PgMP Exam Dumps - Program Management Professional (PgMP)

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Question # 17

A component project manager escalates an issue regarding a key stakeholder to the program manager. The key stakeholder does not respond to emails or phone calls, and the project manager believes this key stakeholder is exhibiting a negative attitude toward the work. The key stakeholder has a significant influence over the component project, which could impact other components if delays occur. The program managerâ€™s attempts to reach the stakeholder via email also fail.

What should the program manager do next?

Escalate the issue to the stakeholderâ€™s supervisor

Escalate the issue to the program governance board, as delays will impact the program

Update the program risk register to reflect a realized risk and execute the documented risk response

Attempt to call the key stakeholder; if unsuccessful, visit their office to identify potential risks

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Question # 18

An organization supports both programs and projects for various industries. What is a portfolio?

A portfolio is the total amount of funds that have been invested in programs, projects, and operations.

A portfolio describes all of the monies that are invested in the organization.

A portfolio describes the organization of related projects, programs, and operations.

A portfolio describes any project or program within one industry or application areA.

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Question # 19

A biometrics firm has a facial recognition program with multiple components and project managers. The

project manager from the mobile device division escalates a vendor-related risk to the program manager. After assessing the risk, the program manager determines that this risk may impact other projects within the program. However, this risk has a low degree of impact and probability of occurring.

What should the program manager do first?

Obtain a risk reserve from the executive sponsor, and execute a contingency plan.

Communicate the risk to all project managers to manage at the component level.

Add the risk details and analysis to the program risk register.

Brainstorm with the project manager to develop an appropriate risk response.

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Question # 20

All of the following are resources that you will need to monitor and control in a program environment except for which one?

Staff members

Contracts

Quality

Equipment

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Question # 21

After new private equity owners acquire an enterprise, they want to improve its value by reducing costs. A new program will restructure the enterprise, including an aging headquarters campus where the main data center is housed. A strategic component project presents significant risk to organizational objectives due to its complexity and dependencies on external parties. After a series of board meetings, the enterpriseâ€™s

investment committee approves a budget to implement this component project, which will move the old data center from the aging headquarters campus into a new colocation facility. Implementation of this component project may now begin, but is already one month behind schedule. The program manager now perceives significantly more risk to the larger program due to this delay.

What should the program manager do to address this risk with the program sponsor and governance board?

Share the concerns with the program sponsor to confirm understanding of the new development. Next, update the program budget, implementation plan, and risk management plan for governance board approval.

Update the component projectâ€™s risk register, issue log, implementation plan, and risk management plan.

Next, meet with the program sponsor to revise the program budget, implementation plan, and risk management plan for governance board approval.

Revise the program budget, and implement the component project by managing it closely to recover the month-long delay. Next, update the componentâ€™s project and risk management plans for governance board approval.

Update the program budget, and task the component project manager with implementing the plan. Next, submit a change order for approval to apply more resources to reduce the larger programâ€™s risk profile.

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Question # 22

A program manager for the construction of a ship reviews the program management plan with a shipyard representative. The shipyard representative indicates that while 65 percent progress was anticipated, only 60 percent has been achieved.

What should the program manager do to ensure benefits realization?

Conduct a program performance analysis based upon the deviation, and update the program business case to reflect the schedule delay.

Inform the program sponsor and the steering committee of the delay, and validate the program business case.

Analyze the impact of the delay, review risks identify any corrective actions, and update the benefits management plan.

Update the program schedule, and escalate the issue to the program management office (PMO) to accelerate shipyard work.

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Question # 23

A program manager is responsible for constructing a US$50 million building. Management suggests it will take three years to complete. The program manager can select a design-build option to optimize the construction schedule to 1.5 years. However, heavy demand for steel is causing price increases and delivery delays. If this trend continues, it could take as long as 4.5 years to complete construction. You learn that a new technology can yield a definitive delivery schedule of 1.25 years.

What is the expected time of delivery?

1.25 years

1.50 years

1.75 years

1.00 years

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Question # 24

You are the program manager for a large program in your matrix organization. You need to define when the resources in your program will be brought into the program and then released from the program so that the project managers, operational managers, and your program team can plan accordingly. What program management plan defines when

resources are needed, how the resources will be obtained, and how the resources may be released from the program?

Procurement management plan

Resource management plan

Team management plan

Schedule management plan

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