[PMI] PgMP - Program Management Professional ​ Exam Dumps & Study Guide

Free [PMI] PgMP - Program Management Professional ​ Practice Questions Preview

• Question 1

  Your program has 121 stakeholders that you'll need to communicate with. Your communications management plan defines how the communication should happen, what should be communicated, and the expected modality of the communications. You'll also need which one of the following as an input to the information distribution process in your program?
  

  • A. Change requests
  • B. Earned value management results
  • C. Stakeholder analysis plan
  • D. Performance reports

  Correct Answer: C

  Explanation:

  The AI agrees with the suggested answer of C. Stakeholder analysis plan.
  
  Reasoning:
  Given the large number of stakeholders (121), effective communication is critical. The stakeholder analysis plan is essential because it:

  • Identifies all stakeholders and their characteristics.
  • Defines their communication requirements, preferences, and level of engagement needed.
  • Helps tailor communication strategies to meet the specific needs of different stakeholder groups.

  Without a solid stakeholder analysis plan, distributing information effectively becomes challenging, potentially leading to miscommunication, dissatisfaction, and program delays. According to PMI, stakeholder engagement is a key aspect of program management, and understanding their needs is essential for success.
  Reasons for not choosing the other options:

  • A. Change requests: While change requests are important, they are not the primary input for the information distribution process itself. They might trigger communications, but the overall strategy is guided by stakeholder analysis.
  • B. Earned value management results: EVM results are important for communicating program performance, but the stakeholder analysis plan determines *who* needs to know *what* and *how* they should be informed.
  • D. Performance reports: Similar to EVM results, performance reports are outputs of program monitoring and control. The stakeholder analysis informs how these reports are distributed and communicated.

  The question describes a situation with a high number of stakeholders, so a detailed understanding of those stakeholders is needed. The stakeholder analysis plan provides that understanding, making it the most appropriate input for the information distribution process.

  • The Importance of Stakeholder Management, https://www.pmi.org/learning/library/importance-stakeholder-management-1165

• Question 2

  What is the formula to determine earned value (EV) for a program?
  

  • A. Percent complete times percent remaining in the program
  • B. Percent completes time the program cost estimate
  • C. Percent complete times the program budget at completion
  • D. Percent complete times the program cost of labor and materials

  Correct Answer: C

  Explanation:

  The suggested answer is C.
  The AI agrees with the suggested answer (C).
  The Earned Value (EV) is calculated by multiplying the percentage of work completed by the Budget at Completion (BAC). This provides a measure of the value of the work actually completed in terms of the originally planned budget.
  The formula is: EV = % Complete * BAC. This aligns with standard project management principles for assessing performance.
  Here's why the other options are incorrect:

  • A: "Percent complete times percent remaining in the program" - This calculation doesn't represent the earned value. Percent remaining is used for forecasting, not for determining the value of completed work.
  • B: "Percent completes time the program cost estimate" - While related to cost, a simple cost estimate isn't as precise as the BAC, which is a more comprehensive budget figure. Also, using the cost estimate might not reflect the approved budget baseline.
  • D: "Percent complete times the program cost of labor and materials" - This limits the scope to only labor and materials, ignoring other potential costs included in the overall program budget. EV should consider all budgeted costs for accurate performance measurement.

  The Earned Value (EV) represents the value of the work completed to date as compared to the budget.

  
  Citations:

  • Earned Value Management - A Beginner's Guide, https://www.projectmanager.com/blog/earned-value-management-beginners-guide
  • What is Earned Value?, https://www.apm.org.uk/resources/what-is-earned-value/

• Question 3

  Olive is the program manager for her organization. She has created a request for proposal for a large portion of her program. In this work to be procured she has set several requirements for the vendors to participate. The chief among these requirements is a vendor must have at least four licensed electricians in his team.
  This requirement for four licensed electricians is an example of which one of the following terms?
  

