Online Access Free PgMP Practice Test

Molly is the program manager for her organization and she is creating a program plan that defines the benefits of the program and how her program and team will create the benefits for the organization. What plan is Molly creating in this scenario?

• A.Business case
• B.Benefits management plan
• C.Quality management plan
• D.Program management plan

The program director of a four-year program, estimated to require 600,000 person-days effort, notices that team morale has decreased over the last three months. The program is at a critical stage with 70% completion through the test phase. A number of defects are found that result in teams working additional hours. The program director requests that the program management office (PMO) gather metrics to monitor the situation.
Which of the following metrics should the PMO capture on a monthly basis?

• A.Amount of hours spent on rework of software coding, retesting, and on non-rework activities
• B.Absenteeism rate, staff turnover, quantity of defects, total hours worked, average number of FTEs
• C.Billable hours charged to the program, non-billable hours charged to the program, quantity of defects per full-time equivalent (FTE)
• D.Absenteeism rate, staff turnover and leave liability

You are the project manager for the GGG Project and are about to close the project kick off meeting. All of the project team members and the key stakeholders are in attendance. What final item should you talk about before closing the meeting?

• A.Discuss the action items and the importance of the items being completed as planned.
• B.Discuss the importance of the project scope.
• C.Thank everyone for attending.
• D.Remind everyone that you're the project manager if they have QUESTION NOs.

After meeting with the program sponsor and stakeholders, the program manager is asked by the sponsor to accelerate the program to replace two legacy financial systems. The legacy systems are at risk of premature failure.
What should the program manager do next?

• A.Analyze the impact of accelerating the program, and present the pros and cons to the program sponsor.
• B.Accelerate the projects and components of the program that replace the two legacy systems.
• C.Identify the parts of the program that need to be accelerated and, if it is cost effective and increases benefits realization, implement the change.
• D.Create several "what-if" scenarios of alternatives to present to the program sponsor.

An R&D group director approves a major program's charter. Although the director has a high level of understanding of the program's scope, they are unsure of how the program manager can be successful in delivering the program's commitments.
What should the program manager do to align stakeholders with planning and monitoring the program's progress?

• A.Develop an accountability matrix, and assign program roles and responsibilities
• B.Create a communications management plan, and establish reporting formats
• C.Establish high-level program milestones
• D.Generate a supplier management plan to identify external stakeholders