detailed plans.

    3. T

       tsangckl

       2021-03-30

       2 upvotes

       I Pick D. Business case present the cost/benefit analysis. But no the detail plan for the project. It should be in the Program roadmap or Program schedule

18. Question 18 of 25

    A program manager is working on benefits. The program team created and updated a benefits register earlier in the program. The benefits register should include which of the following?

    • AList of planned benefits, earned value (EV), and responsible person
    • BList of planned benefits, measurement method, and component mapping
    • CList of planned benefits, benefit creator, and realization date
    • DList of planned benefits, stakeholders, and risk level

    Show answer

    Correct answer: B

    How others answered

    • B100%

    Explanation

    B is the answer. That is the items of benefits register according to The standard for program management y PMI (4.1.1, page 47).

    Adapted from community discussion by Corners · 2021-05-21 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 18 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. C

       Corners

       2021-05-21

       3 upvotes

       B is the answer. That is the items of benefits register according to The standard for program management y PMI (4.1.1, page 47).

    2. K

       kikeemm

       2024-02-10

       1 upvote

       Actually all of the answers, except A are right, according to the Standard for program management document, the benefit register should include: list of planned benefits (A,B,C,D) Mapping benefits to program components (B) Description of how each benefit will be measured (B) Risk assessment and probability (D) Target dates and milestones (C) Person responsible for the benefit (C) tracking communications to stakeholders (D)

    3. T

       tsangckl

       2021-03-30

       2 upvotes

       I pick B. A . no need to have EV C. no need to have a benefit creator D. no need to have risk in benefit register

    4. [

       [Removed]

       2023-12-20

       Selected B1 upvote

       B. List of planned benefits, measurement method, and component mapping

19. Question 19 of 25

    You are the program manager for your organization. Management has asked you to create a document that will capture the stakeholders concerns, perceived threats, and specific objectives about the program and its projects. What document is management asking you to create in this instance?

    • ARequirements document
    • BProject charter
    • CBusiness case
    • DScope statement

    Show answer

    Correct answer: C

    How others answered

    • C50%
    • D17%
    • A17%

    Only 50% agreed on this answer — treat it as contested rather than settled.

    Explanation

    B The business case outlines the rationale for undertaking the program or project, including the benefits, objectives, risks, and stakeholder considerations. It provides a comprehensive view of why the program is necessary and what it aims to achieve. Stakeholder concerns, perceived threats, and specific objectives are important components of the business case.

    Adapted from community discussion by [Removed] · 2023-12-13 · 3 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 19 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-13

       3 upvotes

       B The business case outlines the rationale for undertaking the program or project, including the benefits, objectives, risks, and stakeholder considerations. It provides a comprehensive view of why the program is necessary and what it aims to achieve. Stakeholder concerns, perceived threats, and specific objectives are important components of the business case.

    2. P

       Pivste1

       2024-10-28

       Selected C1 upvote

       Business case: "May include details about the program outcomes, approved concepts, issues, high-level risks and opportunity assessments, key assumptions, business and operational impacts, cost-benefit analysis, alternative solutions, financial analysis, intrinsic and extrinsic benefits, market demands or barriers, potential profits, social needs, environmental influences, legal implications, time to market, constraints, and the extent to which the program aligns with the organization’s strategic plans."

    3. H

       Hazem1976

       2021-07-02

       3 upvotes

       Program Manager does not create Project Charter, It is the Project Manager responsibility

    4. F

       FareedKamran

       2024-04-18

       2 upvotes

       Business Case Can Not be answer, as it explains why we need this Program with Cost & Benefit Analysis Project Charter can not be the answer, as Project Charter created by Project Manager, not by Program Manager. No Document named with "Requirement Document" Scope Statement can be the correct answer.

20. Question 20 of 25

    You are the program manager for your organization. You are examining the order of the activities in your program schedule and would like to change some of the ordering to alleviate scheduling conflicts, risks, and based on your experience with the discipline the program uses. Some of the activities you can rearrange while some of the activities must be completed in a particular order. What term describes the activities that can happen in any order?