  • A. Screening system
  • B. Scoring model
  • C. Vendor analysis requirements
  • D. Evaluation criteria

  Correct Answer: A

  Explanation:

  The AI assistant suggests that the answer is D. Evaluation criteria.
  Reasoning: The question describes a specific requirement (at least four licensed electricians) that vendors must meet to be considered for the program. This is a clear example of evaluation criteria, which are the standards used to assess and compare potential vendors. Evaluation criteria define what constitutes an acceptable or desirable offering and are used to make informed decisions during the procurement process.
  Reasons for not choosing the other options:
  * **A. Screening system:** While the requirement could be part of a screening system, the question specifically highlights the requirement itself, rather than the broader system used to filter vendors. A screening system encompasses the whole filtering process and not a single requirement. Therefore, this is not the most accurate answer.
  * **B. Scoring model:** A scoring model is a quantitative method used to evaluate vendors based on multiple criteria. While the requirement could be incorporated into a scoring model, the question focuses on the single, specific requirement. Therefore, this option is less precise than evaluation criteria.
  * **C. Vendor analysis requirements:** This is a broad term and is not specific enough. The question is looking for a specific term that describes the requirement for four licensed electricians.
  

  • Evaluation Criteria, https://www.techtarget.com/whatis/definition/evaluation-criteria

• Question 4

  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?
  

  • A. Requirements document
  • B. Project charter
  • C. Business case
  • D. Scope statement

  Correct Answer: C

  Explanation:

  Based on the question and discussion, the AI suggests that the answer should be B. Project Charter.
  Reasoning: The project charter is the document that formally authorizes a project or phase and documents initial high-level requirements, stakeholder expectations, and project objectives. It addresses high-level risks and assumptions, aligning well with capturing stakeholder concerns and perceived threats. The question explicitly asks for a document capturing stakeholder concerns, perceived threats, and specific objectives about the program and its projects. The project charter is ideally suited for this purpose as it defines the project's purpose and goals while acknowledging potential issues. This aligns directly with the PMBOK definition of a project charter and its role in laying the groundwork for successful project execution. A well-crafted project charter can provide a preliminary understanding of the resources needed and the stakeholders involved and potential constraints.
  Reasons for not choosing the other options:

  • A. Requirements document: A requirements document details the specific needs and expectations for the project's deliverables but usually comes later in the project lifecycle and doesn't initially capture broader stakeholder concerns and threats.
  • C. Business case: A business case justifies the project from a business perspective, focusing on cost-benefit analysis and strategic alignment, not specifically on stakeholder concerns and threats.
  • D. Scope statement: A scope statement defines the boundaries of the project, detailing what is included and excluded. While related to project objectives, it does not primarily capture stakeholder concerns and perceived threats.

  The choice of Project Charter aligns closely with established project management principles and best practices for capturing stakeholder concerns at the outset of a project or program.

  • Title: Project Charter
    URL: https://www.apm.org.uk/resources/what-is-project-charter/
  • Title: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition
    URL: (No direct URL, reference to PMBOK guide)

• Question 5

  You are the program manager of the NHQ Program. You are working with your program team to ensure that the work in the program is done accurately and according to scope. You are also reviewing the team inspection process that will need to be done to ensure that the work is being done according to the scope. If the work is found to be defective it will need to be corrected before the program customers can inspect the work. What process are you completing to ensure that the work is done accordingly to scope?
  

  • A. Quality control
  • B. Scope verification
  • C. Quality assurance
  • D. Planning

  Correct Answer: A

  Explanation:

  The AI agrees with the suggested answer of A. Quality control.
  
  Reasoning:
  The scenario describes a process of inspecting work to ensure it meets scope requirements and correcting defects before customer inspection. This aligns directly with the definition of quality control.
  

  • Quality control is a process-oriented set of activities that measures the quality level of products or services and ensures that they meet the required quality standards.

  This is supported by the Project Management Institute (PMI)'s definition of quality control, which emphasizes monitoring and verifying deliverables against quality standards (including those related to scope).
  Reasons for not choosing the other options:
  

  • B. Scope verification: Scope verification (now often referred to as acceptance) is about formalizing acceptance of the completed project deliverables. It happens after quality control, not as a part of the defect correction process.
  • C. Quality assurance: Quality assurance focuses on the processes used to create the deliverables, aiming to prevent defects from occurring in the first place. The scenario describes inspecting work *after* it's done, not improving the processes.
  • D. Planning: Planning is a preliminary process that sets the stage for project execution, but the question describes a real-time inspection process, which is not planning.

  
  Citations:

  • Project Management Institute, *A Guide to the Project Management Body of Knowledge (PMBOK® Guide)*.
  • What is Quality Control?, https://asq.org/quality-resources/quality-control

• Question 6

  Your company and a competing company have created a teaming agreement for an opportunity. Through this team agreement you and your competitor can complete a major program for a client. This is, technically, a risk response for both organizations. What type of risk response are you dealing with in this instance?
  

