You have to pass the PgMP exam to receive the certification from PMI. To increase the effectiveness of your study and make you familiar with the actual exam pattern, we have prepared this PMI Program Management sample questions. Our Sample PMI Program Management Professional Practice Exam will give you more insight about both the type and the difficulty level of the questions on the PMI Program Management exam.
However, we are strongly recommending practice with our Premium PMI Program Management Professional (PgMP) Practice Exam to achieve the best score in your actual PMI PgMP Exam. The premium practice exam questions are more comprehensive, exam oriented, scenario-based and exact match of PMI Program Management Professional exam questions.
PMI Program Management Sample Questions:
01. You are the program manager on a multiyear, multimillion-dollar transportation program for the provincial government. Funding for your program is allocated on a fiscal year basis, yet your program transcends multiple years.
Because of the challenges in cost estimating and the lack of additional funding to support your program, as program manager in preparing the financial management plan, you should—
a) Ensure infrastructure and operational costs are included
b) Establish a set amount for the contingency reserve
c) Derive program estimates by using scenario analysis
d) Baseline each estimate
02. Assume you prepared a benefits register for use on your program. You decide to review it with your key stakeholders to—
a) Obtain buy in to begin developing the benefits realization plan
b) Determine if benefit achievement is occurring within key parameters
c) Define and approve key performance indicators
d) Determine how best to transition benefits to operations
03. On your program, you have identified over 50 internal and external stakeholders, and have three projects in your program. You are providing regular updates on the status and specific requirements of your program to these stakeholders.
A key focus in performance reporting is information on—
a) Cost and schedule status
b) Use of resources to deliver program benefits
c) Issues to be discussed at program Governance Board meetings for decisions to move to the next phase
d) Activities to determine whether specific work results have been completed
04. Your program has seven projects in it. You have a PMO as well, which will support your program, and a core team of five people who also report to you.
However, you are working now to manage the resources of your program, and you need to consider as you do so—
a) Information from status reports
b) The program’s communications management plan
c) Preparing a human resource plan
d) Establishing an adequate compensation plan
05. As the company’s risk expert, you have been requested by the program Governance Board to perform a risk assessment on the Apex program, which includes more than 25 projects. The focus of your assessment should be on—
a) Analyzing response mechanisms for individual components
b) Ensuring that each project has a risk mitigation plan
c) Stakeholder risk tolerance and thresholds
d) Interproject risks
06. You are preparing for a meeting of your Governance Board. This meeting is a decision point review based on the need to—
a) Approve initiation of a component
b) Confirm stakeholder satisfaction with current performance
c) Confirm that a component has satisfied its business case
d) Determine if benefits are being realized as stated in the benefit realization plan
07. Because of their size, complexity, and duration, programs tend to be more important than projects in most organizations, and program managers tend to interact more with senior management, often through the Governance Board or steering committee that oversees the program.
Throughout the program, it is especially important to monitor and control program changes. It is helpful to—
a) Conduct impact assessments
b) Authorize funding for each change
c) Update the scope statement
d) Influence factors that lead to change with effective program metrics
08. As program manager, you follow a detailed closure process that was developed by the enterprise program management office (EPMO). You have customized this procedure somewhat to fit the unique requirements of your program.
Project C is now in its closing phase. This means it is your responsibility to—
a) Conduct a performance review with the project team members
b) Reallocate resources to other program components
c) Perform a final performance review
d) Update personnel records
09. It is important to address and control scope changes on programs to ensure successful program completion. These scope changes can originate from many sources including—
a) Risks
b) Resource reallocations
c) Missed milestones
d) Architecture issues
10. As a program manager, once your team is in place you need to focus on—
a) Providing mentoring
b) Setting up a team-based reward and recognition system
c) Promoting integrity in all interactions
d) Striving to be a role model for the team
Answers:
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Question: 01 Answer: b |
Question: 02 Answer: c |
Question: 03 Answer: b |
Question: 04 Answer: c |
Question: 05 Answer: d |
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Question: 06 Answer: b |
Question: 07 Answer: a |
Question: 08 Answer: b |
Question: 09 Answer: d |
Question: 10 Answer: c |
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