    • AFinish on constraints
    • BDiscretionary dependencies
    • CMandatory dependencies
    • DBenefits management dependencies

    Show answer

    Correct answer: B

    How others answered

    • B100%

    Explanation

    B. Discretionary dependencies Explanation: Finish-on constraints: These are constraints that dictate when a particular activity must finish. Mandatory dependencies: These are dependencies that are inherent and required by the nature of the work being performed. The activities must be done in a particular order. Benefits management dependencies: This term is not a standard concept related to the sequencing of activities. Discretionary dependencies: Also known as preferential logic or soft logic, these are dependencies that are defined by the project team based on their judgment or preferences. Activities with discretionary dependencies can be rearranged to optimize the schedule, alleviate conflicts, or manage risks, as mentioned in your scenario.

    Adapted from community discussion by [Removed] · 2023-12-13 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Candidate context

    Question 20 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-13

       Selected B2 upvotes

       B. Discretionary dependencies Explanation: Finish-on constraints: These are constraints that dictate when a particular activity must finish. Mandatory dependencies: These are dependencies that are inherent and required by the nature of the work being performed. The activities must be done in a particular order. Benefits management dependencies: This term is not a standard concept related to the sequencing of activities. Discretionary dependencies: Also known as preferential logic or soft logic, these are dependencies that are defined by the project team based on their judgment or preferences. Activities with discretionary dependencies can be rearranged to optimize the schedule, alleviate conflicts, or manage risks, as mentioned in your scenario.

    2. K

       Karamurat

       2021-10-10

       3 upvotes

       "A mandatory dependency is one that “must be” carried out at a particular time." https://www.project-management-prepcast.com/free/pmp-exam/tips/316-the-difference-between-mandatory-and-discretionary-project-management-dependencies-revealed

    3. L

       LuanND

       2024-05-17

       Selected B1 upvote

       I think it should be B Explaination: Base on this document: https://www.projectmanagement.com/blog-post/5575/PMP-Exam-Tip--What-Is-The-Difference-Between-Mandatory-And-Discretionary-Dependencies- - A mandatory dependency is one that “must be” carried out at a particular time. - A discretionary dependency is one that isn't based on a "have to", but on a "should".

21. Question 21 of 25

    The program manager has a global program with five component projects. The program sponsor wants the management plans, processes/procedures, and technology to be uniform across the program. The requirements will create issues and result in increased costs The program sponsor is new and has imposed these new requirements six months into a three-year program. What should the program manager do next?

    • AAccept what the program sponsor requires and implement the changes.
    • BDiscuss the proposed changes with the stakeholders and project managers, and give the program sponsor the best option.
    • CRespond to the program sponsor if the program sponsor asks about it a second time.
    • DPresent the risks and benefits of the changes to the program sponsor.

    Show answer

    Correct answer: D

    How others answered

    • D67%
    • A33%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    D. Present the risks and benefits of the changes to the program sponsor. As a program manager, it is vital to ensure that any significant changes to management plans, processes, or technology are thoroughly evaluated. This includes an analysis of how such changes would impact the program's costs, schedule, scope, quality, and risk. Presenting the risks and benefits of these changes to the program sponsor allows for an informed decision based on a comprehensive understanding of the potential impacts. It is part of the program manager's responsibility to provide this insight to the sponsor before any decisions are made or changes are implemented.

    Adapted from community discussion by [Removed] · 2023-12-21 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 21 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-21

       Selected D2 upvotes

       D. Present the risks and benefits of the changes to the program sponsor. As a program manager, it is vital to ensure that any significant changes to management plans, processes, or technology are thoroughly evaluated. This includes an analysis of how such changes would impact the program's costs, schedule, scope, quality, and risk. Presenting the risks and benefits of these changes to the program sponsor allows for an informed decision based on a comprehensive understanding of the potential impacts. It is part of the program manager's responsibility to provide this insight to the sponsor before any decisions are made or changes are implemented.

    2. P

       psvexam

       2024-07-30

       1 upvote

       Ans B: B is the best bet. In fact, D comes from B. B also eventually presents risks and benefits, but first by discussing with stakeholders and project managers. B is also suggesting best options to help make a decision. So my answer would be B.

    3. F

       fgudelj

       2022-04-27

       1 upvote

       Asnwers are wrong . in real exam there is only one answer allowed, not multiple ones.