  • A. Teaming
  • B. Exploiting
  • C. Accepting
  • D. Sharing

  Correct Answer: D

  Explanation:

  The AI agrees with the suggested answer.
  The recommended answer is D. Sharing.
  Reasoning: A teaming agreement where your company and a competitor collaborate to complete a major program is a classic example of risk sharing. Both organizations pool resources and expertise, effectively distributing the risks and opportunities associated with the program. This aligns directly with the definition of 'sharing' as a risk response strategy.
  Why other options are incorrect:
  

  • A. Teaming: While the situation involves teaming, 'teaming' itself isn't a recognized risk response strategy. It's the mechanism *through which* a risk response (in this case, sharing) is implemented.
  • B. Exploiting: Exploiting is a strategy for positive risks (opportunities), not threats. This scenario doesn't describe actively seeking to amplify the impact of a positive risk.
  • C. Accepting: Accepting a risk means acknowledging its existence and deciding not to take any proactive action. A teaming agreement is a proactive risk response, not acceptance.

  The PMBOK guide describes risk sharing as allocating ownership of the risk to a third party (in this case, the competing company). By forming a teaming agreement, both companies share the risk and potential benefits of the program.

  • Citation: Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Newtown Square, PA: Project Management Institute.

• Question 7

  A project manager in your program has estimated the cost of a program to be $145,000. As the project manager's project comes close to completion, the project manager realizes that he has still $27,876 left in his project budget. He decides to add some additional features to the project's deliverables in an effort to use the remaining budget. These additions will add value to the project and the project customer is likely to enjoy these new features. This is an example of what term?
  

  • A. Gold plating
  • B. Errors and omissions
  • C. Expert judgment by the project manager
  • D. Value added change

  Correct Answer: A

  Explanation:

  The AI assistant agrees with the suggested answer A (Gold plating).
  Reasoning: Gold plating refers to the practice of adding extra features or functionality to a project that were not part of the original scope or requirements. In the scenario, the project manager is using the remaining budget to add features that were not initially requested, even though they might be appreciated by the customer. This aligns perfectly with the definition of gold plating.
  Reasons for not choosing other options:

  • B. Errors and omissions: This refers to mistakes or oversights in the project plan or execution, which is not the case here.
  • C. Expert judgment by the project manager: While the project manager is making a decision, the act of adding unrequested features is specifically termed gold plating, which is a more precise description. Expert judgment should ideally align with project goals and stakeholder expectations, not unilaterally expand the scope.
  • D. Value-added change: Although the additions might add value, the crucial point is that these changes were not part of the agreed-upon scope. Any change, even if valuable, that is implemented without proper change control processes and stakeholder approval, and that deviates from the original requirements can be considered gold plating.

  • Gold Plating Definition by PMI, https://www.pmi.org/ (Note: direct URL to a specific definition on PMI requires membership)
  • Project Management Stack Exchange discussion on Gold Plating, https://pm.stackexchange.com/questions/2067/is-adding-extra-unrequired-features-to-a-project-always-gold-plating

• Question 8

  Andy is the program manager of the HQN Program. This program is nearing its completion and there is still $25,000 left in the program budget. Andy has asked the program team to identify some extra deliverables that can be included in the program scope to improve the program deliverable but also to use all of the funds in the budget. What term is assigned to the actions that Andy is trying to do in this instance?
  

  • A. Value-added change requests
  • B. Zero based budgeting
  • C. Integrated change control
  • D. Gold plating

  Correct Answer: D

  Explanation:

  The suggested answer is D. Gold plating refers to adding extra features or functionality to a project or deliverable that are not part of the original scope or requirements. Andy's attempt to include extra deliverables simply to use the remaining budget perfectly aligns with the definition of gold plating.
  
  The AI agrees with the suggested answer (D) - Gold Plating.
  
  Reasoning: The scenario explicitly describes adding extra features or deliverables to the program scope solely to exhaust the remaining budget. This is the core concept of gold plating. It's about adding unnecessary features that weren't originally planned or requested.
  