22. Question 22 of 25

    You are the program manager of the HNG Program. This program has a budget at completion of $2,345,900 and is expected to last two years. The program is currently 30 percent complete and you have spent $789,000. The program is supposed to be 35 percent complete but do to some delays you're slightly behind schedule. Based on this information, what is the schedule variance (SV) of this program?

    • A-$85,230
    • B$821,065
    • C-$284,100
    • D-$117,295

    Show answer

    Correct answer: D

    How others answered

    • D100%

    Explanation

    the Answer is (D) Earned Value (EV) = 0.30 Planned Value (PV) = 0.35 Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV) Schedule Variance (SV) = (0.30-0.35)*2345900 = -117295 := So the Answer is (D)

    Adapted from community discussion by Fahad1989 · 2024-09-08 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 22 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. N

       Nugi

       2024-12-29

       Selected D1 upvote

       - Budget at Completion (BAC) = 2,345,900 - Actual Cost (AC) = 789,000 - Earned Value (EV) = (current completion % * BAC) = 0.30 * 2,345,900 = 703,770 - Planned Value (PV) = (planned completion % * BAC) = 0.35 * 2,345,900 = 821,065 - Schedule Variance (SV) = EV – PV = 703,770 – 821,065 = -117,295

    2. F

       Fahad1989

       2024-09-08

       2 upvotes

       the Answer is (D) Earned Value (EV) = 0.30 Planned Value (PV) = 0.35 Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV) Schedule Variance (SV) = (0.30-0.35)*2345900 = -117295 := So the Answer is (D)

    3. S

       SyedCert

       2023-04-18

       2 upvotes

       For me its, A. Schedule Variance (SV) = Earned Value (EV) – Planned Value (PV) Schedule Variance (SV) = BCWP – BCWS =2345900*0.3 - 789000 = -85230

    4. U

       UHS

       2024-07-14

       1 upvote

       Correct answer should be A D is only (2345900 *5%) = -117295 which is incorrect and does not take into account the actuals as of today (PV)

23. Question 23 of 25

    Which of the following documents sets the project objectives?

    • AProject charter
    • BProject schedule
    • CProject scope statement
    • DProject organization chart

    Show answer

    Correct answer: A

    How others answered

    • A100%

    Explanation

    I would say A. Standards for Program Management 4th Edition, page 36 : Key elements of a program charter consist of the program scope, assumptions, constraints, high-level risks, high- level benefits, goals and objectives, success factors, timing, key stakeholders, and other provisions that tie the program to the business case, thereby enabling program strategy alignment. Page 110 : This initial program scope assessment develops the program scope statement FROM the program goals and objectives.

    Adapted from community discussion by Salim_7 · 2023-11-02 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 23 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. S

       Salim_7

       2023-11-02

       2 upvotes

       I would say A. Standards for Program Management 4th Edition, page 36 : Key elements of a program charter consist of the program scope, assumptions, constraints, high-level risks, high- level benefits, goals and objectives, success factors, timing, key stakeholders, and other provisions that tie the program to the business case, thereby enabling program strategy alignment. Page 110 : This initial program scope assessment develops the program scope statement FROM the program goals and objectives.

    2. [

       [Removed]

       2024-06-16

       Selected A1 upvote

       The document that typically sets the project objectives is the Project Charter (option A). The Project Charter is a formal document that authorizes the project and provides the project manager with the authority to use organizational resources for project activities. It outlines the project objectives, purpose, scope, stakeholders, constraints, and other essential information. The project objectives stated in the charter guide the project's direction and help in aligning the efforts of the project team towards achieving specific goals.

    3. N

       Nugi

       2024-12-29

       Selected A1 upvote

       I think should be A. Project Charter. The project charter is the primary document that formally authorizes a project and sets the project objectives. It serves as a high-level overview of the project, outlining key information such as: Project objectives and purpose

24. Question 24 of 25

    What analysis type could you use in a program to compare the positive stakeholders and their position, power, and influence over your program to the same variable components of the negative stakeholders in your program?

    • ASensitivity analysis
    • BStakeholder analysis
    • CMonte Carlo simulation
    • DForce field analysis

    Show answer

    Correct answer: D

    How others answered

    • D67%
    • B33%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    B. Stakeholder analysis Stakeholder analysis involves assessing the interests, influence, and potential impact of various stakeholders on a project or program. This analysis helps identify key stakeholders, understand their positions, and assess their level of support or opposition. By comparing positive and negative stakeholders in terms of their position, power, and influence, you can develop strategies to manage relationships, engage stakeholders effectively, and mitigate potential risks.

    Adapted from community discussion by mfshabana · 2023-11-12 · 4 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 24 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. P

       Pivste1

       2024-11-06

       Selected D1 upvote

       D: Force field analysis is the most appropriate tool for this specific comparative analysis of positive vs negative stakeholder forces in a program context. Force field analysis is specifically designed to analyze and compare driving forces (positive/supporting forces) against restraining forces (negative/opposing forces). This tool: Helps identify and compare stakeholders who support the program (positive forces) against those who oppose it (negative forces). Evaluates the relative power, position, and influence of each group. Allows program managers to understand the balance of power between supporting and opposing stakeholders. Helps in developing strategies to strengthen positive forces and minimize negative ones. The other options are incorrect because: Sensitivity analysis (A) is used to determine which program variables have the most potential impact on outcomes. Stakeholder analysis (B) identifies and analyzes stakeholders but doesn't specifically compare opposing forces. Monte Carlo simulation (C) is used for quantitative risk analysis and probabilistic forecasting.

    2. M

       mfshabana

       2023-11-12

       4 upvotes

       B. Stakeholder analysis Stakeholder analysis involves assessing the interests, influence, and potential impact of various stakeholders on a project or program. This analysis helps identify key stakeholders, understand their positions, and assess their level of support or opposition. By comparing positive and negative stakeholders in terms of their position, power, and influence, you can develop strategies to manage relationships, engage stakeholders effectively, and mitigate potential risks.

    3. A

       Ahsan_tirmizi

       2024-05-01

       1 upvote

       correct ans is B.. we are tying to build power interest grid or SH map. Field force is a Decision making is a technique used in change management and decision-making processes to assess the driving and restraining forces influencing a particular situation or proposed change.

25. Question 25 of 25

    You are the program manager for your company and management wants you to identify how you'll make decisions in the program planning processes. What program management document should serve as the baseline for all future program decisions?

    • AProgram budget
    • BProgram management plan
    • CProgram scope statement
    • DProgram requirements

    Show answer

    Correct answer: B

    How others answered

    • B67%
    • C33%

    Only 67% agreed on this answer — treat it as contested rather than settled.

    Explanation

    B. Program Management Plan. B. Program Management Plan: This is the correct choice. The Program Management Plan is a formal, approved document used to guide both program execution and program control. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. As such, it serves as the baseline for how decisions are made throughout the program, encompassing scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management.

    Adapted from community discussion by [Removed] · 2023-12-16 · 2 community upvotes. Third-party contribution; reviewed by our quality filter, not independently verified.

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    Question 25 discussion

    These are quality-filtered excerpts from third-party community discussion. They can be useful reasoning signals, but they are not official answers and have not been independently verified by PGMP or CertExamHQ.

    1. [

       [Removed]

       2023-12-16

       Selected B2 upvotes

       B. Program Management Plan. B. Program Management Plan: This is the correct choice. The Program Management Plan is a formal, approved document used to guide both program execution and program control. It integrates and consolidates all of the subsidiary plans and baselines from the planning processes. As such, it serves as the baseline for how decisions are made throughout the program, encompassing scope, time, cost, quality, human resource, communications, risk, procurement, and stakeholder management.

    2. K

       Karamurat

       2021-10-11

       2 upvotes

       "The program management plan is a single, formal, dynamic document that outlines how the program is to be managed, executed, and controlled."..."This document should ensure there are no surprises through execution on how the program is managed or decisions are made." https://uwaterloo.ca/ist-project-management-office/methodologies/program-management/program-benefit-delivery/program-management-plan

    3. T

       tungdt

       2024-07-01

       2 upvotes

       B is correct answer The document that should serve as the baseline for all future program decisions in the program planning processes is the Program Management Plan. This comprehensive document provides a detailed roadmap for how the program will be managed and includes key information that guides decision-making.

    4. K

       Karamurat

       2021-10-11

       1 upvote

       From PMI's book "The Standard for Program Management", section 3.5.5 Scope Definition: "The program scope statement becomes the basis for future program decisions and articulates the scope boundaries of the program"

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