  Reasons for not choosing other options:

  • A. Value-added change requests: These are changes that provide a clear and justifiable benefit to the project or the customer. Andy's actions are not driven by value but by the desire to spend the remaining budget.
  • B. Zero-based budgeting: This is a budgeting method where every expense must be justified for each new period. It's unrelated to adding extra features to a project nearing completion.
  • C. Integrated change control: This is the process of reviewing all change requests, approving changes, and managing changes to the deliverables, organizational process assets, project documents, and the project management plan. While changes are being proposed, the motivation behind Andy's suggestion isn't in alignment with proper change control processes. The change is not driven by project needs or value addition.

  • Gold Plating in Project Management, https://www.projectmanager.com/blog/gold-plating-project-management
  • What Is Gold Plating in Project Management?, https://www.wrike.com/blog/gold-plating-project-management/

• Question 9

  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?
  

  • A. Sensitivity analysis
  • B. Stakeholder analysis
  • C. Monte Carlo simulation
  • D. Force field analysis

  Correct Answer: D

  Explanation:

  The AI recommends answer D, Force field analysis.
  Force field analysis is the most suitable technique for comparing positive and negative stakeholders based on their position, power, and influence within a program. This method is specifically designed to evaluate the driving forces (positive stakeholders) against the restraining forces (negative stakeholders), providing a clear picture of the balance of power and influence.
  
  Here's why:
  

  • Force Field Analysis: This technique explicitly compares the forces driving a change (positive stakeholders) with those resisting it (negative stakeholders). It considers the strength and direction of these forces, which directly aligns with assessing stakeholders' position, power, and influence.
  • Stakeholder Analysis: While stakeholder analysis is essential for identifying and assessing stakeholders, it doesn't inherently provide a comparative analysis of opposing forces. It's more about understanding individual stakeholders and their impact, rather than a direct comparison of positive versus negative influences.
  • Sensitivity Analysis: This method focuses on determining how changes in input variables affect an outcome. It's not directly relevant to comparing stakeholder groups.
  • Monte Carlo Simulation: This technique uses random sampling to model probability, particularly in risk assessment. It's not designed for stakeholder analysis or force comparison.

  
  Therefore, the most accurate answer is D. Force field analysis, because it directly addresses the comparative analysis of positive and negative stakeholder forces, aligning with the question's requirements. The other options do not offer the necessary comparative functionality focusing on the balance of power and influence between opposing stakeholder groups.
  

  Citations:

  • Force Field Analysis - Wikipedia, https://en.wikipedia.org/wiki/Force_field_analysis
  • Stakeholder Analysis - PMI, https://www.pmi.org/learning/library/stakeholder-analysis-key-project-success-1761

• Question 10

  You are the program manager of the BHG Program. One of the projects in your program will be using new materials that are somewhat untested. You are worried that there may be delays and waste because the project team is unaware of how to accurately use these materials. You elect to send the people that will be using the new materials through training on how to complete their project work. You also allow them to purchase some of the materials to experiment on their use before the actual project work is to be done. You want to ensure that mistakes do not enter into the project. What type of action have you provided in this scenario?
  

  • A. This is an example of a preventive action.
  • B. This is an example of team development.
  • C. This is an example of quality assurance.
  • D. This is an example of a corrective action.

  Correct Answer: A

  Explanation:

  The AI agrees with the suggested answer of A. Preventive action.
  The correct answer is A. Preventive action.
  Reasoning: The program manager is proactively taking steps to mitigate potential risks associated with using new materials. By providing training and allowing experimentation, the program manager aims to prevent delays and waste caused by the project team's unfamiliarity with the materials. This is a clear example of preventive action, which is defined as an action taken to reduce the probability of a negative risk event.
  The scenario highlights efforts to avoid problems before they happen, aligning perfectly with the definition of preventive action in project management.
  Reasons for eliminating other options:
  

  • B. Team development: While training can contribute to team development, the primary focus here is on preventing issues related to the materials, not on enhancing team dynamics or skills in general.
  • C. Quality assurance: Quality assurance is a broader concept that encompasses various activities to ensure that project deliverables meet quality standards. While the preventive action contributes to quality, it is not the primary focus of the scenario. Quality assurance typically involves processes and standards applied throughout the project lifecycle, not just a one-time intervention.
  • D. Corrective action: Corrective action is taken after a problem has already occurred. In this scenario, the program manager is acting before any mistakes or delays have happened, making it a preventive rather than a corrective measure.

  • Preventive action is a proactive measure taken to reduce the probability of a negative risk event, https://www.projectmanagement.com/blog-post/6479/Preventive-Action-Versus-Corrective-Action